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Global Travel & Tourism Summit Special Edition
Tuesday 22 April 2008
www.breakingtravelnews.com
S P E C I A L R E P O R T
Emirates Emirates: The Flight of the Innovators pages 20-21
Dubai Dubai Tourism, Dubai Commerce, Dubai Wisdom pages 25-27
Nakheel
Jumeirah
The Nakheel Appeal pages 29-31
The Jumeirah Group’s Vision pages 36-37
Prospects bright despite tough challenges Over 1,100 delegates from 75 countries enjoyed a first day of thought-provoking debate and presentations at the 8th Global Tourism & Travel Summit in Dubai, highlighted by a special inauguration ceremony attended by its patron, His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister, UAE and Ruler of Dubai. Geoffrey Kent, Chairman & CEO of Abercrombie and Kent and Chairman of WTTC and HH Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of UAE and the Ruler of Dubai
Dubai UAE President of the WTTC, Geoffrey Kent, welcomed His Highness Sheikh Mohammed at what is proving to be the most successful and influential WTTC Summit in its eight-year history. The two topics ruminating most around delegates’ minds were how best the travel industry should weather the storm clouds of a global economic slowdown, and how it can most appropriately meet the need for growth, with that for environmental sustainability. In his address to His Highness Sheikh Mohammed, Mr. Kent
said: “Undoubtedly, there will be challenges in the short term due to the US economic slowdown, the stock markets’ volatility, higher fuel costs and concerns about climate change. However, the continued strong expansion in emerging countries – both as tourism destinations and as an increasing source of international visitors – means that the industry’s growth prospects remain bright into the medium term.” The decision to host the summit in Dubai was both fitting and well-timed, its
transformation in a few short years into one of the world’s most incredible tourist destinations mirroring the meteoric rise of the trade and tourism industry into one of the world’s most important industries. Mr. Kent said: “We stand to learn much about the remarkable journey of this Emirate, about the vision, leadership and commitment that continues to propel Dubai into the future as world citizens.”
agreed universally, comes the need to take responsibility to protect the environment on which their industry so implicitly relies. And many of the exchanges of ideas throughout the day were dominated by how the decisionmakers gathered can shape and lead the way for more sustainable travel – an issue that will become ever more inescapable as the growth of tourism continues. Or as the closing topic of day one poignantly put it: “The questions are tough – and they’re getting tougher”.
With the success, as delegates
INSIDE: AUTUMN AIRBUS LAUNCH FOR EMIRATES Turn to Page 10-11
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4-5
Abu Dhabi Tourism Authority - ADTA raises five year projections
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BTN is first to the Summit news
8-9
Meet the Space Invaders
10-11
Autumn Airbus launch for Emirates
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Tatweer reveals Marvel theme park deal
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Marriott International, Inc - Sets the Standard in Progressive Policy
16-17
BTN Interviews Live at WTTC - Jean-Claude Baumgarten, President, World Travel & Tourism Council
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World Travel Awards - The Enigma of Excellence
20-21
Emirates - The Flight of the Innovators
22-24
Breaking Cruise News - Super Ships Meet Global Cruise Demand
For editorial feedback: alex.lewis@breakingtravelnews.com
25-27
Dubai Department of Tourism & Commerce Marketing (DTCM) - Dubai Tourism, Dubai Commerce, Dubai Wisdom
For advertising: advertising@breakingtravelnews.com
29-31
The Nakheel Appeal
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Emirates calls a world first
Chairman, CEO: Graham Cooke Executive Vice President: Manon Han Senior Vice President: David Falcon Publisher: Tony Pancaldi Global Directors: Sion Rapson, James Khan Editors: Alex Lewis, Anton Strack Writers: Daniel Rourke, Holly Pester Production Manager: Laura Tavernor Head of Photography: Mark Hakansson Video Producer: Gareth Morris Administrators: Scott Holland, Rosalyn Newbery Design: Nomad Graphique
34-35
Worldmobi Ltd - All the latest information on your phone at dubai.city.mobi
36-37
Jumeirah Group - Staying Different: Understanding the Jumeirah Group's Vision
38-39
BTN Interviews Live at WTTC - Gerald Lawless, Executive Chairman, Jumeirah Group
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Tourism for Tomorrow Awards - Twelve finalists in race for sustainability awards
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BTN Interviews Live at WTTC - Costas Christ, Chairman of Judges, Tourism for Tomorrow Awards
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MITT is the place to meet
44-45
World Travel Awards - Green Awards Ceremony Go Green-make money
50-51
IFA Hotels & Resorts - IFA breaks new ground at Kingdom of Sheba
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Dubai World Africa buys into Mantis Collection
54-55
Dubai World wants to perform home & away
56-57
World Travel Awards - Africa Awards Ceremony - What new features does Durban bring to world tourism, and how is it going to achieve them?
58-59
South Africa Tourism Shows the Industry How its Done
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BTN Interviews Live at WTTC - Stevan D Porter, President, The Americas, InterContinental Hotel Group
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One&Only Resorts in Africa and the Americas
62-63
Accor - L'esprit Accor
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64-65
BTN Interviews Live at WTTC - Selim El Zyr, President & CEO, Rotana Hotels
124-125
World Travel Awards - Europe Awards Ceremony - Europe Awards heading to Crete
68-69
Shangri La Group - Satisfying a Legend
126-127
72-73
Mandarin Oriental: The Hotel Group
BTN Interviews Emad Aziz, Chairman of Savoy Hotels & Resorts
74-77
Breaking Hotel & Resort News - Budget Revolution Escalates
128-129
World Travel Awards - Middle East Awards Ceremony - A Prospect for Greatness Abu Dhabi
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Sandals Resorts introduce the luxury included experience
130-131
World Travel Awards - South America Awards Ceremony - Brazil's position in a globalised context
80-81
Kempinski - Distinctive Luxury
132-133
FIFA and Emirates - A "Match" Made in Durban
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BTN Interviews Live at WTTC - Samad Zok, CEO of Kingdom Hotel Investments
135
ALTM 2008 builds on stunning debut
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Nakheel - Life is coming to The World
136-137
World Travel Awards - Asia & Indian Ocean Awards Ceremony - Shanghai - driving the China boom
88-89
World Travel Awards - Australasia Awards Ceremony - Sydney - the City of Celebrations
138-139
Breaking Spa News - Spas get up front and serious
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BTN Interviews Live at WTTC - Nick Fry, CEO, Honda Racing F1 Team
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UN Foundation - Investing in a better world
142-143
World Travel Awards - Gala Reception - Travel Excellence Guaranteed
144-145
Eurostar enjoys strong start to 2008
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BTN Interviews Live at WTTC - Christopher Rodrigues, Chairman of VisitBritain
148-149
Breaking Technology News - Pay-per-click gets industry hot under the collar
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Sabre wins Saudi Arabian Airlines deal
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BTN Interviews Live at WTTC - Jeff Clarke, President & CEO, Travelport
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Fortune Cookie packs suitcase of award nominations
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World Travel Awards - World & Caribbean Awards Ceremony - Turks & Caicos
158-159
Casa de Campo where Mi Casa es Tu Casa! (My Home is your Home!)
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Etihad pushing harder than ever
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BTN Interviews Live at WTTC - Rob Webb QC, General Counsel, British Airways
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AirAsia flying high and low
99-101
Breaking Airline News - Turbulent Skies
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BTN Interviews Live at WTTC - Geoff Muirhead CBE, Group Chief Executive, The Manchester Airports Group
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Emirates plots West Coast double debut
106-107
Arabian Travel Market, UAE takes lead role at ATM 2008
108-109
World Travel Awards - North America Awards Ceremony - Las Vegas: Bigger and Better than ever
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BTN Interviews Live at WTTC - Alan Parker, CEO, Whitbread PLC
161-163
Visit Jamaica - Building for the Future with Jamaica's Tourism Today
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BTN Interviews Live at WTTC - Marilyn Carlson Nelson, Chairman, Carlson
164-169
Legend Lodges - Legend in its own Tee Time
170-171
WTTC Global Summit Welcome Dinner
114-115
Ras Al Khaimah: Forging bonds with the old and reached for the new
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WTTC Global Summit Day One in Pictures
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Abu Dhabi Tourism Authority - Forging Global Perspectives - Plan Abu Dhabi 2030
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Conrad Hotels & Resorts commence their global expansion with expert experience and new partnerships
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Abu Dhabi; The Future Has Already Arrived
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Travelport debuts Carbon Tracker tool
120-121
Arabian Nights for Travel and Tourism - ANTT backing the Abu Dhabi Experience
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World Travel Awards launch global TV campaign on BBC World
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Silversea Cruises Voyage into New Seas
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BTN Interviews Live at WTTC - Manfredi Lefebvre d'Ovidio, Chairman, Silversea Cruises
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ADTA raises five-year projections Abu Dhabi Tourism Authority has raised its hotel guest projections for the coming five years from the original targets set in 2004.
HE Sheikh Sultan Bin Tahnoon Al Nahyan, Chairman of Abu Dhabi Tourism Authority
The upgrade, revealed immediately prior to the WTTC Summit, is in the Authority’s five-year plan 2008-2012 and puts projected annual hotel guests at 2.7 million by the end of 2012 – 12.5% more than initially envisaged. The new target also calls for the emirate to have 25,000 hotel rooms by 2012 end – 4,000 more than originally forecast. The plan means the emirate’s hotel stock will jump by 13,000 rooms on its current available inventory. The new targets are to be achieved by focusing on six service delivery priorities. These are; sector standardisation; tourism experience enhancement; improved access through transportation and visa processing upgrades; increased international marketing; further product development; capitalisation and preservation
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of the emirate’s distinctive culture, values and traditions. “The plan has emerged after an extensive strategic planning process which addressed the incredible opportunity Abu Dhabi has to capitalise on its advantageous location, natural assets, climate and unique culture,” said His Highness Sheikh Sultan Bin Tahnoun Al Nahyan, Chairman of Abu Dhabi Tourism Authority (ADTA). “The plan is closely aligned to, and totally reflects, the Abu Dhabi Government’s intention of maintaining and enhancing its confident and secure society in an open, global and sustainable economy, and one which is diversified away from hydrocarbon dependency. This is in line with the direction of Their Highnesses Sheikh Khalifa Bin Zayed Al Nahyan, UAE President and Ruler of Abu Dhabi and General Sheikh Mohammed Bin Zayed Al
Nahyan, Crown Prince of Abu Dhabi and Deputy Supreme Commander of the UAE Armed Forces. “As our economy evolves, we have an opportunity to become an internationally-recognised business and leisure destination. However, along with this comes a responsibility to ensure that we develop a tourism strategy that respects our culture, values and heritage and supports other government initiatives, including the attraction of inward investment. We believe our new five-year plan addresses this potential and need for accountability.” ADTA is taking a conservative approach to guest targets to ensure the destination has the necessary infrastructure in place to satisfy demand and proceeds at a pace which will preserve its secure environment and much-valued cultural heritage.
“The five-year plan is based on the overriding principle of managing growth and ensuring that tourism not only benefits our valued visitors, but also our people – whether national or resident, investors and our society at large,” said His Excellency Mubarak Al Muhairi, Director General, ADTA. “By adopting this highly considered approach we will deliver on our core brand value of respect, expand and improve our international reputation, create increased opportunities for investment partners, develop a skilled workforce of homegrown talent serving a vibrant new sector, significantly upgrade services and ultimately deliver an intuitive visitor experience differentiated from all others.” Abu Dhabi last year exceeded its hotel guest target by five percent receiving some 1.45 million hotel guests and was
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Dr. Claudio A. Silvestri, President & CEO, Premier Resorts & Hotels; Graham Cooke, President of World Travel Awards; Jean-Claude Baumgarten, President of WTTC & HE Sheikh Sultan Bin Tahnoon Al Nahyan, Chairman of Abu Dhabi Tourism Authority.
named one of the world’s top ten destinations by the UK’s largest online travel agent expedia.co.uk, as well as winning the World Travel Award for the ‘Leading New Tourism Destination’ – achievements which, Al Muhairi says, have laid the groundwork for bigger things to come. “Since our initial tourism strategy launched in 2004, we have achieved a great deal of success which has impacted Abu Dhabi city and the wider emirate – a policy which will continue. There is a long way to go and huge potential to be tapped, particularly with the completion of numerous major developments currently under way,” he said. “Our product focus will continue to concentrate on beach, nature, culture, sports, adventure and business tourism and considerable support services will be required for these sectors – opening up new horizons for local, national and international investors on both big ticket and small-to-medium enterprise scales.” To enhance product integrity while assisting and encouraging investors, the ADTA will progress a series of initiatives across a breadth of operations
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– some 135 initiatives are to be actioned within two years. “The most imminent of these will be the introduction of a hotel classification star rating system which has been developed in close consultation with the private sector,” explained Al Muhairi. “We are also working towards streamlining regulations and enhancing their awareness, compliance and boosting online license application and renewal capability. “A collaborative approach will address improved access to the emirate across the full range of transportation as well as immigration,” said Al Muhairi. “We also intend to enhance tourism sector research, partnering the industry and our stakeholders, including universities and industry institutes, to produce relevant research, such as sector skills assessment and requirement forecasts.” Also on the cards are plans for seven additional ADTA representative offices in new markets by 2012 end. Australia, China and Italy are being targeted this year joining an existing network of offices in the UK, Germany and France. Next year the authority will participate in 17 overseas trade
HE Sheikh Sultan Bin Tahnoon Al Nahyan, Chairman of Abu Dhabi Tourism Authority giving special welcoming remarks yesterday for ‘Global perspectives – changing priorities’
forums which will rise to 25 a year in 2012. It will also pursue increased destination awareness by utilising and expanding on a range of promotional tools including familiarisation trips, workshops and road shows. There are also plans to cooperate with the education sector to develop hospitality and tourism-related degrees, programmes and specialised training while the authority is hoping to add at least seven major international events in the next five year to its portfolio. Quality provision is to be prioritised throughout the entire destination offering, according to Al Muhairi. “We are going to work very closely with our public and private sector stakeholders to identify existing quality standards and achieve consensus on improvements where necessary. We will gauge performance satisfaction through a comprehensive visitor survey and provide stakeholders with constructive feedback. Quality will also be assured through ADTA’s commitment to training investment for its own, and the
wider industry’s workforce.” In addition to the six service delivery priorities which will ‘drive’ Abu Dhabi’s tourism development over the next five years, the authority will implement four priority enablers to build organisational and sector capacity to cater to planned targets and growth. The four are; improved collaboration mechanisms, national sector workforce development, enhancing organisational effectiveness and the strengthening of the sector’s research capabilities. Al Muhairi said Abu Dhabi’s increasing hotel guest trend will continue and is expected to show a significant increase towards the end of 2009 when numerous major infrastructure projects come on line. These include the Qasr Al Sarab desert retreat in the Liwa Desert, the boutique Desert Islands Resort on Sir Bani Yas island, the Park Rotana Hotel, the Yas Island Formula One race track, which will host a new F1 meeting in 2009, and the ecofriendly, Par 72 Saadiyat Beach Golf Course, designed by golfing legend Gary Player and the Arabian Gulf’s only ‘ocean’ course with several beachfront holes to name a few.
www.abudhabitourism.ae
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BTN is first to the Summit news Breaking Travel News is proud to have been appointed the Official Publisher of the 2008 WTTC Global Travel & Tourism Summit Report, here in Dubai.
Anton Strack, Editor of Breaking Travel News interviewing Maurice Flannagan CBE, Executive Vice Chairman of Emirates Airline
BTN has produced the report, delivered to everyone here today and we are also producing a truly-unique wrapup issue which will be handdelivered by courier to the offices of every sponsor, partner, speaker and delegate within seven days of the Summit’s conclusion. Attended by world leaders, this Summit is discussing the priorities for the world's largest generator of jobs and prosperity - Travel & Tourism and is the most well-attended event in the calendar. BTN has fully embraced the exclusive opportunity to report the findings from this hugely influential event. The World Travel & Tourism Council, the Dubai Department of Tourism and Commerce Marketing, Dubai Civil Aviation Authority, Jumeirah Group and Nakheel, have formed a dynamic public and private sector partnership to plan, prepare and host the Global Travel & Tourism Summit. The Summit is engaging invited participants in real dialogue on
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issues that affect the industry and the world at large. Invited participants include the Chairs and Chief Executives of the Travel & Tourism industry, Heads of Government, international experts and the global media. Anton Strack, Editor of Breaking Travel News commented, “BTN is really proud to have been given the chance to cover the WTTC Summit in this distinctive way. It’s such an important occasion and we have enjoyed some great access and insight in the run-up to the event. We are aiming to continue providing our first-rate coverage throughout the event and beyond. The wrap-up issue is also a really exciting opportunity to call attention to the vision that this Summit seeks to promote.” Breaking Travel News is also to be the Official Daily Newspaper for the Arabian Hotel Investment Conference (AHIC), as it has been for the past two years.
2008, also at Dubai's Madinat Jumeirah Convention Centre and is jointly organised by The Bench and MEED. Breaking Travel News ranks as one of the leading online travel news and information sites. The website – BreakingTravelNews.com – provides a broad range of information covering daily news, special reports and an extensive calendar of travel trade events. The newswire service is sent out daily to all registered members delivering the latest headlines and special reports on the global travel and tourism industry. The website was set up in 1998 by the World Travel Group who saw a need for providing bulletins to the tourism and travel trade on the Internet. Ten years on and it has become one of the Internet’s most comprehensive travel news networks.
The site is focused on global travel intelligence and offers free streaming video on the Website. The site already has a comprehensive video archive. All of the Video Travel News can be accessed free of charge, through the front page of the website. Breaking Travel News has also launched a Broadband video channel on youtube last year, the leading online video community that allows people to discover, watch and share originally created videos. The channel can be found at www.youtube.com/breakingtra velnews. BTN provides global travel news as it breaks - from airplane orders at the Paris Air Show to the effects of the Asian tsunami. It is not just about soft news associated with hotel openings and new air routes.
www.breakingtravelnews.com AHIC will run from May 3-5,
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Meet the Space Invaders
It is described by the select few who have been there as an overwhelmingly intense experience, the ultimate travel buzz that includes celebrities from Paris Hilton to Morgan Freeman on the list of those who have already signed up for the ride.
Bringing the Final Frontier to the masses could prove the ultimate challenge for the travel and tourist industry, and its biggest growth area in the future. “Going to space and establishing a human sustainable presence is not only something humanity
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would like to have but must have,” says Eric Anderson, CEO of Space Adventures. At present, Space Adventures is the only company that has taken tourists into space. Clients spend ten days in orbit aboard a Soyuz spacecraft at a cost of US$20 million.
Eric Anderson added: “In 50 years space travel will be a huge industry. This may seem a hard concept to grasp now but we often under predict how far ahead we’ll be decades from now.” As early as next year, Richard Branson’s Virgin Galactic plans to send civilians into space for a knock-down US$200,000, albeit for a sub-orbital flight on the edge of space lasting only several minutes. Other entrepreneurs including Amazon founder Jeff Bezos are also vying to have a slice of the budget space tourism pie. There are also spaceports set up in numerous locations from California to the United Arab Emirates.
It seems fitting then that the Global Travel and Tourism Summit, a forum to look at the shape of tourism to come, should bring together two pioneers of space travel, HRH Prince Sultan bin Salman Abdul Aziz, the world’s first Arab and Muslim astronaut, and Eric Anderson of Space Adventures. Eric Anderson said: “Dubai is now a global hub of tourism and we’re looking for the first Emirati astronaut to fly as early as next year.” HRH Sultan bin Salman Abdul Aziz trained as a fighter pilot in the Royal Saudi Air force before flying as a payload specialist on the Space Shuttle
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Eric Anderson, President and CEO, Space Adventures
Discovery in 1995, representing the Arab Satellite Communications Organization (ARABSAT) in deploying the ARABSAT-1B satellite. After his space flight, His Highness Prince Sultan bin Salman Abdul Aziz helped found the Association of Space Explorers, a non-profit organization comprising over 300 astronauts and cosmonauts who have been in space, and served on its Board of Directors for several years. ASE’s mission is to encourage international cooperation in the human exploration of space. On terra firma, HR Prince Sultan bin Salman Abdul Aziz,
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is the Minister of Tourism for Saudia Arabia, his role being to highlight the Kingdom of Saudi Arabia as a tourist destination.
national economy amounts to approximately 8.8 percent of the Kingdom’s Gross National Product.
“The tourism sector is of great importance to Saudi Arabia,” he said. “I see the future of the tourism sector in the Kingdom as bright and promising, and the opportunity to create jobs is enormous. According to our records, the industry is expected to create between 1.5 and 2.3 million job opportunities by the year 2020.”
According to recent studies, 2007 exceeded expectations for international tourism with arrivals reaching new record figures close to 900 million and supporting more than 220 million jobs. The Middle East totalled 46 million international tourist arrivals last year. The region, according to His Highness is emerging as a strong destination with visitor numbers climbing much faster than the world total, with Saudi Arabia and Egypt among the leading destinations in growth in 2007.
He also stressed the importance of tourism in contemporary economies, noting that the contribution of the tourism sector to the
Abdullah S. Al-Jehani, Deputy Secretary General for Marketing & Media, Supreme Commission for Tourism, Saudi Arabia
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Autumn Airbus launch for Emirates This autumn will hail a new dawn in long-haul travel as Emirates rolls out the first of its 58 Airbus A380s. The first Emirates A380 will operate non-stop from Dubai to New York on 1st October 2008, promising passengers an unrivalled travel experience.
Emirates’ Airbus A380s will spread their wings to some of the furthest points on the airline’s network – New York, London Heathrow, Sydney and Auckland.
The launch is set to prove a major milestone for the airline as it takes the first step in becoming the world’s largest operator of the super-jumbo, which is the largest passenger airliner ever to take to the skies. This will be shortly followed by non-stop services on the A380 from Dubai to London Heathrow on 1st December 2008, and Sydney-Auckland on 1st February 2009. The aircraft on these routes will offer 489 seats – 14 in First Class, 76 in
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business and 399 in economy. Speaking at the opening night of the WTTC Global Travel & Tourism Summit, Maurice Flannagan CBE, Executive Vice Chairman of Emirates Airline, said: “We’re hoping to receive the first A380 in August, and start flying to New York in October, then we’ll be rolling out about one per month.” According to Tim Clark, President of Emirates Airline,
the deployment of these aircraft on busy international routes will enable more and more customers to keep discovering more and more places at extremely competitive prices. He said: “Our A380s will take to the skies in late summer, signalling an end to our long wait and ushering in a new era for Emirates. We have played an integral role during the design and development stage to tow the aircraft from the
drawing board to the production line, and we look forward to bringing them into commercial service.” “While we are still debating our first commercial A380 route, it has always been our intention to fly the aircraft on capacityconstrained trunk routes. The cities that we have now scheduled for A380 services, starting this autumn, bring our plans to fruition.” He added: “Our customers can
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Habib Fekih, President, Airbus Middle East
rightly anticipate an exhilarating experience on the state-of-theart aircraft, which will be specially appointed and equipped to Emirates’ exacting standards. We will unveil our exciting inflight features and facilities shortly.” With a route network that currently spans over 90 destinations in 62 countries, Emirates will launch services to Cape Town on 30th March 2009, and has also announced services to Kozhikode (Calicut) from 1st July. The world’s largest and most advanced passenger aircraft is set to have a resounding impact on Middle Eastern aviation, with Etihad Airways having four on order already. Speculation is also mounting for a repeat order, following an announcement that it plans to order between 50 and 100 jetliners this summer. This comes as it seeks to expand its network in the Middle East and to nations including India in a bid to compete with regional giants Emirates Airlines and Qatar Airways. Francis Ebner, Director General for Etihad’s operations in France, said “We will order 50 planes this summer for delivery in 2013.” He added afterwards that the total order could rise to 100 aircraft including all three
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categories. Etihad said last year it was evaluating the A350 against the Boeing 787. An order of 50 planes in this category would be worth around $10 billion. Habib Fekih, President of Airbus Middle East, said: “In less than five years, Etihad has attained a reputation as one of the most respected and fastest growing airlines in the world. With our modern and very efficient aircraft family we are proud to be Etihad’s partner in its strong growth strategy and rapidly expanding network.” Doha-based Qatar Airways also has four A380s on order. This comes as part of more than 200 brand new aircraft worth over US$30 billion due for rollout over the next few years as the catalyst to open up new routes worldwide. Airbus have been busy elsewhere around the world too. British Airways, winner of World's Leading Airline in the 2007 World Travel Awards, placed an order for 12 Airbus A380 in September last year. It came as a part of a bigger order which included 24 Boeing 787 aircraft with options for a further seven Airbus A380s and 18 Boeing 787s. Willie Walsh, British Airways' Chief Executive, said at the time: "This is an exciting day for
Maurice Flannagan CBE, Executive Vice Chairman of Emirates Airline
British Airways with our largest fleet order since 1998. It's great news for our business, our customers and the environment.” "These aircraft set the gold standard when it comes to environmental performance in the key areas of CO2 emissions, local air quality and noise. They will contribute significantly to our target of improving fuel efficiency by 25 per cent between 2005 and 2025. They are also much quieter than their predecessors, which is of vital importance at Heathrow. Both the A380 and B787 are rated as producing a quarter of the noise level of the B747-400.”
International Airport has undergone a major expansion with the construction of Terminal 3 and new 60 metre wide and longer runway in order to become fully Airbus A380 compatible. Despite some problems with delays and initial delivery it is clear that the A380 is here to stay and it’s going to continue to have an enormous impact both in the Middle East and across the globe.
www.airbus.com www.emirates.com www.etihadairways.com www.qatarairways.com www.britishairways.com
The size and scale of this new aircraft has an effect on airports as well of course. Dubai
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Tatweer reveals Marvel theme park deal
NEWS IN BRIEF Eos hoping for $50 million lifeline In the face of tight credit markets and an economic environment that has led to several industry failures, Eos Airlines has agreed to a term sheet outlining the terms on which Eos will secure an additional $50 million in capital from a current investor.
Saeed Al Muntafiq, Executive Chairman, Tatweer
The transaction, which is scheduled to close May 1, 2008, underscores confidence in Eos’ proven business model built around an entirely new class of air travel. “When we closed on our last round of financing, we were clear that we would need to raise additional capital,” said Jack Williams, Eos President and CEO. “Our success - in the face of this extremely challenging economic and credit environment - shows that investors continue to be enthusiastic about our business model.
Mohammed Alhabbai, CEO, DUBAILAND
Tatweer has announced a landmark deal with US-based Marvel Entertainment, the creators of such globallyrenowned super heroes as Spider-Man, The X-Men, Iron Man, the Fantastic Four and The Incredible Hulk, to develop the region’s first super heroes theme park at the world’s largest leisure, tourism and entertainment destination. Allocated within DUBAILAND, the Marvel Super Heroes theme park will be one of its key anchor projects. The design and conceptual masterplan of this 4.5 million sq ft development has recently been finalised. The park, expected to welcome visitors in 2012, will provide families an ultimate destination with new and exciting rides that will enable them to re-live their childhood and interact with their beloved super hero characters. Saeed Al Muntafiq, Executive
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Chairman, Tatweer, said: “We are delighted to welcome Marvel as our latest member in the distinctive DUBAILAND portfolio. We are confident this landmark partnership will add further value to the exciting world-class offerings of DUBAILAND.” David Maisel, Executive Vice President of Marvel Entertainment and Chairman, Marvel Studios, said: “We are privileged to be a part of the DUBAILAND Destination, a unique entertainment experience that captures the world’s best creative concepts. The launch of the Marvel Super Heroes theme park in Dubai will mark our entry into a region that promises tremendous growth potential for our brands.”
Originally announced last year as a partnership between the Al Ahli group and Marvel Entertainment, Tatweer has now stepped in to oversee and take the development forward, and strategically manage its theme park portfolio. The three billion sq feet Dubailand, a member of Tatweer, comprises projects that include DreamWorks Animation Park, Six Flags, HIT Entertainment, Universal Studios Dubailand, Global Village, and several projects including Dubai Sports City, Motor City, Dubai Outlet Mall, Al Sahra Desert Resort, Al Barari, The Polo and Equestrian Club, City of Arabia, Legends, Dubai Wheel and Falcon City of Wonders.
www.tatweerdubai.com
“Now we have a term sheet with a current investor for the financing needed to take us to corporate profitability in 2009.”
Etihad ponders brand Etihad Airways is considering rolling out its own hotel brand in the coming years according to reports in the Middle East. The reports suggest that it might take awhile for the airline to decide on a hotel development and management scheme that could help the airline extend its services in accommodation as well. James Hogan, Chief Executive Officer of Etihad said, “It’s a matter of time before we launch the hotel portfolio. However, right now, we are pretty busy in consolidating our core business, which is aviation.”
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Marriott International, Inc. Sets the Standard in Progressive Policy Yesterday at the Summit the first session opened with a keynote speech from JW Marriott, Jr, Chairman and CEO of Marriott International, Inc. The topic, “Travel and Tourism – central to society – universal in its impact”. It encouraged delegates to discuss and consider the increasing role of tourism in our contemporary lives, and the growing connections between the industry and other world issues. Marriott International is leading an industry drive to interact company growth with socially compatible initiatives. J.W. “Bill” Marriott, Jr., is also on the executive committee of the World Travel and Tourism Council. He is renowned for his freethinking and activity in the hospitality industry. In the last few years he has spoken on U.S immigration policy, pressing congress for a “comprehensive” immigration reform. Speaking at a global tourism conference in 2006 he insisted that a more “open door” policy would help diversify his already top-ranking diverse workforce. Marriott International, Inc. is a major lodging company with about3,000 lodging properties in the United States and 67 other countries and territories. The company is headquartered in Bethesda, in Maryland, USA with approximately 151,000 employees throughout its empire. Under JW Marriott, Jr’s leadership the company has been ranked the lodging industry’s most admired company for the past nine years and voted one of the best companies to work for by FORTUNE. In the financial year 2007, Marriott International reported sales from continuing
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operations of $13 billion. Marriott’s latest developments see no deviation from sustained success. It has recently been announced that Marriott International will be adding yet another hotel in Rome, Italy to its profile. The 162-room Hotel Central Park Rome will be rebranded the Courtyard by Marriott Rome Central Park later this year under a franchise agreement reached with I.R.P.S Srl. Located in a quiet residential area called Balduina/Monte Mario, the Courtyard by Marriott Rome Central Park is Marriott International’s fourth property in Rome, and the second to carry the Courtyard brand flag. Courtyard by Marriott is Marriott’s largest brand with nearly 800 hotels worldwide. The brand is designed to appeal to the new “hybrid breed” of travellers, who are enjoymentfocused yet need to balance the demands of business, therefore require ultra-modern entertainment and communication services. June this year will see the opening of the Camelback Inn, a JW Marriott Resort and Spa in Scottsdale Arizona ,after a $45 million renovation. The Camelback Inn is one of the longest-running luxury properties in the United States. Its renewal includes a new main lobby, meeting spaces, public areas, and two restaurants. The renovation process has opened up the property to its inspiring desert surroundings. Approximately 21 new JW
Marriott Hotels & Resorts will open worldwide over the next 36 months, bringing the total number of hotels and resorts under the JW Marriott brand to more than 50 in 23 countries. Hotels set to open in 2008 include JW Marriott hotels in Canada, Kazakhstan, Indonesia, Algeria, Costa Rica, China and India. The WTTC will be equally excited about the company’s impressive acts of environmental relief. It was announced this month that Marriott and the state of Amazonas have signed an agreement to support a JW Marriott Jr, Chairman and CEO of Marriott International Inc. project to help protect 1.4 million acres of endangered strategy in collaboration with rainforest. This innovative the global organisation partnership between Conservation International. government and the private This will no doubt be of great sector is one of the first in the interest to fellow delegates and world to reduce greenhouse gas audiences at the summit. emissions from deforestation. Marriott International, Inc. is Marriott has committed $2 attributed with continued million to fund an leadership in protecting our environmental management environment through energy plan administered by the newly efficiency and creative created Amazonas Sustainable enterprises such as this. Foundation. By year-end, Marriott customers will be able In January this year J.W. to offset the greenhouse gas Marriott, Jr. joined forces with emissions generated from their Ian Schrager for a new lifestyle stay by contributing to this boutique hotel brand, rainforest fund. In addition, introducing its name, “Edition,” Marriott is taking new steps to announcing an initial wave of reduce the company’s water, signed development deals that waste and energy consumption; will see the expected opening of green its supply chain; build the first properties in 2010. greener hotels; and engage Plans are in place for the first employees and guests to take nine of what may be over 100 action. Edition hotels in markets around the globe. To reduce and offset its carbon footprint Marriott has developed a company-wide www.marriott.com
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SPECIAL INTERVIEW
Jean-Claude Baumgarten, President, World Travel & Tourism Council Jean-Claude Baumgarten joined Air France in 1970 and was appointed Regional Manager for West Japan in 1974. He later became Regional Manager for Thailand and Burma, as well as Singapore, Malaysia and Indonesia and then General Manager for Japan in 1982. He was also Chairman of the French Chamber of Commerce and Industry.
In September 1986, JeanClaude became Vice President and General Manager for the United States. In June 1990 he was appointed Vice President for the Americas and Asia. In November 1993, Jean-Claude was promoted to Executive Vice President of Commercial Operations and Member of the Executive and Strategic Committee. In February 1996 he became Executive Vice President of Corporate, International & Industrial Affairs. From December 1997 until July 1998, prior to leaving Air France, Jean-Claude held the position of advisor to the Chairman. In October 1999, he was appointed President of the World Travel & Tourism Council. Here Jean-Claude gives us an insight into the current thinking at the WTTC summit and suggests that the industry has arrived at a critical turning point. BTN: The WTTC summit is looking to provide a vision for the travel and tourism industry – how important do you think events like this are in helping to shape that collective vision? JCB: The Summit will act as the ideal platform to bring together
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industry and government as well as international media to have open dialogue and exchange of ideas to reflect on how far the Travel & Tourism sector has come until today, and how it should develop for tomorrow. It will act as a celebration of Travel & Tourism and highlight the responsibility and the role that the industry must play. The overarching aim is to generate engaging discussion and show collective commitment between government and industry leaders to act as World Citizens, which is the theme of this year’s Summit. The Summit is a creative environment and its signature format – The Round – will play an important role in engaging world leaders in an open exchange of ideas that will help unlock the full potential of this industry. Steering away from formal speeches, the Summit will engage a discussion between the panelist and audience led by a moderator. The aims of each session will be set and over the 2 days messages will be highlighted as clear actions to combined commitment and cooperation between the two sectors to form the world leading example of a public/private partnership.
BTN: What was the background to your decision to host this summit in Dubai and what do you think the rest of the world can learn from the rapid development of tourism in this region? JCB: The location of this year’s Summit is no coincidence and the symbolism of Dubai is an example of government and industry working collectively to embrace the benefits of Travel & Tourism. A strong communication between these two sectors is vital to ensure the industry’s very success and sustainable growth; this is the mission of WTTC and the objective of the Summit. BTN: This is your 8th Summit – how have they changed over the years? JCB: The importance of the Summit became apparent after September 11th, which was a time of crisis for the industry, then came other issues such as SARs and political uncertainties; the industry experienced many years of slow growth but ever since 2004 it growth has picked up tremendously and its resilience and importance is becoming evermore apparent. The Summit has helped harness dialogue between industry and government
leaders, which is fundamental to its success and its growth. The Summit has grown in importance not only in the number of delegates but also in its ability to inspire business leaders and governments across the world through rich dialogue and an open exchange of ideas. WTTC has been to so many destinations around the world that are influenced by Travel & Tourism - Portugal, Doha, India, Washington DC and now in Dubai. The format has changed and Summit style The Round is an element that creates this atmosphere of openness. BTN: Has the role of the WTTC itself changed during that time and what are your current goals? JCB: As one of the world's largest industries, employing approximately 230 million people and generating over 10 per cent of world GDP, WTTC works together with governments to raise awareness of the economic and social importance of the industry across the world. WTTC’s mission focuses on three main areas: Driving the Agenda: Raising awareness of the impact of
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SPECIAL INTERVIEW
Travel & Tourism and working with governments to make the industry an economic and jobcreating priority. The Facilitator: Helping industry participants to understand, anticipate, interpret and act on global key regional development. The Networking Forum: WTTC is the business leaders’ forum to which Travel & Tourism players aspire. The mission of WTTC is still based on these fundamental elements but it must adapt to its internal and external environment and must keep engaged in issues that impact Travel & Tourism and beyond. BTN: Finally, in your view what is the single most important issue for the industry to tackle at this WTTC Summit and beyond? JCB: We are at a huge turning point. The location of this year’s Summit is no coincidence and the symbolism of Dubai is an example of government and industry working collectively to embrace the benefits of Travel & Tourism. The Summit will act as celebrations to remind people of its potential in terms of employment, wealth, cultural
understanding and for many, it is also a basic human right. Its resilience and growth continues to strengthen and expand but with this growth comes greater challenges and responsibility. The Summit will highlight 3 challenges that we face: Infrastructure - Dubai is one of the world’s best examples of a state that has built upon a vision for the future and has invested heavily and wisely in the base infrastructure that will underpin Travel & Tourism growth; however there is great concern for many countries and especially government that current infrastructure will not be able to cope with the demand or with management of flow.
especially WTTC companies are changing their operations dramatically to meet this concern. All 3 issues go hand in hand; we need better infrastructures to improve environment; we need the workforce to embrace and adapt to environmental concerns and consumers’ needs; innovation and technology also play an important role. The Summit is no sales conference or marketing seminar. The agenda is a rigorous assessment of the impact Travel & Tourism has had on the world we live in, and of how far the Travel & Tourism sector is meeting its responsibilities as a global citizen.
Human Resources/People - a shortage of skilled people is affecting the industry’s ability to grow effectively. A concerted effort between government and industry, embracing education, training and corporate social responsibility, will be addressed by the Summit in Dubai. Environment – Travel & Tourism recognises it is part of the problem, but it is also committed to be part of the solution and many companies www.wttc.travel
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THE ENIGMA OF EXCELLENCE Graham Cooke, Founder and President of the World Travel Awards, explains his ambition for outstanding industry excellence
Cooke, President of the World Travel Awards, will never give up that search. He says: “It’s what drives me on. There are many well-run travel companies in the world but what fine dividing line separates them from the exceptional? “What qualities mean their names leap automatically to people’s lips when the word ‘excellence’ is mentioned, regardless of whether they are customers or fellow professionals? “It’s about selecting the exceptional from the also-rans, the superstars from the plodders; whose track records are poured over by their peers worldwide, who wish that even a sprinkle of this
indefinable magic would rub off on them, their products and employees.” The enigma of ‘excellence’, how you come by it and maintain it in the ‘bear pit’ of the international travel and tourism industry is the reason why Cooke founded the rapidly expanding World Travel Awards 15 years ago. In a few short years they have been described by the Wall Street Journal as the global Oscars of the travel industry. There is a grand tour of eight regional and sector award events leading to the global final in December, this year being staged in the Caribbean’s Turks and Caicos.
For winners, the awards are a symbol of excellence in everything they do and say, a warming reassurance for customers and an acceptance by the industry of their achievements. But when he launched the awards it was a different story.
“This is the cornerstone of the World Travel Awards.” But as Cooke admits, there is still a lot further to go in the journey. “We need to foster trust in senior leadership that will, in turn, lay down a strong foundation for other key factors in this pursuit of excellence.
“Travel awards, as now, were commonplace. None of them really meant anything, apart from, of course to the winners. There was no real substance behind them and everyone frankly took them with an element of ‘So what?’.
“A great deal, for example, rides on employees, the opportunities to use their onthe-job skills and a sense of enjoyment and passion.
“I wanted to establish some kind of serious and constructive template for excellence by which the travel industry could measure its performance. I wanted to improve standards, stimulate competitiveness and create an acknowledgment that there is a great deal more behind these accolades than just excitement, glitz and glamour.
“But it goes far deeper than that. Competitiveness and the quality of a company, its philosophy, culture and products need to be integrated with honesty and integrity. This means that those nominated for the World Travel Awards are judged on quantifiable principles. These include understanding visitor needs and the expectations for a first class customer experience; maximising business performance; valuing personnel and innovative development of company products. But as the industry increasingly recognises the importance of securing the future, Cooke is anxious that businesses adopt sustainable tourism strategies with a clear focus on environmental practices. “There are, however, two further qualities that perhaps take precedence in the exceptional travel company. It’s the fundamental drive for creativity and enterprise and clear communication, not only externally but internally. “These are the ingredients that help to fire the magic.” www.worldtravelawards.com
His Royal Highness Prince Alwaleed bin Talal bin Adbulaziz Al Saud, Kingdom of Saudi Arabia (left), Mr Graham Cooke, President and Founder World Travel Awards (MIddle), HH Sheikh Ahmed bin Saeed Al Maktoun, Chariman of Emirates Airline (Right).
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Emirates: The Flight of the Innovators
The first Emirate flights were in October 1985, launching a world-dominating airline. Since then Emirates has increase at a rate the industry has rarely encountered before.
The Emirates Legacy The Emirates Group is the immense holding company that umbrellas Emirates airline and Dnata aviation services, the sole
“now a globally influential travel and tourism conglomerate”
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ground handling agency at Dubai International Airport and the biggest travel agency in the Middle East. The Emirates Group itself is wholly owned by the Dubai Government and chaired by Sheikh Ahmed bin Saeed Al Maktoum, uncle to HH Sheikh Mohammed bin Rashid Al Maktoum, though strictly run as an autonomous business. The airline represents, in many ways, Dubai’s generation of influential emirates, connecting Dubai’s traditional past
to its prosperous future. By virtue of healthy competition and dedication to a goal of “quality, not quantity”, Emirates can expect to achieve the likely target of becoming the world’s largest airline in the coming decade.
HH Sheikh Ahmed bin Saeed Al Maktoum HH Sheikh Ahmed bin Saeed Al Maktoum has been Chairman of the Emirates airline
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and Group since its beginning over 20 years ago. His role at Emirates is in combination with his Presidency of the department of Dubai Civil Aviation, a governing body that manages Dubai International Airport, Dubai Cargo Village, Dubai Duty Free, Dubai International Hotel
HH Sheikh Ahmed bin Saeed Al Maktoum, Chairman of Emirates Airline
and Dubai Aviation Club. In addition to this Sheikh Ahmed bin Saeed Al Maktoum is Director of a number of committees and high-status national sports clubs. His leadership extends to education, seeing him chair the British University in Dubai. Yet it is Sheikh Ahmed’s indicative role in the United Arab Emirates aviation industry that has most benefited his nation.
What’s in a Name? Sheikh Ahmed bin Saeed Al Maktoum can also take credit for the astute strategies
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adopted to raise the airline’s international profile. The renowned Emirates brand has been cast across Europe through their sponsorship of the most prestigious sporting tournaments and events; football, rugby and cricket world cups, as well as home and international golf, horseracing, sailing and powerboat racing championships. Their name is synonymous in the UK with Arsenal Football Club and stadium. Since the £100m sponsorship deal in 2004, the Emirates Stadium has become a cultural landmark of North London. Their logo is to adorn the shirts of Arsenal football champions, not to mention its fanclub, for the next decade at least – a sure way to give your logo household familiarity.
The Airline Who Dares … and Wins Now a “globally influential travel and tourism conglomerate” the airline expects large pay offs to their ambitious ventures in the immediate future. Emirates is well known for a commitment to maintaining a ‘young’ fleet and regularly update their aircrafts. Their new order for 12 777300ERs, valued at US$3.2 billion, will give Emirates a total of 57 Boeing 777s making them the world’s largest 777 operator in the next few years. They expect to premier 55 Airbus A380s in August 2008 with record-breaking passenger capacity. The airline will be using the
aircraft on daily direct flights to New York, London Heathrow and eventually Sydney and Auckland. The radical engineering feats match their daring decisions in service destinations; providing routes other European carriers have not considered, such as a daily flight between Newcastle and Dubai, inviting
new circles of tourists and spending power to the home lands. This is typical foresightedness of a company that knows how to maximise the benefits of their geographical location. Dubai city is uniquely positioned between Asia, Europe and Africa. Having been previously used as a stop over point, it now acts as the mediating hub that engages the booming economies of Asia and India. As the facilitator of travel and transportation, Emirates will direct services and goods between the East and the rest of the world.
www.emirates.com
Facts and Figures •
Since the airline was founded, Emirates has not fallen below a 20% annual growth.
•
2007 saw a record net profit of US$942 million, a 28% increase on the previous financial year.
•
Their 113 strong fleet flies to 100 destinations in 62 countries
•
Emirates fly over 800 aircrafts a week, accounting for 42% of flights in and out of Dubai.
•
Emirates airline currently employs 20,273 staff internationally.
All facts and figures taken from the official Emirates Airline website
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SUPER SHIPS MEET GLOBAL CRUISE DEMAND Cruise Specialist and Editor, Emily Bamber Sails the Waves
When the first purpose-built passenger leisure ship set sail in 1900, its organisers would have struggled to believe that cruise would develop into the fastestgrowing sector of the modern travel industry. Some 15.5 million people took a cruise in 2006, according to the Passenger Shipping Association, an increase of 7% on the previous year and on course to top 20 million in the next five years. The worldwide demand for cruising is being met by massive increase in capacity. In 2008 some 300 cruise ships are operational around the world, 33 of them ‘super ships’ over 100,000 tons. Eight new ships will launch this year alone; between them adding product for almost 25,000 passengers. Last year saw an equally impressive output from the shipyards and since 2006 Royal Caribbean International has unveiled a Freedom class ship a year – currently making Freedom of the Seas, Liberty of the Seas and, when it launches at the end of this month, Independence of the Seas, the largest cruise ships in the world each capable of carrying 4,370 passengers.
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Pressure is now on to fill these cabins, but the mood among the cruise lines is buoyant. Announcing his company’s results earlier this year, Carnival UK Chief Executive Officer David Dingle said, “Back in 1995 when P&O Cruises introduced Oriana there were many who doubted we would fill her. But nobody then would have believed the situation now when we can contemplate attracting 200,000 more passengers in a single year. That would have been half the size of the whole UK market just two years ago.” North America still leads the way, topping 10 million passengers for the first time in 2006, but the largest percentage growth in recent years has been in Europe, where, according to the European Cruise Council, passenger numbers more than trebled from one million in 2005 to 3.48 million in 2006, accounting for 23% of cruise passengers worldwide. The German market saw 10% growth in 2006, but the UK led the way with 1.2 million passengers, growth of 12% on the previous year. And to meet that demand, the majority of the new tonnage launching in the next five years are for European brands, and will sail in
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expedition ship Prince Albert II in June and two further ships in 2009 and 2010 respectively, and Yachts of Seabourn also awaiting delivery of three new vessels.
Norwegian Gem have the only bowling alleys at sea while Princess Cruises and Carnival Cruise Line offer mega cinema screens on the decks of some of their newer ships.
Small tends to equate with luxury, meaning more space, personalised service with better passenger-to-staff ratio, and more off-the-beaten-track itineraries. The other main players in these waters are Star Clippers, Hebridean International Cruises, Windstar Cruises, SeaDream Yacht Club and Regent Seven Seas.
Cruise lines are also waking up to the importance of the younger generation – happy kids means happy parents, and children have a huge influence on holiday choices.
All aboard
Carnival Conquest
European waters for at least some of the year. “At Carnival UK we no longer talk about ‘if’, but ‘when’ the UK market will reach two million,” said Dingle. “We now believe that will be in 2012 – some of us believe [by then] the number is going to be much, much higher.” There can be little doubt that the industry’s centre of gravity has shifted away from North America towards Europe, and nothing demonstrates this more clearly than Royal Caribbean International’s decision to base its third Freedom-class ship Independence of the Seas out of Southampton for the UK market. According to the ECC, the cruise industry now accounts for a quarter of a million jobs across the continent and ¤10 billion of direct spend – largely helped by the fact that the main shipyards are still based in Europe and the industry spent ¤4.1bn on shipbuilding and maintenance in 2006. Big ship, small ship With major new vessels now launching on an almost monthly basis, passengers have never
had so much choice. At one end of the market Royal Caribbean International is soon to break its own record with the new ‘Project Genesis’ ships which will weigh in at 220,000 tons with capacity for 5,400 passengers – the first will launch in 2009 and a second is on order for 2010. Carnival Cruise Line, Princess Cruises, MSC Cruises, Celebrity Cruises, P&O Cruises, Costa Cruises and Cunard Line also operate ships over 100,000 tons. While headline-grabbing for both their size and onboard innovation, these vast floating resorts are not to everyone’s taste and itineraries can be limited according to port capacity. Just as much flair and investment is being seen on mid-size ships from cruise lines such as P&O Cruises, Ocean Village, Costa Cruises, Norwegian Cruise Line, Fred Olsen Cruise Line and MSC Cruises, which launched Poesia this month, Fantasia later in the year, plus more ships on the way for 2009 and 2010. At the other end of the market, after several years of consolidation, a rush of new small ships is on order, with Silversea Cruises launching an
While cruise lines are united in their desire to get holidaymakers off dry land, once on the gangway stiff competition means there’s not much they won’t do to stand out from the crowd. Huge investment in onboard facilities is seeing the larger ships become destinations in their own right. At the vanguard is Royal Caribbean International, which has rock-climbing walls on all its 20 ships, ice-rinks on its Voyager Class ships and FlowRider surf simulators on its Freedom Class ships. NCL’s Norwegian Pearl and
Reinforcing its popularity with cross-generational UK cruisers, P&O Cruises launched its fourth family-friendly ship this month – at 115,000 tons Ventura is the largest ship built exclusively for the UK market and has a Noddy character to lead themed activities for younger children, the first Scalextric at sea plus a circus school for passengers of any age. Noddy will also join the line’s other family ships and characters Mr Men and Little Misses will be introduced at a later date – and according to the company, more than 6,000 children of all ages are already booked on the ship for this year. Elsewhere, Ocean Village Two has a SEGA Village amusement arcade with 19 action-packed games for children; Princess Cruises has a Junior Chefs@Sea programme and babies between six and 36-months-old
Royal Caribbean Debbie 2
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can check into the Fisher-Price Aqua Babies and Aqua Tots Playgroups with their parents on Royal Caribbean ships. Most of the large lines have kids’ clubs that range from crèche facilities to teenage dens, nightclubs and video centres; plus all-ages activities such as basketball, ice-skating and miniature golf. Loosening up One of the most significant onboard trends has been the shift away from fixed dining towards flexible, multiple-option restaurants; the largest ships coming online have anything up to 12 outlets from which guests can choose at their will. Pioneering this concept is NCL and ‘Freestyle Cruising’. “We saw an opportunity to break down some of the barriers associated with cruising and in 2001 introduced Freestyle Cruising, and haven’t looked back,” said UK Managing Director Stephen Park. “In fact the initiative has been so welcomed by guests that we are continuing to develop it – our guests are on holiday, and the freedom to do what they want, when they want, is available to them onboard all NCL ships, as it would be on a land-based resort.” Ocean Village has also built its branding around a more informal culture, dubbing itself ‘the cruise for people who don’t do cruises’, and together with Island Cruises ‘relaxed, friendly and informal’ – gives a flavour of the direction not just of dining, but onboard cruise culture generally. In addition to the selection of all-inclusive restaurants, most modern ships have exclusive or specialist restaurants for which a premium is charged; these are generally smaller and enjoy a more intimate atmosphere than the main restaurants and are
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increasingly overseen by celebrity chefs. TV heartthrob James Martin has restaurants on Ocean Village and Ocean Village Two, Marco Pierre White and Gary Rhodes oversee restaurants on P&O Cruises’ ships and Todd English works with Cunard Line. And there are more ways than ever to work it all off with premium space being set aside for spa and leisure facilities – Ocean Village Two for example has the largest spa at sea in its class (14,000 ft) set across two floors at the top of the ship, and each treatment room has ocean views. Celebrity Cruises, Princess Cruises, Crystal Cruises, Silversea, Cunard and Costa Cruises are among the cruiselines also prioritising spa facilities, and Costa Concordia and Carnival Splendor will be the first to have ‘spa cabins’. So how do the cruise lines envisage the future of their industry? Carnival’s Dingle looks to a day when ships are powered by cleaner fuels, and balcony cabins are standard. P&O Cruises Managing Director Nigel Esdale sees as broad a range of ships and cruise lines as there are land-based holidays. Silversea Cruises Vice President Sales and Marketing UK; Europe and Middle East, Trudy Redfern predicts more niche cruises to satisfy younger, discerning travellers. NCL’s Park thinks there will be an explosion in the variety and quality of onboard entertainment. One thing they are all agreed on is that when it comes to growth – ‘we ain’t seen nothing yet!’
NEW SHIP LAUNCHES FOR 2008
CRUISELINE
SHIP
LAUNCH
VITAL STATISTICS
MSC Cruises
Poesia
April
89,600 tons, 294m long, 3,013 passengers. Space ratio: 35
P&O Cruises
Ventura
April
115,000 tons, 290m long, 3,100 passengers. Space ratio: 37
Royal Caribbean International
Independence of the Seas
April
160,000 tons, 339m long, 3,634 passengers. Space ratio: 44
Holland America Line
Eurodam
June
86,000 tons, 284m long, 2,104 passengers. Space ratio: 24
Carnival Cruise Lines
Carnival Splendor
July
113,300 tons, 290m long, 3,006 passengers. Space ratio: 37
Princess Cruises Ruby Princess
November
113,000 tons, 290m long, 3,110 passengers. Space ratio: 36.3
MSC Cruises
Fantasia
November
133,000 tons, 333m long, 3,971 passengers. Space ratio: 33.4
Celebrity Cruises
Celebrity Solstice
December
122,000 tons, 315m long, 2,852 passengers. Space ratio: 42.7
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Dubai Tourism, Dubai Commerce, Dubai Wisdom The Dubai Department of Tourism & Commerce Marketing (DTCM) is responsible for the international promotion of Dubai’s tourism interests and matters of commerce.
The DTCM also acts as the foremost authority for the planning, supervision and development of the tourism sector in the emirate. Although it was officially established in January 1997, the DTCM’s roots can be traced back to 1989 and its former title of Dubai Commerce and Tourism Promotion Board (DCTPB). The DTCM’s Director-General, HE Khalid A. bin Sulayem, is committed to the success of the Dubai region and its image as one of the world’s fastest growing tourist destinations. The DTCM’s cutting-edge approach to marketing offers insight into the broad variety of promotional programmes it has
HE Khalid A. bin Sulayem Director-General, DTCM
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committed itself to world wide. In collaboration with its 15 overseas offices - located in major econo-centric cities including New York, London, Mumbai, Saudi Arabia, Frankfurt, Tokyo and Hong Kong – the DTCM has pushed interests, such as Emirates Airline and The Jumeirah Group, to the height of their field in terms of reputation and success. Its integrated publicity portfolio includes exhibition participation tools, marketing visits, presentations and roadshows, media relations and implementation, advertising brochure production and distribution and advanced information services.
As part of its administrative responsibilities within Dubai, the DTCM now oversees the licensing of hotels, hotel apartments, tourist transport companies, tour operators and travel agents. Its extensive supervisory role covers all tourist related, archaeological and heritage sites, tourism exhibitions and conferences, the operation of tourist information services and the organisation and licensing of Burj Dubai tour guides.
Iran, India and Saudi Arabia. The emirate's top importing countries are Japan, China and the United States.
There is no doubt that the DTCM has created in Dubai one of the world’s finest prospects for tourism trade and acquisition. Since the discovery of major oil reserves in the 1960’s Dubai’s development has soared, yet current non-oil sector initiatives account for over 95% of total gross domestic product (as of 2005, Dubai's GDP was US$37 billion). Dubai’s fastest growing areas - manufacturing, tourism and services – have helped to establish a diverse and wellbalanced economy in the region. But it is trade that has really driven the engine of Dubai's business life, as it has for countless generations. Known throughout the Middle East as ‘the city of merchants’ its trading tradition remains an important consideration for international companies seeking opportunities in the emirate today. Dubai's top reexporting countries include
Dubai's economic growth since the year 2000 is impressive. Real GDP has grown at an annual compounded rate of 13%. This means that in the same period the Dubai economy has grown faster than the emerging economies of China and India, and the developed economies of Singapore, Ireland and the US. This success is due in no small part to a visionary leadership and a strong focus on innovative human resources. In conjunction with the His Highness Sheikh Mohammed bin Rashid Al Maktoum, the DTCM has improved the business and investment environment with additional initiatives designed to establish specialised zones for business. ‘Mega projects’ such as Healthcare City, The Palm, Dubailand and Internet and Media City have encouraged this growth yet further.
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Dubai Sports City
As of January 2008 there were 324 hotels in Dubai, housing 33,731 rooms with one of the highest occupancy rates in the world at more than 85%. In 2007 over 7 million people used Dubai hotels as compared to around 1.9 million in 1996. Dubai’s hospitality industry expects to reach its target of 100,000 rooms for 15 million visitors by the year 2015. In 2007 alone Dubai’s International Airport received over 34 million passengers. The tourist sector’s share in Dubai’s GDP rise to 21% directly and 31% indirectly in 2007, helped in no small part by the astounding growth the DTCM and His
Highness Sheikh Mohammed bin Rashid Al Maktoum have encouraged in the region. Surely, Dubai is a city to watch over the coming years as these figures keep on rising. UAE Vice President, Prime Minister and Ruler of Dubai, His Highness Sheikh Mohammed bin Rashid Al Maktoum, acts as the DTCM’s Chairman, a sure sign of the crucial role tourism development has in the future prosperity of Dubai and the UAE as a whole. In his 2006 book ‘My Vision - Challenges in the Race for Excellence’, Sheikh Mohammed bin Rashid Al Maktoum sets out his vision for
the unification of the Arab Regions. Integrated into all DTCM projects, this ambitious aspiration will, over the coming decades, see the UAE establish itself as a central, world-hub of creative economic expression. Dubai prides itself on the selfsustained, ecologically aware approach it takes in all its enterprise, and as the global sands of change continue to shift in its favour the emirate intends to position itself as a world leader and self-aware mentor in all matters of trade, tourism and industry.
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Mega-Projects currently under construction in Dubai: The World: an archipelago of 300 man-made islands off the coast of Dubai. Created from sand dredged from the sea, The World is a landmark for future eco-tourism projects worldwide. The World is one of several tourist and commerce related projects off the coast of Dubai which can be seen from space. Dubai Marina: set to be the world’s largest man-made marina, located close to the heart of ‘new Dubai’ and linked with Jebel Ali Port, Dubai Internet City, Dubai Media City and The American University in Dubai. Dubai Internet City: an information technology park created as a free economic zone by the Government of Dubai. Major companies such as Microsoft, IBM, Nokia and UAE based companies such as imate and Acette have established operations at DIC, attracted by taxation and custom benefits guaranteed by law for the next 50 years. Dubailand: an entertainment complex set to be opened in four phases over the next decade. The complex will eventually include six zones, or worlds to be known as Attractions and Experience World, Retail and Entertainment World, Themes Leisure and Vacation World, Eco-Tourism World, Sports and Outdoor World and Downtown.
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Mall of Arabia: set to be the largest shopping-mall in the world, the City of Arabia will play host to this wonder of modern consumer activity. Final Gross Leasable property will be 10 million sq. ft. Dubai Sports City: an entire sports city currently under construction in the entertainment complex, Dubailand. Featuring apartment buildings as well as state-of-the-art stadiums and facilities, Dubai Sports City will be the envy of venues around the world. Its centre-piece, a 60,000 seat, multi-purpose outdoor stadium, will play host to football, athletic and rugby matches. Business Bay: a central business district located in Downtown Dubai. Designed primarily for international trade purposes, Business Bay will have upwards of 230 buildings for both commercial and residential purposes. Dubai Metro: a driverless, fully automated rail network, set to be the largest of its kind in the world. Dubai Metro will comfortably connect a city of an estimated 15 million visitors a year (by 2010). Its first stage will be finished by 2009. Burj Dubai: opening in 2009, the Burj Dubai is a supertall skyscraper set to be the tallest in the world. In a breathtaking design, which encompasses the makings of a small city in its interior, the Burj Dubai will be the centre piece of Dubai’s new Downtown district.
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The Nakheel Appeal Nakheel is one of the world’s biggest and busiest privately held property developers. Standing at the helm of innovative and responsible waterfront development, Nakheel represents Dubai’s future of pioneering, project strategies. The Vision Since work began in 2001 Nakheel has been breaking numerous records across the board, in terms of land expanse created, density of consumer-leisure havens built and design ingenuity. Nakheel’s famous colony of man-made islands is visible from space, with the world's largest artificial reefs. Widely known as the ‘Eighth Wonder of the World’, Nakheel’s landscaped Edens have attracted interest from a new breed of pleasure-seeking, eco-tourists.
Nakheel Now Their diverse portfolio is best known for the staggering assemble of reclaimed islands steadily rising out of the Arabian Sea. The key projects are The Palm Trilogy, the Waterfront and The World, each boasting already iconic and radical designs; the palm tree national emblem, a striking peninsula and a
collection of 300 islands forming a world map. Each island (150,000 sq ft to 450,000 sq ft) in ‘The World’ is open to independent investment for either private or commercial use, securing a continuing gold rush in the area. The Waterfront on the other hand is set to be a city in itself, twice the size of Hong Kong and comparable in residential capacity and economic viability. The transformation will see 1.4 billion square feet of empty desert and sea become an international community for an estimated population of 1.5 million. The Waterfront is strategically located close to prime international commerce and industry hubs Jebel Ali Port, Dubai World Central International Airport, and the Jebel Ali Free Zone, just west of The Palm Jebel Ali. As the second in the Palm Trilogy, The Palm Jebel Ali is promising to set new standards
in luxury tourism and retail. Notably the circumference of world-class hotels and water homes, built on stilts, spell out a poem written by His Highness Sheikh Mohammed bin Rashid al Maktoum.
& Tower, and Atlantis hotels. The final addition to The Palm realm is the largest and most ambitious, The Palm Deira launched in November 2004. As well as public and private beaches, a dazzling marina,
Nakheel’s key projects, The Palm Trilogy, The Waterfront and The World already boast iconic and radical designs
The Palm Jumeirah, though the smallest complex, commenced the entire coastal enterprise. Complete since 2006, the site already hosts unprecedented standards in retail, accommodation and entertainment, with its first inhabitants preparing to move in imminently. The so-called Golden Mile is a site of international decadence featuring Mövenpick, Fairmont, Radisson SAS, Hilton, Metropolitan, Shangri La, One & Only, Trump International Hotel
8000 villas with shopping malls and other luxury amenities, this development intends to increase the value of the Deira coast by opening access and trade to the waterfront communities. These are just the current main attractions, 12 more sites of commercial and tourist paradise are located along the coast.
Dubai World and Sultan Ahmed Bin Sulayem Nakheel was founded in 1990 as part of HH Sheikh Ahmed Bin Rashid Al Maktoum’s commitment to securing Dubai as a titan of world tourism and commerce. Nakheel operates as part of Dubai World. Dubai World is among the world’s largest holding companies, managing business and project portfolios for the Government of Dubai, being largely responsible for Dubai’s rapid economic growth at home and abroad. Chairman of Dubai World and Chief Executive of the Nakheel portfolio is Sultan Ahmed Bin Sulayem, commonly respected as one of Dubai’s leading businessmen. Sultan Ahmed Bin Sulayem is credited with Dubai World’s successes in the property development & hospitality, transport & logistics, maritime, financial services, multi commodities
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and retail sectors. He is praised for the leadership and foresightedness that led to a number of high profile international deals, paving the way for development in the Middle East. In this international spirit Sultan Ahmed Bin Sulayem also
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contributes to a variety of educational and humanitarian programmes. He is involved in the Clinton Global Initiatives and is also a longstanding panelist and speaker at the World Economic Forum, Switzerland where he was elected “Global Leader for Tomorrow”. Sultan Ahmed Bin Sulayem will
deliver a special Keynote speech today during session five, “The industry is smart - and its getting smarter”.
The Blue is the Issue The Nakheel group is, as always, breaking new ground in keeping their promise to “ensure environmental
preservation and sustainability”. Nakheel’s expert Environment Team, headed by Shaun Lenehan under the leadership of Abdulrahman Kalantar, Director of The Nakheel Design Group, is setting up new initiatives for monitoring the local and regional waters. New
Facts and Figures • The completed developments will increase Dubai’s coastline by around 1,000km by 2010, while the overall project spread is set to exceed 2 billion sq ft. • Nakheel currently employ a workforce of nearly 2000. • The completed major Nakheel projects currently under development are worth US$60 billion. Facts and figures according to the official Nakheel website
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research and projects are constantly overseen with the aid of a catalogue of national and international consultants. One such partnership is the United Nations University International Network on Water, Environment and Health Department (UNU-INWEH) established in January 2007.
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More recently Nakheel has pledged to invest AED500 million over three years in sustainability initiative, Blue Communities, launched in 2008 under the supervision of HH Sheikh Mohammed Bin Rashid Al Maktoum. The initiative plans to raise awareness of coastal
Sultan Ahmed Bin Sulayem, Chief Executive of Nakheel and Dubai World
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development issues, incorporating non-government organisations and other stakeholders into the scheme. Blue Communities is a “call to action� on sustainable development, construction, management and responsible governance of coastal communities around the world.
In the contentious issue of reclaimed land, Nakheel is determinedly measuring up to global scrutiny and displaying expertise in coastal living.
www.nakheel.com
Mr Hamza Mustafa, General of The World, Dubai
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All the stadium locations, where to stay, where to play and what is happening at the Football World Cup will be available on your mobile phone, just bookmark Soccer.city.mobi to access all the information you need from all the cities that are hosting the games...
These sites are free for you to access, but your network operator will charge you for the amount of data you use. Check with your operator for more information on costs.
+27 (0)21 412 9999
Call
World Mobi Limited +44 (0) 20 7925 0000 info@world.mobi www.worldmobi.co.uk
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Emirates calls a world first Emirates has become the first airline in the world to commercially launch an in-flight mobile telephone service.
The first authorised mobile phone call made from a commercial flight was made at 30,000ften-route to Casablanca,onboard an Emirates Airbus A340-300 aircraft -the first in the airline’s fleet to be equipped with the AeroMobile system. The airline will be investing some US$27 million to fit its fleet with the AeroMobile system which ensures that passenger mobile phones operate at their absolute minimum power, thereby allowing their safe use on the aircraft. A second Emirates aircraft, a Boeing 777-300, has already been installed with the AeroMobile system and will be in operation very shortly. HH Sheikh Ahmed bin Saeed AlMaktoum, Chairman and Chief Executive, Emirates Airline and Group said: "All seats across our fleet are already equipped with in-seat phones, as well as email and text messaging
capabilities via the in-seat entertainment system. “As the world leader in innovation for our customers, we are delighted to now offer them the choice of using their own mobile phones to contact friends, family or colleagues while flying with us. Our customers are already making more than 7,000 calls a month from our in-seat phones, so we will be making life easier for those for whom staying in touch has become an important part of their everyday lives.” Over the past 18 months, Emirates and AeroMobile has worked closely with regulators and telecommunications providers across the globe, fully completing rigorous testing and certification processes. The service will only be activated when the aircraft is at cruising altitude and the cabin crew will have full control over the system, including the
ability to prevent voice calls at certain times such as during night flights. The number of calls that may be made at any one time is also limited to a maximum of five or six calls, the same number as for the current in-seat phones used regularly by Emirates' passengers. Emirates cabin staff and information videos will advise and encourage passengers to switch their phones to silent or vibrate mode when used in the aircraft. In addition to calls, the service will also allow passengers to send and receive text messages, with charges in line with premium international roaming rates. Users will be billed on their regular phone bills by their own service providers as with any other roaming call. AeroMobile Chief Executive Bjorn-Taale Sandberg said: “We are delighted to join Emirates in delivering a genuine world first for the airline industry. Emirates has set an industryleading standard for passengers communications in launching AeroMobile services. We know that many airlines are interested in AeroMobile and will be keen to follow Emirates’ lead. "We believe that the ability to communicate efficiently, easily and safely when on board flights will become an every-day feature of business and leisure travel very quickly. We have gone to considerable lengths to ensure that all safety and regulatory issues have been fully addressed, so we are
HH Sheikh Ahmed Bin Saeed Al-Maktoum, Chairman and Chief Executive of Emirates Airline & Group
pleased that Emirates has been able to join us in being first past the post in offering a full voice call service.” Emirates and AeroMobile will be working to add further features to the benefit of Emirates’ passengers. These include the ability for BlackBerry-type email and other GPRS data applications later in 2008 and also to integrate AeroMobile with Emirates’ award-winning ICE inflight entertainment system. On aircraft where the AeroMobile system is not installed, existing rules banning the use of mobile phones by passengers remain in force at all times. Mobile phones must remain switched off for the duration of the flight in accordance with current aviation regulatory requirements, and passengers must continue to follow the instructions of the cabin staff at all times regarding the use of mobile phones and other portable electronic devices.
www.emirates.com
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All the latest information on your phone at dubai.city.mobi
David Ryder, Managing Director of Worldmobi Ltd
More mobile web sites for travellers become available Dubai, April 20th 2008 – Worldmobi Ltd, a London based start-up today announced the continuing launch of a more than 600 Mobile Web sites based on actual city names under its city.mobi brand providing valuable and relevant
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information to residents and visitors alike. The city sites are easily accessible from any internetready mobile phone – regardless of operator or phone model. Users simply type in
city.mobi to find a wealth of information on local hotels, restaurants, shopping and more. For example; users here at WTTC should type in dubai.city.mobi into their browser to experience what this fantastic city has to offer.
Worldmobi has already tested the concept and will be replicating what you see on this site to all sites under their control, including london.mobi, capetown.mobi, nyc.mobi, vegas.mobi and rio.mobi, to name a few.
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Like all .mobi sites, the mobile tourist web portals created by Worldmobi are designed for the needs of a mobile user and will download quickly to ensure users have fast information and low data changes, whether on a basic mobile or a high-end device like an Apple iPhone or Nokia N96. The Managing Director of London-based Worldmobi Ltd., David Ryder, said, "These sites contain simple data, typically with lists of hotels, restaurants,
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"Most .com city name web sites are not owned by the city’s tourist board which is a disappointment when searching for trusted information. For this reason, we would like to engage with tourist boards to ensure that the content on these mobile web sites reflects what they want the visitor to know and meet their needs. We are even happy for the tourist board to provide the information direct to these mobile web sites so that it has their look and feel," Ryder
added. "Any tourist board who is interested can contact Worldmobi directly for further information on ensuring its city is added to Worldmobi's global program of travel and tourist promotion." Additionally, Worldmobi would welcome anyone wishing to advertise their brand on these mobile sites that provides the platform to reach over a billion internet enabled handsets across 600 plus cities worldwide.
About World Mobi Ltd Worldmobi Ltd is a Londonbased start-up focusing on providing mobile information services to brands and consume. Worldmobi works with tourists boards, hotels, restaurants, airlines and other travel-related businesses around the globe to ensure that visitors have the most up-todate and comprehensive information available in their hands via a .mobi mobile site.
Users simply type in city.mobi to find a wealth of information on local hotels, restaurants, shopping and more. bars and other useful information but over the next few months will evolve to a fully interactive experience that will make users want to come back to the site time and time again.� The city.mobi sites join a groundswell of travel and tourism companies who've gone ".mobi," including the American Automobile Association (AAA), Amtrak, Air France, Hilton, KLM, Marriott, Renfe, SAS, Spanair, Thalys, The Weather Channel and ZAGAT Survey.
For more information on city.mobi sites and having your city participate, visit www.worldmobi.co.uk or call David Ryder on +44 (0) 7515 513314 email: david.ryder@world.mobi.
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Staying Different: Understanding The Jumeirah Group’s Vision In the last decade the Jumeirah Group has established itself as one of the top leisure chains in the world.
Its arrival in the luxury hotel industry, signalled in 1997 with the opening of Dubai's Jumeirah Beach Hotel, became the seed for many of the exciting initiatives the United Arab Emirates has since helped to cultivate. During the next 2 years Jumeirah hotels in Abu Dhabi, Thailand, Shanghai, Bermuda and Mallorca are set to open, adding to its industry leading catalogue of locations in Dubai, London and New York. A youthful company with a 21st century wisdom, the Jumeirah Group take pride in their core essence, to ‘STAY DIFFERENT’, promising to set the benchmark for the future of the leisure industry. Recognised across the industry as the world’s grandest hotel, the 321 metres tall Burj Al Arab, distils the spirit of the Jumeirah Group in its bold, technologically refined vision of luxury. Named ‘Worlds Leading Hotel’ in the 2007 The World Travel Awards, the Burj Al Arab has become synonymous with Dubai’s commitment to driving the engine of the world’s tourist industry. The tower’s pristine white façade appears to billow outwards, mimicking the sail of a traditional Arabian, dhow vessel. And inside the ‘sail’ of the hotel the world’s tallest atrium spans upwards, leading off into over 200 bedroom suites designed to juxtapose the very best of Western and Arabian design in their open, doublestorey spaces. Thanks to the investment of Dubai Holding, a company managed under the thoughtful eye of His Royal Highness Sheikh Mohammed bin Rashid Al Maktoum, the Jumeirah Group has gathered an impressive portfolio of
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luxurious hotels in traditionally Western markets. New York’s Essex House recently celebrated a US$90 million refurbishment, a project which saw Jumeirah pay homage to the hotel’s timeless Art Deco heritage. In London, Jumeirah’s Carlton Tower and Lowndes Hotels represent the very best of British hospitality, leaving no doubt about Jumeirah’s abilities in uniting western and eastern business acumen and expertise in all areas of its fast growing enterprise. As well as market leading resorts and hotels, the Jumeirah Group owns one of the foremost respected water parks outside of North America - Wild Wadi. Complimenting the wide variety of sport, spa and fitness facilities offered by Dubai’s Jumeirah Beach Hotel, Wild Wadi teems with family orientated fun. Bringing together some of the world’s most technically intelligent designers in its inception, the water park’s 30 rides raise the standard for similar leisure projects elsewhere in the world and have become the envy of more established names such as Disney’s Typhoon Lagoon and Blizzard Beach. The Jumeirah Group also controls global spa brand Talise, a luxury selection of serviced residences called Jumeirah Living, a portfolio of retail stores, Jumeirah Retail, and Jumeirah Branded Restaurants, each of which have
become leading names in an increasingly crowded hospitality industry. Jumeirah’s innovative approach to the leisure industry signals a fresh ‘groundup’ response to a blooming global market. In October 2001 the Jumeirah Group opened The Emirates Academy, a third level academic institution specializing in hospitality and tourism management education. With the academy now entering its 7th year of world-class hospitality proficiency, the future evolution of the industry can be traced back to the thousands of enquiring, Jumeirah-educated minds, who have already passed through this state-of-theart faculty.
Burj Al Arab
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The Jumeirah Group’s name, now synonymous with five star luxury in the West, has recently undergone translation for the Chinese market - a move which provides insight into the global ambitions of this ever growing, dynamic company. Developed with a meticulous understanding of the booming Chinese market, Jumeirah’s’ Zun Ya’ brand has helped establish the forthcoming Han Tang Xintiandi hotel, to be opened in Shanghai in August 2008, as one of the most exciting prospects in the country.
Jumeirah Han Tang Xintiandi, Shanghai,, due to open in August 2008
Jumeirah Hotel Properties United Arab Emirates Dubai Burj Al Arab Jumeirah Beach Hotel Jumeirah Emirates Towers Hotel Madinat Jumeirah Jumeirah Beach Club Resort and Spa (currently under renovation) Jumeirah Bab Al Shams Desert Resort and Spa
United Kingdom London
Jumeirah Properties Currently Under Development Bermuda Jumeirah Southlands Resort
China Shanghai Jumeirah HanTang Xintiandi
Jordan Aqaba Select group of 5-star luxury hotels at Saraya Aqaba
Thailand Phuket Jumeirah Private Island Phuket Resort
Jumeirah Carlton Tower Jumeirah Lowndes Hotel
Qatar Doha
United States New York
Jumeirah Dubai Towers Doha
Jumeirah Essex House
Jumeirah’s chosen Chinese brand, ‘Zun Ya’, embodies the company’s outlook in a way plain English is incapable. The character of ‘Zun’ communicates an aura of prestige and respect, literally conveying the image of a finely carved chalice filled with wine. The upper section of the ‘Zun’ logogram is ‘Qiu’, the symbol for ‘Emirate’ in Chinese – a connection with the heritage of the UAE and its founding families. The second part of the new brand, ‘Ya’, imparts a sense of uniqueness and alluring elegance, and can also be used to express the pursuit of freedom and individuality. Indeed, Jumeirah takes pride in translating its skills and wisdom across all continents and from the language of business to the language of the consumer – a philosophy which Jumeirah intends to impart in all its forthcoming projects.
Spain Mallorca
By 2011 the Jumeirah Group’s ambitions will see a total of 57 hotels and resorts in its portfolio, an outstanding number beginning to rival the likes of Four Seasons and Ritz Carlton in variety and global availability. At a time when global markets seem volatile it is reassuring to know that Jumeirah’s success rests on the long-standing economic stability of one of the UAE’s most revered families, the ruling Al Maktoum of Dubai.
Jumeirah Port Soller Mallorca
United Arab Emirates Dubai
www.jumeirah.com
Jumeirah Al Fattan Palm Resort Jumeirah Creekside Park Jumeirah Business Bay Hotel Jumeirah Desert Pearl Hotel Aqua Dunya, Dubailand
United Arab Emirates Abu Dhabi Jumeirah Etihad Towers
United Kingdom London Jumeirah Hotel at Beetham Tower
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SPECIAL INTERVIEW
Gerald Lawless, Executive Chairman, Jumeirah Group Jumeirah was founded in 1997 with an aim that was as clear in its simplicity as it was bold in its ambition; an aim to become a hospitality industry leader through establishing a world-class portfolio of hotels. Group and continues to lead its ambitious growth to become the most distinctive and innovative hospitality group in the world. This ambition is expressed by the brand statement, 'Jumeirah – STAY DIFFERENT'. Gerald spent the first 23 years of his career with Forte Hotels managing properties in the United Kingdom, South Africa, Ireland and the Caribbean. In 1991 he established Forte's Middle East office in Dubai, and oversaw growth in the region from 3 to 20 hotels in 6 years. Gerald spoke at the WTTC summits welcome dinner, as well as joining the panel for the discussion “We’ve always looked ahead – now we’re looking further” today. BTN spoke to Gerald to get an idea of what we can expect from this years event. BTN: The WTTC summit is looking to provide a vision for the travel and tourism industry – how important are events like this in helping to shape that collective vision? Jumeirah Emirates Towers
Gerald joined Jumeirah in Dubai as Managing Director in June 1997. His remit was to develop a hospitality portfolio that would deliver a completely different experience. Jumeirah Beach Hotel, Wild Wadi Water Park,
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and Burj Al Arab quickly set the standard for the regional and international growth to follow. In January 2007, Gerald was appointed Executive Chairman of the Jumeirah
GL: Events such as the WTTC are very important to help shape the future, and to provide a long term vision for the industry. The importance of tourism and travel and their impact in the global economy is huge. According to the latest UNWTO World Tourism Barometer, international
tourism arrivals expanded by 6% in 2007, to 898 million international tourist arrivals, as compared to 2006. At the same time, we are all aware and involved in environmental issues such as global warming and the respect of protected areas. The travel and tourism industry must take a step back and ensure that we are doing all we can to preserve the world’s riches for future generations. I really hope this forum will offer us the opportunity to exchange on best practices in these fields. BTN: What is the significance of this event taking place in Dubai and what do you think the rest of the world can learn from the rapid development of tourism in this region? GL: When it comes to the industry in general, Dubai currently leads global hotel statistics with an average room rate of US$283 in 2007; meanwhile, other Gulf cities also topped the $200 mark. Demand for hotel accommodation is healthy and not reliant upon one customer stream. The region has wisely spread its attention across multi-faceted projects such as The Palms in Dubai, The Pearl in Qatar, Reem Island in Abu Dhabi and Amwaj Islands in Bahrain. Dubai, particularly, has shown how to successfully
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SPECIAL INTERVIEW attract visitors from all sectors, including commerce, family tourism, meetings, events and exhibitions. Dubai has positioned itself as a significant and important global city at the crossroads of the East and the West. This is also the success of the Emirates Airlines who helped to set up Dubai as a major international hub. Having the WTTC Summit in Dubai this year is a great opportunity to showcase what this destination has to offer in terms of travel and tourism, as well as the outstanding quality and services both the government and the private sector provide to the leisure, business & conference and incentive traveller. BTN: You have been expanding aggressively to the rest of the world. Has this been successful? GL: Jumeirah was founded only 10 years ago and we have been on an incredible journey since the opening of our first hotel in 1997 here in Dubai: The Jumeirah Beach Hotel. In June 2005 we updated the brand to 'Jumeirah – STAY DIFFERENT', we also announced our ambitious expansion plans to grow our portfolio to 60 Jumeirah luxury properties operating or under development by 2012. We are therefore moving ahead rapidly with new projects and developments. The coming months are really exciting for us: we are going to launch our first serviced residences under the Jumeirah Living brand, we get ready to open our very first hotel in Asia with Jumeirah HanTang Xintiandi in Shanghai, and we expect to announce further new management agreements soon. We are well on the way to reaching our objective.
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BTN: What other markets do you see as crucial to the expansion of the Jumeirah brand, inbound and outbound? GL: In developing a luxury brand we need to have a global spread. Therefore we are involved in negotiations in Buenos Aires, Miami, Chicago, Beijing as well as other parts of the world. While the leading destinations of the world remain the most mature markets, economic and tourism growth are driven by emerging markets and developing economies. Jumeirah has identified the Asia Pacific region as one of the key geographical growth areas for Jumeirah hotels and resorts, with expansion targeting both key gateway cities and some of the world’s most successful and idyllic resort destinations. BTN: What are the biggest challenges you face in fulfilling your expansion strategy? GL: Human capital is our main challenge. However, with over a hundred different nationalities working in the Group, Jumeirah literally employs colleagues from all over the world. We have colleagues from America and Australia, Bangladesh and Belgium to India and Ireland, South Africa and Sweden. In addition, we are also very committed to recruiting UAE Nationals as part of our ongoing and very successful Emiratisation programme. People are the foundation of our success and growth; the strong culture within Jumeirah, our operating philosophy and value proposition is built on our people. We at Jumeirah aspire to be the Employer of Choice for talent seeking a career within the exciting and fast-growing
Gerald Lawless, Executive Chairman, Jumeirah Group
luxury hospitality industry and we pride ourselves on the proactive initiatives we have taken and continue to take to attract and retain great people. There is a very strong focus on training and development within our company and we have a dedicated, fully equipped, state-of-the-art Centre for Training & Development at Jumeirah offering a wide array of training programmes for colleagues at all levels in the organization. We also appointed a Director of Talent in 2006 who has a main objective to ensure that the career growth and individual career and development plans are integrally linked to our succession plans. When a vacancy arises, colleagues in our succession plans (or what we refer to internally as ‘talent plans’) will be the first to be considered for these roles. Our company Hallmarks have been the basis for our success in the past, and they will build the path to our future. Jumeirah’s Hallmarks are:
I will always smile and greet our guests before they greet me. My first response to a guest will never be no. I will treat colleagues with respect and integrity. These Hallmarks look very simple but make a huge difference in the guest experience and the empowerment of our colleagues. BTN: Finally, in your view what is the single most important issue for the industry to tackle at this WTTC Summit and beyond? GL: Sustainability. We must take a hard look at the way we treat the environment and we should establish mechanisms to respect the communities where new developments are underway. We also need to get the message across that travel is good for mankind and beneficial economically and socially. www.jumeirah.com
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Twelve finalists in race for sustainability awards
A fascinating cross-section of tourism enterprise has made it onto the short-list for this year’s Tourism for Tomorrow Awards.
From a Six Senses spa to a Peruvian rainforest expedition, from South Africa’s Fair Trade in Tourism mission to an “ecological paradise” in Canada, there are plenty of strong contenders for the four awards. Responsible tourism management no longer just caters to a niche market but is a catalyst for successful development and improvement of quality of life in many destinations. The 2008 Tourism for Tomorrow Awards finalists showcase some of the world's leading examples of this global trend towards sustainable practices. An international committee of 12 experts led by Costas Christ, has selected the finalists from 150
applications from more than 40 countries representing Travel & Tourism on all seven continents. Costas Christ said, "Sustainable tourism practices are ramping up to a new level, as the tourism industry moves beyond basic recycling programmes and washing sheets and towels every other day. There is a more sophisticated effort happening now at greening tourism operations and delivering tangible returns for conservation and community development. The 2008 finalists represent the very best examples among a great pool of exceptional Award applicants who are part of the global transformation of tourism now underway." Winners and finalists will be honoured at a special ceremony at the Gala Dinner of the Global Travel & Tourism Summit. As the President of the WTTC, JeanClaude Baumgarten explained, "Travel & Tourism is an ever growing industry, in 2007 it saw a growth rate of 3.9 per cent and employment rise to over 231 million jobs worldwide. However, as environmental concerns increase, this industry plays a crucial role in driving the agenda on responsibility." He continues, "on behalf of all WTTC Members we are proud to recognise this year's finalists and applaud their shared vision for sustainable tourism development.”
Costas Christ, Global Travel Editor and Columnist for National Geographic Adventure Magazine and Chairman of Judges for the WTTC Tourism for Tomorrow Awards
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The finalists for each category are, in alphabetical order: DESTINATION AWARD Blackstone Valley, USA, www.blackstonevalleytourismcouncil.com Rinjani Trek Ecotourism Programme, Indonesia , www.lombokrinjanitrek.org Town of Bouctouche , Canada , www.ville.bouctouche.nb.ca
CONSERVATION AWARD Ecotourism Australia , www.ecotourism.org.au Grootbos Nature Reserve, South Africa , www.grootbos.com Turtle Conservation Project , Sri Lanka , www.tcpsrilanka.org
INVESTOR IN PEOPLE AWARD Fair Trade in Tourism , South Africa , www.fairtourismsa.org.za RARE / La Ruta Moskitia, Honduras, www.larutamoskitia.com Rainforest Expeditions, Peru , www.perunature.com
GLOBAL TOURISM BUSINESS AWARD Scandic Hotels , Sweden & Global, www.scandic-hotels.com Serena Hotels and Lodges, Kenya & Global, www.serenahotels.com Six Senses Resorts & Spas, Thailand & Global, www.sixsenses.com
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SPECIAL INTERVIEW
Costas Christ, Chairman of the Judges, Tourism for Tomorrow Awards Costas Christ is the Global Travel Editor and "World Class" columnist for National Geographic Adventure magazine and serves as the Chairman of Judges for the WTTC Tourism for Tomorrow Awards. He is a recognized international expert on sustainable tourism and his work and travels have taken him to more than 100 countries.
judging process, application procedure, categories and rules were revised, and are now valued as one of the most rigorous amongst travel and tourism awards.
He is a founding member and former Chairman of the Board of The International Ecotourism Society and serves as Chairman of the Adventures in Travel Expo Conferences held in New York, Chicago, Washington DC and Los Angeles. He is also an Executive Board Member of Sustainable Travel International, in addition to serving on other international tourism organization committees and boards.
BTN: The WTTC summit is looking to provide a vision for the travel and tourism industry – how important do you think events like this are in helping to shape that collective vision?
In addition to his monthly travel column, Costas' articles and essays on travel and tourism have appeared in numerous publications, including the New York Times, International Herald Tribune and Sunday Times of London. He has appeared numerous times on television and radio, including Travel Channel, Good Morning America, CNN, BBC, National Public Radio, ABC, CBS, NBC, among others, to talk about Travel & Tourism. The Tourism for Tomorrow Awards were set up in 1989 by the Federation of Tour Operators to encourage action from all sectors of the industry to protect the environment. In 1992, British Airways took over the running of the Awards, developing them to encompass all aspects of sustainable tourism, with the explicit aim of leading the industry in this field. The programme has been pioneering and successful in raising awareness of the sustainability agenda in the tourism industry, and promoting and improving best practice. In 2004, the World Travel & Tourism Council (WTTC) took over the stewardship of the Awards from British Airways and developed them as an independent brand within the WTTC activity spectrum. An independent board of judges chaired by Costas Christ was established. Together with the judges, the
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BTN caught up with Costas to find out more about the awards as well as his views on the industry as a whole.
CC: I think they are extremely important for industry leaders and representatives to come together, debate issues, share new ideas, and when it comesto sustainable tourism, provide a venue for understanding the challenges and recognizing the business successes we are seeing today in travel and tourism that are supporting the protection of cultural and natural heritage around the world and contributing in more meaningful ways to the well being of local communities. BTN: The summit takes place in Dubai - do you think it is possible to balance the speed of development in this region with meaningful environmental sustainability? CC: I have great concerns for the way mass tourism developmentis proceeding in Dubai, where environmental issues have largely been given a back seat. That said,Dubai also hasone of the world's best ecotourism models - the Al Maha Desert Resort and Spawhich was instrumental in creating Dubai's first national park and ishome to the Arabian Oryx, one of the rarest animals on the planet. The resort draws heavily on Bedouin heritage, recycles 100 percent of its water and grows a seedbank of 6000 indigenous trees, shrubs and grasses. BTN: What do you feel the travel industry needs to do to make a real impact on the problems of climate change? CC: We need to look for new innovative technologies and a lot more efficient energy consumption within the travel and tourism industry to address global climate change. This is a cutting edge issue and we are in the middle of it right now. There are important
efforts underway. Six Senses Resorts and Spas are working hard to develop a zero emissions resort model in the Maldives, and other companies are looking closely at their operations to address environmental sustainability.We are not there yet, but we are seeing a growing industry awareness of the climate change problem. BTN: Is there an accepted timescale for the adjustments that the industry needs to make? CC: We are literally in a transformative moment in the history of modern travel as sustainability issues gain more ground. There is not an accepted timescale thatI am aware of, but we have reached a critical mass of consumer and industry recognition that the status quo of 'any tourism is good tourism' is no longer acceptable. Tourism can be an opportunity or a threat to the planet and it all depends on how we go about developing it, and we needto keep a long-term strategy in mind. This is an industry whosevery business survivalultimately depends on healthy ecosystems andclean environments, along with great service. No one ever said a destination was spoiled because the air was still clean, thebeaches were unpolluted and the local culture remained vibrant and authentic. Sustainable tourism is a good business strategy. BTN: Finally, in your view what is the single most important issue for the industry to tackle at this WTTC Summit and beyond? Travel and tourism plays atremendous role in the global economy and has hugepotential to make amore significant contribution to poverty alleviation, conservation of nature, and the protection of cultural heritage. At the same time, this depends on a successful and profitable business model. I think sustainable tourism isan extremelyimportantissue for the Summit delegates to address, along with otherkey challengesthe industry is facing like security, improved infrastructure, investment and planning. These issues are all integrated.
www.tourismfortomorrow.com
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MITT is the place to meet There are few outbound travel markets in the world that are as alluring as Russia, a fact that was clearly apparent when the travel industry gathered in Moscow for this year’s annual trade exhibition, MITT.
A population exceeding 140 million with a wealthy elite and a rapidly growing middle class, Russia is a market that is brimming with quality, volume and growth potential. MITT is a four-day event, which celebrated its 15th anniversary in 2008 and brought together approximately 3,000 exhibiting companies and destinations from 80 countries and a visitor attendance that exceeded 90,000. MITT is rated as one of the top five travel exhibitions in the world by the UN World Tourism Organisation and it was clear to see from the activity on the stands that this is a market that literally, means business. Russia is the fastest outbound travel market in Europe and the third fastest in the world. As the post-Soviet population gains a greater depth of knowledge of international travel, destinations are becoming more varied and demand is growing for all types of holiday experience. In addition to increasing numbers of holidaymakers, the number of business travellers is also growing and industry statistics suggest that in 2007, the number of outbound trips from Russia increased by 16% to 20% compared to 2006. The growing numbers of travellers are very important for destinations around the world but Russian tourists are also well known for being big spenders. This makes the Russian outbound tourism sector incredibly valuable and extremely sought after. MITT International Event Manager, Maria Badakh explained, “Every market has its unique qualities but those possessed by the Russian market make it very attractive for destinations around the world. In Russia, there is a lot of economic activity and business growth. This is creating a wealthy elite class and a rapidly expanding middle class, both of whom have an appetite for new, exciting experiences and this includes international travel. Not everyone in Russia can afford to travel but those who can have
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money to spend and when Russians are abroad, they like to treat themselves.” During the early stages of the development of the Russian outbound travel market, the favoured destinations were, predictably, seaside resorts and city breaks in neighbouring countries. However, the market has matured quickly and MITT reflects the increasingly diverse demands of the Russian tourist. The Russian internal (and inbound) market is represented at the exhibition along with outbound destinations from six out of the world’s seven continents. Almost every type of travel is promoted at the exhibition; beach, adventure, spa, city, cultural, cruises, safari, coach and rail trips, ski, education, business, luxury, budget, entertainment, shopping… the list goes on. Exhibitors at MITT confirm the healthy state of the market. Armina Wolpert, General Director of Arminas Travel, Mexico stated, “[MITT] is the biggest exhibition in Russia and it’s very productive and very dynamic. Mexico is a winter destination for Russia. However, for positioning and promoting Mexico in general, it’s a great exhibition because there are a lot of people in senior positions. It’s a very important market for me because it has excellent consumers and very long stays in Mexico. For me, it’s the number one market.” In 2008, Turkey was MITT’s first ever exclusive ‘Partner Country’ and became part of the fabric of the entire event. Over 500 Turkish companies were represented at MITT and their enhanced status coincided with Russia’s celebration of the ‘Turkish Year of Culture’. Whilst NTO’s and groups like Turkey create a massive impression on the Russian market at MITT, the event is also effective at generating business for a plethora of private
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companies, service providers, hotels and destinations on smaller stands. Miss Badakh continued, “The constant introduction of new passenger transport routes in to, and out of Russia continues to improve accessibility to destinations around the world. Through MITT, we are introducing new countries to the Russian tourism industry. This year for example, the event hosted companies from Ethiopia, Panama and Fiji. We hope to introduce more destinations and companies to MITT next year.”
www.mitt.ru/en/
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ƌĞĂŬŝŶŐ dƌĂǀĞů EĞǁƐ ŝƐ ƉƌŽƵĚ ƚŽ ďĞ KĸĐŝĂů ĂŝůLJ EĞǁƐƉĂƉĞƌ ŽĨ tdd ^Ƶŵŵŝƚ ĂŶĚ ,/ ͘
World’s No 1 ’ dƌĂǀĞů /ŶĨŽƌŵĂƟŽŶ ^ŽƵƌĐĞ ͧ Online & Hard Copy
ƌĞĂŬŝŶŐ dƌĂǀĞů EĞǁƐ ƌĂŶŬƐ ĂƐ ŽŶĞ ŽĨ ƚŚĞ ůĞĂĚŝŶŐ ŽŶůŝŶĞ ƚƌĂǀĞů ŶĞǁƐ ĂŶĚ ŝŶĨŽƌŵĂƟŽŶ ƐŝƚĞƐ͕ ĂƩƌĂĐƟŶŐ ƚŚŽƵƐĂŶĚƐ ŽĨ ƵŶŝƋƵĞ ƵƐĞƌƐ ĞǀĞƌLJ ŵŽŶƚŚ͘ BreakingTravelNews.com ƉƌŽǀŝĚĞƐ Ă ďƌŽĂĚ ƌĂŶŐĞ ŽĨ ŝŶĨŽƌŵĂƟŽŶ ĐŽǀĞƌŝŶŐ ĚĂŝůLJ ŶĞǁƐ͕ ƐƉĞĐŝĂů ƌĞƉŽƌƚƐ ĂŶĚ ĂŶ ĞdžƚĞŶƐŝǀĞ ĐĂůĞŶĚĂƌ ŽĨ ƚƌĂǀĞů ƚƌĂĚĞ ĞǀĞŶƚƐ͘ /ƚ ŝƐ ĂŶ ŽĸĐŝĂů ŶĞǁƐƉĂƉĞƌ ĨŽƌ ƐŽŵĞ ŽĨ ƚŚĞ ůĞĂĚŝŶŐ ĞǀĞŶƚƐ ŝŶ ƚŚĞ ƚƌĂǀĞů ƚƌĂĚĞ͘ ƌĞĂŬŝŶŐ dƌĂǀĞů EĞǁƐ ŝƐ Ă ŚŝŐŚůLJ ĞīĞĐƟǀĞ ŵĞĚŝƵŵ ĨŽƌ ĐƌĞĂƟŶŐ ŚƵŐĞ ĂǁĂƌĞŶĞƐƐ ĨŽƌ ƚƌĂǀĞů ƚƌĂĚĞ ĂĚǀĞƌƟƐĞƌƐ͘ dŽ ƐƵďƐĐƌŝďĞ ʹ dŽ ĂĚǀĞƌƟƐĞ ʹ dŽ ĐŽŶƚĂĐƚ ƚŚĞ ĞĚŝƚŽƌ͗ ĐŽŶƚĂĐƚΛďƌĞĂŬŝŶŐƚƌĂǀĞůŶĞǁƐ͘ĐŽŵ ǁǁǁ͘ďƌĞĂŬŝŶŐƚƌĂǀĞůŶĞǁƐ͘ĐŽŵ
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SPECIAL FEATURE
Go green make money Affordable, luxurious and eco-friendly are three adjectives rarely used together at the same time. Yet all three apply to a remarkable water park in Slovakia. Geraldine Faulkner reports.
AquaCity in Poprad, Eastern Slovakia, uses geothermal energy as its primary energy source and produces almost zero emissions, planning to be virtually energy self-sufficient by the end of 2008. Set in the foothills of the High Tatras Mountains, AquaCity sits above a vast underground lake of hot mineral water 1,200m below the surface. The water is naturally heated to a temperature of 49ºC and is believed to measure some 70km by 30km, and is up to 500m deep in parts. Thanks to this massive natural resource, the spa can rely on an inexhaustible supply of natural heat to provide all the water, heating and electricity that it needs for decades to come. Surprisingly, the potential of the huge underground geothermal lake was only realised in 2002 when millionaire property developer and entrepreneur, Czech-born Jan Telensky was taking his baby son for a walk in Poprad (his wife‘s home town). While pushing his son’s pram along some waste ground, he came across a large rusty pipe pouring out hot water. He was told that it was hot water from the earth that the town council saw no use for (in the early 1990s it had been drilling, hopefully in search of natural gas) and consequently the naturally heated water (emerging out of the ground at 50ºC) was seen as useless and was being pumped into Poprad’s sewers. Mr Telensky says he stumbled
across two of the most precious resources; energy and water. And for free. Further investigation of the site, which used to house a municipal swimming pool and tennis courts (heated ironically by fossil fuels), gave Mr Telensky the idea to build an affordable luxury and sustainable spa resort/hotel/conference centre that would use hot water from the underground lake beneath it to supply it with all the heat and energy it needs, as well as bring economic prosperity to Poprad; a rundown industrial former communist town. With this in mind, he negotiated a deal with a private investor and the city of Poprad where he would own 85% of the resort and the city council owns the remaining 15% before investing some £50 million into the construction of AquaCity. “His vision was to produce affordable green luxuries and plough the benefits back into the local community,” says Jan Profant, AquaCity’s Marketing Manager. “If he had to pay for coal and gas to heat and power the resort, the cost would be three times higher.” Today, the thermal water resort with its utilitarian design and high glass walls boasts two hotels, a 350-delegate conference centre, 14 geothermal swimming pools, including an Olympic sized 50m long pool; 15 saunas, steam rooms, hot tubs, whirlpools, a snow room (where it snows all year round) and a cryochamber.
Proud Sponsors of World Travel Awards Grand Tour 2008:
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SPECIAL FEATURE
So how is this vast array of facilities fed? A system of heat exchangers harnesses the raw power produced by the mineral rich hot spa water that bubbles up from the earth under its own steam. Surprisingly the water, containing minerals rich in calcium, magnesium and sulphur flows without the need of man-made pumps at a rate of nearly 218,212 litres per hour. The original bore hole discovered by Mr Telensky some five years ago, sits today in splendid isolation in an incongruous shed 300m away from the water park surrounded by a high wire fence and security cameras. At the top of the bore hole is a valve that enables the maintenance team to control the flow; either manually via a giant wheel or remotely by computer from AquaCity. According to the resort’s maintenance manager, Antonin Hiuska, the flow is reduced in the summer and, obviously, increased in the winter. What process is used to filter the water? “The water is disinfected via an ultraviolet system,” explains Mr Hiuska. “The UV filters kill the live bacteria and the stainless steel lining in some of the pools help prevent corrosion.” Due to the mineral-rich water, corrosion is an on-going challenge to the maintenance team. As well as keeping an eye on the corrosive property of the mineral rich hot water, cleanliness is high on the agenda. Currently, all the water in the pools is cleaned once a day and twice a year the pools are completely emptied
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for a thorough going over. “All the water in the pools is returned to the nearby river where it goes back to the underground lake at a considerably lower temperature than when it first emerged from the bore hole,” adds Mr Profant. A second bore hole is being drilled 2,500m below the High Tatras Mountains. This is particularly significant since plans are well underway to expand AquaCity. The intention is to double the sauna centre, create an indoor tropical beach under biomes (similar to those used on the Eden Project), offer undercover activities such as water skiing as well as increase the number of pools to 38 and supply part of Poprad’s homes with hot water and heat. At the end of 2008, it is planned that three giant solar panels, each the size of a tennis court, will be sited on the roof of the complex and three wind turbines less than a mile away. All in all, this is intended to ensure that AquaCity will eventually use no outside energy whatsoever. What would be the scenario if the water park was not being fed its water, heat and power from the underground lake? Jan Telensky reckons that if the water park had used fossil fuels as its energy source, it would have generated around 50,000 tonnes of C02 each year.
technology because it gives me a business edge and because I think the environment is important. I believe that every businessman’s motto should be: ‘Go green - make money’,” he says emphatically.
Green Awards Ceremony 20th September AquaCity Poprad, Slovakia
Adapted from Geraldine Faulkener's article in Sustainable Solutions. www.worldtravelawards.com www.aquacity.sk
So does the Czech-born millionaire believe it’s all about ethics? “I use environmental
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IFA breaks new ground at Kingdom of Sheba IFA Hotels & Resorts has officially started work on the Balqis residence part of the Kingdom of Sheba resort consisting of 300 residences comprising villas, town houses, penthouses and apartments on the curving breakwater of The Crescent of The Palm Jumeirah.
WTTC conference attendee, Werner Burger, (President & CEO of IFA HR) helped break the ground on the project, which will see 141,500 square metres of prime land transformed into one of The Palm Jumeirah’s most luxurious resorts. Each residence promises to have an astounding sea facing view and will be equipped with its own private pool, landscaped garden and enclosed three-car garage. Residents will share a private beach club, a large gymnasium and residence meeting facilities. The Kingdom of Sheba resort is one of the largest projects on Dubai’s Palm Jumeirah, and the single largest resort that IFA Hotels & Resorts is developing. The resort is located on the crescent of the island and covers 141,500 sq. metres in a prime location,
adjacent to the renowned Atlantis development. The whole Kingdom of Sheba resort will be managed by Fairmont Hotels & Resorts and will consist of five separate and unique elements, each strongly influenced by the values and symmetry of traditional Arab architecture – Residences, Hotel, Private Residence Club, Vacation Club and a Souq (Retail Plaza). The Fairmont Kingdom of Sheba, a hotel of 550 rooms, will feature extensive conference facilities and outdoor leisure amenities, including a private beach and pool complex, a sports club, children’s activity centre and a Willow Stream Spa. The luxury five-star property will join other Fairmont hotels, resorts and vacation ownership homes including London’s Savoy, The Fairmont San Francisco and
the Fairmont Monte Carlo in offering warm and welcoming hospitality. The Fairmont Kingdom of Sheba will provide services throughout the resort, ensuring guests will enjoy the highest standards. Fairmont Heritage Place, Kingdom of Sheba (FHP) is a private residence club with 46 individual luxury duplex apartments with sea views, some of which have private terrace pools. This unique investment product is sold on a fractional basis, which entitles members an ownership interest in the property. Residents will have access to a private clubhouse, swimming pools and private beach access. FHP offers all the pleasures and rewards of owning a spectacular vacation property without the concerns of maintaining a traditional second home. As an added benefit, members can trade their FHP time with other Fairmont Heritage Place properties or Fairmont hotels worldwide. Kingdom of Sheba Vacation Club is the first purpose-built Vacation Club in Dubai and will offer 104 units, in two-, three-, four- and fivebedroom configurations. The advantage to participation in the Vacation Club is that all IFA HR properties become networked across the globe. Members can exchange their time with all other properties, for business or pleasure, from Portugal to Lebanon, South Africa to Tanzania.
The Kingdom of Sheba’s Souq (Retail Plaza) will give visitors and residents access to myriad boutiques and restaurants. In addition, a continuous walkway will not only link the hotel, residential and retail elements, but also all the other projects on the Palm Crescent. IFA HR has other interests on The Palm and December 2007 saw the handover of keys to Dubai’s first ever freehold residential buildings to be managed by an international hotel operator The Palm Residence, located on the trunk of the iconic Palm Jumeirah. Patrick Smith, Vice President Asset Management IFA HR, stated: “The Palm Residence is the first of our residential developments in Dubai to be delivered to our customers, a key milestone for our company. We are delighted to be partnering with Fairmont Hotels & Resorts, who have been appointed as the managers of the building and will be responsible for providing the highest of standards to our homeowners.” In Dubai, IFA HR have sold over 2,000 residential units and are developing a total of 3,000 keys on The Palm Jumeirah, with a value exceeding over US$ 2.5 billion. Welcoming the first of these homeowners was therefore a momentous occasion for the largest foreign investor on the island. With a choice of sea views, these deluxe shoreline apartments will have their own private health club, clubhouse, children’s playground, gardens and restaurant complex.
Pine Cliffs Resort in the Algarve, Portugal, IFA's first acquisition in the 80s
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as well as residential homes and resort living. Today, IFA Hotels & Resorts set an international benchmark for the development of world class integrated real estate. Being a specialist in resort development, IFA HR enjoys close links to premier hospitality operators such as Fairmont Hotels & Resorts, Mövenpick Hotels & Resorts, Kempinski Hotels and Sheraton Hotels & Resorts, appointed to manage developments around the world. Kingdom of Sheba
Patrick Smith continued: “As the next year and a half will see us handing over more than 1,600 residential units in Dubai, this handover of The Palm Residence to our first customers represents the start of great things to come for our company.”
the Indian Ocean Region and North America. Their activity in resort development began in the mid 80s with the acquisition and development of Pine Cliffs Resort in the Algarve, Portugal, through United Investments Portugal, which is part of the IFA Consortium.
IFA Hotels & Resorts (IFA HR) is a leader in the development of premier integrated and mixeduse hotel and tourism resort projects throughout Europe, the Middle East, the Far East, Africa,
Pine Cliffs’ breathtaking grandeur provided the ideal foundation for investment in the real estate sector, firmly establishing the consortium’s link with the hospitality sector
In January 2006 IFA Hotels & Resorts was listed on the Kuwait Stock Exchange with a market capitalisation of over US$1 billion. Later that year, IFA Hotels & Resorts was also listed on the South African JSE Limited (Johannesburg Stock Exchange), with plans to list on other major exchanges in the future.
Globally, IFA Hotels & Resorts has entered into strategic alliances and joint venture partnerships with leading companies such as Kingdom Hotel Investment Group (Saudi Arabia); Nakheel (UAE); United Investments Portugal; YOTEL (UK); a strategic alliance with RCI (part of the Cendant’s Group); Tongaat Hulett Developments (South Africa); Boschendal Ltd (South Africa); Raimon Land (Thailand); Ohlthaver & List (Namibia); Indian Ocean Resorts (Seychelles)and most recently Related (United States). In January 2007, the company invested in listed Thai developer Raimon Land. IFA Hotels & Resorts is currently present in Kuwait, Dubai, Lebanon, the United Kingdom, the Netherlands, Portugal, France, South Africa, Kenya, Zanzibar, Namibia, Seychelles, Thailand, Caribbean and New York, with plans to link its resorts to new parts of the globe. This will offer investors and tourists access to world class facilities through a network of hotels, residential resorts, vacation and residence club destinations.
www.ifahotelsresorts.com
CEO Werner Burger In attendance at the WTTC Conference, IFA Hotels & Resorts President and CEO Werner Burger plays a major part in the management and future expansion of IFA Hotels & Resorts. In addition to running the business, Mr. Burger works alongside company Chairman and Managing Director Talal Jassim Al-Bahar, developing strategies and objectives for the company. Werner spearheads the company's global expansion, overseeing the acquisition and
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development of present and future IFA HR projects. On top of his responsibilities as President, Werner Burger also has a seat on the Board of Directors for IFA Hotel & Resorts Ltd (South Africa), which listed on the Johannesburg Stock Exchange Limited in February 2006. Bangkok based Raimon Land, a SET listed luxury apartment and real estate developer, has the pleasure of having Werner as a Board Member.
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Dubai World Africa buys into Mantis Collection Dubai World Africa has acquired a major shareholding in the world-famous South African wildlife reserves of the Mantis Collection.
The collection includes the Shamwari Game Reserve (winner of World’s Leading Safari & Game Reserve in the 2007 World Travel Awards), Sanbona Wildlife Reserve and Jock Safari Lodge. The deal is in line with the Dubai World Group’s strategy to acquire high-end assets in key destinations across the world. The three well-established game reserves will enhance Dubai World Africa’s portfolio of prime African properties which includes the iconic Victoria & Alfred Waterfront and the Pearl Valley Signature Golf Estate and Spa, both in Cape Town, South Africa; Kempinski Beach Resort and Residences in the Comores; One & Only Zanzibar, Djibouti Palace Kempinski and Nyungwe, Akagera National Park and Gorilla’s Nest Lodge, all in Rwanda, amongst others. “This collection of top-end resorts represents a sound opportunity to co-invest in the South African hospitality sector. Each resort is superbly located on prime land with excellent development opportunities. This transaction affords the prospect to grow both the South African economy and tourism demand,” says Dubai World and
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Nakheel Chairman Sultan Ahmed Bin Sulayem. “Our investment into game reserves demonstrates our commitment to South Africa and we are strongly focused on establishing a leading conservation based company in South Africa”. Founder of Shamwari and Mantis Collection Adrian Gardiner will continue as both managing director and shareholder of the three reserves. Gardiner has spearheaded the philosophy of responsible and ecologically sensitive wildlife and tourism development in South Africa, supporting the local environment through community development projects and conservation of resources. Shamwari was recently named the World’s Leading Safari and Game Reserve and the World’s Leading Conservation Company in 2007 at the prestigious World Travel Awards Gala Ceremony held in the Turks & Caicos Islands, Caribbean. Gardiner says “The joint venture with Dubai World Africa is a dream come true. I have always believed that the foundations laid and the recognition of his team’s work both nationally and internationally at the Reserves, will now be available on a worldwide basis. The view of Dubai World Africa is that the environment and conservation need to be the hallmarks of all new developments and the joint venture will enable both parties of the venture to fully realize these important global
James Wilson, CEO of Dubai World Africa
Adrian Gardiner, Founder of Shamwari and Mantis Collection
issues. Shamwari pioneered wildlife tourism in the Eastern Cape and the Group looks forward to using this valuable expertise in the many opportunities that will become available with the partnership of Dubai World.”
Emirates Airlines serve to benefit both tourism and the local economy while another key Dubai World Africa asset, the new One&Only luxury hotel, presently under development at our key South African property, the V&A Waterfront, will create an even further attraction,” notes Wilson. “Shamwari and Sanbona are complementary to the V&A Waterfront, and all are highly sought-after by tourists”.
“We are extremely proud of everything that has been established and achieved at each of these reserves. Dubai World Africa is well positioned as an active shareholder to provide expert marketing, sales and development expertise, access to development sites and other strategic relationships which will contribute to and enhance the continued success of Shamwari, Sanbona and Jock,” says Gardiner. He stresses that principles on which these resorts were founded will endure with this transaction. The Dubai state-owned company has rapidly and firmly established itself as a contender in Africa’s elite property stakes. Dubai World Chairman Sultan Ahmed bin Sulayem has indicated that the company will invest about $1,5 billion in Africa over the next five years. James Wilson, CEO of Dubai World Africa explains that both Shamwari and Sanbona are within the proximity of the popular tourism destinations of Cape Town and the Garden Route. “Direct daily flights between Dubai and Cape Town by
Accordingly, conservation is also an important focus area of the business, which has established Dubai World Conservation Africa as a holding company for a number of prime game reserves in Africa. Wilson explains that an additional benefit of this transaction is the gain of excellent game management, skills which will be applied elsewhere in the Dubai World Group. “Dubai World has long identified South Africa as a sound investment. We see many good opportunities and we are here for the long term,” says Sultan Bin Sulayem. Sulton Bin Sulayem will deliver a special Keynote speech today during Session five, after “The industry is smart - it’s getting smarter”.
www.mantiscollection.com www.dubaiworldafrica.com
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Dubai World wants to perform home and away His Excellency Sultan Ahmed Bin Sulayem, Chairman of Dubai World is one of Dubai's leading businessmen and his expertise and visionary leadership has spearheaded the rapid expansion of Dubai World's portfolio of investments.
Mr Bin Sulayem says that Dubai World’s key objective is providing necessary infrastructure while ensuring sustainable development when designing, building and funding infrastructure in places where factors are prone to change and are unpredictable. At a session held recently at the World Economic Forum in Davos, Mr Bin Sulayem said,“We strive to provide a high quality of living, which requires not only the physical infrastructure, but also social and technological infrastructure. Power, water, roads and sewers, as well as schools, hospitals, parks, leisure spaces, hotels and retail outlets require equal importance. More importantly, a unique identity for developed communities is vital to give residents a sense of belonging. This is our role as master planners.” Mr. Bin Sulayem explained that a lack of collaboration and coordination by relevant agencies, and a lack of integrated planning pose the greatest risks to large project planning. He said,“In Dubai, we make sure there is careful coordination of all people and organisations that are part of team-building the city.” “Dubai is a city that dares to dream and do things differently from the rest of the world. Companies like Nakheel and Limitless say yes to extraordinary vision when conventional wisdom says no; we build projects like The Palm and The World, which people said would be impossible to build.” The company is a big player in
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the travel industry and a number of its recent projects have had a big impact on the business landscape, both locally and internationally. Here BTN finds out a little more about some of them: Sustainable Development, Dubai In a major step towards the goal of sustainable development, EHS, the Environment, Health and Safety regulatory arm of Dubai World, has recently finalised comprehensive Green Building Regulations for Dubai World Developments.
Mantis Collection Acquisition, South Africa
The guidelines, which are in line with the Dubai Strategic Plan 2015, directed by His Highness Sheikh Mohammed Bin Rashid Al Maktoum, Vice President and Prime Minister of UAE and Ruler of Dubai, are well ahead of his ruling that all buildings in Dubai will have to be constructed as per environmentally friendly green building standards from January 2008. In its drive to ensure sustainability in all developmental activities by the Dubai World network of companies, EHS held a number of seminars to familiarise Dubai World senior officials and stakeholders with the new regulations that are to be implemented in future projects. EHS has included all commercial, residential and mixed-use facilities in the purview of these Regulations. It has been made mandatory that all Green Certified Buildings must provide annual evidence of operational compliance from their certifying bodies.
South Beach - An Architechural of Singapore
The acquiring Green Building standards have also been made a category in the EHS Awards for 2008. Daallo Airlines Acquisition, Djibouti Istithmar World Aviation Holdings, a Dubai World company is joining with founders of Daallo Airlines and the Government of Djibouti to create a new holding company
which will acquire all the shares of Daallo Airlines. The deal will see the new Daallo re-branded and named as the exclusive National Flag Carrier of Djibouti, enjoying all routes and traffic rights held by Djibouti. Daallo currently has a fleet of 10 aircraft including Boeing 757 and Boeing 737 aircraft, and has interline agreements with leading world carriers like
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Emirates, Qatar Airways, Saudia, Delta Airlines, Srilankan, Alitalia and Ethiopian Airlines. The airline has 16 years of experience operating scheduled passenger flights, cargo and charter flights to major destinations in Africa, Middle East, Asia and Europe. It has been flying to the UAE since 1992, to Paris since 2001 and London since 2002. Bilene Hotel Project, Mozambique Dubai World Africa is investing $200 million in the Bilene Hotel, a luxury beach resort, golf estate and eco development along 4km of exquisite prime beachfront in Mozambique. Situated in a popular holiday village to the south of the country, just north of Maputo, the resort spans 1,000ha and encompasses 18km Sao Martinho Lagoon, nature reserve and turtle breeding area. This area is home to the largest of all living turtles, the leatherback turtle (Dermochelys coriacea). The nature reserve will be managed by Dubai World Conservation Africa and eco tourism will be of prime focus. Lending to the organisations eco tourism interests, the pristine coral reefs will be of particular interest to wildlife and water recreational sports enthusiasts alike. Conservation is a key focus area for the company, which is currently establishing Dubai World Conservation Africa as a holding company for a number of prime reserves in Africa.
Bilene Hotel Project, Mozambique
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Luxury hotel development, The Comoros Dubai World Africa will invest US$70 million in the development of a 5-star international luxury hotel and 22,5ha of adjacent prime beachfront, with over 100 new upscale residential villas and townhouses in the Comoros. The company, which has interests ranging from real estate to ports, also announced the appointment of Kempinski Hotels to manage the luxury beach resort. Mantis Collection Acquisition, South Africa Dubai World Africa has also acquired major shareholdings in South Africa’s world-famous Shamwari Game Reserve, Sanbona Wildlife Reserve and Jock Safari Lodge, which are members of the Mantis Collection. Gorée Island Resort, Senegal Dubai World signed an MOU with the Government of Senegal to develop a world-class 5-star hotel and beach resort on Gorée Island, as well as a bird sanctuary and reserve north of Dakar and another game reserve close to the Senegalese capital. Agreements to this effect were signed in Dakar by HE Sultan Ahmed Bin Sulayem, Chairman of Dubai World, and HE Cheikh Hadjibou Soumare, the Prime Minister of Senegal, in the presence of Mr. Karim Wade, Special Advisor to the President of Senegal and Chairman of the National Agency of Organisation of Islamic Conference (ANOCI).
Mr. Bin Sulayem and a number of senior Dubai World officials visited Dakar as part of their tour of West African states to explore investment opportunities. During the visit, Mr. Bin Sulayem met HE Abdoulaye Wade, President of Senegal and discussed a number of issues pertaining to mutual cooperation and economic ties. South Beach Development, Singapore Dubai World has signed an agreement with City Developments Limited and Elad Group to jointly develop South Beach, a landmark residential, commercial, retail and hotel complex in Singapore’s Civic District.
Possibly the first of such an internationally dynamic collaboration of this scale in this part of the world, South Beach has elevated Singapore’s position in the global arena with City Developments Limited’s invitation and successful bringing together of two prominent international conglomerates, Dubai World and Elad Group, in their largest Singapore investment to-date in a consortium led by City Developments Limited (CDL). The equal partnership between these three unique conglomerates is made more dynamic by the extensive experience and contacts each has in the hotel, real estate and retail segments.
The tender price for this multibillion dollar South Beach development project was S$1,688,888,000 and it is estimated to be completed by 2012. www.dubaiworld.ae
Khaled Al Kamda, Vice Chairman Istithmar World, and Mohammed Ibrahim Yassin, Founder and CEO of Daallo Airlines signing the agreement
HE Sultan Ahmed Bin Sulayem, Chairman of Dubai World, and HE Cheikh Hadjibou Soumare, the Prime Minister of Senegal
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SPECIAL FEATURE
What new features does Durban bring to world tourism, and how is it going to achieve them?
Durban, South Africa’s busy port city, is a town of natural beauty and enviable weather, enough assets to attract a wealth of visitors. But Durban Tourism is working hard to promote and develop its organised attractions as much as its coastal splendour. With an ever increasing focus on cultural, sporting and trade events this part of the ‘Zulu Kingdom’ is implementing marketing strategies that will realise Durban as a prime destination for leisure, event and business tourism. In developing these key areas the KwaZulu Natal tourist managers are committed to feeding the income back into the local economy and rural heritage.
The city has ample capacity for the visitors it’s coming to expect, with the highest hotel occupancy in KwaZulu Natal and a growing average of 12 million domestic and one million international tourists per year. Events like the unique Durban Beach Festival, attracting 1.5 million people and the regularly hosted Indaba, Africa’s foremost tourism trade show, are contributing to Durban’s efforts in securing a renowned brand; representing authentic African heritage, corporate diversity and exclusive world attractions. Indaba attracted more than 12,000 participants last year.
However during this year’s event, May 2008, Durban’s showpiece International Convention Centre (ICC) will host the globally prestigious World Travel Awards (WTA). The ceremony will be the first of the WTA 2008 Grand Tour and it seems fitting to combine it with the continent’s biggest travel tradeshow. The initiative to stage the “the Oscars of the travel industry” during Indaba was proposed by the ICC team itself, “The ICC Durban, its staff and stakeholders, are elated by this coup as the event is one of the most illustrious awards events in the industry,” said Miller Matola, Chief Executive Officer of the ICC. “The ICC Durban has yet again
demonstrated its influence by securing such an event. This is not just a coup for Durban but for South Africa and Africa as a continent. We feel honoured to be kicking off the WTA 2008 Grand Tour.” The WTA Committee in London have confirmed that some 500 guests will be attending the Africa Awards, many of whom are VIPs of the travel industry. The prestigious event also promises to bring global exposure to South Africa overall. Moeketsi Mosola Chief Executive Officer of SA Tourism confirms this saying, “South Africa is already well on its way to being a world class tourism and events destination. Many South African tourism
businesses have been nominated and have won a World Travel Award in the recent past. We are confident that we will rank highly in this year’s global awards.” The significance extends as the world watches South Africa with keen interest ahead of the 2010 FIFA World Cup. As a host city during the tournament Durban can expect a massive influx of international visitors, an opportunity to position itself as a key African destination. Durban Tourism recognises its potential to benefit from the continued growth in world tourism, and intends to do this through long-term
Proud Sponsors of World Travel Awards Grand Tour 2008:
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SPECIAL FEATURE
This is not just a coup for Durban but for South Africa and Africa as a continent. We feel honoured to be kicking off the WTA 2008 Grand Tour.” Miller Matola, CEO of ICC Durban
developments of ‘event tourism’. Last year events contributed R1,447 billion to the local economy, with sporting and cultural activities bringing the city R58 million in direct publicity and marketing. There is an average of 20 business, sport and entertainment events per month, and each one is used as a catalyst for tourism development. The local economy is already seeing the benefits of Durban’s event attractions, something that the tourist managers are confident in securing through their long-term approach to increased length of visitor stay and increased visitor spending
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opportunities, now also aimed at the newly marketable disadvantaged areas of the municipality, which are seeing increased levels of investment. In addition to regenerating the urban areas through visitor spending, the tourist sector is committed to investing the revenue into the rural heritage areas just north of Durban. These areas, also open to tourists as part of Zulu Heritage and Cultural Trail tours, have been promised large investments of money. Operating nature-based tourism in order to fund sustainable development of the rural and heritage environments is a major aspect of Durban’s tourism
enterprises. Durban proudly sees itself as a figurehead for new development in South Africa. Its original initiatives in tourism are setting examples in ways to feed the local economy and social wellbeing whilst positioning itself as a recognised destination for commercial and entertainment travel. Partnership with the World Travel Awards is a prime example of Durban’s promoters making crucial steps to elevate this vibrant city to global distinction.
Africa Awards Ceremony 12th May ICC Durban Durban, South Africa
www.worldtravelawards.com www.southafrica.net www.durban.kzn.org.za
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South Africa Tourism Shows the Industry How it’s Done
The World Travel and Tourism Summit will be honoured to receive the Honourable Phumzile Gloria Mlambo-Ngcuka, Deputy President of South Africa.
Giving a keynote speech at the session, “Travel and Tourism Today – central to society – universal in its impact”, she will offer her thoughts on the growing phenomena of tourism and its increasing interconnections with broader world issues. Any delegate of South African Tourism is well positioned to speak on such a subject, with South Africa welcoming an era of blossoming tourist trade and international activity. The SAT Secret to Success South Africa Tourism is the company responsible for branding South Africa as the increasingly popular tourist
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destination it is today. On their website it states their market strategy for South Africa as focusing on the country’s “scenic beauty, diverse wildlife, kaleidoscope of cultures and heritages, the great outdoors, sport and adventure opportunities, eco-tourism and conference facilities.” This multi-dynamic approach to selling their country has seen visitor numbers increase by 14%. This is against a global average of tourist of 4.5%. The biggest increase of visitors came from the Middle East, which saw a 27% rise in guests from last year. It begs the question, what is SA Tourism doing that other countries
should know about? Industry Events and Welcome Guests An initial point of inquiry into this boom in tourist numbers should be SA’s embracing of global corporate events. The incorporation of meetings, special events and incentive travel into their hospitality industry is a key aspect of South Africa’s growing market share in international business tourism. A prime example of this is Meeting Africa, the continent’s top trade exhibition for the business tourism industry. This year’s event saw the gathering of more than 3000 global delegates,
exhibitors, journalists and tourism product buyers. Meeting Africa draws huge attention from the international business tourism community, as well as facilitating vital exchanges of information and initiating rewarding partnerships. Exhibitions such as this are enjoying a growing attendance and contribute a vast amount to SA’s overall influx of travellers, setting South Africa on its way to becoming one of the world’s top ten business tourism destinations. When discussing South Africa’s wealth of international events it’s an absolute must to
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mention Indaba, SA Tourism’s annual premier travel show. This years Indaba, taking place in the second week of May, is set to be a record-breaker. With a month to go, the show has already attracted a 15% plus increase in attendees, with a notable increase in professional delegate registrations. This is officially the biggest Indaba ever, and particularly crucial to the industry and destination. Many of the buying decisions for the 2010 FIFA World Cup will be made at the Indaba with buyers using the opportunity to invest in the best South African destination products, for the thousands of football fans flocking to South Africa in 2010. On top of this, Durban's showpiece International Convention Centre will be hosting the African leg of the
Durban's showpiece International Convention Centre will be hosting the African leg of the prestigious World Travel Awards (WTA) during Indaba
prestigious World Travel Awards (WTA) during the same Indaba. Graham E Cooke, the President and Founder of the World Travel Awards, has spoken on his delight to interconnect the two major events, "We are thrilled to be bringing the WTA to Durban. As travel industry professionals, we are familiar with Indaba, and there is not another event in Africa that we would rather have hosting the Africa Awards. Indaba's ancestral home is Durban, and having such a fabulous event in such an amazing city is a rare opportunity for us all." Mr Moeketsi Mosola CEO of South Africa Tourism welcomes
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the event, "Hosting a prestigious event like the World Travel Awards is a great accomplishment for destination South Africa. It is an honour and a privilege to host the African Awards ceremony in Durban." (The Mercury, Wed 9th April 2008). Playing the Field for New Friends In addition to these major coups South Africa Tourism has designed a number of schemes with the objective of increasing visitor numbers to SA and broadening their international market. Jabu Mabuza, Chairman of South African Tourism, CEO Tsogo Sun and CEO, Southern Sun Hotels will speak at the “Global perspectives – changing Priorities” session at the WTTC Summit in Dubai, considering the economic, environmental, political and social changes that now interact on an international level. Significant to this is the key work undergone by SA Tourism to secure new markets from countries with growing and established economies. The Middle East represents a lucrative traveller market and South Africa Tourism is installing astute strategies to harness the potential business. In February this year, SA Tourism presented a number of destination workshops to the Dubai and Jeddah travel trade in an effort to grow leisure arrivals to South Africa from the United Arab Emirates. The SAT delegations were sent after the dramatic increase in air access from the Middle East to South Africa. South African Tourism has partnered with South African hospitality giants such as Fancourt, Three Cities, Springbok Atlas, Cape Rhino Tours for these workshops with the aim of engaging Middle Eastern travel trade, helping them sell the destination effectively.
South Africa harbours a wealth ambassador for the tourist of National Parks, the newly delights the country has to proclaimed Mokala National offer, SA Tourism is also inviting operators and industry agents to experience the pleasures firsthand. South African Tourism is highly committed to investing in UK trade having set up an annual Familiarisation Trip, taking 100 international agents on a memorable journey to and around South South Africa's Thanda Private Game Reserve,Africa's Leading Africa. This month Luxury Lodge in the World Travel Awards 2007 SAT announced details of its second Park, for example, situated annual “familiarisation trip” for south-west of Kimberley in the May and June 2008. The Northern Cape, has an incentive being to further abundance of Africa’s globally increase UK visitor arrival adored game. Areas such as numbers to South Africa and this boast a lush climate and provide agents with valuable vegetation, and are utterly first-hand experiences of the protected from mining and country and all it has to offer as other industrial activity. a destination. Biodiversity, conservation and tourism mandates ensure the Keeping it Real – Keeping it precious upkeep of such areas, Green making the influx of tourists South Africa will experience more than manageable. South considerable exposure over the Africa now has six official World next few years, particularly in Heritage sites, all covering vast the build up to the FIFA World landscapes of natural beauty. Cup in 2010. South African Mapungubwe is a primary Tourism continues to instance, known as South encourage the country to Africa’s Lost City of Gold. The embrace the burgeoning Mapungubwe Cultural demand, implementing Landscape was declared a schemes that ensure only a World Heritage Site in 2003. positive impact can result from the increased capacity. South South Africa Tourism’s creative Africa is full of emerging niche thinking is continually destinations and experiences, redefining the character of appealing to business and also South Africa, whilst re-affirming to cultural and heritage its much beloved and aged old tourism. Yet a key area of focus identity. Delegates at this for SAT is sustainable tourism in year’s summit can look forward all its forms. Already to hearing SAT’s incisive recognised for its responsible knowledge on how to balance approach to tourism, this the two potentially opposing encompasses fair trade strategies of cultural and practices, respect for the industry attractiveness, and culture and natural achieving such a harmonious environment of South Africa as yet lucrative combination. a destination. www.southafrica.net
As well as acting as
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SPECIAL INTERVIEW
IHG is an international hotel company with more guest rooms than any other in the world – that's 585,094 rooms in almost 4,000 hotels across nearly 100 countries. Guests make over 160 million stays in IHG hotels every year.
accessible, vibrant global market. In our hotels everyday we serve guests from all parts of the world. This is a great foundation for us to continue to understand the special needs of doing business both in high-growth markets, and also in taking care of travellers from these regions when they travel to our hotels in other countries.
Stevan D Porter, President, The Americas, InterContinental Hotel Group Stevan Porter serves as President, the Americas, for IHG and holds additional duties as Global Leader franchise strategy and Executive Director of InterContinental Hotels Group PLC in the UK. As President, the Americas, Stevan is responsible for the company's largest operating region with a portfolio of more than 3,000 hotels and resorts under the InterContinental, Crowne Plaza, Hotel Indigo, Holiday Inn, Holiday Inn Express, Staybridge Suites and Candlewood Suites hotel brands. A 32-year veteran of the hospitality industry, Stevan joined IHG in 2001 as Chief Operating Officer, the Americas. Stevan will be one of the panel for the discussion of “The industry is smart – and it’s getting smarter” today and BTN caught up with him to find out a bit more about his expectations for the event. BTN: The WTTC summit is
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looking to provide a vision for the travel and tourism industry – how important are events like this in helping to shape that collective vision? SP: It's crucial that summits such as this take place in order to facilitate an open exchange of ideas among industry and government on the responsibilities that the Travel & Tourism sector should exercise as its global influence increases. BTN: What is the significance of this event taking place in Dubai and what do you think the rest of the world can learn from the rapid development of tourism in this region? SP: An event like this in Dubai helps bring understanding, knowledge and additional wisdom, since many of us have matured in regions with different needs and aspirations. Additionally, emerging markets provide opportunities for economic growth and global understanding. They serve as testament to an increasingly
BTN: InterContinental delivered a strong performance in 2007, with continued expansion planned – what are headline stories from IHG for this year? SP: Our process of becoming a stand alone hotel company is complete. We will continue to evolve our company and our brands to meet the opportunities and challenges of the market. We have shown an ability to do this with the launch of Staybridge Suites and Hotel Indigo, as well as the acquisition and growth of Candlewood Suites and the competitive repositioning of Crowne Plaza. There is tremendous momentum in our global InterContinental pipeline. We are going to do it again with the Holiday Inn brand re-launch. IHG has long recognised the importance of high-growth markets. For example, Holiday Inn has been in China for 24
years. In fact, it was the first international hotel brand to open in China. BTN: What do you hope to take away from your attendance at the WTTC summit? SP: Global understanding and priorities, and industry best practices and ideas. To best serve the current and emerging needs of our industry, while also delivering the growth ambitions of IHG, it is important to hear – first hand – the views, issues and opportunities for the travel sector as described by the leadership present from both emerging and mature markets. The importance of travel and tourism to the world economy continues to grow at a rapid pace. Simultaneously, the need for responsible business practices, those that are environmentally and culturally sensitive, is also on the rise. The WTTC is the only global forum where both the issues and range of solutions are brought together. This dialogue is important and valuable to the industry and IHG. BTN: Finally, in your view what is the single most important issue for the industry to tackle at this WTTC Summit and beyond? SP: Actually, there are several that need to be kept top of mind: economic uncertainty, terrorism, rising costs, political barriers, environmental impact and responsibility, attraction/retention of talent.
www.ichotelsgroup.com
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One&Only Resorts in Africa and the Americas A main subsidiary of the Kerzner International Holding company, One&Only Resorts were created specifically for the luxury resort market. Designed to be benchmarks of excellence, One&Only properties are located in some of the world’s finest locales. One&Only consciously design and operate each of their estates in accordance with the surrounding culture; from
hospitality and manner to expert cuisine, marketing their stays as quintessential to the host region. Properties in their impressive portfolio include the popular One&Only Reethi Rah and One&Only Kanuhura, both in the Maldives; One&Only Le Saint Géran in Mauritius; One&Only Royal Mirage in Dubai; One&Only Ocean Club in The Bahamas and One&Only Palmilla in Los Cabos, Mexico. Paul Jones, One&Only’s President, is responsible for the global strategy and operations for One&Only Resorts and is instrumental to their major developments and rebuilding. Mr. Jones works very closely with Sol Kerzner in the concept and planning. Scheduled to open in 2009 is One&Only Zanzibar, a new US$150 million luxury resort for which One&Only have partnered with Dubai World, a holding company owned by the Government of Dubai. The partnership intends the
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development to be an “outstanding resort” featuring a 150 room luxury hotel, a 50 room residence and a spa retreat on a 76 hectare site at Muyuni Beach in Zanzibar. Muyuni Beach is located in an exclusive part of Zanzibar in close proximity to an atoll of coral reefs with some of Africa’s leading dive sites. The resort is a 45 minute drive to Stone Town, the island’s famous world heritage site, only a 15 minute flight from Dar Es Salam, and significantly within easy flight access from Dubai and Nairobi. Kerzner International is already working on a number of exciting projects with companies in the Dubai World portfolio. Istithmar, a Dubai World company, holds a share in Kerzner International and have contributed to their current growth strategies. Kerzner’s flagship brand, Atlantis, is also extending its product globally with the development of Atlantis, The Palm, Dubai, a 1,500-room, water-themed resort expected to open in late 2008 on The Palm, Jumeirah in Dubai.
banqueting room hosting up to 200 people for cocktails, as well as a boardroom for up to 18 people. With family leisure tourists and business travellers well catered for, the resort looks set to achieve high visiting numbers already enjoyed by established One&Only hotels and resorts. In an agreement with Revolution Places Development (“Revolution Places”), Kerzner will continue their expansion with a new One&Only resort in Cacique, Costa Rica, within the Guanacaste province; the first One&Only property in Central America. With 120 villa-style rooms, the luxury resort, along with the first phase of development of Cacique, Costa Rica, is expected to be complete in 2010. One&Only Cacique, Costa Rica will incorporate a 12,000 square foot spa, its own exclusive beach club, three restaurants and bars and the family friendly KidsClub.
Designed by California-based HKS Hill Glazier Studio, the resort intends to be environmentally sensitive using choice local materials. The company’s president, Paul Jones is a delegate at the Global Travel and Tourism Summit. He maintains a close grasp on emerging trends in visitor needs and desires, and also that of the global community. One&Only applies this crucial knowledge to every stage of their development processes. With each of their developments the One&Only brand stands to enhance its reputation for creating an authentic “sense of place”. By rooting their services and buildings deeply in the surrounding culture, conscious of any impact on the environment, Kerzner’s One&Only will continue to grow in strength and prominence. www.one&only.com
2009 will also see the opening of the One&Only Cape Town as part of their enlarging portfolio. The 130-key resort will be set out over seven floors including dramatic residential apartments in a contemporary building on Cape Town’s popular Victoria & Alfred Waterfront, with panoramic views of Table Mountain. A key feature of One&Only Cape Town is a stateof-the-art spa, the largest in the area, set on its own island. The resort will cover a broad market offering a KidsOnly clubhouse for younger guests of 11 and under, while also housing an extensive meeting and
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L’esprit Accor Since opening its first Novotel in 1967 Accor Services has established itself as one of the world’s leading providers of economy and mid-scale hotels, with a portfolio of influential, easy-to-identify brands.
In recent years Accor has also become a major player in the upscale hospitality market with the introduction of its Pullman brand and the further enrichment of its Sofitel, Novotel, Adagio and Mecure Networks. Accor also runs a series of restaurants, cooking schools, travel companies and casinos. Accor currently manages over 4,000 hotels worldwide with an employee roster of around 150,000. Accor has set itself the target of opening 200,000 new rooms across a planned 1,000 additional hotels between 2006 and 2010. This ambitious development will involve a
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doubling of annual openings and the deployment of the Accor brand in more international markets than ever before, most especially in the Asia-Pacific and Latin American regions. Accor Services currently operates in 40 countries across 6 continents, and is considered a market leader in France, Italy, Romania, Brazil and Venezuela. Accor considers the Asian and Middle Eastern markets as crucial in its continued development and plans to implement around 26% of its new rooms in the Asia Pacific region, with a further 7% devoted to the Middle East. In
2007 Accor opened a total of 10 hotels in China and Thailand including the Sofitel Wanda Harbin hotel, near Taiping, and the Sofitel Forebase – already recognised as one of China’s premier hotels – located in the Chongqing Economic and Technological Development Zone. Accor’s international growth has seen operations established in other key Asian markets including South Korea, Indonesia, Morocco, Singapore and Taiwan. In a recent affirmation of the new Pullman brand, WTTC attendee and Accor CEO Gilles Pélisson remarked: “Pullman will be one of fastestgrowing brands of the Accor Group, especially in the AsiaPacific region. The brand will expand rapidly this year, particularly in China. In 2009, we plan to open 18 hotels in the Asia-Pacific region, with the ultimate aim of around 100 Pullman hotels here.”
In October 2007 Accor officially opened Sofitel Palace The Old Town in Downtown Dubai. Located on the Old Town Island, an Arabian setting that blends traditional charm with striking modernity, the hotel has positioned itself as a leader in a local leisure market set to blossom over the coming decades. The Burj Dubai Tower, soon to be one of the tallest skyscrapers in the world, is close by, allowing business and luxury travellers alike a chance to marvel at the technological splendour of Dubai before slipping back into their hotel’s breathtaking luxury spa. Local Management on a Global Scale Accor’s range of budget and economy establishments, including its city-centre brand of 769 Ibis hotels, are small enough to achieve a unique, local management style. Based on a culture of sharing and
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respect for traditional values, Accor managers rely on a mutual trust that can only come from a deep knowledge of the teams they work with. Around 90% of Accor managers are promoted from inside the organisation, allowing the individual skills of employees to grow organically with the teams they rely on. Since 1989 the Bernaches Awards have paid tribute to individuals and group staff members whose achievements and outstanding behaviour embody the spirit and values of Accor. Through recognising and rewarding Accor’s most deserving personnel these highly coveted awards have come to epitomise the corporate culture and commitment to its employees that the group is renowned for worldwide. The quality of Accor’s training programs has long been recognised. Studying at one
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environmental commitments, Accor is included in the world’s four leading socially responsible investment indexes. It was in 1998 that the group first implemented its Hotels Environment Charter, a list of goals designed to bring all Accor hotels and services inline with a modern, environmentally-aware business model. Accor’s concern about meeting and increasing the sustainable development needs of all its clients, employees, investors, partners and local communities saw it renew the charter in 2006, ushering in a new era of sustainable prosperity across the Accor brand. The 2006 Hotels Environment charter contained 15 practical actions ranging from employees raising consumer awareness, waste recycling, water and energy monitoring, through to co-operation with local associations and communication with clients. As
recognised for its societal and environmental commitments, Accor is included in the world’s four leading socially responsible investment indexes the 14 well established Accor Academies, or via a sturdy internet learning program, future employees can expect to receive outstanding instruction, highly respected throughout the business world. Accor has invested its 40 years of experience into developing toplevel skills platforms interconnected units extending through 100 countries and across all their businesses to create a truly exceptional system. Investing in the Future Recognised for its societal and
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each hotel has implemented 10 of the actions a charter poster is displayed in the lobby, informing clients of what staff have accomplished. Guide booklets are directed to all employees explaining the charter, its environmental benefit and how to best implement it. The charter and guide were first developed for the European region, which included translation into seven languages. Other countries, including Australia, Egypt, Laos, Vietnam, Cambodia, Brazil and Argentina have progressively introduced the charter. To
Gilles C. Pélisson, CEO of Accor Hotel Group
account for regional expectations the company has recently developed distinct charters for the United States and Sub-Saharan Africa. Each year Accor conducts a hotel level audit to discover what actions are still to be implemented from the charter. The information is consolidated by brand, region and management type. To ensure the consistent awareness of its employees Accor launches frequent and constantly evolving campaigns aimed at promoting environmental actions. In 2005 Accor’s Sustainable Development Department launched a film, presented and narrated by hotel employees, on environmental best practices. The film was dubbed into eight languages and distributed to all
Accor hotels in order to ensure the message it conveyed was accessible to the greatest number of people. Accor Services has always maintained a highly sustainable business model. Driven by changes in lifestyles and a constantly growing travel and leisure market Accor is proud to reinvent its products and concepts and enrich the lives of the people it employs and serves. Accor is aware that the hotel industry has undergone incredible changes in recent years, but hasn’t let its investment remain solely in the realm of business acumen. Growth for Accor is about being mature enough to take a stand for environmental and human rights whilst pushing forward to ensure future customers can share in its triumphs.
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SPECIAL INTERVIEW
Selim El Zyr – the BTN Interview Rotana Hotels was founded in 1992, by a partnership between two visionary thinkers; Nasser Al Nowais and Selim El Zyr, who were joined three years later by Nael Hashweh and Imad Elias. Operating as Rotana Hotels, they opened their first property in Abu Dhabi in 1993 and Rotana Hotels is today one of the leading hotel management companies within the Middle East. BTN caught up with Selim El Zyr, President & CEO of the company and asked him for a more detailed analysis of the growth plans for this fascinating company. BTN: What are the main hotel projects being launched by Rotana in UAE currently? What are your expansion plans across the region? SEZ: Rotana’s strategic aim is to have a property located in every key city in the Middle East and this goal is being steadily achieved through careful longterm planning and timely action. We currently have a portfolio of 62 properties in Dubai, Abu Dhabi, Sharjah, Qatar, Bahrain, Kuwait, Lebanon, Egypt, Amman, Oman and Syria. In addition, we have committed to have 25 Centro properties within the coming 5 years. Our priority is to have a property in the main cities in Saudi Arabia and in Cairo. We are currently negotiating several other projects but we are keen on taking the ones that would guarantee a healthy return to the owners and those would add value to our brand. But we welcome any other appropriate opportunity in the remaining Arab states. As long as we are able to manage our growth in an
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efficient way then we will take further properties as we are extremely cautious on expanding strategically and efficiently. BTN: You’ve recently introduced new branding for Rotana, as well as a new structure. Please tell us about the significance of the new branding and structure, particularly the goals and aspirations they convey. SEZ: Following 15 successful years of operation and as a result of the Rotana’s growth, it was essential for us to re-look at our brand structure to further expand our portfolio. The brand revitalization builds on the company’s strong foundations of enduring friendship and genuine dedication to serve, whilst making a promise for the future. A promise that time spent with Rotana will be “Treasured Time”. The development of the brand builds on the existing equity of Rotana whilst setting in place the necessary tools with which to facilitate the company’s rapid growth. With a commitment to open over 62 properties by 2012, Rotana is set to continue to deliver on its promise to owners and partners, colleagues and guests. BTN: What is the new structure’s impact on Rotana’s current operations? Rotana is in the midst of vast expansion/growth plans – what role would the new branding and structure play?
Selim El Zyr, President and CEO of Rotana Hotels
SEZ: Rotana’s brand revitalising was essential to ensure differentiation between the various products and this is crucial taking into consideration our expansion. We have developed two new products, Arjaan by Rotana and Rayhaan Hotels & Resorts by Rotana, to complement our existing portfolio. Rotana’s brand equity will be used to endorse the latest additions to the brand and ensure they provide the award winning standards of hospitality excellence that is intrinsic to Rotana. The name Arjaan, the arm of the company formerly known as Rotana Suites, leads the mind to a place providing a memorable experience, perfectly reflecting the freedom the suites offer.
First-class hotel apartments with a personal touch, Arjaan properties have been developed with both long-term guests and families in mind. Those staying longer than the average visitor will appreciate the particularly spacious accommodation, whilst families relish the promise of an environment which more closely resembles home. The stylish and fully equipped Arjaan by Rotana are designed with the objective of closing the gap between hotel room and home, making Arjaan a natural choice for guests seeking a smooth transition into a new city. In this ever changing world, some of our guests seek to
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reflect the values they hold in the accommodation they chose. Giving careful consideration to the diverse needs of our guests, we have introduced an alcoholfree option, Rayhaan, to Rotana’s hotel and resort portfolio. An Arabic name that refers to an aromatic plant mentioned in the sayings of prophet in the Holy Quran, Rayhaan reflects our respect for the culture and beliefs of our guests and our dedication to fostering a new Arabia in today’s world. Rotana top managemnet team
In addition to the launch of Arjaan and Rayhaan, Rotana has also shaped a new name and a new identity for the division formerly entitled Rotana Hotels, Suites & Resorts. Now operating under the name Rotana Hotels & Resorts and characterised by the excellence of its dining venues, the brand’s success is founded on its ability to attract some of the most renowned names in the restaurant world. Determined to increase the prestige of all its properties, the coming years will see many new hotels and resorts flying the Rotana flag ever higher. One of the other products encompassed within the organization is Centro, which was launched in 2006. Delivering superior accommodation at an affordable price, it redefines the conventional concept of economical comfort. Working towards the opening of 25 Centro properties across the Middle East by 2014, the organization hopes to meet the demands of a new generation of traveller, seeking finesse and functionality at reasonable rates. Young and fresh, Centro is a contemporary concept that is original in its presentation and dynamic in its offerings. As the name indicates, the Centro properties will be located at the heart of business and
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commercial districts in the major cities across the region. Providing unique living spaces in a contemporary environment, they provide amenities specifically geared to the needs of the travelling executive. Boasting rooms featuring the latest in technology and comfort, in addition to well equipped meeting rooms and business centres, Centro is destined to become synonymous with care and attention to detail. BTN: From a marketing point of view – how important is an organisation’s brand/identity? SEZ: “At the core of all that we do is our character. In turn, our character is embodied in our brand”. The heart, while something physical, is also representative of the emotions we feel. A brand too, transcends the merely physical. A brand is an emotional bond established over time between a product or service and the consumer as a result of a promise made and continuously kept. The value of this relationship, or the brand’s equity, is something which is built up over time. The life of a brand starts with creating a meaningful difference. This is a brand’s purpose, to be different from its competitors but always relevant to its consumer. The brand’s
purpose, or the brand idea, inspires and drives all communication. All brand communication, or brand signals, should be aligned with the brand idea in order to consistently build a relationship with the consumer. Just as with any friendship between two people, a brand must keep its promises to its audience. Over time this builds a brand with meaning and heart. BTN: Did the UAE or other regional countries reach the saturation point, or can we expect more expansion in hotel projects? SEZ: Tourism in the Middle East enjoyed an unprecedented boom in the previous 3 years. Hotels in the Gulf countries had significant increase in occupancy and average room rate. Hotels in the Levant are rebouncing despite the challenges and the events that followed September 11 have encouraged regional tourism. With additional entertainment and leisure facilities being developed, it will only continue to grow. The Middle East Travel & Tourism economy is expected to have accounted for 9.7% of GDP and to 4.6 Million jobs. It is expected to continue its healthy growth of 4.5 to 5% annually over the next 5 years. Travel and Tourism in the UAE is expected to have generated around USD $ 26353 Million in revenues
accounting to approximately 12.1% of GDP and providing around 300.000 jobs. It is expected to grow at an average of 6.5% per annum. BTN: What are the main challenges for the hospitality and tourism sector in the region? SEZ: The main challenge is to find staff, as we will need about 15,000 team members over the next 5 years. Rotana Hotels currently has 6000 employees and by 2010 the company will be increasing it’s manning by 150%, which makes the approximate total number of employees 15,000. Rotana Hotels is looking at recruiting 8300 employees, out of which are 27 General Managers, 330 Department Heads, 390 Managers, 685 supervisors and 6600 employees. The traditional markets in emerging countries such as India are simply drying up because of the availability of jobs locally and global competition. Another challenge is remaining up to speed with online technologies since we anticipate that up to 50% of our business will be generated online within the next 5 to 7 years.
www.rotana.com
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Satisfying a Legend: The Shangri-La Group The Asian-based Shangri-La Hotels and Resorts is the largest deluxe hotel group in its region. Currently based in Hong-Kong the group started in 1971 with its flagship hotel in Singapore, and now has a portfolio of 55 luxury hotels and resorts located in key Asian, Australian and Middle Eastern cities.
Shangri-La takes its name from the legendary, mystical valley featured in James Hilton’s 1933 novel Lost Horizon, a title which encapsulates the exotic harmony and service for which Shangri-La has become renowned worldwide. The group’s sister brand, Traders Hotels, was established in 1989 and caters mostly to the business market, with a total of 9 four-star hotels located in the city centres of Beijing, Changzhou, Kuala Lumpur, Manila, Penang, Singapore, Shenyang, Yangon and Dubai. In addition, the Shangri-La Group has over 48 projects under development in locations including Austria, Canada, India, Japan, mainland China, Macau, Maldives, Philippines, Qatar,
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Seychelles, Thailand, United Arab Emirates, United Kingdom, and the United States. Shangri-La’s leading status within Asia saw it thrive throughout the 12 months ending in December. On the back of solid travel demand within and to the Asian region, net income for the group leapt to US$340.9 million in 2007, from US$202.2 million in 2006. In the same period earnings per share moved from 7.97 to 12.76 cents. Total sales in 2007 rose to a steady US$1.2 billion, a 21.6% increase from the previous year. Six new hotels, located mostly in China, were added to the company’s portfolio in 2007, including hotels in Chengdu and
Guangzhou. Shangri-La’s growth in China has mirrored the country’s economic progress, nourished by the group’s firm roots in designated development zones such as Shenzhen, Pudong, Qingdao and Dalian. According to the group’s Chief Executive Officer and Managing Director Giovanni Angelini: “China is one of the world’s fastest growing and most important economies. With a population of more than 1.3 billion, China has enormous potential for domestic tourism in addition to ever increasing inbound business and leisure travel. We will continue to strengthen our position and take a leading role in the growth of China’s hospitality industry.” To fortify this promise ShangriLa opened its own Academy in December 2004, a centralised training centre near Beijing designed to push forward employee development in step with the group’s ever increasing growth in China.
Shangri-La’s Sustainable Commitment In September 2007 Shangri-La launched a two-year development strategy to enhance its corporate social responsibility activities. The corporate CSR Committee, overseen by the group’s chief operating officer, now orchestrates the group’s responsibilities in the five key areas of environment, employees and the community, health and safety, supply chain management, and stakeholder relations. Shangri-La prides itself on being an industry leader in environmental matters. It was one of the first hotel and resort groups to initiate an extensive list of internally developed environmental best practices – practices which are now carried out under the international Environmental Management System Standard (or ISO14001 certification) by the entire leisure industry. The Shangri-La Group practices
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a wide array of environmentally friendly measures, seeking wherever possible to save energy and resources. Simple methods include fitting all guestrooms with water saving devices in taps and showers, or insisting on the use of energysaving lamps. Through a variety of more refined techniques, for example the harvesting of rainwater or the production of hot water using solar panels or heat pumps, Shangri-La has attempted in all its new and planned projects to invest in the future conservation of the environment. Improvements in building-envelope design have been shown to effectively reduce heat loss or heat gain as well as work in harmony with local climates to promote the circulation and filtration of air within all new buildings. In brief, the group’s focus in the area of environmental sustainability revolves around a handful of main goals: greater awareness of climate change and ozone depletion, refined water use and waste disposal management and increased indoor air quality. Advances in these areas has seen Shangri-La ramp up its energy conservation initiatives with the aim of reducing 2006
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group-wide energy consumption figures by 12% by the end of 2008. “CSR has been and continues to be a high priority for ShangriLa; in fact, we were active in this area long before the term came into common usage,” so says Symon Bridle, the group’s chief operating officer. “But by formalising our CSR structure and engaging in dialogue with our stakeholders, we are illustrating that CSR is no longer a ‘soft’ addition to the business – it is an indispensable ‘hard’ business component which our customers expect from the companies they patronise. We are committed to protecting the environment, respecting our staff and supporting the communities where we operate.” Shangri-La believes in the promotion of biodiversity and conservation practices across the industry, and is a leader in its approach to the ecosystems its resorts encapsulate. For example, the group’s Rasa Ria Resort in Sabah, Malaysia contains the first and only Nature Reserve of its kind, a blossoming project focused around the activities of its very own orang-utan rehabilitation centre. ShangriLa’s Fijian Resort and Spa on Yanuca Island has integrated a coral garden replanting scheme, ensuring the resort plays a central role in local marine conservation. And by raising visitor awareness of endangered sea turtles in the group’s Barr Al Jissah Resort, the state’s dedicated
GiovanniAngelini
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Presidential Suite - Lounge Room with a view
Turtle Ranger has helped secure the future of one of Oman’s most precious creatures. Shangri-La believes that a growing company does not have to be a ruthless company, and sees the health of local communities and ecosystems as an integral part of the livelihood and success of its
resorts. With further growth planned in one of the World’s most polluted countries, China, Shangri-La is determined to act as a mentor for globally aware and environmentally conscious business across the Chinese and Asian regions and beyond into the Middle East, Europe and the Americas.
Shangri-La Hotels & Resorts www.shangri-la.com
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Mandarin Oriental, New York – VIP’s Bath Suite
Mandarin Oriental: The Hotel Group For yesterday’s panel discussion, "Global perspectives - changing priorities", Mr. Edouard Ettedgui, Group Chief Executive of the Mandarin Oriental Hotel Group joined a host of tourism and travel figureheads for discussion on the economic, political, environmental and social changes that are impacting on contemporary tourism. Mr. Ettedgui is also Vice Chairman on the World Travel and Tourism Council, offering advanced views on the sector’s need for global awareness. With the Mandarin Oriental Group at a turning point in their history, the industry will be watching and learning how such concerns are incorporated into the Group’s policies for growth. The original flagship hotel, Mandarin Oriental, Hong Kong, reopened in late September
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2006 after the completion of a major renovation program. The eagerly awaited reopening inaugurated an era of fast paced development throughout the company. With a record number of new hotel projects announced, Mandarin Oriental now has 10,000 rooms in operation or under development. The international hotel investment and management group already has a strong presence in major business centres and key leisure destinations worldwide. The Group now operates, or has under development, over 10,000 luxury rooms in 23 countries with 16 hotels in Asia, 14 in The Americas and nine in Europe and North Africa. Their brand has successfully established itself as the epitome of sophistication and lavishness, with authentic oriental charm.
Mandarin Oriental is fiercely competing for recognition as the best global luxury hotel group, the standards for which are ever increasing. In line with this aim is the endeavor for a more prominent global authority; whilst maximizing profitability and long-term shareholder value in the current properties, the group continues to seek further selective opportunities for expansion around the world. Under the headship of Mr. Edouard Ettedgui the Group’s portfolio has already quadrupled in size to 39 properties Mandarin Oriental regularly receives recognition and awards for outstanding service and quality management. Their brand-defining services and amenities include the group’s award-winning and highly personalized spa concepts, with Zen inspired
interior designs. The Group’s properties in London, Munich, Geneva and Tokyo all have Michelin starred restaurants. The brand also likes to associate itself with cuttingedge technology and design, with stylish guest entertainment systems in the majority of rooms. With regards to exterior hotel design, hotel architecture consciously mixes contemporary trends with aesthetics integral to the location, ensuring appeal to visitors and the local community. The landmark Mandarin Hotel in Hong Kong lives up to its name with an iconic design that has positioned the building high in the list of spectacles around the metropolis. In 2007 Mandarin Oriental achieved record earnings with no sign of faltering demand for
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the present year. Although the economic environment may be unpredictable in 2008, the group’s significant hotel ownership and interests in Asia and Europe promise stability, while the new supply of luxury hotels holds encouraging growth prospects. The Group announced eight new projects in 2007, including hotels in Beijing, Guangzhou, Taipei, Milan and Paris and three in the resort destinations of Costa Rica and St Kitts. All of the 18 hotels the Group now has under development will be managed on behalf of third-party owners, with the exception of Paris which is a long-term lease. Ownership and management are of equal importance to the company, both providing long-term capital appreciation. The intent of operating both owned and managed hotels, with mind to strengthening the brand through partnership and also maintaining control over their brand heritage, remains a fundamental strategy of the Group. Ten of the projects will feature a Residences at Mandarin Oriental model, bringing the total number of these schemes to 12. This initiative has seen considerable revenue for the group and is a basic component
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Mandarin Oriental Tokyo Sense Restuarant
of their development strategy. Residences at the Mandarin Oriental are integrated into the hotel complexes, offering occupants a permanent home. The residences comprise of apartments, villas or beach houses. They are bought as private homes though the
With a record number of new hotel projects announced, Mandarin Oriental now has 10,000 rooms in operation or under development.
Mr. Edouard Ettedgui, Group Chief Executive of Mandarin Oriental Hotel Group and Vice Chairman on the World and Tourism Council
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occupants have access to the services offered at the hotels, including full use of the hotels facilities from gyms to spas, and the assistance of staff. Mandarin Oriental Riviera Maya, Mexico opened in February 2008, bringing the total number of the Group’s operations to 21. This grand total is expected to reach 39 in the next three years, broadening their geographic diversification across the Americas, Europe and Asia. Incorporated into this legacy of properties is an emphasis on corporate responsibility towards global environmental issues. This year the Mandarin Hotel Group became a member of the World Heritage Alliance for Sustainable Tourism. The industry leading initiative was formed in 2005 by Expedia® and the UN Foundation in 2005 in order to promote sustainable tourism around the 851 UNESCO World Heritage sites. This now includes Central
America, the Caribbean and the Middle East. As a new member the Mandarin Group has committed to eco-aware business practices, to supporting local communities, and to educating travelers on the importance of World Heritage conservation and sustainable tourism. Demand for luxury tourism is increasing, and in limited supply in many of the destinations in which Mandarin Oriental operate. Due to his position on the World Travel and Tourism Council, Mr. Ettedgui has long been dedicated to ensuring the global advantages of tourism, and to channeling the benefits to all divisions of society. It is encouraging to know that the Mandarin Oriental Group’s ambitious expansion can be done with integrity and dependability, and to the advantage of the global community.
www.mandarinoriental.com
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BUDGET REVOLUTION ESCALATES
InterContinental Aphrodite Hills, Cyprus
Industry writer Neal Baldwin poses some difficult questions on the future growth of hotels & resorts
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The inexorable rise of the budget hotel sector is set to polarise the market over the next 20 years, according to one of the industry’s leading analysts.
Accommodation providers will increasingly pour cash into nofrills and low-frills brands, lured by quicker build times, cheaper costs per room and a better return on investment.
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Operators are looking for pastures new beyond Europe and are increasingly turning their focus to the Middle East where a massive rise in hotel rates has left opportunity at the lower end. Currently, just over 1% of business nights are spent in branded budget hotels, according to figures from BDRC; in the UK it’s almost 36%.
Neal Baldwin
“The limited service sector is all everyone is talking about,” explained Robert Barnard, a partner at PKF International in London. “In the past people and companies wanted to be involved in showcase projects, but that has changed now. Budget hotels offer better profits.” Barnard stressed that both the corporate and leisure markets were driving demand for valuefor-money rooms. While western consumers are well used to the low-frills concept for short-breaks because of their familiarity with the lowcost airlines, business travellers are increasingly looking to cut their corporate travel spend.
“There has been the impression given that Dubai can take all the upscale development that is thrown at it, but that’s simply not the case,” stressed Barnard. “Evidence strongly suggests that people don’t want or need to stay in top-tier hotels all the time. But what we will see is quite a different budget product on offer – we can expect properties that are bigger than in Europe and with larger rooms and services, such as breakfast included. City centre locations will also be favoured.”
Barnard’s words are already coming true across the gulf. Accor has promised 25 Ibis properties by 2010 while Wyndham has plans for 20 hotels spread amongst its Ramada Encore, Days Inn and Super 8 brands by the same date. Premier Travel Inn, meanwhile, has nine GCC properties in the pipeline to open by 2011. Barnard stressed the no-frills concept is also perfect for India, mainly due to the strength of its franchising model. But the picture does not hold true for China, another major growth area. Barnard believes the larger mid-market and upscale chains are still to flourish in the East before the low-frills concept catches on. “Brands such as InterContinental already have a strong foothold in China,” he said. “The Chinese want to see big flagship hotels in their cities as a status symbol. Only once that market is satisfied will you see the budget hotels opening up.”
HOTELS CAST WARY EYE AT SOCIAL NETWORKING The increasing power of social media websites is forcing accommodation providers to ensure they can deliver on service promises. The sheer weight of opinion on sites such as TripAdvisior, BookingBuddy and Holidaywatchdog can quickly spell disaster for operators slow to respond to complaints, whatever price bracket they are operating in. Hilton is already paying a close eye on what consumers are saying about its properties. In the UK, it has a dedicated team to check the online feedback it is generating and make sure issues are dealt with swiftly. This can mean going online themselves to contact individuals who might have experienced a problem, or passing on comments to managers at the properties concerned. Speaking earlier this year, Robin Hutson, Director of London’s exclusive Soho
The budget sector is seen to be ‘mature’ in countries such as the US and France – accounting for around 25% of the market – but huge growth potential is offered elsewhere. In the UK, for example, there are currently just over 77,000 budget rooms (15% of the country’s total room stock). Major brands Premier Travel Inn (Whitbread), Travelodge (Dubai Int. Capital) and Express by Holiday Inn (InterContinental) account for more than 77% of those rooms. The Oberoi, Udaivilas, Udaipur
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The market has enjoyed sustained growth, becoming the third-fastest growing in the world last year. Occupancy levels in the region increased by 5% to an average of 72% in 2007. Dubai continues to record the highest occupancy, at 84%, while Oman has the strongest growth. However, literally thousands of rooms are expected to open across the Middle East if major infrastructure projects are completed. In Dubai alone room stock will go from around 22,000 this year to in excess of 3,000 by 2012. However, GHO suggested the Middle Eastern market could fill its additional capacity if it invested heavily in overseas marketing early enough. Debora Maloney, Director of Business Development, GHO, commented: “It is possible for
“In the past people and companies wanted to be involved in showcase projects, but that has changed now. Budget hotels offer better profits.”
Burj Al Arab, voted World’s Leading Hotel in the 2007 World Travel Awards
House and founder of the Hotel du Vin chain, said unfavourable comments can kill off hotels that still offer “smelly carpets and uncomfortable beds.”
research their stays. It now features more than 15 million reviews and its stable of sites reached more than 25 million unique visitors in the last year.
“If a place is not up to scratch, then it will get a roasting on a review website. The result is likely to be better service and a return to the “traditional essence of good hotel-keeping”. Statistics show TripAdvisor is becoming increasingly important as customers
OVER CAPACITY WARNING FOR MIDDLE EAST
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Middle East countries have been warned they are facing huge hotel overcapacity by the end of the decade. Sales and marketing giant Great Hotels Organisation has
claimed the massive imbalance between demand and supply will end as scores of new properties come on stream – with the spectre of thousands of empty rooms on the horizon. The hotel sector across the region is currently buoyed by strong demand from the Gulf Cooperation Council (GCC) states of Saudi Arabia, Kuwait, the United Arab Emirates, Oman, Qatar and Bahrain.
hotels to protect themselves against any potential downturn in profits but it is important that they act now. “The key will be for hotels to open themselves up to the international marketplace, so that any lost guests from the GCC countries can be replaced by international guests. This includes placing more emphasis on the international meetings industry, corporate and leisure business.”
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GHO has predicted that Dubai is especially at risk because of its high inflation levels and rising costs, which could force corporate customers to host events outside the Middle East in cheaper areas such as the Far East. It points to a similar boom-and-bust cycle in Singapore that seriously damaged the hotel sector there as evidence of what may occur. French-based hotel giant Accor is to develop a further 20 Ibis and Formule 1 hotels across Brazil by 2010 as part of its worldwide expansion plan. The group, which also operates the Sofitel, Novotel and Mercure brands, will work alongside Brazilian real estate investor Walter Torre to add almost 5,000 rooms in the South American country in a project worth around ¤200 million. Accor has been present in the Brazilian market since 1976 and currently operates 45 Ibis hotels (7,000 rooms) and seven large Formule 1 properties (2,000 rooms). The deal will add 13 new Ibis hotels and a further seven Formule 1 hotels. Sites include Rio de Janeiro, Sao Paulo, Brasilia and Porto Alegre. The development in Brazil is part of the Group's wider expansion plan, which calls for a total of 200,000 new rooms around the world, representing an aggregate investment of ¤2.5 billion. Half of the new rooms will be located in emerging countries such as Brazil, India, China and Russia. SWIRE ON THE ATTACK Cathay Pacific parent the Swire Group will take the first steps in its bid to become a major hotel operator with the opening of its first property in China this summer. The Opposite House, Beijing, marks the debut of Swire Hotels, which aims to develop a network of small,
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boutique-style properties focusing on personalised service in Hong Kong, mainland China and the UK. Development arm Swire Properties intends to incorporate hotels as the centrepiece of major office and retail projects. The 99-room Opposite House is part of the cosmopolitan Village at Sanlitun retail centre in the heart of the Chinese capital, built by Swire in time for the 2008 Olympic Games. This will be followed by the opening of a 117-room luxury hotel in Pacific Place, Hong Kong, in the summer of 2009 and a 100-room hotel at Taikoo Hui in Guangzhou in 2010. Swire Hotels also plans to manage a 343-room lifestyle business hotel called East, to be open in Island East, Hong Kong, in 2009. In the United Kingdom, Swire Hotels is developing a collection of luxury boutique hotels to be introduced in 2009. Properties have been acquired to date in Bristol, Cheltenham, Exeter and Brighton. BEING IN JAIL HAS NEVER BEEN SO POPULAR Once you’d have just got porridge for breakfast. Today, the former dwelling places of thieves, murderers and assorted villains are among some of the most exclusive hotel properties around. The trend for turning prisons into hotels has returned to the news after French premier Francois Sarkozy announced a plan to sell off nine jails in the country to raise cash for the government. The first is now on the market – the 13th century asylum turned 700cell Sainte-Anne prison in Avignon. Closed since 2003, the facility has been a tourist attraction in its own right but is now deemed too expensive to
maintain. If the sell-off goes as planned, Sainte-Anne will join an illustrious collection of jailhouses around the world now welcoming more distinguished guests than in the past. Most well known is the five-star Four Seasons Hotel Istanbul at Sultanahmet. Created from a neo-classical Turkish prison close to the city’s famous Blue Mosque, the 65-room property was the setting for 1978 Oscarwinning prison-escape movie Midnight Express. Meanwhile, another former prison familiar to filmgoers is the Malmaison in Oxford, England. Stars that have filmed here include Brad Pitt and Gerard Depardieu, and the property is well known for its sumptuous rooms despite the hotel maintaining much of its original layout. Similarly, the Liberty Hotel in Boston opened last year following a $150 million facelift from its incarnation as the city’s Charles Street Jail. Other locations now taking paying guests include Liepaja Prison in Latvia, the Langholmen youth hostel in Stockholm, and the Hostel Celica in Ljubljana. SANDALS TAKES NEW TACK Caribbean operator Sandals has unveiled plans for a new budget all-inclusive brand, Grand Pineapple Beach. Two of the company’s existing properties, the Grand Pineapple Beach Resort in Antigua and Negril Gardens in Jamaica, will be re-branded Grand Pineapple Beach Antigua and Grand Pineapple Beach Negril respectively.
resorts will cater for couples, families, groups and singles. Sandals also operates Sandals Resorts (for couples), Beaches Resorts (families) and the luxury Royal Plantation Collection.
NEWS IN BRIEF
Recession fears in the US will not impact on hotel investment in the country next year, according to a report by PriceWaterhouseCoopers. Accommodation providers there are expected to invest $5.85 billion in 2008, up 6.4% on 2007. Much of the increase is to cater for room upgrades such as new TV and audio technology, workstations with wi-fi access and complementary breakfasts.
Casino giant Harrah’s Entertainment is to change its name to name to Caesars Entertainment Corporation, building on the brand strength of its luxury Caesar’s Palace hotel in Las Vegas.
Luxury hotel operator Ritz Carlton has unveiled plans for its third Mexican property, at Los Cabos, due for completion in 2011. The announcement means the group now has 17 properties under development worldwide. It already operates 70 hotels in 23 locations.
Sandals Resorts International chief executive Adam Stewart said the company had been working on developing the value-orientated brand for more than two years. The
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SANDALS RESORTS INTRODUCE THE LUXURY INCLUDED EXPERIENCE
Known for their leadership in Caribbean travel, Sandals Resorts has once again raised the bar among distinctive resort destinations with the introduction of the Luxury Included Vacation and a collection of luxury suites in Jamaica, Antigua, St. Lucia and the Bahamas.
The new luxury experience at Sandals Resorts features unprecedented services and amenities including private plunge pools and Jacuzzis, exclusive dining options, and celebrated partnerships with celebrity designers Preston Bailey and Sylvia Weinstock, Rolls Royce; the Londonbased Guild of Professional English Butlers, Beringer Wines and Red Lane Spa. “This is a defining moment for Sandals Resorts,” says Gordon “Butch” Stewart, Chairman and Founder of Sandals Resorts. “We are a resort company dedicated to choice, style, service and uncompromising standards.” “We’ve watched the luxury trend very carefully and have transformed the suites at Sandals - investing over $200 million in the last three years alone to meet these demands,” says Stewart. Every appointment and every last detail of these suites reflect a passion for luxury and romance that sets Sandals Resorts apart as a leader in the industry. Customary to the world’s finest resorts and hotels, Sandals has enhanced the layout of its resorts’ top category suites to deliver accommodations that are not only exotic in design, but also provide a luxurious paradise and a fantasy-
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like atmosphere that guests look for in a Caribbean getaway. Sandals Grande Antigua’s new all-suite $70 million Mediterranean Village, where suites in six categories feature palatial marble bathrooms with his and hers vanities and mosaic tiling, Jacuzzi tubs built for two with separate shower areas and overhead rain showers, additional living areas and large plasma televisions. The Village offers four new gourmet dining options, the largest pool in the Eastern Caribbean and an expanded Red Lane Spa At Sandals Grande St. Lucian, the resort’s new Rondoval Suites, circular cottages first introduced at Sandals Grande Antigua, offer guests 1,400 square feet of luxury, complete with a 50” plasma television, separate sitting area with a sofa and desk, in-room Jacuzzi tub and separate shower area with glass mosaic tiling. Outside, on the suite’s private pool deck, two people in love can dip into their private outdoor Jacuzzi or sparkling plunge pool, complete with its own waterfall. Sandals Regency in St. Lucia will debut four lavish Sunset Bluff Million Dollar Luxury
Villas with Private Pool & Whirlpool in July 2008. Each Mediterranean-style villa will combine 800 square feet of living space and 400 square feet of outdoor space to make one dramatic and very indulgent private villa. A spacious and welcoming living room with plush sofas and a 42” plasma television will open to the outdoor terrace through plantation-style pocket doors offering full 180-degree views of the emerald isle. Sandals Negril and Sandals Royal Caribbean in Jamaica recently unveiled soothing new Swim-Up River Suites. These new suites are set upon a relaxing lazy river and pool. The ground floor of the Swim-Up River Suites at both resorts feature a secluded patio surround by lush Caribbean vegetation that opens onto the resorts’ lazy river where lovers can dip their toes into the soothing waterway. Indoors, the suites feature expansive living rooms complete with 42” plasma televisions and separate bedroom areas with 37” plasma televisions. Each extravagant suite is outfitted with custom furnishings and tropically inspired décor, with a spacious bedroom with a four-poster mahogany bed, a marvelous bathroom with marble and hand-cut mosaic tile accents, plus a Jacuzzi tub and his and her vanities.
www.breakingtravelnews.com
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Sandals Resorts has also embarked in an exclusive partnership with the Guild of Professional English Butlers to become the only Caribbean resort member. The Sandals Butlers, trained and certified by the Guild, take pride in knowing guests preferences prior to their arrival at the resort. They attend to guests’ every need including private in-suite check-in, unpacking and packing of clothing, providing specialised services such as drawing a scented bubble bath or even orchestrating in-suite gourmet dining on their private terrace. Red Lane Spas, available exclusively at Sandals Resorts, combine traditional spa services with a distinctive Caribbean flair. Treatments utilise ingredients indigenous to the region, like Jamaica’s-own Blue Mountain coffee, exotic sweet Ortanique oranges, local honey and almonds, natural island cane sugar and other tropical
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delicacies in its therapies. Treatment venues can be tailored to personal preference from the beach and garden gazebos, to in-suite services. Preston Bailey, the internationally celebrated event designer and wedding planner, has partnered with Sandals Resorts to create Preston Bailey Signature WeddingMoons, a selection of five exceptional wedding packages available exclusively at Sandals Resorts. These offerings from Preston Bailey, who has personally created one-of-a-kind events for celebrity clients such as Donald and Melania Trump, Donna Karan and Oprah Winfrey, allow those seeking the perfect destination wedding a higher level of choices for their special day. Specialty wedding cakes designed by Sylvia Weinstock complement the exceptional designs and the beautiful surroundings.
GORDON “BUTCH” STEWART CHAIRMAN, SANDALS RESORTS INTERNATIONAL was contracted to supply kitchen appliances and air conditioners. Stewart’s motto,“We can do better,” kicked into gear and led to his purchase of an old hotel on one of Montego Bay’s largest and best beaches. Despite no hotel experience, Stewart approached this business with a simple philosophy: “The winning formula is to find out what people want, give it to them and in doing so, exceed their expectations.”
Sandals Resorts’ Chairman and Founder Gordon “Butch” Stewart grew up along Jamaica’s north coast, a tropical paradise boasting some of the most beautiful beaches in the world. But the origin of Stewart’s business career as the leading entrepreneur in the Caribbean had nothing to do with the resort industry; rather it had everything to do with salesmanship.
Seven months and $4 million in renovations later, Sandals Montego Bay opened, the flagship of the most popular award-winning, Luxury Included resort chain in the world, which now boasts 12 resorts across four Caribbean islands, in Jamaica, Antigua, St. Lucia and the Bahamas.
After rising to the position of sales manager for the renowned Dutch-owned Curaçoa Trading Company, Stewart left in 1968 to start Appliance Traders, Ltd. (ATL), an air-conditioner service and distribution company.
Where other so-called “all-inclusives” offered meals and rooms at a set rate, Sandals’ prices covered gourmet dining options, premium brand drinks, gratuities, airport transfers, taxes and all land and watersport activities. The competition meals were buffet-style, so Stewart created the onproperty specialty restaurants with high culinary standards and white-glove service. Sandals Resorts was also the first Caribbean hotel to offer guests Jacuzzis, satellite television service, swim-up pool bars and the first to guarantee that every room is fitted with a king-size bed and a hair dryer.
When the first government-owned,“allinclusive” resort opened in Ocho Rios, ATL
Stewart’s continuous innovations have changed the face of the all-inclusive format
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and established Sandals as the most successful brand in the category. In late 2004, Stewart launched yet another first in the all-inclusive industry: Butler Service, through an exclusive partnership with the Guild of Professional English Butlers. In addition, partnerships with notable companies such as Beringer Vineyards, celebrated wedding planner Preston Bailey, and renowned wedding cake guru Sylvia Weinstock, have continued to redefine the guest experience at Sandals Resorts. Stewart’s successes have garnered hundreds of personal and industry awards, but perhaps less well known is the extent of his considerable philanthropy. Sandals Resorts International currently gives active support to more than 150 major projects in its host communities, which range from the building of schools, to providing hospitals with linens, to bringing healthcare to those who cannot afford it. When it comes to literally building on one’s own success, no one does it better than Gordon ‘Butch’ Stewart. Across the brand today, Stewart is unveiling several new topcategory suites and resort expansions designed to further enhance guest experience, including a new $70 million allsuite Mediterranean Village at Sandals Grande Antigua Resort & Spa. www.sandals.com
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Kempinski – Distinctive Luxury Two highly respected attendees at the WTTC Summit will be Reto Wittwer and Michael Henssler, who are President and CEO of Kempinski Hotels, and General Manager of Kempinski Hotel Mall of the Emirates respectively. Kempinski Hotels is the world’s oldest, and most quintessentially, European luxury hotel collection, dating from 1897. The group now owns and operates an international portfolio of56 hotels, all reflecting the finest traditions of European hospitality. A further51 Hotels are under final development or construction in Europe, the Middle East, Africa andAsia. During the 1980s, through close co-operation with Lufthansa Airlines, the company expanded into a number of international destinations in Eastern Europe and Asia. In line with this rapid growth, in 1986, the company founded a 100% subsidiary, Kempinski Hotels S.A., which is
based in Geneva, Switzerland, and is responsible for handling all activities outside of Germany. Since then, Kempinski can look back on a successful international expansion into 20 countries, preempting boom markets such as that in the UAE. Its international properties include the legendary names Istanbul's Ciragan Palace Hotel, the Emirates Palace in Abu Dhabi, the Grand Hotel des Bains in St. Moritz, and the Hotel Baltschug in Moscow. Reto Wittwer, President and Chief Executive Officer of Kempinski Hotels In July 1995 Reto Wittwer was
appointed President and Chief Executive Officer of the renowned Kempinski hotel group, bringing fresh blood to Europe’s oldest luxury hotel management company. Over the past 30 years, he has gathered extensive experience in the international hotel industry and is considered one of the leaders in luxury hospitality. Wittwer previously held the position of President and C.E.O. of Ciga S.P.A. Prior to that, he was President and CEO of Swissair Nestlé Swissôtel Ltd.
Years of Hospitality”. It is Wittwer's aim to expand on Kempinski’s European heritage as the industry leader in luxury hotel markets and profitability. His goal is for each hotel to be in a position of market leadership, by positioning hotels as strongly individual both in product and in management, and this sets Kempinski apart from any other luxury hotel Group.
Wittwer has received many honours for his contribution to the Hotel and Tourism Industry, including the “Freedom of the City of Paris” and the title “Knight of Honour of France”. Reto Wittwer summarises the Kempinski philosophy as a “clear commitment in luxury hospitality with a strong quality and service standard, which has been based on over 100
Michael Henssler, an 18-year veteran of the hospitality industry, has held the position of General Manager of Kempinski Hotel Mall of the Emirates since May 2006. Before coming to Dubai, Henssler spent two years in the same post at the Kempinski Julai’a Hotel and Resort in Kuwait, successfully leading the luxury property to become one of the most sought-after resort destinations
Michael Henssler, General Manager of Kempinski Hotel Mall of the Emirates
The Leela Palace Kempinski Bangalore, Winner of India's Leading Business Hotel in the 2007 World Travel Awards
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Reto Wittwer - President and CEO of Kempinski Hotels
in the region. He proudly describes his time at the Kempinski Hotel group as an era of “many career highlights”. Henssler has climbed to the top of the hospitality industry ladder, working with various prestigious international hotel brands all over the world. His accomplishments, including successfully repositioning a bankrupt property, acute business sense and amiable character has gained him the respect and admiration of his
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peers, earning Henssler the enviable reputation of delivering results. In Dubai, Henssler leads a dynamic team of managers who have helped make the Kempinski Hotel Mall of the Emirates one of the leading destinations for world-class leisure, shopping, dining and entertainment in the region. Mr. Henssler now sees his “immense” challenge to be keeping up with the ever increasingly fierce competition in Dubai, something that he feels the brand equity and exclusive features of the hotel, will make more than manageable. The über sleek ‘Kempinski Hotel Mall of the Emirates’ opened in April 2006, the first property for the group in the city of Dubai. Providing 48,000 square metres of an unrivalled alpine experience in the Middle East, the hotel takes pole position next to Ski Dubai’s indoor ski slope with the world’s biggest covered snow park, and Mall of the Emirates, the largest mall in the region. A favourite family and business destination, the hotel offers its guests limitless possibilities for world-class shopping, dining and entertainment, including over 450 shops selling prestigious labels, a 14-screen multiplex cinema and numerous high-class food and beverage outlets. Kempinski News New developments and rejuvenation projects feature highly on any Kempinski yearplanner; over the last decade the group has significantly broadened its leisure portfolio and diversified its market. This year alone sees the Kempinski global profile increase by 11, with 2009 promising an even more eventful year of openings.
Hotel Soma. The five star luxury hotel is on Soma Bay Peninsula on the Egyptian shores of the Red Sea, after a management agreement was granted last year. Since then the property has undergone a grand transformation. Part of a master-planned resort includes a 70-berth marina incorporated into the hotel’s private, natural sandy beach, which extends 400m along the sea front. Fortunate visitors will be able to take advantage of the excellent water sports and diving opportunities in the year round sunshine. Impressive landscaping, including waterfalls and lagoons, cover seven hectares. An 18-hole golf course, four floodlit tennis courts and two squash courts are also to be looked forward to, as is a Health Club & Spa which will offer a state-of-theart gymnasium. The hotel also strives to be family friendly with an increasingly important Children’s Club.
with the Kempinski Palm Jumeirah Residences and Kempinski Hotel Emerald Palace Dubai opening. The Kempinski Palm Jumeirah Residences will be set in grounds covering 92,900 sqm located on the crescentshaped breakwater surrounding the Palm, Jumeirah, a landmark for the Emirate of Dubai and one of the region's most sought-after destinations. The Kempinski Hotel Emerald Palace, to be one of the most luxurious on the Palm, will be set in the same grounds as the residences and will also enjoy the same facilities. The Kempinski group’s increasing presence in the UAE, places them firmly on the road to continued growth and supremacy within the hospitality market. Here, and also in Asia, their traditional values, teamed with creative partnerships, will see their profile expand in line with the location’s growing economies.
Kempinski Hotel in Soma Bay will be the group’s third property on the Red Sea, including Djibouti Palace
the hotel offers its guests limitless possibilities for world-class shopping, dining and entertainment
Kempinski and the Kempinski Hotel in Aqaba, which is set to open in November 2008. On the Jordanian side of the sea, the Kempinski Hotel Sawsana is being developed by the United Saudi Jordanian Hotels & Tourism Company. Located within three acres of lush gardens, the resort will feature 216 rooms, suites and cabanas set throughout the grounds. In 2009, Kempinski will be expanding their Dubai portfolio www.kempinski.com
Due this year is the Kempinski
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SPECIAL INTERVIEW
Sarmad Zok, Chief Executive Officer, Kingdom Hotel Investments Sarmad Zok was appointed Chief Executive Officer of Kingdom Hotel Investments (KHI) in September 2001, having previously worked for Kingdom Hotel Partners LLC, a private equity fund operating in New York and London in 1999-2001.
He has also headed Forte plc's development effort in the Middle East, Africa and India. BTN caught up with Sarmad recently to find out how things are going at Kingdom and to hear what he thinks can be achieved at this year’s summit:
Sarmad Zok, Chief Executive Officer, Kingdom Hotel Investments
BTN: The WTTC summit is looking to provide a vision for the travel and tourism industry – how important do you think events like this are in helping to shape that collective vision?
Since joining KHI, Sarmad has built the business into a leading hotel and resort investment company and successfully led KHI's $1.6bn listing on DIFX and LSE in March 2006.
SZ: Events such as this are valuable opportunities for the world’s travel and tourism leaders to gather and discuss the issues affecting the industry.
Sarmad has extensive knowledge of emerging markets and the hotel industry, having previously worked with KHI as an Executive Vice President of Acquisitions and Development and was responsible for the hotel investment and asset management activities within the Middle East, Africa and Asia.
BTN: What is the significance of this event taking place in Dubai and what do you think the rest of the world can learn from the rapid development of tourism in this region?
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SZ: It is testimony of Dubai’s great job at marketing the city as a business as well as tourist destination.
BTN: You have a number of properties under development – can you give us an update on their progress? Our development pipeline has progressed with 9 consolidated development projects: • 3 under construction: The Four Seasons Beirut and Mauritius will open by the end of this year. The Four Seasons Marrakech will open in H2 2009. • 3 at tender and negotiation phase: Raffles Da Nang, Raffles Seychelles, Raffles Makati. • 3 at scoping and design phase: Mövenpick Accra, Mövenpick Kampala, Raffles Phang Nga. In addition, the Fairmont Nile City in Cairo (an affiliate investment) is expected to open this year (2008) while the Dubai Fairmont Palm (an associate investment) is expected to open in 2009. BTN: What do you look for when you’re identifying a new project and a new market for Kingdom Hotel Investments? SZ: We look at the market’s growth potential (economic and hotel), the value enhancement opportunity (asset management, room addition, ancillary real estate) to generate our target ROCE of 10-15%. The geographic diversification of our development projects and revenue streams remains key to our strategy; with our focus on high growth, emerging
markets, particularly in Asia. Asia now accounts for approximately a third of Group revenues, up from just 5% last year, and the region remains a priority for further expansion. Ancillary real estate is now an established feature of KHI’s development and significant progress has been made in the past 12 months in reservations and sales for projects already launched. We completed the off-plan sale of all 43 Four Seasons Marrakesh luxury residences. The Four Seasons Mauritius has 45 villas for sale: 6 have been sold, 22 villas are reserved with refundable deposits. BTN: What are the main obstacles to your continued expansion? SZ: We have a strong portfolio and have successfully deployed our IPO proceeds according to our strategy - ahead of schedule in fact. This year we will integrate acquisitions, further develop assets and we have a number of real estate projects about to launch. BTN: Finally, in your view what is the single most important issue for the industry to tackle at this WTTC Summit and beyond? SZ: There is growing awareness on global warming. Limiting the travel industry’s carbon footprint is important. Hoteliers should make hotels more environmentally friendly. This can be achieved for example by using fixtures that reduce water and electricity usage and using building materials that are sourced locally.
www.kingdomhotels.com
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Life is coming to The World
On January 10th, this year, Nakheel laid the final stone on the breakwater of The World, thus completing a four-year project to create the infrastructure for one of the most intriguing real estate projects in history.
The World needs little introduction as the astounding colony of man-made islands built of shore Dubai as part of Nakheel’s unsurpassed portfolio of island-based property developments. The stone was the last of 34 million tons of rock that makes a 27km breakwater surrounding the islands and with the overall infrastructure in place, and a
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sea-transport system to take visitors from island to island, the next phase involves handing over islands to developers for construction and building of individual networks. Hamza Mustafa is Nakheel’s General Manager of The World. As well as having a particularly impressive job title, this position sees Mr. Mustafa oversea the immense operation of
coordinating this enormous project. With the inclusion of Hamza Mustafa, Nakheel will be well represented at the Global Travel and Tourism Summit this year, and all ears will be tuned in to hear how the mass development is taking shape, and how it is impacting on the marine environment.
development plans satisfy the zoning regulations!). The 300 plots, shaped to illustrate the continents of the globe have been described as the greatest ever work of marine construction. Guided by GPS technology a flotilla of dredgers carried out the remarkable feat of reclaiming each plot from the seabed.
Now anyone can own a slice of the world (providing their
www.breakingtravelnews.com
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How does The World work? Each undeveloped, private island is on offer to investors on a freehold basis. Investors can decide precisely how to customise their land, what water and power generation infrastructure they will need, early investors were even able to influence the final shape of the sandy circumference. The only restrictions are the aforementioned zoning regulations, introduced to ensure overall conformity with
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sealed the deal on ‘the Ireland island’ sale to an Irish business consortium. Ireland was sold for AED 142 million. The development will be named ‘Ireland In The Sun’. When complete, ‘Ireland’ will be a 225,000 sq ft resort with a collection of homes, apartments, restaurants and retail stores amidst beaches, boating and leisure opportunities. Hamza Mustafa welcomes these types of development, where distinct themes reflect a diversity of
development, all offset by stunning beaches. In total, the island will create 9.5km of new beachfront. The showpiece of the development is the Centre Marina Village, a haven of fine dining, premium retail, luxurious leisure facilities offered by a 150-room hotel and spa and that foremost marina. The hotel will feature some of Dubai's largest hotel suites, approximately 1000sq ft in size with their own "in-house" swimming pool. Coral Island will take approximately three years to complete with a target date of 2010 for residents to move in. Caring for The World Environment The World currently exists harmoniously with the colourful marine life that inhabits its waters. This is the fundamental basis for the future environmental standard. Based on Posford Haskoning’s recent Environment Gulf report, Nakheel are proud to testify that the quality of seawater surrounding the islands is superior to that tested along
the shoreline of Dubai. Further testimony to friendly effects of the project is the current existence of at least 31 different types of flora and fauna around the islands. This includes ‘asparagopsis’ which creates a protective canopy above the seabed. As a result, colonies of pearl oysters and other molluscs are beginning to thrive. Various sea life, such as coral anemones and sea squirts, are flourishing along the islands. The shoreline areas host sea cucumbers, oysters, sponges, plankton, butterfly fish and jellyfish. In short, marine life in and around The World is blooming. Initiatives, such as the water treatment plan to reuse water and recycle waste, or the incentives provided for ‘Green’ developers, will aid in the continued harmony of The World, its customers and its environment. It is initiatives like these that will make Nakheel such a highly regarded voice at the summit, with their ground-breaking developments, matched by innovative ventures to maintain marine harmony. www.nakheel.com
the “master plan”. The state of Alaska, for example, is designated a resort zone, being suitable primarily for hotel development owing to its unrestricted views of the sea. Other islands have been reserved for single homes, and others will be completely built at the owner’s discretion. Who’s the King of The World? Major sales have been going through long before the construction work was completed at the beginning of this year. In October 2007 Shanghai Island on The World development was sold to Mr. Bin Hu, a prominent Chinese businessman and real estate developer. The 322,000 square foot island was sold for US $28 million. In March 2007 Nakheel
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cultures and heritage, creating a tapestry of experiences for future visitors. Nakheel’s Own Island Coral Island is the first project of the colony, and the first to be developed by Nakheel themselves. Covering an area of 73 hectares (7.86m sq ft), across 20 connected islands in the North American 'region', it will be home to one of The World's most prestigious developments. The Island is to consist of three main elements, including a marina village, a specialist spa hotel, and a residential
Hussein Al Yasiri, Client Relations-The World; an official translator; Mr. You Zhen Gao, Consul General of China; Hamza Mustafa, Director of The World; and Mr. Bin Hu, the new owner of the island of “Shanghai” on The World.
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SPECIAL FEATURE
Sydney – the city of celebrations
Sydney’s laid-back outdoor lifestyle and physical allure make it one of the world’s easiest and most pleasant cities to visit. The people who live there are a friendly, energetic bunch with a tell-it-like-it-is approach to life.
Sydney is Australia’s truly global city. It has a sense of style, a love of sport and some really exuberant celebrations for New Year’s Eve and Australia Day. In Sydney there’s so much you shouldn’t miss. You can catch the perfect wave at Bondi beach then dine waterside in the historic Rocks precinct, by the beach at Balmoral or on the wharf at Woolloomooloo Wharf. You could climb to the very top of Sydney Harbour Bridge’s huge, over-arching span then catch the Manly Ferry at sunset. From the natural world, why not see the native fruit bats and 30 hectares of themed gardens in the Royal Botanic Gardens on a guided Aboriginal heritage tour or learn about Australia’s
unique animals at Taronga Zoo or at Sydney Wildlife World. Culture cannot be neglected, so be inspired by a magical performance at the Sydney Opera House or be enthralled by one of the best Aboriginal art collections in the world at the Art Gallery of New South Wales. All of Sydney’s attributes lie within easy reach of the city centre. Sydney’s harbour is its natural playground, the dominant factor in so much of what the city has to offer. The city has a wide-ranging cultural life, dynamic food scene and vibrant cityscape of outstanding contemporary and colonial architecture. Iconic beaches and five major national parks deliver unforgettable experiences.
Proud Sponsors of World Travel Awards Grand Tour 2008:
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SPECIAL FEATURE
It will be an honour for The Observatory Hotel Sydney to host the next Australasian regional awards ceremony in June. Like the World Travel Awards, we are also commemorating our 15th year anniversary and we can’t think of a better way to celebrate.�
www.worldtravelawards.com www.observatoryhotel.com.au www.visitnsw.com
Australasia Awards Ceremony 10th June The Observatory Hotel Sydney, Australia
Patrick Griffen, Regional Marketing Director, Orient-Express Hotels, Australia
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SPECIAL INTERVIEW
Nick Fry, Chief Executive Officer, Honda Racing F1 Team Nick Fry joined the Ford Motor Company in 1978 after gaining a degree in Economics from the University of Wales. Over the next 11 years he held a variety of positions within Ford and was appointed Director of Operations for Aston Martin after Ford acquired more than 50% of Aston Martin Lagonda Limited in 1992.
Fry was Brand Manager for Large Cars at Ford Europe for two years, with responsibility for developing the Mondeo brand and he helped develop the popular 'ST' sport models. In his final two years with Ford, Fry was Product Planning and Business Director for Europe, based in Cologne, Germany.
he was a panel contributor. BTN caught up with him to find out more.
In January 2001, Fry became Prodrive Automotive Technology Managing Director, responsible for leading Prodrive's expansion into outsourced engineering services. Within four months of his appointment, major steps had been taken to expand the company nationally and internationally with the acquisition of the Tickford Group. During this time there, he became Group Managing Director overseeing the company's engineering and racing operations.
NF: The challenges faced by all businesses around the World are similar or the same at a strategic level. Opportunities for business leaders to share their story are invaluable.
Fry joined the British American Racing (BAR) Formula One team at the start of 2002, under the management agreement with Prodrive, and in 2003 was appointed Managing Director. Following Honda Motor Company's acquisition of BAR at the end of 2005, Fry became Chief Executive Officer for the newly re-named Honda Racing F1 Team. Nick brought a fascinating perspective to yesterday’s discussion ‘Human Inspiration World Changing Answers’ where
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BTN: The WTTC summit is looking to provide a vision for the travel and tourism industry – how important are events like this in helping to shape that collective vision?
BTN: Formula One has been hugely successful in recent times, attaining massive economic power across the globe – what can Travel & Tourism learn from your industry? NF: Consistent simple messaging. Although we are very competitive on the track we also try to work together to improve Formula One as we are very aware of our competition – from other sports to gardening to Desperate Housewives. If we don’t continue to improve and grow then we won’t survive. BTN: What are the important issues and challenges for your business that you feel should be discussed in a global forum? NF: The most important issue for Formula One is to make it
relevant to a wider audience. That means more entertaining; more in tune with global issues, notably the environment and to develop technology which is useful to the car manufacturers, partners and the wider World. Formula One has an annual audience of about 600 million people and needs to recognise its ability and obligation to communicate solutions. BTN: What are the Nick Fry, CEO Honda Racing F1 Team opportunities and and communications plans it’s innovations that give you been exceptional and stands us optimism about the potential in very good stead for the future. of your business and the broader industry? BTN: What are your ambitions for the team in the NF: Formula One is glamorous, current season? exciting, dramatic and has raw ingredients that appeal to people around the globe. But the upside potential remains huge. Our sport is developing a little more humility and is introducing technology which can contribute towards improving road cars and the environment like the brake energy recovery systems that we plan to race from 2009. BTN: What are the obstacles to the continued growth of Formula One? NF: Demonstrating that we are relevant in a World increasingly competing for depleting natural resources. BTN: Has your business enjoyed a successful year? Why? NF: On the track, no. But in terms of communicating a unique message – earthdreams – and in terms of accepting change – both in our technical infrastructure and marketing
NF: To continue to improve and be in a position to compete for race wins in 2009 and to be a strong competitor for the World Championship thereafter. BTN: Finally, in your view what is the single most important issue for the industry to tackle at this WTTC summit and beyond? NF: Like Formula One, travel and tourism inherently imposes on the World environment. Establishing a consolidated approach in reducing environmental impact that can cascade from the niche operators to mass tourism; putting pressure on major partners, like the airlines, to communicate a similar message and to leave your customers with solutions that they can activate in their daily lives. This would be a huge statement.
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Etihad pushing harder than ever President of the UAE - Etihad Airways has changed the face of modern airline development.
On the back of a hugely successful 2007 with 4.6 million passengers carried, Etihad Airways is on course to break through the 6 million passenger barrier in 2008.
To achieve these ambitions the carrier is plotting expansion in a wide range of areas. Etihad will operate a total of 728 weekly flights this summer compared to 494 in the same season last year - a 34% increase. The company operates one of the youngest and most environmentally-efficient fleets in the world, which is set to grow to 40 by the end of 2008 and 52 by the end of 2011. New services to Beijing in China were announced in March, with flights to Kozhikode (Calicut) and Chennai (Madras) being the highlights of the new summer schedule. In December 2008 the airline also plans to fly to Moscow and the Kazakh city of Almaty, with the Belarus capital of Minsk added to the books in early 2009.
frequency to the airline’s expanding global route network.” Etihad’s strong network across the Middle East will also be strengthened, with extra weekly services from Abu Dhabi to Amman, Beirut and Damascus. Within Europe, flights to the Irish capital of Dublin will increase from six flights a week to a daily service from 30th March with Etihad’s flying programme to North Africa and the Indian sub-continent to be boosted further this summer. So where does all this drive and ambition come from? Established in 2003 by royal decree of His Highness Sheikh Khalifa bin Zayed Al Nahyan -
After an initial investment of AED500 million, Etihad made its first commercial flight to Beirut on 12 November 2003 from its company base in Abu Dhabi. Just months later, at the 2004 Farnborough Air Show, the company placed the largest ever start-up fleet order of 29 Airbus and Boeing aircraft with a total value of US$8 billion. Maintaining its vision to “change the established conventions of airline hospitality” the airline has grown faster than any other in commercial aviation history, pushing forwards to build the most modern, comfortable fleet in the world. Etihad is looking to build more than an airline, it looking to build a brand. Exemplifying Abu Dhabi’s vision of 21st Century business, the Etihad brand has established itself as one of the airline industry’s shining lights in well under 5 years. The name ‘Etihad’ is the Arabic
abbreviation for (United Arab Emirates), but also stands alone as the symbol of union. By connecting the brand to a number of high profile, international sporting teams and global environmental, travel and tourism conferences, Etihad has realised the ethos of its name – by uniting outstanding minds under their common, far-seeing goals and aspirations. Undoubtedly Etihad’s most exciting announcement of 2007 was the airline’s three year deal to be the title sponsor of the Formula 1 Abu Dhabi Grand Prix, starting with the inaugural event in 2009. The deal will see the F1 race in the UAE’s capital city named the “Formula 1 Etihad Airways Abu Dhabi Grand Prix” until 2011. It also provides Etihad with exclusive circuit signage and podium branding for the Abu Dhabi Grand Prix. As of 2008 Etihad has also become official sponsors to the Ferrari Formula One Team, with the Abu Dhabibased airline’s name featuring prominently on the rear wing
In addition to the new routes, Etihad Airways will increase the frequency of its flights to a number of key destinations within the GCC, Middle East, Europe, Indian sub-continent, Africa and the Asia Pacific region. James Hogan, Etihad Airways’ Chief Executive and WTTC attendee, remarked, “In addition to the new Beijing service, Etihad will offer air travellers from around the world significantly improved connection opportunities through our Abu Dhabi home base as we continue to add breadth, depth and additional
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and side of the world’s most famous red cars throughout the 18-race, 2008 F1 season. Partnerships with the UK’s Chelsea Football Club and Harlequins Rugby Football Club were also unveiled in 2007. The Chelsea and Harlequins partnerships provide Etihad with tremendous exposure to worldwide audiences and illustrate the airline’s ambitions to be associated with the premier names in sport. Extensive branding can be seen at both teams’ stadiums in London, including the renaming of the East Stand at The Harlequins’ Twickenham Stadium to The Etihad Stand. Closer to home, Etihad is involved with a number of sponsorships across the Middle East region. The airline is a lead sponsor of the Abu Dhabi Golf Championships, which is a key tournament in the European PGA tour, and the Al Ain International Aerobatic Show. And what are the principles that the brand is built upon?
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Etihad’s customer experience is amongst the best in the world today. Cabin crew are trained to focus on the customer, allowing improvements for every traveller to begin at the level of person to person interaction. Etihad’s fresh approach to the air industry ‘class’ system has given frequent fliers a glimpse into the future of aviation comfort. Diamond zone (1st class) and Pearl zone (business class) passengers enjoy free limousine transfer service anywhere in the UAE, while coral zone (economy class) passengers are offered a free luxury coach service between Abu Dhabi and Dubai, Sharjah and Al Ain. Etihad boasts a cutting edge on-demand entertainment system, offering customers the choice from over 400 hours of audio-video pleasure. Depending on aircraft type, customers enjoy between six and 21 channels of video entertainment and between 8 and 11 audio channels. www.etihadairways.com
To further augment the experience of its customer, Etihad will soon implement its own hotel and resort division. According to CEO, James Hogan, a four-star airport hotel and a stopover traffic/transport-traffic hotel are already in the works, to be established in Abu Dhabi over the coming year. And who are the people driving this business forward? James Hogan was appointed to the position of CEO of Etihad
repositioned Etihad Airways on a commercial platform. Having successfully occupied a variety of operational and commercial positions within the airline industry, James joined Hertz Australia & Asia Pacific as National Marketing Manager in 1984. At Hertz, James Hogan’s role included directorship of the Marketing, Sales and Operations divisions, before joining the Executive Management Committee as Vice President, Marketing &
Etihad’s customer experience is amongst the best in the world today
Airways on September 10, 2006, bringing over 25 years of travel industry expertise to the airline. Joining from Gulf Air, where he was responsible for the Project Falcon programme, James Hogan’s reposition has since
Sales, Europe, Middle East and Africa in 1995, based in London. In 1997 James Hogan became Service Director for bmi British Midland, leaving in 1998 to join the Granada Group as Worldwide Sales Director where he sat on the board of Forte Hotels. In 1999 he returned to bmi where he joined the board as Chief Operating Officer and was responsible for flight and ground operations, sales and marketing, commercial, cargo, engineering and handling service companies. James Hogan returned to Australia in 2001, where he was appointed Chief Executive of the Tesna Consortium, created with the aim of acquiring Ansett Airlines from Administration, before joining Gulf Air in 2002.
Caption
James Hogan, CEO?of Etihad Airways
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James Hogan’s dynamic approach to business and proven airline re-branding and repositioning skills will ensure that Etihad Airways continues to challenge accepted industry norms, and build its reputation as the world’s most pioneering, and fastest growing airline.
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SPECIAL INTERVIEW
Rob Webb QC, General Counsel, British Airways British Airways is one of the UK’s and the World’s largest airlines, flying to over 550 destinations across the globe. British Airways is one of the UK’s and the World’s largest airlines, flying to over 550 destinations across the globe. Robert Webb QC is General Counsel of British Airways. He also carries responsibility for environmental issues, safety, security, risk management, government affairs and British Airways health services. He was called to the Bar in 1971 and became Queen's Counsel in 1988. He practiced as a QC for 10 years as Head of Chambers at 5 Bell Yard, London from where he joined British Airways in 1998. Webb is a Non Executive Director of the London Stock Exchange, of the BBC and of Hakluyt Ltd. He is a Bencher of the Inner Temple and a Fellow of the Royal Aeronautical Society. He sat as a Recorder of the Crown Court from 1993 to 1998 and is a past Chairman
of the International Relations Committee of the Bar Council. He also sits on the Board of "London First" and was a Director of Air Mauritius for five years (1999-2005). Yesterday Rob facilitated for the discussion “The questions are tough and they’re getting tougher” at the WTTC summit and recently talked to BTN about some of the issues that might be raised at the event. BTN: The WTTC summit is looking to provide a vision for the travel and tourism industry – how important do you think events like this are in helping to shape that collective vision? RW: Events like this are important even in the internet age. Face to face contact and the intimacy which it carries remain as vital as ever they were. The unique feature of this event is that it is organised horizontally across the industry; trains, boats, planes, hotels, and is not sector specific. BTN: What is the significance of this event taking place in Dubai and what do you think
the rest of the world can learn from the rapid development of tourism in this region? RW: It is marvelous to see this event taking place in Dubai. The main lesson I would draw from the example of Dubai is that if the right infrastructure can be constructed for the right purpose at the right time, then demand and prosperity will follow. BTN: What are the major challenges that British Airways faces in the continued growth of its business? The major challenges that British Airways face largely relate to world consolidation in the airline sector. There are now very few world size banks and very few world size telecom companies, whereas there are dozens and dozens of airlines, many of which are still sponsored or protected by their own governments. We need state capital to leave the airline sector so that the industry can consolidate along economically rational lines, satisfying demand and making best use of the atmosphere. We need it to be trade and we need it to be free. BTN: What are the key elements of BA’s environmental strategy for the next decade? RW: British Airways was the airline which initially drove and has most vigorously promoted the emissions trading scheme which is currently being adopted in Europe and it has lobbied for aviation to be part of that scheme. The new Terminal 5 is one of the most environmentally friendly airport buildings in the world. (Cables from the terminal are plugged into aircraft when they're on the ground so that
d 00 bi uk www.breakingtravelnews.com
Robert Webb
auxiliary power units are not necessary. BA has invested millions of pounds in a new fleet of 550 ground vehicles. All the timber used in BA's own facilities comes from environmentally managed sources. Within Terminal 5 itself waste heat from the existing power stations at Heathrow is piped under the airport and supplies 85% of the terminal's needs; more than 85% of rainwater from the roof is recycled as grey water. The future of BA's environmental strategy remains as at present: eliminate waste, conserve power, maximise efficiency. BTN: Finally, in your view what is the single most important issue for the industry to tackle at this WTTC Summit and beyond? RW: The most important single issue for the industry to tackle is to ascertain, through governments, through corporations, and through individual vision, the balance between demand and the provision of infrastructure, and between the right to travel and the need to conserve. www.britishairways.com
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AirAsia Flying High and Low
AirAsia is the Malaysian answer to Europe’s Ryanair, taking the model for budget “no frills” travel and implementing it into an award-winning enterprise. The company has rapidly established itself as Asia’s leading and largest low cost carrier (LCC), playing a major role in the Association of
international daily flights from hubs in Malaysia (Low Cost Carrier Terminal (LCCT) at KLIA, Johor Bahru, Kota Kinabalu, Kuching); Thailand (Bangkok); and Indonesia (Jakarta).
At the end of last year the airline won the coveted CAPA Airline of the Year 2007 award, an achievement that Tony Fernandes, AirAsia has the most extensive low Group Chief cost network in the region, flying Excecutive Officer over 80 routes that stretch across of AirAsia, said,“is 10 countries a testament to [the] resilience, Southeast Asian Nations’ commitment and discipline to (ASEAN) air-travel revolution. deliver”, what the airline knows AirAsia has carried over 40 best. He added,“Who would million passengers to date have known such a small airline having grown from two aircrafts from Malaysia which started out to the 65 strong fleet it is today. with RM40 million in debt would It has the most extensive low have such impact on the aviation cost network in the region, flying landscape today.” Mr. Fernandes over 80 routes that stretch is also an attendee of the Global across 10 countries. This Travel and Tourism Summit translates to 400 domestic and 2008, offering his expertise in progressive businesses that are breaking boundaries in substantial growth. Much has been achieved in the six short years since AirAsia’s birth in 2001, although
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the company has suffered many trials. Adversities such as fuel hikes, price wars, SARS, bird flu, and tsunami, failed to prevent the phenomenal growth enjoyed by the airline. Part of this success can be attributed to a high frequency service and quick turnarounds of 25 minutes, the fastest in the region, resulting in high aircraft utilisation, lower costs and greater airline and staff productivity. The “Now Everyone Can Fly” package includes the failsafe inclusion of optional meals, sold at affordable prices, keeping the fares to a maximum low. Opportunities for growth are prevalent thanks to the low cost air travel phenomena panning across Asia. This April AirAsia held the official launch of their new Jakarta-Kuching route, held at Balai Merdeka, Merdeka Palace. The service will operate three times weekly as a strategy for placing East Malaysia at the forefront of the airline’s vision; to stimulate and encourage travel and enhance connectivity to the international market from the Jakarta hub. AirAsia also plans for their low-fares to bring a positive impact to tourism and travel-related industries,
Tony Fernandes, Group Chief Executive Officer of AirAisa
furthering their contribution to the economy of both countries. In keeping with this expansion three new destinations are also being launched this year. The destinations are Ho Chi Minh, Vietnam, which will commence this April, and Hong Kong and Haikou, China, taking to the skies in May. This will increase its route network to a total of 93. The development is part of AirAsia’s radical Airbus A320 programme, set in place to intensify AirAsia’s network in the ASEAN region, while meeting the increasing traffic demands. Such reach for progress has resulted in high accolades and a well-earned reputation as a trailblazer in Asian aviation.
www.airasia.com
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TURBULENT SKIES Airline Writer Beverley Fearis puts operators in the Spotlight
“It’s turning out to be a very tough year,” said Giovanni Bisignani, Director General and CEO of the International Air Transport Association last month. With rising oil prices and a global slowdown in economic growth, these are certainly turbulent times for airlines all over the world. So much so that IATA has downgraded its industry profit expectations for 2008 to $4.5 billion – a sharp decrease on the $7.8 billion it had initially predicted back in September last year. “Skyrocketing oil prices during 2004-2008 were offset by efficiency gains and rising
consumer confidence,” said Bisignani as the revised forecast was announced. “But the broadening impact of the US credit crunch has brought buoyant consumer confidence to an abrupt end. Oil prices continue to rise, demand is softening and after the 64% improvement in labour productivity and an 18% reduction in non-fuel unit cost attained since 2001, efficiency gains are much more difficult to achieve.” Beverley Fearis
According to IATA, which represents 240 airlines and 94% of scheduled international air traffic, there are three other factors impacting the aviation industry this year.
Giovanni Bisignani, Director General and CEO of the International Air Transport Association
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Firstly, increased aircraft deliveries have coincided with a lull in traffic growth, and while airlines will be able to offset some of this by retiring less fuel-efficient aircraft, this will lead to some excess capacity and pressure on yields.
Secondly, the airline industry has become more competitive, particularly on key transatlantic routes. The US-EU Open Skies Agreement, which came into force on March 30, immediately led to an 11% rise in overall transatlantic frequencies between the US and Europe, and a 25% increase from London Heathrow alone. This increased competition means more choice for passengers, but will inevitably put further pressure on airline yields.
Thirdly, in the last two years airlines have relied heavily on non-core business and asset sales to boost their profits, but the current crisis in the financial markets will make it more difficult for them to selloff assets this year. But while global industry profitability forecasts have been revised, some regions are expected to perform better than others. Africa is the only region where airlines are forecast to see losses in 2008, although the predicted shortfall of $300 million will be an improvement on the region’s $400 million drop in 2007. Thanks to the strong commodity markets and booming economies in China, India and Latin America, airlines operating in these regions are expected to perform better than those operating in the US and Europe. In the US, Delta and Northwest Airlines announced a merger earlier this month,
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claiming the move would provide “a more stable platform for future growth in the face of significant economic pressures from rising fuel costs and intense competition”. According to IATA, the industry would benefit from further consolidation and fewer restrictions on ownership. “It’s time for governments and labour (ie unionised workforces) to get serious about the future structure of the industry. A fragmented industry of over 1,000 players is generating net profit margins around 1% - in a good year. There is no secure long-term future for an industry that is constantly on the verge of intensive care,” said Bisignani. “Labour must see the good results of the consolidation that we have seen in Europe and paint itself into the picture of even broader global consolidation. Governments must understand that the flag on the tail has lost its meaning. Airlines need to grow into global businesses, spreading risk and benefits in the same way that any other normal business would. Ownership and control restrictions must go, and a good starting point is the Second Stage US-EU talks which begin soon.” The Second Stage of Open Skies is set to provide European airlines with access to domestic US services, and vice versa. It will also relax existing restrictions on foreign investment in airlines, which is likely to lead to more consolidation. The European Commission predicts that Open Skies will bring ¤12 billion worth of benefits for consumers on both sides of the Atlantic and believes that in the five years following liberalisation, 26 million additional passengers will fly between the US and Europe, with 10 million extra passengers per
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year thereafter. “The stage two talks must address the liberalisation of ownership rules so that airlines can merge or consolidate where it makes business sense,” said Bisignani. “Every other industry has the opportunity to go global. “Why not the airlines?” LO-CO VOLUME TO EQUAL NORTH AMERICA? The low-cost phenomenon continues to spread across the
years Europe will equal North America in low-cost volumes, a scenario we would not have contemplated even five years ago,” said OAG’s CEO Alan Glass. Low-cost operations during 2007 accounted for 16% of all flights worldwide and 19% of all seats offered globally, up from 14% and 17% respectively in 2006. Within Europe, the low-cost sector accounted for 20% of all flights operating within this region during the year, while in North America this was 18% and in Asia Pacific 12%.
The low-cost model is now set to make its mark on the Middle East too, after the Emirates Group unveiled plans for a budget airline from its Dubai base. The carrier plans to operate to destinations up to 4.5 hours flying time, including key points in India, Sheikh Ahmed bin Saeed Al-Maktoum, Chairman and CEO of Bangladesh, Sri Emirates announce launch of low cost carrier out of Dubai Lanka and airline industry worldwide. Northeast Africa, Southern Budget carriers scheduled 4.6 Europe and Central Asia. million flights in 2007, according to the latest The group is to lease or buy figures from OAG, the global Boeing 737s or Airbus 320s and flight information and data will start operations within a solutions company. year. The Centre for Asia Pacific This represented a rise of 20% year on year, the highest since 2004. Regionally, there was a year-on-year rise of 7.1% to 2 million low-cost flights within North America, a 26.7% increase to 1.4 million within Europe, and a 39.2% rise to 0.7 million within Asia Pacific. “If this trend continues, then it’s quite likely that within two
Aviation believes Emirates will eventually deploy larger A380s on these low-cost routes and said this would “strike fear into airline managements in Europe and Asia”.
But with the recent collapse of Hong Kong-based Oasis, there are also signs that the low-cost bubble could burst. The airline, which operated from Hong Kong to London Gatwick and to Vancouver, was in operation for only 18 months but was unable to manage its growing costs. European low-cost giant Ryanair, meanwhile, recently warned that its profits could halve next year if oil prices remain high. It has frozen the pay of its senior management for 2008 and has begun a review of all of its major costs including airports, staffing, fuel and currency exposures. Rival EasyJet also issued a profit warning in March, leading to a drop in its share price and those of other airlines. LACK OF PRODUCT DIFFERENTIATION COULD HAVE LED TO MAXjet FAILURE The long-term future of the all-business class concept was brought into question by the failure of MAXjet at the end of 2007. While financial analysts warn that others could follow suit, key sector players argue that it was a lack of product differentiation that caused MAXjet to fail - not a lack of demand for an allpremium product. Indeed, Silverjet is continuing to expand its network, recently adding Dubai to its existing transatlantic routes. Although Virgin Atlantic has put its plans for an all-business class airline on the back burner, British Airways is pressing ahead with its plans to launch flights from London City to New York in 2009, flying a double daily service using two Airbus A318
“Potential building blocks for a carbon emissionfree future already exist. Fuel cell technology is here, a solar-powered aircraft is being built, and we can make fuel from biomass (algae) today,”
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Silverjet continues to expand, recently adding Dubai to its transatlantic routes
aircraft, each with 32 flat-bed seats onboard.
other ways to reduce their carbon footprint.
70%, and this will improve a further 25% by 2020.
In the rest of Europe, L’Avion now flies from Paris Orly South to New York Newark twice a day (except Saturdays) and Lufthansa is starting allbusiness class flights from Munich to Dubai with more destinations due to be launched this summer.
While many believe that an unfair portion of blame is being laid upon airlines by governments and environmental campaigners, all agree that the industry needs to work together to tackle the problem.
In the short term, IATA believes airlines must cut up to 18% of aviation fuel that is wasted as a result of inefficient infrastructure and operations. “Implementing an effective Single European Sky alone would save 12 million tonnes annually,” said Bisignani.
Singapore Airlines will launch one-class services from Singapore to New York and Los Angeles later this year and Japanese airline ANA has doubled frequencies on its Business Jets from Tokyo to Mumbai. CARRIERS HEAVILY INVEST IN GREEN STRATEGIES Airlines across every region are investing heavily in more fuel efficient aircraft, pushing for shorter routes, improving air traffic control and exploring
www.breakingtravelnews.com
“Aviation is responsible for 2% of global CO2 emissions and by 2050 will represent 3%,” said Bisignani. “Aviation is a small part of a major problem – that of climate change. But our carbon footprint is growing and this is not politically acceptable. The issue of the environment will limit our future until we move our thinking from tactical to strategic.” He said over the last four decades fuel efficiency, and consequently environmental performance, has improved
apply it effectively. Governments and fuel suppliers must focus on alternative fuels. We aim to have 10% of airline fuel needs from alternative fuel sources by 2017. “Finally, environmental responsibility must become a core promise, alongside safety and security, to the 2.2 billion passengers that fly every year.”
But in the next 50 years, he said the aviation industry must strive towards being completely carbon free. “Potential building blocks for a carbon emission-free future already exist. Fuel cell technology is here, a solarpowered aircraft is being built, and we can make fuel from biomass (algae) today,” he explained. “The world’s leading aerospace nations must coordinate basic research, and then compete to
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SPECIAL INTERVIEW
Geoff Muirhead CBE, Group Chief Executive, The Manchester Airports Group The Manchester Airports Group is the largest UK-owned airport operator, controlling four airports; Manchester, East Midlands, Bournemouth and Humberside which currently serve a total of more than 28 million passengers every year.
Geoff Muirhead
Geoff commenced his career in the construction industry prior to joining Manchester Airport plc in 1988 as Director of Development. He was appointed Chief Executive of Manchester Airport plc in 1994 and Group Chief Executive of The Manchester Airport Group plc in 2001. Yesterday Geoff was be a member of the panel for the discussion “The questions are tough and they’re getting tougher” at the WTTC summit and BTN decided to ask him a few tough questions ourselves: BTN: The WTTC summit is looking to provide a vision for the travel and tourism industry – how important do you think events like this are in helping to shape that collective vision? GM: Aviation makes up a vital part of the travel and tourism value chain which is itself the world’s largest industry. It is very important that a shared understanding of how each element of the chain, including airports, can play its part in facilitating the customer’s journey and overall experience.
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Events that allow representatives from all these different elements to exchange ideas and help in influencing the overall industry’s development, taking account of national and international regulatory and political developments can only be of benefit. BTN: What is the significance of this event taking place in Dubai and what do you think the rest of the world can learn from the rapid development of tourism in this region? GM: It is fitting that a summit to shape a collective vision takes place in Dubai which, along with other areas in the region, has shown how a coordinated approach to development can bring huge rewards. The rest of the world should note the benefit to all parts of the industry of government, airport and airlines having shared objectives to promote the region and, in Dubai’s case, create a transport hub through building a strong brand. BTN: Has it been a successful year for your business and what are the prospects for the immediate future? GM: The last year has been a very successful one for the Manchester Airport Group. Traffic growth for the Group
overall has been significant contributing to a profitable year and we have invested in the development of groundbreaking facilities to improve our customer’s experience of the airport. Nevertheless, there are serious challenges ahead. MAG is working closely with its airlines to provide high quality service and value for money to ensure our future development is secured. BTN: How do you plan to balance future growth of your business with a consideration for the environment? GM: The growth of the business needs to be balanced with the effect on the environment but as a Group, we have an established history in the UK of meeting our environmental commitments and as we continue to develop, we will continue to meet those targets. As a Group, we do not seek unlimited or unreasonable growth – but the ability to meet the needs of the people and regions we operate in, while operating within agreed limits of impact. BTN: Finally, in your view what is the single most important issue for the industry to tackle at this
WTTC Summit and beyond? GM: The long-term sustainable growth of our industry is at the forefront of our thinking with the environment likely to remain high on the agenda, alongside other major factors such as security and higher costs. Aviation is a global activity requiring global solutions so the weight of the industry and the sectors that benefit from it need to show leadership in delivering global solutions to the relevant issues. For example on the environment, the influence of delegates here could smooth the delivery of a global emissions trading scheme, similar to the European Union’s Emissions Trading Scheme, with ICAO (International Civil Aviation Organisation). On security we can share best practice to ensure we run better operations. While on costs, we all suffer the impacts and together have a powerful voice with which to influence our respective governing bodies. We all have a role to play in the development of the other’s business and the Summit can provide an appropriate forum in which we can share our experiences and implement solutions for the future.
www.manchesterairport.co.uk
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Emirates plots West Coast double debut Emirates is set to expand its network even further this year with the start of two new services to the West Coast of the U.S.
On 1st September 2008 Emirates will begin non-stop flights between the Californian city of Los Angeles and Dubai. The airline will also fly non-stop from Dubai to San Francisco starting 26th October 2008, taking its total number of U.S. destinations to four.
market. We have evaluated the U.S. for expansion opportunities and have carefully examined our existing services in Houston and New York- both of which have been very successful. We look forward to recreating this success by connecting Los Angeles to Dubai and beyond.”
Operating daily, the LA service will be the first non-stop operation connecting Dubai, the Gateway to Arabia to the Gateway to Hollywood. Emirates will fly its Boeing 777200LR on the route, offering 266 seats in a three class configuration and will provide up to 10 tonnes of cargo capacity from L.A.
Antonio Villaraigosa, Mayor of Los Angeles said: “I am pleased that Emirates has chosen L.A. as its first U.S. West Coast gateway and I look forward to the start of service later this year. The route opens a new destination for business and leisure travellers in the Gulf region, a part of the world not previously served from Los Angeles. It will also enable travellers to reach every region of the world non-stop from LAX.”
HH Sheikh Ahmed bin Saeed AlMaktoum, Chairman and Chief Executive, Emirates Airline and Group said: “Los Angeles represents Emirates’ commitment to the American
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The new flight runs a distance of 8339 miles, clocking 16
hours 35 minutes journey time to California, while the shorter return flight will be just under 16 hours. The new service will operate out of the Tom Bradley International Terminal at Los Angeles International Airport, (LAX). LAX is located 24 kms southwest of Los Angeles and is the world’s fifth busiest airport. In 2007, the airport handled more than 61 million passengers. Emirates will also operate its newest, technologically advanced Boeing 777-200LR on the San Francisco route. HH Sheikh Ahmed bin Saeed AlMaktoum said: “Providing fast, comfortable service to both U.S. coasts and points in between has been an important goal for us. There is a strong demand for connections between the San Francisco Bay Area and both Middle East and the Indian Subcontinent. We see San Francisco as an integral part of our network development. The new service will additionally offer Americans
better access to Dubai, the leading tourism centre of the Middle East.” San Francisco Mayor Gavin Newsom expressed his enthusiasm for the announcement: "It's my pleasure to welcome Emirates to San Francisco. We know this will be a long and advantageous relationship between two of the leading tourism centres of the world. We are honoured to have been selected as a U.S. gateway for one of the world's fastest growing international airlines." The new service will operate out of the International Terminal at San Francisco International Airport (SFO), one of the world’s 30 busiest airports. John L. Martin, SFO Airport Director said: "San Francisco Airport strives to be the airport of choice for both airlines and passengers with a strong emphasis on customer service. Emirates Airline is known throughout the world for its detailed attention to passenger service, and we welcome the airline to SFO."
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UAE takes lead role at ATM 2008 With over 350 local companies expected to sign up for Arabian Travel Market 2008 – the Middle East’s premier travel and tourism event – the UAE is leading the global tourism contingent with its biggest ever showing.
Leading the charge for Arabian Travel Market 2008, which takes place at the Dubai International Exhibition and Convention Centre on 6-9 May, is the Department of Tourism and Commerce Marketing (DTCM), Dubai and the award winning carrier Emirates Airlines. Joining them will be Abu Dhabi Tourism Authority, Fujairah Tourism Bureau, the UAE capital’s leading tourism asset developer, TDIC, Etihad Airways, Emaar Hospitality Group LLC, Dubai Shopping Festival and Ras Al Khaimah Tourism Office to name a few. Many of the UAE’s key companies from the hospitality, travel, real estate, airline, publishing and car rental sectors have also taken space at the show as have many of the other emirates’ tourism authorities, signalling a unified effort to promote the country on the global stage. With the strong UAE showing, Arabian Travel Market organisers’, Reed Travel Exhibitions, believes that this year’s event, with its increased content and product offering,
potential, Reed Travel Exhibitions has flagged the UAE as a high potential market for visitors to Arabian Travel Market 2008.
largest seminar programme to date and global exhibitor base spanning over 60 countries, will have significant appeal to the country’s tourism industry as an important business and knowledge platform. “Arabian Travel Market provides local and internationally-based travel agents, tourism organisations and key industry decision makers a wealth of opportunities to be a part of the latest trends and meet the global thought leaders in a highly flexible, face-to-face environment in which a wide range of sales and marketing objectives can be achieved,” said Simon Press, Exhibition Director, Arabian Travel Market.
“Visitor interest for this year’s event has been phenomenal and we are extremely optimistic regarding quality and quantity. With visitor registrations up on this time last year, many buyers have expressed interest in the UAE’s tourism offerings, with this figure expected to rise as we get closer to the show opening next month,” said Press.
“On the other hand, trade visitors from UAE will also have a wealth of possibility to identify and pursue outbound and inbound offerings from across the globe with all continents represented.” Reed Travel Exhibitions has made some fundamental changes to this year’s Arabian Travel Market to foster an increased B2B setting and encourage greater interaction between visitors, exhibitors and key decision makers. This year’s hosted buyer initiative, which will bring in 125
“The UAE has always continued to lead the way for Arabian Travel Market, under the guidance of its leaders, and this year is no different. The UAE governments and local companies continue to realise the need to keep abreast of trends and seize new opportunities.” With an increasing market proposition and tourism
Arabian Travel Market, is the biggest to date with specialists from the leisure and golf segment and meetings sector providing a unique opportunity for the UAE’s travel and tourism industry Tom Nutley, Chairman of Reed Travel Exhibitions, organisers of ATM
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top international exclusive and first time Hosted Buyers to Arabian Travel Market, is the biggest to date with specialists from the leisure and golf segment and meetings sector providing a unique opportunity for the UAE’s travel and tourism industry to meet the right partners in a convenient onestop-shop setting. The knowledge delivery platform has also been upgraded, allowing exhibitors to make the most out of their presence. Via the Arabian Travel Market website, each exhibitor has access to a dedicated miniportal where they can update
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Arabian Travel Market experience a 12 month initiative that is not limited to the show’s four days – we want exhibitors and visitors to be involved all year round and we can do this through the web,” said Lucie James, Marketing Manager, Arabian Travel Market.
Emirates Globe
In addition, 2008 will see the launch of Travel Agents Day in conjunction with Arabian Travel News, which will boast the latest top class travel and tourism education, combining skills, learning, product
“The UAE governments and local companies continue to realise the need to keep abreast of trends and seize new opportunities”
company information, add collateral and invite guests to the exhibition with their company branded registration web link. “We are continuously seeking various ways to bolster the entire show experience and to instigate a content rich information platform for the global industry. One of our main focuses is to make the
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knowledge and great competitions. This initiative promises the opportunity to interact with over 60 countries and destinations and network with over 2,000 exhibitors. Also, a series of thoughtleadership seminars for this year’s edition, chaired by wellknown ‘industry heavyweights’, will take place on the show floor for the first time. Covering the
latest trends facing the industry from critical human resource issues in the region to recruitment and retention strategies in the Middle East’s hotel industry, these sessions are a must-attend for anyone wanting to stay ahead of the game. “These high-brow sessions are inline with Reed Travel Exhibitions’ vision to position Arabian Travel Market as a content rich experience and as the only place to conduct business for the international travel and tourism industry in the Middle East. Visitors and exhibitors to this year’s show will have access to an unrivalled information cache which cannot be found anywhere else in this region,” said James. “These changes are part of our long-term strategy to grow and refine Arabian Travel Market in a bid to stay ahead of the curve in what is the fastest growing tourism sector worldwide. This
exhibition has annually set new records and we look forward to again delivering an attendee profile which will assist everyone in achieving their business aims.” Destination and company sign up for Arabian Travel Market 2008 is picking up pace. With over 2000 exhibitors expected, including more than 30 new-tomarket exhibitors, confirmed, the exhibition has seen steady overall space uptake by over 40 national tourist bodies representing 60 countries, including first-time showings from Bangladesh, Djibouti, Croatia and Nepal. Arabian Travel Market is held under the patronage of His Highness Sheikh Mohammed Bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE, Ruler of Dubai, and under the auspices of the Department of Tourism and Commerce Marketing, Government of Dubai.
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SPECIAL FEATURE
Las Vegas: Bigger and Better than ever
Las Vegas is the “Entertainment Capital of the World” and it shows no signs of relinquishing it hold on the title. Visitation figures grew to 39.2 million in 2007, marking the fourth consecutive year Las Vegas has set a new visitation record.
Las Vegas also matched its highest occupancy level in history, reaching 90.4 percent for the year, tying its previous record set in 1996. The destination's average occupancy level now stands at 27 percentage points above the national average. Clark County's gaming revenue also broke the previously set record, rising 2.2 percent to $10.9 billion. "The strength of the Las Vegas brand continues,” said Rossi Ralenkotter, president and CEO, Las Vegas Convention and Visitors Authority. It all began on March 19, 1931 when Governor Fred Balzar signed a bill that legalized gaming in Nevada. Since that day, Nevada, and especially
Las Vegas, has become recognised worldwide as the premier gaming destination. From traditional card and dice games, to slot machines and race and sports book betting, the casino industry has flourished and evolved into an international phenomenon. The development of Las Vegas has stemmed from this and now, more than 75 years later, Nevada celebrates the very industry that has supported economic growth in the state. But when you're not winning in the casino you'll find that Las Vegas has a variety of mustsee attractions and entertainment options to keep you and the whole family occupied. From thrilling roller coasters to virtual-reality simulator rides and erupting
volcanoes to wax museums, Las Vegas' attractions appeal to people of all ages, interests and budgets. Las Vegas' array of accommodations and amenities offer something for nearly every taste, including visitors seeking a luxurious experience, both in and out of the casino. In fact, in the last several years, Las Vegas has established its place among the ranks of the world's most plush destinations. And it’s not just the hotels. Once known for its all-you-caneat buffets and bargain shrimp cocktails, Las Vegas has transformed itself into a top culinary destination. Within a decade, Las Vegas has redefined the culinary and wine
experience by offering the most comprehensive collection of celebrity chefs and worldclass restaurants, more Master Sommeliers than any other city in the world and more wine sold per capita than in any other destination. Nightlife is Las Vegas and from elaborately themed nightclubs that stay open until dawn to the new wave of trendy, ultrachic lounges sweeping the Strip - visitors know when they step out in Las Vegas for the night, it will be an experience they won't forget. In daylight Las Vegas is no longer golf's best-kept secret. In fact, Las Vegas recently was named the top emerging golf destination in the world by the International Association of
Proud Sponsors of World Travel Awards Grand Tour 2008:
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SPECIAL FEATURE
Golf Tour Operators. Today, more than 60 golf courses are available for play in Las Vegas throughout the year thanks to the area's inviting climate. Las Vegas offers challenging, yet beautifully sculpted courses developed by world-renowned designers including Jack Nicklaus, Tom Weiskopf, Billy Casper, Arnold Palmer and Pete Dye.
Vegas to achieve recordbreaking popularity. Plus, with more than $30 billion in projects under construction or in planning stages, it is safe to say that, in 2008, visitors will see and experience more in Las Vegas than ever before.
North America Awards Ceremony 3rd December Las Vegas, USA
www.worldtravelawards.com www.visitlasvegas.com
One of the most fascinating aspects of Las Vegas is that it is a city that is constantly changing. It continues to be a dynamic construction market. Between now and 2012, approximately 46,000 new hotel and motel rooms are planned or already under construction. The excitement of continuous re-invention and rapid growth has helped Las
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SPECIAL INTERVIEW
Alan Parker, Chief Executive Officer of Whitbread PLC
Alan Parker was appointed Chief Executive of Whitbread PLC in June 2004 having been Managing Director of Whitbread Hotel Company for the previous twelve years and a member of the Whitbread PLC Board since 2000.
Alan Parker, Chief Executive of Whitbread PLC
Whitbread is the UK's No 1 hotel and restaurant company with leading brands such as Premier Inn, Costa Coffee and Beefeater. Alan was part of the discussion panel for ‘The questions are tough and they’re getting tougher’ yesterday at the summit. BTN quizzed Alan on his hopes and expectations at this years WTTC summit; BTN: The WTTC summit is looking to provide a vision for the travel and tourism industry – how important do you think events like this are in helping to shape that collective vision? AP: The WTTC summit and similar events are very important in helping to shape the collective vision. BTN: What is the significance of this event taking place in Dubai and what do you think the rest of the world can learn from the rapid development of tourism in this region? AP: Dubai is the crossroads of the world, where East meets West. It is a very exciting
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place to be, given how rapidly its economy is expanding and how quickly its influence is growing in the Western world. BTN: Is the Middle East an important market for you? AP: Our Middle East exposure is in the early stages of development but we have some exciting plans. We have a JV in place with Emirates and this month, we opened our first Premier Inn hotel in Dubai with 308 rooms. Our second hotel is under construction - in Dubai Silicon Oasis with 230 rooms, and we have further sites at Dubai Airport, Al Jaddaf and in Abu Dhabi. We plan to open 50 hotels across the Middle East by 2012. BTN: You have enjoyed a successful year at Whitbread – what have been the highlights for you and what is your strategy moving forward? AP: Premier Inn accounted for 73% of H1 group operating profits and grew sales and operating profits by 14.4% and 20.5% respectively. There is very significant structural growth potential in premium economy hotel segments and Premier Inn.
In Restaurants, our average profit per house is up very strongly year on year and Costa recorded sales for the 50 weeks to 14 February 2008 of over 23%. Moving forward, we expect to sustain the good growth momentum in the business. BTN: What do you see as the major obstacles to continued growth for Whitbread? AP: In the UK, the consumer is facing a slowdown. However, Whitbread is a focused restaurant and hotel business with resilient business models and we are well placed to continue to grow this year. BTN: Finally, in your view what is the single most important issue for the industry to tackle at this WTTC Summit and beyond? AP: Important issues for the industry to tackle should include how we can continue to deliver sustainable growth, facilitate job creation and wealth in tourist receiving countries, whilst reducing our carbon footprint. www.whitbread.co.uk
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Marilyn Carlson Nelson at WTTC Dubai various industry imperatives, and exert global corporate leadership, collaborating with others to make our global marketplace safer, healthier and more environmentally sound.
Marilyn Carlson Nelson is Chairman of Carlson, a global group of integrated companies providing travel, hotel, restaurant, cruise and marketing services. With headquarters in Minneapolis, Minnesota, USA, and operations in nearly 150 countries and territories, Carlson-owned and franchised operations employ about 190,000 people.
Here Marilyn sets out her vision for Carlson and the wider industry as well as giving us her thoughts on how the industry can balance growth with social responsibility: In the late 90's, when Carlson set a strategy for success in the coming millennium, we set goals focused only on our portfolio and our competencies and our views of the 21st century consumer. Our mission was clear: to become global, to become best in class in each of our businesses, to be more integrated, to be knowledge based and to be customer focused. Today, our perspectives still focus on the consumer, and being best in class, but our horizon has expanded. Our reach is vast. As a global company featuring hotels, travel, restaurants and marketing, we now have a global footprint operating in more than 150 nations. We have global connectivity, offering travel services seamlessly around the world. We have restaurants, such as TGI Friday’s, that are a familiar site in every corner of the world. Many of our brands enjoy best in class status. And we have dramatically improved our customer focus through dialogue, technology and more integrated services. We know, too, that the travel and tourism industry has contributed immensely to the human experience. At its core, the travel and tourism industry grew out of a very human desire to traverse the globe and come together in
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real time, and it remains today one of the world’s greatest economic drivers. It provides employment opportunities at every experience level, from entry-level jobs to life-long careers, and it does this at a staggering rate: one in every ten workers worldwide is employed because of travel & tourism. In fact, travel & tourism is often cited as the most important industry for emerging nation economies—it is “mission critical” to the continuing development of those countries. Travel & tourism accounts for 10 percent of world GDP, 8 percent of jobs, and 12 percent of global investment annually. It also has the highest potential for growth of any industry—currently running at more than 4 percent per year. The resilience of our industry— with demand repeatedly bouncing back despite successive high-profile challenges, ranging from terrorism to disease—shows how much it has become a necessary and vital element to the world. It is a force that can be slowed, but it simply cannot be stopped. By looking beyond the board room in order to contribute to global solutions, Carlson and our collective industry have discovered that it is integrative leadership - leadership and global citizenship with a crosssector vision that yields the greatest impact and results for employees, customer, partners, and the communities and nations in which our operations flourish. “Integrative global citizenship” suggests that
It is no longer either-or, we-they. It is, indeed, an “and-and” world. We in travel, hotels, restaurants and marketing must focus on our own growth, on building customer value, on inclusion and innovation and on profit. companies must not only be engaged with their stakeholders, but that they must also see themselves as stakeholders alongside governments and civil society. When corporate leaders thinking across business sectors to develop public-private partnerships to solve social problems, the travel industry and society benefit. A stable economy, for example,—with employment opportunities and financial stability—decreases the risk of negative choices such as gang activity, terrorism, and sex trafficking. Our efforts in developing nations bring new entrants into the system, helping eradicate poverty and encourage gender equity. Carlson and our industry as a whole are building great places to work, places where people respect each other; places where women and men are promoted on merit; places where several races and nationalities work side by side; places of trust and transparency…this becomes a beacon of hope for others. We are 'serving' and teaching people to serve - there is no more noble calling than being in the service of our fellow human beings. Our success is more and more dependent on a peaceful, productive world characterised by free flows of people, products and ideas. The world is our stage, the world is our product. This fact requires us to in Carlson to address our
Yes, profit is what fuels our future growth, and allows each of us to build equity for our own families and our communities. Profit is what allows us to fund the social services organisations. Profit is a measure of our success. Make no mistake, our role in the free market system is clear, we must add value and create jobs; however, being acknowledged as socially responsible is also our goal. These objectives are not in conflict - on the contrary, global citizenship reinforces the positive role of our businesses and enhances our long-term profitability. No more can we take our own children in hand and sail off with a small trunk with our Bible or our Torah or our Koran and a few tools and start fresh to create a new and better world for ourselves. Whether round or flat, this world is our promised land. It is our heritage and our legacy. It is up to our generation to reach across sectors, to reach across disciplines, to reach across national borders, to reach into our hearts and minds and resolve to collaborate, to innovate, to dream together of a world where all people are safe, are fed, are literate, enjoy inalienable rights and equal opportunities.
www.carlson.com
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Ras Al Khaimah: Forging bonds with the old and reaches for the new The story of this emirate is one of a rich cultural past and pioneering tourism strategies for a radical future. Tourist attractions are to be both excavated from historical tombs and built on man-made islands.
Ras Al Khaimah (RAK) is on the very northern tip of the Persian Gulf, close to the Oman border. Although in close proximity to Dubai, and with Abu Dhabi less than 240 km further along the coast, Ras Al Khaimah maintains a definite distinction from the other two destinations. Unique to the Emirate of Ras Al Khaimah are its deep stretches of archaeological wealth, something the tourist board are keen to employ as a main visitor attraction. Excavations and discoveries in the region revealed the existence of settlements dating back to around 5000 BC. For more than 30 years RAK has protected and developed these and other important archaeological sites. The famous medieval trading town of Julfar has been protected since 1976 and the archaeological area of Shimal, the largest prehistoric cemetery on the Oman Peninsula, since 1986. Many other areas and
buried history is mirrored in its leadership, with H.H. Sheikh Saud bin Saqr al-Qasimi’s himself harbouring a profound interest in the history and heritage of Ras al-Khaimah. Parallel to the region’s current developments and modernisation plans, he endorses and encourages the safeguarding of archaeological and historical sites. Monuments of local and visual importance are also benefiting from government attention. Sites of interest and local value, such as the watchtowers of the coastal towns Jazirat al-Hamra, Ma’arid and Rams, are being restored in line with the cultural policy of preserving heritage.
In conjunction with RAK Department of Antiquities and Museums, Ras Al Khaimah Tourism has developed an “Action plan” for Heritage Tourism, promoting and caring for the emirate’s historical sites. This cooperative endeavour represents RAK’s wish to use its archaeological assets as a tool to attract It is partly due to [their] cultural tourists, management of cultural heritage bringing new that Ras Al Khaimah’s tourism markets of industry has experienced steady travellers to the growth over the past few years. north of the U.A.E.. Heritage sites included in the Action Plan for Heritage historical monuments are now Tourism are the medieval maintained with regular surveys trading town of Julfar, where an helping to add new sites. The archaeological park and site emirate’s keen interest in its
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museum are planned; Dhayah Fort with its spectacular position between high rising mountains and palm gardens; the archaeological area of Shimal, where prehistoric tombs will be partially reconstructed and nearby Sheeba’s Palace - the Falayah Summer Residence - where a heritage park will be themed around the palm garden. Ras al-Khaimah society is deeply rooted in its traditions. Through this preservation of heritage sites, their restoration and reconstruction, an archaeological legacy is publicly facilitated. The most important archaeological and historical sites are included in the Tourism Action Plan and will be presented with a wide range of measures including the creation of archaeological parks, reconstruction of monuments and historical buildings. Most important will be the creation of educational and informational devices, enlightening visitors as well as keeping Ras alKhaimah’s public in touch with their own cultural inheritance.
industry has experienced steady growth over the past few years. As a destination Ras Al Khaimah now receives close to half a million visitors per year, with a projected growth of 2.5 million by 2012. Its key markets are at present Germany, France, Italy and Switzerland, though this is expanding to include Russia and the Baltic States. Just 50 minutes travel north from Dubai, Ras Al Khaimah’s guests enjoy an average of 40% lower rates in similarly luxurious 5 star hotels. The emirate is packaged as an authentic Arabian experience,
It is partly due to this management of cultural heritage that Ras Al Khaimah’s tourism
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growth, increased tourist spending and investment, and cultural integrity.
directly linking present-day RAK to its past. In addition a huge importance has been placed on its eco tourism potential. Many of the destination’s most important ecological natural areas will also be preserved and cultivated as prime tourism attractions. Local and natural environments such as Al Hajjar Mountains, the coastline and beaches, and the un-spoilt desert landscape, fall into this category of prosperous landmarks.
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Ras Al Khaimah Tourism, with the help of RAK Investment Authority, the Department of Antiquities and Museums and the Environmental Protection and Development Authority, is playing a key role in delivering a quality and authentic tourism product. Traditional local events and activities such as Awafi, camel racing and shopping in the old town and souq areas are typical of the unique selling points which symbolise the authority’s main concerns: local economic
To occupy this rise in tourism a range of new hotels and resorts are being developed. Expected to open late 2009, the Palace Ras Al Khaimah, Banyan Tree Desert Resort, Hilton Ras Al Khaimah Resort and Spa, Marriott Ras Al Khaimah, and the Cove Rotana will result in approximately 2,000 new rooms in the region. To cater for the business travel market the RAK Convention Centre, a US$400 billion project, will be developed by RAKEEN, the land master-planner for the destination. The new convention centre will have capacity for 5,000 delegates with three hotel categories on site plus a sophisticated retail and business centre. The grand finale of this growth operation is Al Marjan Island,
the first man-made island in Ras Al Khaimah. The US$1.8 billion project will house 6 hotels with an average of 350 rooms each. Al Hamra Village, the largest leisure resort of its kind in the UAE will contain an 18 hole golf course, a modern marina and The Palace Hotel. Spread over a 5 million sq metre estate, the complex is expected to be completed in the first months of 2009. In the year ahead Ras Al Khaimah will realise a more prominent presence at major international tradeshows, promoting its distinctive cultural heritage and newly developed tourist products. It will also strengthen its communications and public relations activities across the developing leisure market, raising awareness of Ras Al Khaimah as a unique leisure destination in the Emirates.
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Forging Global Perspectives – Plan Abu Dhabi 2030 Entitled ‘Global perspectives changing priorities’, the discussion touched on topics
opportunities whilst establishing the UAE’s national capital as an environmentally,
His Royal Highness Sheikh Sultan Bin Tahnoon Al Nahyan - Chairman of the Abu Dhabi Tourism Authority (ADTA) - opened the second session of the WTTC Conference this year.
His Royal Highness and the ADTA have become industry experts in. In order to realise the vision of His Highness Sheikh Khalifa bin Zayed Al Nahyan, President of the UAE and Ruler of Abu Dhabi, the continued execution of the grand design envisaged by the late Sheikh Zayed bin Sultan Al Nahyan and the ongoing evolution of Abu Dhabi as a global capital city, the ADTA conceived the Urban Structure Framework Plan: “Plan Abu Dhabi 2030”. Presenting a coherent picture for the future of Abu Dhabi, the plan outlines ways the city will continue to grow, taking advantage of global
socially and economically sustainable metropolis. At the recent ‘Building A Sustainable Future: Trends, Opportunities, and Challenges’ conference, held on February 13th at Abu Dhabi’s Emirates Palace, HE Sheikh Sultan Bin Tahnoon Al Nahyan spoke of the Abu Dhabi government’s complete commitment to sustainability. The conference, organised by the Urban Land Institute (ULI), a non-profit research and educational organisation dedicated to responsible land use, was addressed by some of the world’s leading sustainability experts.
His Excellency Sheikh Sultan Bin Tahnoon Al Nahyan told delegates, “You will be encouraged to hear that the [Plan Abu Dhabi 2030] calls for the protection and enhancement of Abu Dhabi’s natural environment as fundamental to development. It also calls on us to pursue green building standards in design and construction, and to pursue sustainable technologies for the management of energy, waste and water. The political will to pursue sustainability is there at the highest level.” Plan Abu Dhabi 2030 promises to catalyse tourism, economic and industrial growth throughout the Emirate of Abu Dhabi as well as influencing the development of the six neighbouring Emirate states. As the largest contributor to the UAE's state budget, approving US$7.7billion in 2007, a population of 1.46 million and a per-capita GDP exceeding US$68,000, the Abu Dhabi Emirate stands amongst
University. He continued his studies in the USA, gaining his MA in Economic Studies, with a major in International Relations, from Tufts University.
HE Sheikh Sultan Bin Tahnoon Al Nahyan Chairman - Abu Dhabi Tourism Authority
Born in the United Arab Emirates in 1970, Sheikh Sultan is qualified as an architect engineer from the UAE
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Sheikh Sultan is a member of the Abu Dhabi ruling family and was appointed Chairman of the Abu Dhabi Tourism Authority (ADTA) on its establishment in September 2004. He is the Chairman of Abu Dhabi Culture and Heritage Authority (ADACH). In Al Ain, the capital of the Eastern Region, Sheikh Sultan is also Under Secretary at the Court of the Ruler’s Representative for the region. He was also Chairman of the Al Ain Economic Development and Tourism Promotion Authority. Sheikh Sultan holds a number of official positions including Chairman of the Tourism Development & Investment
the world’s wealthiest citystates such as Luxembourg, Ireland and United States. The responsibility exercised by Abu Dhabi and its capital, therefore, is of enormous value for the global market - a market that, over the coming decades, Abu Dhabi will undoubtedly have a leading influence upon. This influence extends out of the industry boardroom and onto the world stage. As an economy built by modern initiatives and on sound environmental understanding, Abu Dhabi is in a privileged position to avoid the mistakes more established economies have made in the past. With its top position in economic global markets, Abu Dhabi Tourism Authority senses that in time its experience in sustainable development will become indispensible. Abu Dhabi has a quarter of a century left to achieve its goals, and yet, looking at the city today, you’d be forgiven for thinking that the future of travel and tourism has already arrived.
Company (TDIC), Chairman of Abu Dhabi National Exhibitions Company (ADNEC). He is also a Board Member of the Abu Dhabi Environment Agency and Etihad Airways, the national airline of the UAE. He recently became a member of the Executive Council of Abu Dhabi Emirate. In his role as Chairman of TDIC, Sheikh Sultan has been personally involved in the direction of the transformation of Saádiyat Island and the emergence of its now world-renowned Cultural District – which will be home to the Louvre Abu Dhabi and the Guggenheim Abu Dhabi. Sheikh Sultan is also patron of the Middle East Council of the Urban Land Institute – the international, non-profit research and educational organisation catering to professionals in land use and real estate development.
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HE Mubarak Al Muhairi completed his studies in Civil Engineering at the UAE (United Arab Emirates) University before going on to earn his master’s degree in Engineering Management at Portland State University in the USA. He worked for several years in real estate investment with the Abu Dhabi Investment Authority, ADIA. He was then appointed Director General of Al Ain Economic Development & Tourism Promotion Authority, a government body responsible for the marketing and development of the Eastern Region of Abu Dhabi.
HE Mubarak Hamad Al Muhairi Director General - Abu Dhabi Tourism Authority
HE Al Muhairi was appointed Director General of the Abu Dhabi Tourism Authority, ADTA on its creation in September 2004. Working closely with
the Authority's Chairman, H.E. Sheikh Sultan Bin Tahnoon Al Nahyan, he has wide ranging responsibilities for the promotion and development of the emirate's tourism sector. He is holding various board member positions with authorities such as ADACH, Abu Dhabi Authority for Culture and Heritage, ADNEC, Abu Dhabi National Exhibition Centre, and ADMC (Abu Dhabi Media Company). The creation in April 2005 of the ‘Tourism Development and Investment Company’, TDIC, saw HE Al Muhairi take on the additional role as Managing Director, where he oversees the creation of many prestigious Abu Dhabi development projects.
www.adta.com
Emirates Palace, Abu Dhabi, winner of World's Leading Conference Hotel & World's Leading Suite in the 2007 World Travel Awards
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Abu Dhabi; The Future Has Already Arrived retail and office spaces (215 and 205 units, respectively). The Gate is located on Al Khaleej Street next to the Zayed Sports City. Another hotel (The Gulf Hotel Waterfront Resort) is due to open in 2008 from about 20 kilometres away from the Abu Dhabi International Airport. The hotel is to offer 250 rooms and 105 chalets. Gary Player, Designer of Saadiyat Beach Golf Course, his first signature course in the UAE
Saádiyat Island Saádiyat Island is a large, low lying island 500 metres off the coast of Abu Dhabi, currently under development. The DHS100 billion (US$ 27 billion) commercial, residential, and leisure project, to be completed in 2018, will represent the cultural heart of the capital. Set to feature some of the world’s most recognised contemporary art museums such as Guggenheim and Louvre, Saádiyat Island will enrich the souls and minds of Abu Dhabi’s inhabitants and visitors. Designed with the high-income group and holiday makers in mind, Saádiyat Island – upon completion – will be able to accommodate 150,000 residents through some 38,000 apartment units and 8,000 luxury villas. This makes Saádiyat the second biggest “new community project” in Abu Dhabi next to Al Reem, in terms of prospective resident population. www.saadiyat.ae Al Reem Island Al Reem Island, located on the north eastern coast of Abu Dhabi, will be home to an estimated 280,000 residents upon completion (in 2012) and will be connected to the main island by two or three bridges. Besides residential, commercial and retail or mall spaces, the 633-heactare development will also feature hotels, spas,
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schools, clinics and a golf course. Approximately 40,000 to 50,000 residential units and over 5,000 retail and office spaces, as well as several hundred hotel rooms and suites will be available at Al Reem upon its completion in 2012 (although early phases of the various sub-projects are forecasted to be available sometime in 2009). www.reemisland.com Corniche and City Centre Abu Dhabi’s bustling Corniche Road will continue to be developed in the intermediate future, with luxury hotels and resorts as well as private residences targeted towards the high-income group, and commercial towers, being built within its vicinity. The Khalidiya Rotana Hotel and Residences is an expected addition to the strip of establishments along Abu Dhabi’s Corniche. The multipurpose establishment would offer some 117 upscale residential units, 108 office suites, and 436 hotel rooms, which are expected to be available for occupancy in 2009. www.rotana.com The Gate Development Scheduled for completion in 2008, the Gate Development features a major resort hotel that offers 265 rooms and 225 serviced apartments, as well as
Danet Abu Dhabi Another key mixed use development in Abu Dhabi mainland (along Airport Road) is the Danet Abu Dhabi, which comprises five districts with 34 commercial and residential towers rising 15 to 23 storeys each. This development will produce approximately 2,000 residential units for middle to high-income residents and about 1,200 commercial units, and is due for completion in 2009. Al Raha Beach/Abu DhabiDubai Highway The $14.7 billion Al Raha Beach Development, which is built on a reclaimed area along the Abu Dhabi-Dubai highway facing the coast, is due for completion this year. Its forecast residents of 120,000 upon completion would require building up to 24,500 residential units, which target both the upper middle income and high income groups. www.alrahabeach.com Khalifa A & B, Khalifa City An enormous development stretching from Abu Dhabi’s inland area of Bani Yas and Shawamikh all the way to some 30 kilometres off the main city and close to the Abu Dhabi International Airport is currently being developed as the new “”residential suburb” in Abu Dhabi. Khalifa A is on the main highway to Dubai adjacent to the Al Raha beach project while Khalifa B, is located
farther inland. The new Khalifa City is situated between these two projects. Khalifa City is envisioned as Abu Dhabi’s response to Dubai’s prestigious Sheikh Zayed Road, and will house not only residential and commercial establishments but an undisclosed number of international hotel chains as well. Mohammed Bin Zayed City Another new development whose completion date stretches until 2012 is underway in Abu Dhabi’s Mussafah district. The Mohammed Bin Zayed City, which is believed to accommodate an estimated 50,000 residents upon completion, is now undergoing construction, with budget for the project pegged at a whopping $4 billion. Some 267 mid-rise residential and commercial towers targeted at low-income earners are being built in the area. With an average household numbering 4.9, the number of residential units once this development is complete could reach up to 10,000. www.dwpltd.com www.adta.com
Saadiyat Island Marina
Abu Dhabi's Cultural District
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ANTT backing the Abu Dhabi experience Leading UAE tour operator, Arabian Nights for Travel and Tourism (ANTT) has outlined its ambition to help Abu Dhabi position itself as a holiday destination offering ‘the real Arabian experience to the repeat international traveller’.
Arabian Nights for Travel and Tourism is planning to deliver a unique brand of tour services, offering on inbound and outbound tourism. This includes catering group packages, transpiration and tours, airline ticketing, hotel bookings and so on. The company will also work at developing new market segments. The company’s initial offering is a partnership with the award winning Abu Dhabi hotel, Emirates Palace, and Etihad Airways promoting a brand new luxury package, Emirates Palace Tours. A sophisticated multi-lingual website has been developed specifically for this product.
A campaign in the Financial Times, The Banker and on BBC World will market this combination of first class return flights on Etihad Airways to Abu Dhabi with a stay in the finest suites at the 7-Star Emirates Palace.
in the air. Passengers enjoy personal attention all through their flight plus more than six feet of space, a luxurious environment, state-of-the-art in-flight entertainment and signature cuisines.
The packages include a Rolls Royce Phantom transfer to and from Abu Dhabi International Airport and breakfast, lunch and dinner for two at any one of the 7 famous Signature Restaurants at the Emirates Palace, as well as daily spa treatments for two people at the worldrenowned Anantara Spa.
Once the Rolls has effortlessly delivered guests through the magnificent gates of the Emirates Palace then they can embrace the boundless opulence of this enchanting landmark. Emirates Palace General Manager Hans Olbertz describes the hotel as “a jewel among hotels, a symbol of exemplary luxury and hospitality excellence unmatched in distinction and elegance.”
Etihad Airway’s Diamond First class fuses old-world hospitality with the best facilities
The package offers guests the chance to enjoy one of the hotel’s finest suites. The
a jewel among hotels, a symbol of exemplary luxury and hospitality excellence unmatched in distinction and elegance.
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Mr A.M Smireen, Chairman of Arabian Nights
Murad Saket, General Manager, Arabian Nights for Travel and Tourism
Khaleej Deluxe Suites for example offers complete options for entertaining with a separate lounge and a dining area, combined with truly spectacular 180degree scenic sea views. The ambience of elegant grandeur is enhanced by “exquisite
Spanish marble toppings, decorative chandeliers of textured Graniglia glass with a beige and gold finish, and 100% silk embroidered fabrics”.
With its year-round sunshine, pristine beaches and spectacular sand dunes Abu Dhabi can claim to offer an excellent destination for all types of traveller. However the ‘Emirates Palace Tours’ is certainly for the most discerning.
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Director of Sales and Marketing for Emirates Palace, Janet Abrahams comments on the hotel’s overall appeal, “The Emirates Palace has become a symbol and icon for the elite and leisure tourism, especially after winning - for the third year running - a host of prestigious awards, including the Worlds Leading Suite and Leading Conference Centre in the World Travel Awards 2007, emphasising its stature as one of the most desirable locations and venues and a unique Palace and Hotel offering to the world”. The partnership brings together some of the key players from the regions tourism industry.
Meanwhile, ANTT has a dedicated staff who can work closely with corporate clients to plan events and deliver arrangements that cost-effectively achieve their objectives. Their corporate unit comprises a team of professionals who understand corporate requirements and are able to create and manage innovative programmes and events. ANTT is able to offer unique access to a modern yet traditional capital city unmatched in the Middle East with access to free world-class facilities, vibrant cultural events, upscale shopping and sophisticated restaurants. ANTT is also planning to debut a traditional Arab desert camp that will definitely add value to Abu Dhabi as a destination, fulfilling a need for the ‘desert experience’. For further information on Arabian Nights for Travel and Tourism, Email: murad.saket@arabiannights.ae
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Silversea Cruises Voyage into New Seas Silversea Cruises launched the first ship of a four strong fleet in 1994. The ships represent the very epitome of the ‘ultra-luxury’ sector, the company itself doing much to define this concept of tourism.
As an innovator in elite travel, Silversea has rapidly become renowned among modern affluent travellers, as popular for its all-inclusive pricing, and unmatched onboard products and services from the world's most respected luxury brands, as for its exotic destinations. The striking worldwide itineraries, deluxe all-suite accommodations, high-class service and gourmet cuisine have won the cruise line Number-One Overall Luxury Cruise Line by high-net-worth consumers in the 2008 Luxury Brand Status Index (LBSI) survey, topping 19 other wellknown cruise companies, including traditional, expedition and river cruise lines. Yet the liner is pressing ahead on the path of expansion, adhering to their self-set standards of exclusivity in renovations, new ships and new itineraries. For this afternoon’s final panel discussion, “We’ve always looked ahead – now we’re looking further” Chairman of Silversea Cruises, Manfredi Lefebvre d'Ovidio, will be conversing over the responsibilities towards the global community that come with bold visions for expansion. Dubai’s mass development schemes typify this need for fresh perspectives, and it relates to all companies involved in its growing market. As part of their increasing expansion, Silversea are looking to the Middle East as a new destination for discerning voyagers. In 2008, the luxury line will have ten tours sailing
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through the Middle East region, nine of which will visit the port of Dubai, calling here on the way to or from Athens, Singapore or Mahe, along the serene Indian Ocean. As well as bringing travellers to the Middle East, the cruise company is keen to invite Middle Eastern travellers onboard as customers. With marketing strategies and pre-packaged voyages specifically appealing to the clientele of this region, Silversea are hoping to bring exclusive travel to the world’s new hub of luxury tourism. This year sees the launch of Silversea’s newly named expedition ship, Prince Albert II. The intimate yet highly exclusive vessel will set sail on June 12th from London on an Inaugural Season of voyages focusing on polar adventures. Sailing first to the Arctic Circle, Svalbard, Iceland and Greenland for the summer, the ship will then reposition to South America and Antarctica for autumn and winter voyages. Silversea are passionate about revealing the secrets of the globe to travelers and having them experience first hand the rich variations in climate, environment and culture. The company’s president Amerigo Perasso insists that tourists learn about the planet’s natural phenomena, and vulnerabilities, as they indulge in the quality services; "Adventure travel is also about
having experiences that are intellectually enriching, so every voyage will feature a carefully selected expedition team of lecturers and leading experts who will share their insights on the natural, cultural and historical highlights of some of the most pristine and secluded regions on Earth." The popularity of expedition cruising is certainly on the rise among the affluent baby boomers, and it remains popular with seasoned travelers. Both groups are known to desire in
equal measure further experience with traditional established destinations, and fresh encounters with newly developed and newly accessible areas. The relatively young tourist destinations of the U.A.E. and the increasingly popular polar adventures are perfect examples of Silversea merging new destinations with new markets.
www.silversea.com
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SPECIAL INTERVIEW
Manfredi Lefebvre d’Ovidio, Chairman, Silversea Cruises Manfredi Lefebvre d'Ovidio was born in Rome in 1953. His activity has been within the Lefebvre d'Ovidio family Trust investment portfolio. He began working in the family's businesses after completing his university studies, assuming non-executive roles.
Since 2001 Manfredi has held the position of Director and Chairman of Silversea Cruises Group of companies, Silversea were winner of World’s Leading Luxury Cruise Line in the 2007 World Travel Award. The company has 5 existing vessels, and a sixth in construction for delivery. Manfredi manages Elle Group and Elle Services, both Monaco based companies which manage the assets and companies belonging to the Lefebvre d'Ovidio investment portfolio, which encompasses various fields, including: travel; cruising; transport; real estate; financial investments and venture capital projects. Manfredi is a member of the World Economic Forum (WEF) as Industry associate (partner) governor; member of the Executive Committee of the World Travel & Tourism (WTTC); Board member of Cruise Lines International Association (CLIA); member of the Aspen Institute (Italy); member of the Deans International Council of the Harris School of Public Policy, University of Chicago; member of the Committee of Skuld; member of FAI and member of Foundation Maruzza Lefebvre d'Ovidio Onlus, INC. Manfredi is also Deputy Chairman of "Chambre Monégasque du shipping and member benefactor of the Amis du Nouveau Musée National de Monaco.
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Manfredi will be a panel contributor for todays summit discussion “We’ve always looked ahead – now we’re looking further”. BTN found out what Manfredi thinks can be achieved at the event this year. BTN: The WTTC summit is looking to provide a vision for the travel and tourism industry – how important do you think events like this are in helping to shape that collective vision? ML: I think it is very important to be able to meet various important people in the travel & tourism industry at such a significant event, to exchange our ideas and views and to plan out a future vision together, which is decisive for all of us to grow our common businesses. BTN: What is the significance of this event taking place in Dubai and what do you think the rest of the world can learn from the rapid development of tourism in this region? ML: That Dubai has been chosen to hold this exacting event proves the importance of this destination. The consequence of the rapid development of tourism in this region is the result of determination of visions, investments, communications and the capacity to put all these together. Dubai is definitely an example to the rest of the
world. From there, other countries nearby are also taking advantage of its rapid growth and they are able to develop their economy. Dubai opens the door for other cities in the area. BTN: Is the cruise business developing as fast as everything else in this region? ML: Definitely yes: The cruise business has in the last few years grown to such an extent that certain cruise lines use Dubai as a home port. The services provided are excellent and the port can welcome any kind of vessel.
particularities and strengthen our differences versus the mass market. BTN: Finally, in your view what is the single most important issue for the industry to tackle at this WTTC Summit and beyond? ML: In regards to the cruise industry which I represent, the
BTN: Are you optimistic about the growth of your sector in the next couple of years and how are you looking to develop your brand? ML: I am very optimistic about the growth in the cruise industry sector which is showing the highest expansion trend in the whole travel & tourism industry. New vessels, most of them larger and larger, will be brought to the market in the next few years. Silversea is active in the luxury segment of the cruise industry and can therefore benefit and take advantage from this expansion both from the cruise market and the luxury market. We just entered the expedition cruise market through the refurbishment of the former World Discoverer now renamed Prince Albert II and the launch cruise will be in June 2008. Our 6th vessel, Silver Spirit, which is under construction, will be ready at the end of year 2009. We address a “niche” market and we will stick to our
Manfredi Lefebvre, Director and Chariman of Silverseas Cruises
congestion is becoming an important issue both for vessels and aircrafts. The vessels are larger and larger and contain many guests and the size of the ports of call cannot keep track. Welcoming such a large number of guests includes a strong reflection about capacities of hotels, services, facilities, transportations etc. We are also facing more and more severe controls in the ecology field and in the same time our energy reserve decreases. The increasing amount of traffic is definitely a task to discuss. www.silversea.com
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SPECIAL FEATURE
Europe Awards heading to Crete Aldemar Hotels & Spa, one of the leading hotel chains in Greece, has declared 2008 as the Environmental year for the company with a number of actions, activities and synergies with non government organisations. Aldemar has incorporated the green way of thinking in its business strategy since its foundation, and has been transferring it to its employees via continuous training either on their daily work and tasks or through their active involvement.
Aldemar embodies its environmental culture in its everyday practices. Whether it involves partnerships with environmental groups, or providing communications material raising awareness on environmental issues, the goal remains the same. It is about respecting the environment through a different enhanced way of life.
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Aldemar Group contributes to the environment and invest in it. This philosophy is expressed via its environmental program and policy. “Mare Verde” is Aldemar’s environmental program for the protection of nature and the improvement of life’s quality and also a commitment to the responsible management of energy, water, raw materials and all assets given by nature. The environmental policy is applied to all hotel units and comprises of actions and initiatives concerning: • Energy saving: Every year, Aldemar invests in prevention maintenance
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programs for its facilities reducing energy loss at significant levels. Responsible management of water reserves: Each hotel unit is equipped with biological wastewater treatment systems for the proper storing and biological cleaning of wastewater. Responsible management of raw materials Recycling: It is another important pillar proven by the annual recycling results of the hotel units, such as paper, glass, cooking oil, plastic, electronic equipment. Blue Flag certificate: Maintenance of all hotels clean coasts Creation of Aldemar farm and cultivation of dietary biological products Support of Non Government Organisations (NGOs) with environmental actions: Aldemar invests in the local communities it operates, by supporting local initiatives and responding to local needs. Reforestation forms an important area of action. In cooperation with NGOs
and the public authorities, special campaigns are organised, aiming to restore the natural environment. 1) Environmental Protection Aldemar invests significantly in the creation of environmental awareness through sound corporate practices, and with its Mare Verde program develops targeted actions and initiatives focusing mainly on: Energy saving • 7,010 m2 of solar panels – one of the biggest solar fields in Europe • 85% of energy needs (hot water) is met by solar energy • 40% annual saving in electrical energy through the use of sea-water cooling for the air conditioning system • 1,320,000 Euros total investment cost on solar collectors Water management • 2 biological treatment systems in each hotel • 35% annual saving in water consumption through the use of biologically treated
water • 25 hectares of land are irrigated using biologically treated water Responsible management of raw materials • 25% of summer fruit and vegetable requirements are met by produce from Aldemar’s own organic farm • In 2007, it produced 30.000 litres of organic wine and 2.082 kgrs of organic olive oil Recycling 4,500 kgs of paper, 25,000 kgs of glass, 8,000 kgs of cooking oil, 345 kgs of batteries and 230 PC equipment. Support for environmental organisations Aldemar has been supporting the work of the Non Government Organisations and aims at contributing to their objectives on a long-term basis. Indicatively some of them are WWF Hellas, Mesogeios SOS (for the protection of the Mediterranean sea), Arcturos (the protection of bear and wolf in Northern Greece),
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SPECIAL FEATURE
Clean-up Greece, Green Globe, the Hellenic Society for the Protection of Nature, Clean up the Med, Archelon-Sea Turtle Protection Society of Greece. Moreover, the Blue Flag distinction is one of “Mare Verde” main objective and aims at ensuring that the coastal region stays clean and is managed to advantage. In the past nine years, Aldemar’s beaches were awarded with the “Blue Flag” recognition for the quality and purity of the sea waters and coasts.
a bedroom and a bathroom with big glass surfaces among the corridors and graphics decoration. That attempt intended to raise awareness to visitors, guests and other companies activating in the field of tourism and hotel. Mr. Alexandros Angelopoulos, Executive Director of Aldemar and Chairman of Council of Ideas & Action stated: “The creation of the Green Room, should excite us all. We have the power, the choice and the obligation to renew our contract with our planet”.
2) “Green Room” Initiative Aldemar also initiated an important project on a pilot phase. As a member of the Association of Greek Tourist Enterprises, and its Council of Idea & Action, Aldemar with the synergy of companies in the field of hotel, presented the Green Room in the context of XENIA exhibitions & conferences. The Green Room comprises of a number of technologies and products for energy saving. It is also divided into three parts, a living room,
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Europe Awards Ceremony 3rd October Aldemar Hotels & Spa Crete, Greece
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Savoy looks to build on Egyptian success Savoy Hotels & Resorts International is well represented in Egypt's famous holiday destination: Sharm El Sheikh, “a true paradise for those who love nature and water sports”.
They provide a wide choice of accommodation to suit the varying needs of guests and the company has been enjoying a successful time at the forefront of Egypt’s tourism boom. Emad Aziz, Chairman of the Savoy Sharm el Sheikh Hotel and Resort, tells us more:
EA: The list is a long one; easy access; charter flights from all destinations; Red Sea Coral Reef - the most preserved example in Egypt; wellbalanced accommodations for all budgets; well-balanced food, beverage and entertainment offering; a truly international atmosphere with ex-pats living here and staff from all over the world.
BTN: First of all, please tell us what is unique about the Savoy Sharm el Sheikh as a resort? For example, the Royal Savoy and the Savoy Villas.
BTN: The new Arabian Spa and Wellness Centre sounds very impressive. Has it attracted a new clientele?
Mr.Emad Azziz
EA: Royal Savoy provides truly exclusive services and the most personalised style of hospitality. It has the most spacious, luxurious Villa's in the Middle East, each with its own pool and Jacuzzi. Every villa has a state of the art interior. The hotel has spacious rooms, mostly with a pool or sea view. It has accommodation for all including families, couples and honeymooners. There is enormous culinary variety, with quality cuisines for our guests to enjoy/experience. We have a number of bars with different styles and designs and the sandy beach with its Red Sea coral reef beyond. We have our very own "Soho Square" with a mile of quality entertainment. There is so
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much to talk about here. BTN: The last three years has seen the resort win major awards, including several World Travel Awards, can you tell me what they mean to you? EA: In my view strong facilities and a personalised service come second to nothing. I am very proud of my highly trained team, who leave no stone unturned in their efforts to surpass the expectations of even our most demanding clients. The awards are a tribute to them. BTN: What sets Sharm el Sheikh apart from other Egyptian destinations?
EA: Certainly, we’re seeing new business from Saudi Arabia and Kuwait. We will further enhance it with the addition of a Turkish Bath very soon. BTN: When people stay at the resort how does it put them in touch with Egyptian culture? EA: We have developed CULTURAMA, an interactive 180 degree cinema screen with a sophisticated programming that shows the richness of Egyptian history starting from the first Pharaonic dynasty, navigating through the eras to the present day, crossing all kingdoms and all civilisations (Pharos, Coptic, Islamic, Ottoman, Kings and Presidents). This project is unique and promotes and encourages visits to all the sites shown during the 45-
minute presentation. BTN: You have spoken before about new developments in the entertainment centre. How are they coming along and how is the area changing? EA: We have developed various new restaurants, bars and shops. These include ‘Soho Square’, which has five specialty restaurants, Africa’s first Ice Bar, a night club, casino, six-lane bowling alley, ice ring, Culturama, numerous coffee bars and ice-cream shops and a 50 lot shopping arcade. BTN: How are your current occupancy levels and how do these compare with previous years? Also, can you see a change in the general level of tourism in Sharm el Sheikh? EA: In general we have enjoyed a very healthy occupancy over the current season, and we are doing our best to maintain our positive partnership with our suppliers, developing a strong relationship with our guests. In comparison to the previous year, we definitely felt the business flow increase by at least 20-30%, in terms of room nights & rates. Over the past couple of years Sharm El Sheikh has welcomed so many new entertainment sites, such as Merkato, L'estrada, El Khan, and our upscale Soho
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development, that I feel confident that Sharm El Sheikh will remain a destination that suits the requirement of a wide variety of travellers sectors. Sharm El Sheikh is also well positioned as a MICE destination with its record hosting a wide range of international political and economical conferences, meetings and forums. Savoy is a pioneer in this area with its luxurious state of the art Egypt Hall, which was the largest and most technically sophisticated facility upon its inauguration. We’re introducing another 9 breakout rooms as part of the Soho development. Sharm El Sheikh, Savoy and the Egypt Hall will then be able to host up to 2000 guests for an event. So I’m happy with the growth of tourism in Sharm across all sectors of the tourism business. BTN: Is the Savoy Sharm el Sheikh affiliated with any hotel association? Is this a beneficial arrangement? EA: Savoy Sharm El Sheikh is a world of its own, a world of quality and personalised services and rich hospitality. Sharing the Savoy name with other quality properties around the world is a benefit and we liaise with Savoy properties in major cities such as Zurich, Rome and Moscow. We share the same ambition for quality
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and hospitality. We are keen to develop an association reflecting the upscale quality of the Savoy name. Also, membership of the Egyptian Hotels Association gives us a strong positioning within the destination. Finally, being part of the South Sinai Investors Association gives us a strong positioning when discussing any development in Sharm. BTN: What are your goals and priorities for the coming months? And what is your vision for the next three years? EA: Investing in the intermediate break of the season, where we usually experience a more moderate flow of business. We do always use this opportunity to maintain the quality and status of our rooms, restaurants, and all the property's facilities. Overall though, our goal is to be the recognised leader in the hospitality industry here in Egypt. BTN: With such radical developments in the Middle East, how do you think the hospitality industry is changing? What do you think Egypt's role is to be in this? EA: Sharm el Sheikh and the
Middle East started a radical development about 15 years ago and now we see other countries coming up in the hospitality industry, countries such as Jordan, Abu Dhabi and so on. In this arena Egypt was the leader, but competition is always developing so Egypt does need to continue investing in marketing and promotion. The product is good - Egypt is well known for its rich history and different historical sites, and ancient Egyptian history is well known worldwide. Egypt has twelve months of good weather and has a very safe record. It has wonderful people who are very curious to learn about other cultures. People are warm and friendly and most speak two or at least one other language. It is moderately priced and has a considerable
amount of high standard hotel services. We believe that it makes one of the best destinations in the world, and it shows with the amount of booking we received last year. Egypt is focused on having political and social stability and maintaining a healthy environment and atmosphere for sustainable development. BTN: Finally, what project or coming events are you personally most excited about? EA: Our Soho Square project will bring Sharm el Sheikh firmly into the 21st century, providing one square mile of high standard dine & wine entertainment for all ages, as well as the highest standard of shopping.
www.savoy-sharm.com
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SPECIAL FEATURE
A Prospect for Greatness: Abu Dhabi
60 years ago anyone standing on Abu Dhabi’s 1,300 metre Jebel Hafeet peak would have had to strain their eyes to see the glimmer of civilisation sparkling in the baking desert sun, just before the distant ocean. Back then the city of Abu Dhabi was merely a bufferzone between the sea and the desert; a firm, but simple cross-roads settlement where the camel herding, date growing and pearl diving that had sustained the city’s economy for millennia still continued. No imagination outrageous enough could have foreseen that within six decades the mud huts and barasti palm fronds would be replaced with a grid of tower blocks and skyscrapers resembling a miniature Manhattan; that the traditional trades, so cherished by the families of Abu Dhabi city, would represent the staple for one of the fastest growing tourism enterprises in the world. The desert oasis of Abu Dhabi has blossomed in those 60 years, fuelled at first by oil
revenue attained during the 60s and early 70s, but maintained by Arabian ingenuity and the vision of its first family, the ruling Al Nahyan. Lying on a T-shaped island that juts into the Persian Gulf, Abu Dhabi city is the capital and second most populated city in the United Arab Emirates (approx 900,000 population as of 2008). A mere hour and a half drive South from the city of Dubai, Abu Dhabi bursts with dazzling business-comeleisure facilities ranging from cutting-edge convention centres, luxurious hotels, spas, designer golf courses, theatres and very soon, some of the world’s most famous museums. Abu Dhabi was recently pinpointed in the Harvard Business Review, an influential American publication, as one of the four places to invest over the coming decades. In an April 2008 report entitled 'The Tourism Time Bomb', Paul F. Nunes, an executive research fellow with the Accenture
Institute for High Performance Business in Boston, and Mark Spelman, the London-based global managing director of Accenture’s strategy practices, wrote of the skyrocketing demand for travel, remarking, "With new centres of economic power emerging, companies should also establish themselves in rising metropolises such as Beijing, Rio de Janeiro, Moscow and Abu Dhabi, where prices on the prime real estate will surely climb as demand outpaces availability." A sure sign that just over the shimmering desert horizon more changes are waiting for one of the most exciting economic hubs in the UAE. The Abu Dhabi Emirate was recently selected as one of the top ten destinations in the world by expedia.co.uk, UK’s largest online travel agent. The Emirate is ranked among New Zealand, Argentina, China, Cape Verde, Alaska, Reykjavik, Berlin, Boston and Liverpool as one of the Top Ten places to visit in 2008.
Explaining the choice of Abu Dhabi as a leading global destination, expedia.co.uk wrote, “Few places can have undergone such fundamental change over the past 50 years as the emirate of Abu Dhabi. Today visitors can enjoy the beach, desert safari’s, variety enough to quench even the strongest thirst for retail therapy.” Abu Dhabi’s eclectic mix of sea, sun, sand and luxurious leisure facilities has emerged from a unique ethos and heritage, establishing the Emirate as one of the cultural hubs of the Middle East. Abu Dhabi city itself is home to a number of cultural institutions including the Cultural Foundation and the National Theatre. The Cultural Foundation itself houses the UAE Public Library and Cultural Centre. Various cultural societies such as the Abu Dhabi Classical Music Society have a strong and visible following in the city. The recently launched Emirates Foundation makes grants in support of the arts, as well as
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SPECIAL FEATURE
The World Travel Awards has become one of the most important awards in the travel industry and we feel very honoured to be part of it.� Selim El Zyr, President & CEO, Rotana Hotels
to advance science and technology, education, environmental protection and social development. IPAF, the International Prize for Arabic Fiction, was launched in the capital in April 2007. On March 24 the Abu Dhabi Tourism Authority signed a Memorandum of Understanding (MoU) with the Abu Dhabi Chamber of Commerce and Industry (ADCCI) to facilitate the online completion of formalities for the issuance of new and renewal of existing licenses for the tourism-related activities in the Emirate of Abu Dhabi. The agreement was inked at the ADTA headquarters by ADTA
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Director General His Excellency Mubarak Hamad Al Muhairi and ADCCI Director General His Excellency Ahmed Hassan Al Mansouri. The egovernment initiative is in line with the ADTA's mission of developing the tourism industry in the emirate in partnership with its stakeholders while ensuring the highest quality standards. It is also in line with the ADTA's values of innovation, customer focus and leadership, ensuring the city stays ahead in world tourism activities. The next few years will see numerous development projects in and around Abu Dhabi, which include luxury
residential, resort communities and cultural acquisitions in the emirate’s coastal areas, shopping malls and hypermarkets and low, mid to high-income residential communities within the main island and the new selfcontained communities. Developments in neighbouring islands likewise engender the construction of several infrastructure projects, mainly bridges, to facilitate transportation and to encourage businesses and consumers to invest in these properties.
Middle East Awards Ceremony 27th November Emirates Palace Abu Dhabi
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Brazil's position in a globalised context Written by Mario Garnero, CEO, Brasil Invest for the WTTC Report As one of the major emerging economies on the planet, Brazil is leaving behind its reputation as a "country of the future"; to actually become one of the leading players of the global market, whether denominated as one of the BRIC countries, as coined by Goldman Sachs, or any other name we Brazilians may create. Mario Garnero, CEO, Brasil Invest
From an economic vantage point, Brazil is already benefiting from an ever increasingly interconnected economy. Some 50% to 60% of total exports are already being handled by multinational Brazilian trading companies. Furthermore, the management skills needed to train personnel for the business are also a vast and productive legacy that foreign trade left to Brazil. Other relevant contributing factors are the exchange of knowledge prompted by the universities brain exchange and by the products and technology imports this country currently receives, and exports. Before Brazil entered the global market, it lacked people equipped with the skills needed to take advantage of the opportunities; but today Brazil has an extraordinary diversity of brains and technologies. Brazil's first giant step towards becoming more aligned with the world economy was the creation of Mercosur (The Southern Cone Common Market), which initially lifted
trade barriers imposed on its neighbouring countries – Uruguay, Paraguay and Argentina. Notwithstanding, the opening of the Brazilian market to the world economy brought the clearly foreseeable problems inherent to any country that is not ready in terms of structure and technology to face foreign competition. Many domestic economic sectors suffered a hard blow and, unfortunately, many companies succumbed. But, with time, the Brazilian business community adjusted, and continues to adjust, to the new global market reality. Both large and small entrepreneurs realise that it is useless to complain. A lot of effort is required to compete in a globalised market, but no matter how tough it may seem, it does pay off in the end. After undergoing an economic slowdown in 2003, when GDP rose a puny 1.1%, Brazil managed to get back on the sustainable growth track, and grew 5.2% in 2004, 3.1% in 2005, 3.7% in 2006 and 5.4%
in 2007. These growth rates could have been even higher were it not for some age-old problems the country has had to deal with. From a social viewpoint, Brazil is still a country of extreme contrasts, in which one sees extremely wealthy areas and poverty-stricken areas side-byside. But, then, does, any country lack contrast? Switzerland or Norway, perhaps. The problem here is not poverty itself, as poverty is intrinsic to the capitalist development model. What is unacceptable is to have a large majority of poor, while all the wealth remains in the hands of a few. To situate Brazil in a world ranking, its current human development index stands at 0.800, placing it 70th among 177 countries – in the high human development group for the first time though. Nevertheless, there is a development model Brazil could follow in order to improve its economic and social position – the international insertion model followed by
many economies. Brazil has all it takes to double its exports by 2010, from the current US$ 160 billion to little over US$ 300 billion. At this level, the Brazilian economy would consume between US$ 220 billion and US$ 250 billion in imports, resulting in a spectacular trade balance that would ensure Brazil's standing membership to the club of the world's wealthiest and most prosperous nations. Optimism? No: Merely a projection base on recent results achieved by the Brazilian private sector's export efforts. From 2001 to 2007, Brazil jumped from US$ 50 billion to US$ 150 billion in foreign market sales. Moreover, growth is sustained – roughly 60% of this result is due to sales and purchases among companies themselves – and furthermore, exponential. The numbers indicate that the trend will continue. Coupled with other important factors, the volume of exports has caused our economy to reach its current total of US$ 1.5 trillion, which
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makes it larger then Italy's, for example. An economy of this size need not indulge in wishful thinking; it needs to establish doubling its total exports as a real objective for its export agenda. However, Brazil's weight in the world today is still very small when compared to its potential, given that its foreign trade accounts for a mere 19% of GDP. It is pointless for Brazil to claim regional leadership, when its actions on the international market are out of step with this assertion. In relation to the Middle East, Brazil is half-way along to road to building successful trade relations with its countries. Brazil currently exports insignificant amounts to the region, but the region's population has a great
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potential to consume Brazilian products, especially those of the build and food sectors. One of our weaknesses is that we have not yet set up any distribution centre in the Middle East although some Brazilian companies are already operational in the area. Others will certainly follow suit since Brazilian and Middle Eastern business interests seem more aligned then ever before. Over the last three decades Brazil has numbered amongst the world's 15 largest economies and has become a leading regional power both in political and economic terms. It has a vast and varied gamut of natural resources and boasts state-of-the-art technology in such sectors as bio fuel, oil drilling and aviation. In fact, a country of such
geographic and economic proportions as Brazil cannot possibly remain content to play a minor role in the world. We Brazilian business people must expand the geographic scope of our operations. We must fuel our ambition to conquer new markets. We must establish direct contacts with other major players in the world economy, be they located in the Americas, Africa, Asia, or in distant Oceania. The course to take is daring – daring to ensure Brazil's position as a leader among the nations of the world.
South America Awards Ceremony 21st October Rio de Janeiro Brazil
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FIFA and Emirates – A “Match” Made in Durban The travel and tourism industry is increasingly broadening its horizons through astute partnerships and affiliations with other global leisure marketers.
Such lucrative partnerships represent the new globalised industry and its policies to channel gains to all sectors of the international community. The African Connection In March this year FIFA, with its new partner MATCH Hospitality AG, launched the official hospitality programme for the 2010 FIFA World Cup and the FIFA Confederations
at the stadiums (including private suites and lounges, marquee tents, catering, parking, transportation, entertainment and gifts) and, for the first time, optional full hospitality packages including tourism activities, accommodation and transportation in South Africa and neighbouring countries. Although this is the fist FIFA World Cup to take place on African soil, the South African
hospitality programme provides a lot of business opportunities to various sectors, from transportation to tourist packages and service providers." Yet while FIFA are keen to facilitate the some 400,000 international visitors expected, there are also steps’ being taken to guarantee the event touches as broad an audience as possible, in the most meaningful way. This ultimately entails,“ensuring that the benefits of the FIFA World Cup are felt by all sectors from multinational to family businesses,” stated South Africa's Minister of Environmental Affairs and Tourism, Marthinus van Schalkwyk. “It is an excellent example of a government working hand in hand with the tourism industry and broader stakeholders towards a common goal. The initiative provides tremendous global marketing potential for
SMMEs (small, medium and micro-enterprises)." Everyone involved in the operation is agreed on the ultimate reward; to enhance international awareness of South Africa as a world-class tourism destination. Emirates – A First Class Partner Following their highly successful involvement in the 2006 FIFA World Cup, Emirates recently signed a US$195 million deal to become a FIFA Partner from 2007 to 2014. As a FIFA Partner, Emirates has rights to all FIFA events, including both the 2010 and 2014 FIFA World Cups, enhanced media exposure plus an association with FIFA's special events and development initiatives. The colossal weight of a name like Emirates is a sure factor in the certain prestige of the impending tournaments. The
Sepp Blatter, President of FIFA, with Emirates Cabin Crew
Cup 2009. Both to be held in the global destination of South Africa, all sales and tourism commerce directed towards the games have been specifically designed to benefit the host region. “For FIFA, it is very important to give the host market priority in various areas and therefore we are very pleased that South Africa has been given prime access to the hospitality packages," said FIFA Secretary General Jérôme Valcke. The FIFA Hospitality Programme covers services such as match tickets, facilities
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partners on board have longstanding, successful relationships, not-to-mention expertise, on the football marketing scene, ensuring the success of the ambitious hospitality regime. “The FIFA World Cup is a great opportunity to showcase the richness of our country to guests from around the globe. I am delighted that MATCH Hospitality is working with the local industry to activate this key programme," said Danny Jordaan, CEO of the 2010 FIFA World Cup Organising Committee, who added: "The
HH Sheikh Ahmed Bin Saeed Al-Maktoum, Chairman and Chief Executive of Emirates Airline and Group with newly appointed Franz Beckenbauer as Global Ambassodor
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our passengers. It allows us to share and support their interests and to build a personal relationship with them," he says. While Emirates was Official Partner during the 2006 World Cup in Germany, their name featured prominently on billboards and many hospitality facilities. In doing so Emirates became the first airline to sponsor the world's premier football tournament. The airline’s other involvement in football includes their record breaking £100 million GBP sponsorship of Arsenal Football Club. Maurice Flanagan CBE, Executive Vice Chairman of Emirates Airline & Group, has said, "Our relationship with FIFA is one we value highly. It is a high-profile partnership which supports our plans to expand our network to serve most of the world's major cities." Maurice Flanagan CBE - Executive Vice Chairman, Emirates Airline and Group
Dubai-based airline’s reputation as a vastly successful carrier
is an unprecedented feat for an airline. Sheikh Ahmed bin
The colossal weight of a name like Emirates is a sure factor in the certain prestige of the impending tournaments
has extended away from the runway to a plethora of international sporting events. Its sponsorship of an impressive and ever-widening variety of high-profile events, in the UAE and all over the world,
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Saeed Al Maktoum, Chairman and Chief Executive of Emirates Airline and Group, sees sponsorship as a vital element in the airline's marketing strategy. "We believe it is one of the best ways to integrate with
Emirates supports a wide variety of other top level sports, further enhancing the lucrative potential of the promotion. The list runs like a directory of the world’s major sporting events; the Dubai World Cup (Group I), the world's richest horse race; Australia's Emirates Melbourne Cup; Melbourne Cup Carnival; Gold Coast Turf Club; Australia Jockey Club Autumn and Spring Carnivals,
Newmarket (UK); the Curragh (Republic of Ireland) and the Singapore Derby. In America, Emirates is a title sponsor of the Emirates Airline Breeders' Cup Filly & Mare Turf and the Emirates Airline Breeders' Cup Distaff, America's richest day of racing. Emirates also puts its promotional muscle behind the Emirates Team New Zealand's bid for the America's Cup PGA European Tour's Dubai Desert Classic; the IRB World 7s Rugby Series tournaments in Dubai, England, Wales and South Africa; the Dubai leg of the UIM Class 1 World Offshore Powerboat Championship; the Dubai Tennis Open; Collingwood Australian Rules football team and the International Cricket Council's international panel. Thanks in part to this wideranging promotion of an increasingly global brand, Emirates has grown at a remarkable rate and is among the world's 20 largest and most profitable international airlines, now serving 87 cities in 59 countries in Europe, the Middle East, Africa, Indian subcontinent and Asia-Pacific. In time for the tournaments Emirates will have greatly increased its flights to South Africa from the UAE, and other major airports. Connections therefore are forming, not only through corporate alliances, but also through physical paths of travel.
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Cricket World Cup news, places to visit, eat and stay in all the cities hosting the games are available in the palm of your hand at Cricket.city.mobi on your cell phone. Don’t forget to bookmark this in your phone browser...
Golden Temple in Amritsar by Night.
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ALTM 2008 builds on stunning debut Asia Luxury Travel Market 2008 is set to be almost double the size of the 2007 inaugural event and has already become a must for key players in Asia’s luxury travel industry.
The success of ALTM 2008 is thanks to a larger presence from some of last year’s exhibitors as well as a host of new names who don’t want to be left out. “We expected ALTM to grow quickly, just as its sister event ILTM (International Luxury Travel Market) did when we started it seven years ago,” says ALTM and ILTM founder Serge Dive. “But the pace of growth of ALTM has surprised even us. It’s been even more rapid than that of ILTM, which shows how excited everyone is about the enormous growth potential from Asia.”
Another of ALTM’s new exhibitors, Luca Fanucchi of The Coselli Collection, commented that: “Throughout the years, the Coselli Collection has been a leader in providing luxury Italian fine living in historic Tuscan villas to guests from throughout Europe and the USA. We are now keen to expand our profile and introduce our villa collection to the Asia Pacific Market. We feel that the Asia Luxury Travel Market provides us with the perfect opportunity to launch into this market through its well established and concentrated network of dedicated luxury travel buyers. With Asian outbound travel forecasts predicting substantial growth, especially for high quality accommodation and service providers, we are looking forward to our first year with ALTM in Shanghai.” Due to the growth in the number of exhibitors attending ALTM this year, the show’s organisers
have increased the number of VIP Buyers invited to match Exhibitor demand. ALTM is organised like a private club, in that attendance is by invitation only and the VIP travel buyers are flown in and fully hosted by the show’s organisers. This ensures that exhibitors get to meet only the most important travel buyers from the region, who have been identified and pre-screened by the show’s team of industry experts.
expanding this lucrative segment of our market.”
One of ALTM’s new VIP Buyers Jan Musgrave, CEO of Bill Peach Journeys explained why she will be attending the show: “With Asia being one of the fastest growing areas within our travel portfolio, we are excited to have the opportunity through ALTM to source luxury products. Our aim at this event is to meet with prestigious operators of this region to partner in
The majority of VIP Buyers who attended ALTM 2007 have also committed for the 2008 event; amongst them representatives from Virtuoso Australia/New Zealand, American Express Asia Pacific, Quintessentially, Ten Lifestyle Management, as well as many independent travel organisers catering for niche luxury travel.
Unlike any other trade show, ALTM works on a unique appointment system, where all appointments between buyers and sellers are organised prior to the event. It’s a win-win situation which ensures both buyers and sellers are able to select who they want to meet with without wasting valuable time.
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This year’s new exhibitors include the ultra chic Bulgari Hotels & Resorts, the UK’s Maybourne Hotel Group which comprises three of Europe’s finest hotels, Claridge’s, The Berkeley and The Connaught, Tourism Ireland, Lufthansa Private Jets, Regalia Hotel Group, Bombardier Skyjet, International, Turismo Madrid, Dreamscape International and Luxury Australia which features Orion Expedition Cruises and Wilderness Australia.
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Shanghai - driving the China boom
Tourism in China is a booming industry and it has become one of the fastest growing sectors for China's economy. It is estimated that, by 2020, China could be the world’s No.1 tourism destination and the fourth-largest nation of tourists.
China is forever linked to its ancient civilisation, friendly people, and many of the world’s most revered treasures, such as The Great Wall, Terra-Cotta Warriors & Horses and the Yangtze River. One of the countries key attractions are its major cities, and Shanghai is developing very quickly, the leading light of China's recent economic growth. Shanghai has a history dating back 700 years, and was once the financial centre of the Far East. Since the reforms that began in the 1990s, great changes have taken place in the city and the municipal government is working towards building Shanghai into a modern metropolis and into a
world economic, financial, trading and shipping centre by 2020. Like everything in this region, Shanghai is changing fast and in recent years a number of new buildings and attractions have been added to the city. These include the Oriental Pearl TV Tower; Shanghai Museum; Shanghai Library; Shanghai Stadium; Shanghai Grand Theatre; Shanghai Circus City; Shanghai Science & Technology Museum; Shanghai City-Planning Exhibition Hall and Jin Mao Tower. They have literally changed the face of Shanghai. The city has many colourful festivities, like the Shanghai
Tourism Festival and Shanghai China International Art Festival and these have attracted an increasing number of tourists from home and overseas. Shanghai's tourist infrastructure is getting more and more accomplished. There are more than 300 starrated hotels with over 50,000 rooms. Shanghai is an ideal "paradise for shoppers". It has flourishing commercial streets and shopping areas like the famous Nanjing Road Pedestrian Mall; Huaihai Road; Sichuan Bei Road; Yuyuan Commercial and Tourist Area; the Ever Bright Commercial City; Xujiahui Commercial City and Zhangyang Road Commercial City in Pudong.
Shanghai is also a paradise for gourmets. There are over a thousand restaurants serving the 16 different styles of food in China, such as the Beijing, Sichuan, Guangdong, Yangzhou and Fujian. There are also Western restaurants serving French, Russian, Italian, English, German, Japanese and Indian food, and also Muslim and vegetarian food. In 2002 Shanghai succeeded in winning the bid to host the World Expo 2010. World Expo 2010 is the occasion for China to “bring the world home, and for the world to feel at home in China.” By dedicating a 5.28square-meter area at the core of the city to exhibitions,
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events and forums on the Expo theme, "Better City, Better Life," Shanghai is hoping to build a powerful and lasting pilot example of sustainable and harmonious urban living. Asia Luxury Travel Market is the region’s only event exclusively for the luxury travel industry, and will be held in Shanghai from June 16-19, 2008, at the Shanghai Exhibition Centre. This follows the resounding success of its inaugural event in June 2007. Most of the world’s top sellers of luxury travel who attended the three-day invitation-only gathering in 2007, have already signed-up for ALTM 2008 and another 1,000 sq metres of
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exhibition space has been added to fulfil demand. Organised like a private club, the unique invitation-only event showcases leading luxury travel suppliers to fully hosted VIP travel buyers. ALTM now intends to double the number of hosted buyers attending the event in 2008. Unlike any other trade show, ALTM works on a unique prearranged appointment system, where all appointments between buyers and sellers are organised prior to the event. It has proved to be very successful.
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SPAS GET UPFRONT AND SERIOUS
Leading international leisure writer Emily Bamber examines a significant development in the spa industry in 2008
The vast and ever-growing range of pampering treatments available in the world’s spas make it easy to forget the spa movement originated in health programmes tailored to medical conditions. But the hotel spa industry is moving back towards its roots, according to SpaFinder, the world’s largest spa marketing company which researches thousands of properties around the world – and 2008 will be the
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year it happens. “Any five-star hotel worth its salt wants a spa these days,” said Chief Executive Kevin Turnball. “But people can get a massage at their local gym – premium hotels are realising a proper spa offering needs to be much more serious.” The ultimate evolution of this concept is the ‘destination spa’ – a resort that is focused entirely around wellness at
which personal programmes are created for each client with a final aim in mind, such as weight loss, detoxification or stopping smoking. The concept was born in the US at resorts such as Canyon Ranch, Golden Door and Ranch La Puertaand and this key trend is now being seen at resorts across Europe, such as Champneys Health Resorts in the UK, SHA Wellness Clinics in Spain and Richmond NuaWellness Spa in Turkey. In Asia, Six Senses has been moving towards a holistic approach for a while, with innovations such as its Balanced Cuisine menu at the Evason Hideaway at HuaHin in
Thailand to complement the work that’s taking place in its Earth Spa. But the company is going one step further and this year opens its first destination spa, also in Thailand, on an island off Phuket. At Six Senses Erawan, diagnostic treatment is given on arrival, the landscape is edible to shoulder height and staying here is about ‘complete immersion into healthy and mindful living’. Buy in a brand or develop their own? As they make the decision to get serious, hotel groups are debating whether to import spa operators such as Elemis, ESPA or CinqMonde, or to create their own spa brands.
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This is something Jumeirah Hotels and Resorts is doing – it recently launched ‘Talise Spa’ at Madinat Jumeirah in Dubai and plans the next opening for the Jumeirah Han Tang Xintiandi in Shanghai in December. Future Talise Spas will open in the next two years at the Jumeirah Beach Club Resort and Spa, Jumeirah Living, Jumeirah Business Bay and Jumeirah Bab Al Shams Desert Resort and Spa. Shangri-La Hotels and Resorts launched ‘CHI, The Spa at Shangri-La’ back in 2004 and plans to have them operational in more than 20 hotels and resorts by 2012. The concept draws inspiration from the origin of the Shangri-La legend, high in the Himalayan Mountains. “Shangri-La was the first luxury hotel group to develop a spa concept intrinsically linked to a specific geographical region,” said Senior Director, spas and healthclubs, Ian Brewis. “Spa treatments, products, architecture and interior design are all based on this strong ‘DNA’.” The company’s next CHI venture will see a spa ‘village’ at Shangri-La Phuket when it opens in 2010, with 200sqm villas offering ‘spa within a spa’ and direct access to the facilities.
The Guishi_hot_stones_massage at Banyan Tree.eps
Meanwhile, the global spa brands continue to work with some of the best hotels and locations in the business – Gleneagles in Scotland opened an ESPA destination spa in March and another is on the
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Assawan Spa & Health Club at Burj Al Arab, named World's Leading Hoel in the 2007 World Travel Awards
way at newly refurbished The Franklin in London.
From Private Island to Main Street
Elemis has three day spas at the new Heathrow Terminal Five. Elsewhere, Per Aquum rebranded in 2007 and launched Lime, a spa brand created around individual clients’ needs, and is opening destination spa Soul SalusFushi in the Maldives later this year.
Outside of hotels and resorts, ‘spa’ is becoming an umbrella term for all wellness and relaxation, detox and beauty, fitness, nutrition and body education wherever it is found – and the consumer seems comfortable with the changes afoot.
As spas refurbish and reposition away from pampering towards wellness, one of the problems raised at the first Global Spa Summit in New York last year was taking staff along with them. “Knowledge and expertise among hotel management can be patchy,” said Turnball. “Some really get it, but others just see a spa as a cost, and we hear horror stories about hotel spas having no permanent professional staff, just local contractors on a per-booking basis.”
The Middle East’s first all-women’s day spa has opened in Saudi Arabia, and treatment centres and programmes for expectant mothers are appearing – Cupcake Spa opens in London this month and SomVisao Urban Ultrasound Spa and Wellness Centre opened in Vancouver in March.
The challenge of recruiting and training quality spa staff is being increasingly met by hotel groups, such as Banyan Tree and ShangriLa, building their own spa schools –about 60 trainees graduate with Shangri-La Spa Academy Certification each year with a further 20 receiving professional spa management training.
Want-to-be parents are being catered for too – the Raj Ayurvedic Spa in Iowa has a program for infertility, the Ritual de Fertilidad at the Tides Riviera Maya, the Lunaception Treatment at the Qua Spa at Caesar’s Palace and Fertility Reflexology and Fertility Yoga at The Spa at Little Dix Bay in the British Virgin Islands all address pre-conception health in a holistic environment. With the growing emphasis on wellness, spa operators are also turning their gaze on their gym facilities, according to SpaFinder – which is seeing
fewer fluorescent strip lights and more waterfalls, fine art and the sort of ambience for which spas are loved. The trend is being led by ambitious gym design projects at spas such as Gwinganna in Australia, Clay in New York and Italy’s forward thinking Techno Gymcompany. More ‘spas’ are appearing on the high street for on-the-move fixes, in salons and sports clubs. You can buy spa gift cards in newsagents, find spas on cruise ships and treatments offered in premium-class airline lounges. Whether having cellulite treatment on a private island spa in the Maldives or a facial in the city shopping centre, wellness is still strongly on the agenda – even if a little pampering takes place in the process. More Trends at a Glance • Spa real estate: residential communities built around wellness centres • Therapist as the star: booking by name not treatment • Luxury detox: purifying programmes being offered in five-star surroundings • Sleep: sleep directors and sleep health workshops are appearing • Spa ‘theme parks’: concept launched at Center Parks in the UK, one entry price, multiple water treatments
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Investing in a Better World: The United Nations Foundation The United Nations Foundation (UNF) supports the United Nations, its causes and activities, through a combination of advocacy, grant making and public-private partnerships. By implementing strong relationships between the UN, world governments and a broad range of industry the UN Foundation has helped cultivate forward-thinking, globally aware perspectives on some of the world’s most pressing problems. Since entrepreneur and philanthropist Ted Turner’s
historic donation of US$1 billion in 1998 the UNF and its sister project, The Better World Campaign, have awarded grants of over US$900 million in support of UN projects and activities in 115 countries. Of that figure, around US$400 million came from its dozens of partners and thousands of grassroots donors – a symbol of the complex web of generous and thoughtful minds the UN Foundation has unified through its many projects. Erika Harms, Executive Director of Sustainable Development, UN Foundation (USA and Costa Rica), is one of the judges for 2008’s Tourism for Tomorrow Awards. The awards are organised by the World Travel and Trade Council (WTTC) and have gained international
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recognition for shedding light on some of the world's best practice examples of sustainable tourism and development.
Global Leadership for Climate Action (GLCA), aims to mobilise and invigorate political will towards an agreement on climate change beyond 2012.
In the 10 years since its inception the UNF has fostered partnerships and campaigns with truly global reach, assuring that a diverse range of issues have received its attention. The programmes outlined here in brief offer only a fleeting glimpse into some of the Foundation’s most pressing causes.
Environment and Tourism The UN Foundation’s Biodiversity and Sustainable Development Programmes focus on supporting the conservation of internationally recognised World Heritage sites highlighted because of their global value. The UNF believes that nurturing sustainable relationships between people and their environment can only be done with the full support of the industries that maintain our modern lifestyles. The World Heritage Alliance (WHA) was launched by the UNF and Expedia, Inc. in a move to preserve and protect
for Sustainable Tourism include a partnership with Jordan’s Ministry of Tourism and Antiquities to help promote and protect Jordan’s world renowned heritage sites. Announced in Jordan’s capital city of Amman in October 2007, the partnership aims to preserve and protect the regions designated UNESCO World Heritage sites whilst investing in the future of responsible tourism. According to Ted Turner, founder and chairman of the UNF: "Jordan is a birthplace of civilisation and its sites serve as important reminders of the importance of the intersection of historical, cultural and community values. More people should experience this history, our global history and to do so with an understanding of how they can tread lightly and give back. That
Energy and Climate Change The UNF is working with the United Nations, governments, NGOs, and the private sector to address the challenge of global climate change. Through the development and implementation of sustainable, clean energy solutions the UN Foundation and its partners have begun managing some of the drastic changes that are needed across both the developed and developing worlds. To fill the void left after the Kyoto Protocol officially ends in 2009, the UNF has helped bring together a task force of world leaders committed to addressing climate change through international dialogue. The resulting initiative, The
the partnership aims to preserve and protect the regions designated UNESCO World Heritage sites whilst investing in the future of responsible tourism
UNESCO World Heritage sites and promote responsible tourism. By encouraging the travel industry to adopt sustainable business practices and support community-based tourism development the UNF has helped oversee the emergence of a more environmentally conscious traveller and consumer. Recent initiatives of the WHA
would go a long way in fostering greater understanding and peace in the world.” A declaration that truly echoes the global perspective and forward-looking approach the UN Foundation’s many campaigns and projects have come to represent.
www.unfoundation.org
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SPECIAL FEATURE
Travel Excellence Guaranteed
World Travel Awards cordially invites you to celebrate the achievements of the travel industry in an evening of relaxed dining and networking on the eve of this years World Travel Market. Great Room, Grosvenor House
In the elegant surroundings of London’s Grosvenor House’s Great Room, you are invited to a night of cocktails, fine cuisine and conversation with an invited audience of the travel and tourism industry’s leading lights. The World Travel Awards Gala Reception will be a unique opportunity for the global travel trade to meet, network, and conduct business on the evening prior to World Travel Market in an informal and relaxed setting.
• Network with fellow Senior Industry Figureheads • Sample the finest cuisine from around the world • Enjoy cocktails and wines from award winning vineyards • Relax and socialise in exceptional style To register your attendance at this year’s most exclusive networking event please visit www.worldtravelawards.com /galareception
The Award bolsters London’s position as the number one city destination in the world and tops an incredible year for the UK capital.” James Bidwell, Chief Executive, Visit London, comments on winning Europe’s Leading Destination in the 2007 World Travel Awards
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London – the most popular city destination in the world
– because after all they are in London.
contribute to its status as a major global metropolis.
World Travel Awards’ Gala Reception
London is a city full of contrasts – it inspires, stimulates and mystifies at the same time. With its diverse attractions, fascinating history and endless opportunities for entertainment by day and night, the city is undoubtedly one of the greatest destinations the world has to offer. Whether visitors stop for afternoon tea in colorful Piccadilly Circus, take a regal stroll past Buckingham Palace or later in the evening enjoy a show at the famous Royal Albert Hall, whatever they decide to do, they will be doing it with style and sophistication
As the capital and largest urban area of England and the United Kingdom, London has become one of the most popular tourist destinations in the world which has increased over the years due to the city’s economic growth. London boasts various World Heritage Sites such as the Palace of Westminster, the Tower of London, the historic settlement of Greenwich and the Royal Botanic Gardens, Kew. It is one of the world’s leading business, financial and cultural centres and its influence in politics, education, entertainment, media, fashion and the arts all
London’s diverse population draws from a wide range of people, cultures and religions, and over 300 different languages are spoken within the city. It is an international transport hub, with five major international airports serving the area and a large port. It serves as the largest aviation hub in the world, and the multiterminal Heathrow Airport carries more international passengers than any other airport in the world.
17:00-19:00 9th November 2008 Great Room, Grosvenor House, London
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Eurostar enjoys strong start to 2008 Eurostar has reported a 21.3% rise in traveller numbers to 2.17 million between January and March 2008, compared with the same period last year.
Ticket revenues increased by 25.2% to £178.4 million during the first full three-month period of carbon neutral journeys on High Speed 1, the new 186mph line between St Pancras International and the Channel Tunnel. The record traveller numbers and revenues follow Eurostar’s highly successful, overnight move of services to St Pancras International and High Speed 1 last November. Factors driving up demand include faster journey times, more connections to towns and cities across Britain, even better punctuality and the public’s growing desire to switch to less environmentally damaging forms of transport. An early Easter, the leap year and Six Nations rugby tournament also
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gave an extra boost to the traveller and revenue figures. Operating with new stations, a new railway and new depot, Eurostar achieved record punctuality of 93.6% of trains on time or within 15 minutes of schedule during the first quarter, even higher than the figure for 2007. Eurostar’s ontime performance compares with an average of 68% during 2007 – the latest available data - for the airlines competing on its routes. From the regions, the number of travellers using Eurostar for high-speed journeys to mainland Europe has increased substantially since the introduction last November of low-cost through fares from 68 towns and cities across Britain.
An independent YouGov survey suggests that society’s views about how they travel are shifting. More than half the UK public (57%) now has concerns about environmental impact when planning a journey of 300 – 400 miles. A third (33%) say that environmental concerns about a short-haul journey are more or much more important to them than a year ago, compared to just 3% who say environmental concerns are less or much less important than before. The survey also signals that people are starting to act, and expecting others to do so. One in twenty (5%) says that over the next year or so, environmental concerns mean they are planning to switch
from plane to train for journeys within the UK or to closer European destinations. More than a third (37%) agree or strongly agree that in a few years’ time, environmental concerns will have made shorthaul flying socially unacceptable where there is an alternative of going by train. A quarter (25%) of the UK public says that, having heard about the “Tread Lightly” initiative, they are now more likely to use Eurostar. Over the last 12 months, Eurostar has: • Become the first train operator in the world to make all journeys carbon neutral, at no extra cost to travellers (from 14 Nov 2007)
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• Purchased over 40,000 high-quality carbon dioxide (CO2) offset credits from renewable energy projects in China and India
therefore recalculating a new, lower baseline against which to report progress in reducing its CO2 emissions per traveller journey.
• Installed a less environmentally damaging refrigerant on most of the train fleet, seven years before the EU deadline
Richard Brown, Chief Executive, Eurostar, said: “We are delighted at the public’s ever growing desire to travel by Eurostar. It shows that High Speed 1 and our fabulous new stations are capturing people’s imagination, combined with the fast, reliable and green advantages of our high-speed trains.
• Procured energy from lower carbon sources for the new UK head office, Temple Mills depot and Ashford International car park • Introduced a waste management facility at Temple Mills, helping to maximise the amount of waste that is recycled or sent to an energy recovery plant, and ensuring that close to zero goes to landfill. Eurostar now actively monitors actual train energy consumption using on-board metering equipment. This has established that actual train energy consumption is less than projected. Eurostar is
“I am pleased that we are making progress on our Tread Lightly initiative. As I said a year ago, we don’t have all the answers, but we are chipping away at reducing our environmental impact and we will keep at it, right across the business. What’s great is that both our staff and our travellers are ‘doing their bit’ and making difference. We all have a duty to act.” www.eurostar.com Richard Brown, Chief Executive, Eurostar
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SPECIAL INTERVIEW
Visit Britain chief hails domestic success
Christopher Rodrigues, Chairman of Visit Britain explains why the industry will need careful management and targeted investment to build on its current achievements and navigate the challenges and opportunities of the next decade.
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Yesterday Christopher introduced the session ‘Human inspiration - world changing answers’. BTN caught with him to find out more. BTN: What does tourism do for Britain?
million people directly and another 2.5 million indirectly. We have just reported the best ever year for inbound travel with visitor numbers up 8% to 32 million and London is the most popular city destination in the world.
CR: Tourism is Britain’s 5th biggest industry. It employs 2.1
Over the years, the ravages of time, conquest, war, plague,
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SPECIAL INTERVIEW economic expansion and human intervention have all changed the look and feel of Britain and created the fabric and patina of this green and pleasant land - a land that sustains a visitor economy worth some £85 billion. BTN: How important is sustainability in the debate about tourism growth and investment? CR: In this country, the visitor economy matters and taking sustainable tourism seriously must be a priority. But it is not a simple issue. Britain’s lasting attraction lies in its unique combination of heritage, culture, cutting-edge modernity and commercial enterprise. Adaptation to external forces is in our culture. Christopher Wren’s tombstone invites those who seek his memorial to look around them. Wren’s London was part of a regeneration project following the Great Fire. The evidence of years of evolution makes me optimistic about our ability to adapt to climate change in our tourism economy. More sun would be nice - particularly after this year’s floods – and our growing domestic wine industry would prosper. Rising water levels would change our coastline as they have done for thousands of years and they would prove a clear threat to low lying areas. But, it is telling that the growing appetite for improved flood defenses is not driven by tourism - it is driven by survival. I suspect that survival will be the primary driver of Britain’s response to climate change. The tourism industry will adapt to the way the country adapts to climate change. Not vice versa. BTN: What are the growth prospects for UK tourism and how can we balance that with the reality of climate change?
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CR: All the statistics point to 50% more tourists globally in 10 years. Think about this from a UK perspective; 50% more visitors to Heathrow on a Monday morning; 50% more visitors to the Lake District; material strain on our already stretched infrastructure. With growth prospects like this we risk our industry’s success being the catalyst for its own undoing unless we act in a cohesive way. I believe the immediate risk of damage to our industry from climate change is that tourism is demonised for its carbon footprint and taxed or regulated in ways that have material, unintended and detrimental, consequences because we haven’t been seen to take action ourselves. In most of the developed world the industry has been working hard for twenty years to get tourism accepted as a real industry with a voice that is heard at our governments’ high tables. Interestingly this is less of an issue in developing markets where tourism represents a high share of GDP than it is in developed markets like the UK.
BTN: How important will the 2012 Olympics be in generating further growth for Britain’s inbound business? CR: Britain must grasp the opportunity presented by the Olympics to showcase the best
additional tax revenues – and you seriously consider allocating nothing to achieve it. In the words of today’s teens “How crazy is that?” The fact is that achieving the tourism benefits of the
the Olympics will depend on matching investment and commitment from the private sector with some modest partnership funding from the public purse.
of Britain overseas, particularly in the developing world. I owned a piece of the Olympics in my prior role as head of Visa International. We knew - as did all the other sponsors – that to make the Olympics work for you, you have to invest in merchandising the property. To allocate nothing to achieving the tourism benefit from the Olympics – as many fear the Government may do – will
Olympics will depend on matching investment and commitment from the private sector with some modest partnership funding from the public purse. Tactical promotion is rightly primarily the job of the industry. VisitBritain already devotes much of its overseas resources to supporting these efforts. But International market development cannot be left to the private sector
As always our case needs to be prefaced by restating tourism’s credentials as an economic and political force for good. We also need to remind people that many in the industry have been in the business of sustainable tourism for some time. We will also need to remind the zealots who would ban long haul travel or tax it out of existence that in addition to the impact on this key British industry they would also be responsible for devastating the many developing economies that depend on tourism for a major part of the GDP. We need a balanced set of solutions - not a collection of knee jerk reactions.
result in only one thing - a gold medal for marketing myopia. The facts scream out the need to act. An independently estimated £2.1 billion opportunity to grow the Visitor Economy that could be worth as much as £500 million in
alone in an industry of small businesses. Britain can leverage VisitBritain’s overseas network and deliver world-class destination marketing development – but not without some seed capital. www.visitbritain.com
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PAY-PER-CLICK GETS INDUSTRY HOT UNDER THE COLLAR Specialist online travel writer Martin Cowen takes a closer look at threats to Google
‘Death and taxes’ were two certainties of the human condition in 1789. Today, the increasing importance of technology in every aspect of our life, and the continued growth of demand for travel, can be added to the soundbite, usually attributed to Benjamin Franklin. Googling the phrase, however, reveals that the certainty of death and taxes was first
bookings, and recent rumours about a potential move for Expedia came and went. It insists it only wants to help users research their trip, while giving suppliers the chance to advertise their services to customers. And with a share of the search market in major outbound markets at around 60%, there can’t be many travel businesses which are not
Google’s party line is that costs are related to conversion rates. Until there starts to be a disconnection between how much travel suppliers pay Google and what they earn in return, this form of advertising is here to stay the amount of money spent by UK plc on web advertising is set to overtake the amount spent on TV in 2009, according to the Internet Advertising Bureau. ‘Threats’ to Google are relative to a business with such a strong market dominance. A long-term concern at its California HQ could be the number of privacy complaints raised in the US Senate and European Union over its tracking of individuals’ online behaviour. Searching for a Travel Gap Back in the present, Google’s current reluctance to offer a dedicated travel booking function has left the door open for a number of travel technology businesses and services.
penned some fifty years earlier by Daniel Defoe, author of one of the world’s earliest adventure travel books, Robinson Crusoe. Googling has become a verb, as well as a popular pastime.
devoting a lot of management time - to say nothing of their marketing budgets - towards the search giant. SEO, PPC and CPM are acronyms as familiar to the trade as VAT, BSP and PNR.
Algorithms and Acronyms After less than a decade, Google’s impact on the travel business has been massive, without the business selling a single seat, bed or package holiday. Google has always stuck to its guns and insisted that it doesn’t want to take travel
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But concerns are emerging about the increasing cost of pay-per-click for travel customers. HYPERLINK "http://www.Lastminute.com"L astminute.com's chief marketing officer Simon Thompson said earlier this year that "PPC annual cost inflation within the travel category is now close to outrageous."
Vertical search technology allows customers to search a number of travel sites at the same time using only one site. This sector received the stamp of respectability when Moneysupermarket.com Group, owner of travelsupermarket, listed on the London Stock Exchange last autumn. US vertical search market leaders Kayak and Sidestep merged as part of a $200m fundraising round late last year, with the combined entity looking to expand beyond its North American stronghold into Europe and Asia Pacific. APAC of course has had bezurk.com and others for some time.
The vertical search sector argues that it can convert leads better than Google because it directs customers to the supplier’s booking engine. These technology-driven sites will gain traction in the travel sector as they develop better technology and prove their model so that more suppliers sign up. Kayak, modestly, wants its inventory to cover ‘every hotel on earth’. Travel sites themselves are realising that they need to improve the way customers search on their site. Amadeus is active in this area, with intelligent search and fuzzy logic a key part of their thinking. And many of the tools it and others are developing for online travel agents will also be available for high street agents too. The gap between what a billion-dollar VC-backed OTA can do and what an independent travel agent can do is narrowing, and travel agents are starting now to see a renaissance as part of a multichannel travel world. Andrew Botterill Chief Executive of Global Travel Group in the UK, said that, ‘The Internet won't kill off high street travel agents, but a good multi-channel agency could kill off the web." His business has seen a big shift in the number of customers who are using the web to research their trip, but coming in to the shop to buy it. And if the agent can fulfil that booking, perhaps the word of mouth that drove customers to the web in the first place will now work in the high street’s favour. Talk Quietly Among Yourselves... But if the technology available to the trade is awesome, placing it in the hand of the consumer is
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If the social networks overcome user resistance to advertisements, this could be another challenge to Google. And as they tend to use open source platforms, travel suppliers and destinations are in a position to develop specific marketing tools – American Airlines, STA Travel, Tourism British Columbia and The German National Tourist Board, among others, already have. Setting the Tone In 2006, US researchers Forrester said that ‘Mobile can, must and will be part of every travel company's distribution strategy.’ arguably the biggest paradigm shift of the past few years. Consumer reviews, social media, user generated content – a myriad of ways to describe what is effectively the largest and scariest focus group you could ever assemble – past customers telling potential customers exactly what they think about your hotel, your beach, your country. Expedia-owned TripAdvisor is the granddaddy of user generated content, and now boasts an astounding 15 million reviews. There are over 1300 reviews for the Madinat Jumeirah resort alone, where this conference is taking place! Europe’s largest travel business TUI Travel has bought holidaysuncovered to get in on the action, while Sabre has linked up with American Express to launch cubeless, a social network for business travellers. Social media could change how people search for their travel, and this is one area where Google might come unstuck. Facebook executives describe the extended network of online contacts as a ‘social graph’ and it appears its members are starting to inspire holidays from friends of friends of friends.
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Two years on there are now 500m handsets worldwide, and mobile’s importance in the travel space is building up momentum after the false dawn of WAP. Research for Dublinbased Mobile Travel Technologies (MTT) shows that 10% of mobile phone users are accessing travel related services on their handsets such as hotel confirmations and flight status. The research, however, also showed that only a slightly higher percentage had or planned to use their phones to buy travel using their handset. Real-time direct reservations are now possible, with the hotel sector leading the charge. The technology, to say nothing of the demand, for families to book two weeks in the sun using their mobile is a long way off. The onus is now on suppliers to develop mobile-compatible web sites alongside their established online offer – what works on a laptop screen rarely translates to the tiny display area of a smartphone. MTT has recently launched a service for UK-based businessonly carrier Silverjet. Its IT director George Henderson thinks the service will be used more as an information tool than for bookings.
Changes on the Horizon The shape of the world economy will change over the next few decades, driven by the so-called BRIC economies – Brazil, Russia, India and China. PriceWaterhouseCooper said this month that China could overtake the US by 2025, by which time India will be as strong as Japan. Egypt and Nigeria were also tipped for future growth, although the timeframe suggested by UK head of macroeconomics John Hawksworth was ‘several decades ahead.’ The outbound travel market from emerging markets will grow alongside their economies and technology will be a vital part of this. Already, the consensus is that mobile will be more important than the internet. MTT’s founder Gerry Samuels argues that ‘in many markets, mobile internet is the internet’. In 2006, Russia had 106 mobile connections for every 100 citizens compared with just 2 broadband connections. UK watchdog OFCOM said in a report at the end of 2007 that ‘the relative lack of legacy communications infrastructure in the BRIC nations means that they are characterised by a limited fixedline environment and faster development of wireless technologies.’ Travel companies are preparing to cement their presence in the BRICs. TUI Travel has set up an investment vehicle JV with S Group Capital Management to invest in the Russian outbound market, while Thomas Cook Group has recently made moves to buy back its businesses in India, Egypt and the Middle East. And the world’s biggest online agent Expedia has
already been in China for four years, operating offline as well, through its investment in eLong. Expedia currently owns 52% of the business. Travel operators with an emphasis on technology must be looking at the mature North American and Western Europe outbound markets and wonder where the profits can be made – these markets have a relatively stable number of outbound travellers with low barriers to entry. The high risk - high return environment of emerging markets is likely to be more appealing, for the traditional players as much as the venture capitalists. The travel industry was one of the first global sectors to embrace technology, and in two years time that relationship will celebrate its 50th anniversary.
In 1960, American Airlines linked up with IBM to create Sabre. Fifty years on, suppliers and technology businesses are still working together to drive efficiencies for businesses, while helping the consumer choose and purchase their travel. But now we have more suppliers, more technologies and more consumers. Death, taxes and travel technology. Robinson Crusoe would have been a very dull book if the central character had access to a mobile phone.
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Sabre wins Saudi Arabian Airlines deal Sabre Airline Solutions is enjoying a busy first quarter for 2008, a year that began with the announcement that the company had signed four separate agreements for advanced technology business solutions with Saudi Arabian Airlines.
these important solutions because of their experience, high quality results and because they demonstrated their willingness to partner with us for success.” Sabre Airline Solutions believes its technology will help the airline achieve its goals of being a leading, world-class carrier. “Saudi Arabian Airlines has purchased our world-leading solutions in order to improve the performance of their airline,” said Steve Clampett, President of Airline Products and Solutions for Sabre Airline Solutions. “The airline will be receiving the exact same solutions we provide to worldleading airlines including British Airways, Air France, American Airlines, Japan Airlines and Singapore Airlines. When implementation is complete, Saudi Arabian Airlines will have the most advanced versions of these solutions in airline operations. These solutions have proven to provide measurable operational and financial improvements for our airline customers.”
Tom Klein - Group President of Sabre Travel Network and Sabre Airline Solutions
That deal was signed in January in Jeddah, Saudi Arabia, during a gala ceremony and Sabre is already helping the airline deliver outstanding service to its passengers. The four agreements, which involve the implementation of Saudi Arabian Airlines’ threeyear IT transformation programme as part of its IT Master Plan, are important elements of the airline’s goals,
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including improving the passenger’s customer experience. “The implementation of these systems will improve the passenger experience through increasing the reliability, resilience and competitiveness of Saudi Arabian Airlines,” said Khalid Almolhem, Director General of Saudi Arabian Airlines. “We selected Sabre Airline Solutions to provide
In another exciting announcement for 2008, SynXis, the Sabre Holdings business that provides hotel distribution and internet marketing services, announced that it has signed a new three year agreement with its Berlin based re-seller, Yeeld Solutions. Yeeld Solutions employs the RedX Distribution Management System, to develop single source distribution solutions for small to mid-size hotel groups throughout Europe, combined with integrated revenue management and business
development consultancy. RedX connects hotels to all channels including Global Distribution Systems (GDS), Online Travel Agencies (OTA’s), Reservation Call Centres and also provides a state of the art booking engine for a property or chain’s website. David Turnbull, Director and Founder of Yeeld Solutions commented, “Over the last two years, we have been extremely impressed with the flexibility of RedX and SynXis’ focus on channel integration. As consumers shift their buying patterns to include new channels, SynXis has proven to be a key partner in allowing Yeeld Solutions to create tailormade distribution solutions with a high focus on consumerdirect distribution.” Earlier in the year SynXis also announced that Shangri-La Hotels and Resorts has chosen SynXis as its long-term distribution partner. Shangri-La has plans for expansion throughout Europe and North America and its’ properties will use the RedX Distribution Management System to distribute inventory to the global distribution systems (GDS) where they will be marketed to hundreds of thousands of travel agents and online travel sites, enabling millions of online consumers to book their properties. ShangriLa will use SynXis to manage and promote its private label chain code, SG, and cited SynXis’ experience and success in this area as key to their decision to switch to SynXis. SynXis manages 34 privatelabel chain codes - more than any other distribution provider in the marketplace.
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SPECIAL INTERVIEW
Jeff Clarke, President & CEO, Travelport Jeff Clarke is Chief Executive Officer and President of Travelport and serves as a Director on the Travelport Board of Directors, appointed in May 2006. He also serves as Chairman of the Board of Directors of Orbitz Worldwide.
impacts associated with carbon footprints.
Jeff Clarke
Mr. Clarke has 21 years of strategic, operational and financial experience with leading high-technology firms. BTN: The WTTC summit is looking to provide a vision for the travel and tourism industry – how important do you think events like this are in helping to shape that collective vision? JC: Events such as the WTTC summit provide industry leaders and influencers with the unique opportunity to meet face-to-face and determine not only a collective vision, but also to debate and develop a plan of action aimed at alleviating challenges facing the industry. Travel and the freedom to travel, are on par as a basic human right; although, it must be balanced against respect for borders, and WTTC is moving in the right direction in bringing this to the fore. Establishing one collective vision enables us to effectively address issues confronting the industry such as delivering sustainable travel and mitigating the negative
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BTN: This event takes place in Dubai, is the Gulf region a strong market for you? JC: The Gulf region is experiencing a rapid growth, with increase in travel to and from the region on a continual rise. Travellers’ habits, wants and desires change rapidly and we as an industry must be prepared to adapt to a changing marketplace, particularly as it relates to emerging markets, including those in the Gulf. To continue to be leaders in the industry, we must identify travellers’ needs and respond accordingly – we see a huge opportunity in the Gulf region to develop technologies and innovative products/services that will enable us to provide travelers to and from this region with the travel options they want at the lowest cost possible – something all companies should be prepared to do if they want to compete in a growing global economy. BTN: In the fast changing world of travel technology, how important is diversity to the success of your business? JC: As globalisation spreads, the travel industry will become more competitive, it is
important for our business and for our partners and customers that we adapt to these changes and prepare to meet the growing and evolving demands of travellers, especially in emerging markets. With this in mind, we are continually working to bring a diversified set of product/service offerings that provide greater efficiencies and conveniences to all travellers and industry intermediaries by developing and adopting new technologies. BTN: What's your view on environmental policy and how the travel and technology industries can help there? JC: Balancing society’s demand for travel and the need to mitigate the negative impacts associated with carbon emissions are formidable challenges. There is increasing awareness by consumers of the impact travel is having on the environment, and the steps travellers want to proactively address. Travelport GDS processes thousands of transactions per day and is well suited to help the industry measure its carbon footprint. We are introducing a new tool that will accurately measure carbon emissions. Measuring carbon emissions must begin with accurate data gathering, calculation and
reporting solutions. In addition to helping travel suppliers such as airlines directly, this tool is another way Travelport is enabling travel agents to demonstrate the value they bring to their customers as a trusted travel adviser. BTN: Finally, in your view what is the single most important issue for the industry to tackle at this WTTC Summit and beyond? JC: Communicating the importance of tourism to economic development, cultural understanding and peace among nations. The very act of travelling to another country requires an interest in the world beyond the borders of one’s home country – a curiosity about other lands and cultures . . . a willingness to leave behind something comfortable for something unfamiliar. As we become more familiar with each other, we find similarities and appreciate differences. We put human faces on people who were little more than abstract figures or stereotypes. That is the essence of diplomacy . . . the essence of tolerance and understanding . . . the foundation of a more peaceful and interdependent world.
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Fortune Cookie packs suitcase of award nominations Digital design agency Fortune Cookie has received an unprecedented 10 nominations at the 2008 Travolution Awards which recognise excellent web design for the UK travel sector. Cookie Managing Director Justin Cooke, said: “I’m fiercely proud of the work of the Fortune Cookie team. These ten nominations confirm Fortune Cookie’s dominant position as a premiere provider of first class web design for the travel sector.” Justin Cooke, Managing Director of Fortune Cookie
The 10 nominations recognise Fortune Cookie’s major work on projects for Small Luxury Hotels of the World, Kuoni World Class, Voyages Jules Verne, FlexiSki (First Choice) and The Atlantic Hotel as well as an overall nomination for ‘Best Agency for Website Design’. Commenting on the agency’s fleet of nominations, Fortune
“Our design ethos is all about building beautiful, findable, accessible, usable websites on time and on budget that deliver fantastic business returns. Our raft of nominations demonstrates that we are exceeding expectations time and time and time again.” Cooke attributed Fortune Cookie’s success at the Travolution Awards to the consistently impressive business returns that the shortlisted sites are delivering, including: online reservations revenue up 70%; site visits up 58%; visits to the site by people using search engines up 58%.
great experience; one that reflects the passion, expertise or personality of the holiday brand. I think so many awards and nominations for our work this year shows our passion to create those great experiences.” Jilly continues, “Other than cars or property, a holiday purchase is possibly the biggest outlay we might make in a year. A website has a responsibility to inspire us, inform us and give us that feeling of excitement while we're making that crucial decision on where to go and what to spend.” Fortune Cookie has a long history of working with travel brands and the company aim is to maximise customer conversation by bringing the online holiday planning experience to life. They cite an increasing use of video and Flash as important tools for creating that 'almost like you were there' feeling. They also look to help clients develop cutting-edge search and filter tools, virtual assistants, and holiday wish-lists to save and return to; anything that
makes finding the perfect holiday easier. And despite being web advocates, Fortune Cookie works hard to get people to call too, when appropriate. Kuoni, for example, has an incredibly knowledgeable team of advisers available to tap into. According to Fortune Cookie the web is most powerful when it works seamlessly with other media to strengthen the experience. Jilly concludes, “We believe holiday companies can do more to retain the customers that have already taken one holiday with them. I think digital concierge services and members' clubs - particularly for the luxury market brands such as Small Luxury Hotels and Kuoni - will be massive in the coming year. The online travel experience is set to get a whole lot more interesting, and we're excited to be the ones doing it!” The 2008 Travolution Awards winners will be announced at a ceremony in London on Thursday 24 April 2008.
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Matt Illston is Head of ECommerce at Flexiski and he commented, “As a niche tour operator, our website is vital to the future of our business. We constantly strive to improve the service we give to our customers online. We are delighted that the Flexiski website has been short-listed for two Travolution Awards.” Jilly Welch, Director of Client Services at Fortune Cookie explains their approach to working with travel industry clients, “We aim to design travel sites that give the customer a
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SPECIAL FEATURE
Turks & Caicos
Home to pristine beaches, breath taking hues from inviting waters and legendary diving, snorkeling and fishing, the Turks & Caicos Islands beckon to an undiscovered Caribbean. Just a short flight from the east coast of the US, the islands are a tropical classic, a throwback in time where relaxation is unavoidable and rejuvenation ensured. World class hotels, spas and restaurants await, as do their famous stretches of uncrowded beaches and vibrant coral reefs. On land or below the water, the unique
serenity, hospitality and beauty of the islands offer pure relaxation. The Turks & Caicos Islands consist of 40 islands and cays, eight of which are inhabited. The islands are located about 550 miles southeast of Miami, Florida, just below the Bahamas chain and just to the east of Cuba and the island of Hispaniola. Technically, the Turks & Caicos are located in the Atlantic Ocean, not the Caribbean Sea. Covering 193 square miles of the Atlantic Ocean, the islands have one of
the longest coral reefs in the world, making it a premier diving destination. The islands’ economy is mainly based on tourism, with more than 200,000 tourists annually. In addition to this the islands are also a major offshore financial centre. There is a small traditional fishing industry that continues throughout Turks & Caicos. One of the most valuable possessions of the islands are the white sandy beaches, which in total cover 230 miles and are complimented with crystal clear waters. The
islands are relatively flat but depending on the island, the terrain can vary from sand dunes to lush green vegetation. The inhabitants are known for their friendliness. Today, Turks & Caicos stands on the threshold of an exciting future boasting the fastest growing economy in the Caribbean coupled with strictly controlled development to protect the islands heritage as a pristine sanctuary for both local residents and tourists to enjoy.
Proud Sponsors of World Travel Awards Grand Tour 2008:
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SPECIAL FEATURE
www.worldtravelawards.com www.turksandcaicostourism.com
Turks & Caicos were delighted to host the event. The quality, beauty and tranquility of the islands complimented the already auspicious ceremony.� Mike Misick, Premier of the Turks & Caicos Islands
World & Caribbean Awards Ceremony 11th December Turks & Caicos
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Casa de Campo where Mi Casa es Tu Casa! (My Home is Your Home!)
Claudio Silvestri, President & CEO of Premier Resorts & Hotels with J. Pepe Fanjul, Vice-Chairman of the Board and President of the Executive Committee, Central Romana Corporation; and Alfonso "Alfy" Fanjul, President, Central Romana Corporation. Casa de Campo is a subsidiary of the Central Romana Corporation. (Courtesy of CasaLife magazine)
It’s where world leaders, corporate CEO’s, and Hollywood celebrities have been going for years in the Caribbean to enjoy pampering service and relaxing, enjoyable times with their families and friends. For over two decades, the corporate elite and the rich and famous of the world have jetted to Casa de Campo, aptly called “The Caribbean’s Most Complete Resort” on the southeastern tip of the Dominican Republic, on the Caribbean island of Hispaniola. Once you visit it is clear to see why: privacy, ease of accessibility by air and by sea, unpretentious, world-class service; and the incredible variety of choices at your fingertips. At Casa de Campo, spending quality time with families and friends is clearly understood as the true essence of living.
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A vast 7,000-acre hotel, resort and residential community, Casa de Campo is unlike any other Caribbean destination. It boasts its own private La Romana-Casa de Campo International Airport, La Romana (LRM), just eight minutes from check-in. Guests can choose to stay in enchanting, oversized hotel rooms, or in one of the unique, luxurious villas, some of them overlooking the outstanding golf courses or with breathtaking views on the ocean. There is an international variety of 21 restaurants, serving the finest cuisine, now including The
Beach Club by Le Cirque, and the soon to be inaugurated Osteria del Circo, both by the famed Maccioni family of New York. With unmatched levels of service provided by the warm Dominican people, Casa de Campo is a gem that provides impeccable service and features a unique cache of facilities both for first-time visitors and for those who have been coming for years… an exceptional Caribbean treasure! Golf: Legendary master golf architect Pete Dye, designer, has created four courses at Casa de Campo, with a fifth under-development. The Caribbean’s #1 ranked course is the dye-abolical Teeth of the Dog. The inland Links course features an undulating layout and meanders within the resort’s interior. Exclusive to villa-owner members is the La
Romana Country Club course and the newest Pete Dye gem, Dye Fore. Located at the resorts’ Altos de Chavon village, Dye Fore is elevated 300 ft above the Chavon River. True to its name, the Dye Fore course is spectacular, with over 7,740 yds of play, expansive fairways, vast greens and dramatic views. Family Programs: Casa de Campo is more than golf. In all their varying sizes and differing opinions, there is indeed something at Casa de Campo to keep everyone in the family happy. Family programs, award-winning children’s activity programs and “adventures” that can be tailormade for families to play together are among the options. If Tennis is your game, the La Terraza Tennis Center at Casa de Campo has been called the Wimbledon of the Caribbean!
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For a light volley or an intense match, you will find 13 har-tru courts, pro shop, and bar, and even ball boys to chase down errant shots! Equine enthusiasts saddle up at the Equestrian Center where there is equipment for English and Western trail riding, international jumping competitions, rodeos and the sport of kings –Polo— played from November to April. And, just for fun, they even have Donkey Polo…dubbed the “great equaliser of sports at Casa de Campo” and great fun for all ages! Test your aim at the Shooting Center, an Olympic regulation range boasting over 150 stations featuring trap, skeet, and sporting clays that simulate shooting in the wild. The mark of a great destination – is the shopping available. Casa de Campo has been cited as one of the best places in the world to shop with its designer brand apparel and treasures found at the boutiques in Altos de Chavon and the chic Marina shops. Water sports choices range from hobie-cat or sunfish sailboats, snorkeling or banana boat rides at Minitas Beach to private island excursions arranged by the Concierge. From the Marina, guests take off for half- or full-day deep sea fishing excursions and catamaran sails to experience
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the glorious Caribbean sunset, even take sailing lessons from world class Italian professionals. The new Cygalle Healing Spa is a luxurious eco-friendly sanctuary where ancient and modern techniques converge to enhance health, beauty and longevity. Guests pamper themselves with holistic spa services and 100% natural products administered by the industries most experienced masters The Village in the Sky: A unique combination of drama, creativity, culture, and fashion, there is an exclusive facet to this incredible resort that exists nowhere else. A 10-minute ride from the resort lobby is the amazing Altos de Chavon village – a 16th century Mediterranean village replica – an architectural wonder perched 300 feet above the Chavon River. Altos de Chavon features resort restaurants, quaint shops, exclusive boutiques, art galleries, an archeological regional museum, the breathtaking St. Stanislaus Catholic Church, and a 5,000 seat-Grecian style amphitheatre, inaugurated by the late great Frank Sinatra and the venue of choice for international concerts. Altos de Chavon is also a working artists’ village affiliated with the famed Parson’s School of Design in New York and Paris. Presently under development is another attraction: The Emilio Robba Botanical Gardens at Altos de Chavón.
By Land or by Sea: Corporate and private jets fly in and American Airlines provides nonstop commercial flight service from the US to the Casa de Campo / La Romana International Airport (code: LRM), a class 8 facility located just 8 minutes from check-in. There is additional air service to the resort’s airport from Puerto Rico, Brazil, Italy and more. By Sea, private yachts up to 280’ cruise into the resort’s Marina & Yacht Club with over 300 slips! Commercial air carriers into the Santo Domingo Airport also bring guests to Casa de Campo, where they can then take 75minute land transfer to the resort or, a 15-minute ride by helicopter to Casa de Campo’s private helipad. After all time is the ultimate luxury. www.casadecampo.com.do
Silvestri has played a leading role in the positioning of the resort in the high-end, luxury resort marketplace. Dr. Silvestri introduced the first commercial airline flights by American Airlines and American Eagle to Casa de Campo’s small private airport, generating the growth of air traffic into the resort, subsequently requiring the construction of the Casa de Campo International Airport.
Dr. Claudio A. Silvestri, President & CEO, Premier Resorts & Hotels Prior to joining Premier Resorts & Hotels as President and Chief Executive Officer in 1982, Dr. Silvestri managed a joint venture between Hyatt International and Valores Industriales, S.A., which operated nine hotels in Mexico, and served as Area Director for Hyatt International in Mexico. Casa de Campo is Premier’s flagship property and Dr.
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Dr. Silvestri was instrumental in developing the flourishing cruise business in the eastern region of the Dominican Republic, which started in 1992 with the creation of a port-of-call at Catalina Island, a beautiful destination with white sand beaches just off the coast of Casa de Campo. After several successful cruise seasons, the Casa de Campo International Port was inaugurated in 2002, in order to provide cruise ship lines with more services, including homeport operations, excursions, shopping and the famous Kandelá show at the amphitheater.
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Building for the Future with Jamaica’s Tourism Today by Edmund Bartlett, M.P., Minister of Tourism, Jamaica
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increases from Spain and Portugal, and also augmented by arrivals from emerging markets that include Asia, Mexico and South America.
Just about every Caribbean island offers the natural lure of sun-filled days on white-sand beaches gently lapped by an azure sea.
But for travellers in search of a rich experience in a setting of extraordinary beauty, Jamaica presents a fascinating diversity of vacation options. Jamaica’s moderate climate, lush tropical surroundings and a culture all of its own make it a truly unique getaway with the perfect blend of adventure, elegance and practicality. The variety found within the Jamaican culture is what distinguishes it from anywhere else in the Caribbean, and the world. Jamaica’s destination resort areas, each with its own distinctive personality, include Port Antonio, Ocho Rios, Negril, Kingston, South Coast, and Montego Bay, and are ideal locations for luxurious getaways, family holidays or a corporate event. The diversity of accommodation, music, geography, flora and fauna, art, literature, and cuisine is truly invigorating, and the hospitality of the Jamaican people is unsurpassed.
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As we move forward into a new summer season, when vacation planning is top of mind with travellers on all continents, Jamaica is ready with an impressive range of new and expanded accommodations and attractions that are adding a compelling and dynamic element to our tourism product. It’s an exciting time, and the activity level is higher than ever before. In 2007, Jamaica recorded our best year of arrivals ever, welcoming over 1.7 million stopover visitors and an almost equal number of cruise passengers. Preliminary figures for the first quarter of 2008 show an increase of 13 percent over the comparable period last year. This growth is supported by increased arrivals from traditional markets that include the U.S., the U.K. and Continental Europe, with significant
The momentum that gathered force through 2007 continues at a remarkable pace, and Jamaica’s rising popularity as a world tourism destination is dazzlingly reflected by the impressive roster of awards and accolades garnered lately from such prestigious organisations as the American Society of Travel Agents (ASTA). The Jamaica Tourist Board was declared the Caribbean’s Leading Tourist and Convention Bureau by the World Travel Awards (WTA) for 2006 and 2007, while Jamaica earned the accolade last year as the Caribbean’s Leading Destination, the Caribbean’s Leading Cruise Destination and the World’s Leading Cruise Destination. Tourism is a primary engine of growth for Jamaica. It represents our best means of driving economic growth as the largest provider of foreign exchange to the country, accounting for almost 50%. The industry employs more than 80,000 persons directly, and 180,000 indirectly. To support continued growth, our targeted initiatives are designed with a focus on product development and investment. Exciting Developments and Expansion Over the last three to four years, the number of hotel rooms in Jamaica has been
increasing at a rapid rate, primarily associated with luxury developments along the island’s North Coast. The room count is projected to increase to roughly 30,000 by the end of 2008; increasing at a rate of about 3,000 rooms each year of diverse size, style and price points. Among the major international investors are the RIU Group, who are about to open their fourth property in Jamaica, and Iberostar, with an investment of US$850 million. Pinero Bahia Principe, Fiesta Hotels, and Grupo Excellence are also significantly adding to our hotel room inventory. Just outside Montego Bay, Palmyra Rose Hall is nearing completion as a private resort village. Additional major new developments include Harmony Cove, also near Montego Bay, incorporating a 1,500-room hotel, a megayacht marina, two golf courses, attractions and other amenities; and DeCameron, Holland Day, in eastern Jamaica, with a four-star hotel, townhouses and golf villas. Several established properties have been expanded and improved, among them the celebrated Goldeneye, in Oracabessa. With a focus on spa and wellness, Half Moon has opened its new Fern Tree Spa, Rose Hall Resort and Country Club offers its Soothe Spa, Palmyra Rose Hall is introducing ESPA to Jamaica, and in the rustic South Coast area, Jake's Resort welcomes visitors to Driftwood Spa. In
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Kingston, into world-class facilities that will expedite arrivals and departures, and add attractive features to explore before boarding.
the Port Antonio area, a truly beautiful and exotic region, plans are now underway for major development projects, both in the accommodations and attractions sectors. Among them is the upscale Trident Hotel, currently undergoing extensive renovation and set to reopen later this year. Smartly Designed Attractions The conservation of Jamaica’s natural beauty and precious environment remains always top of mind as development is planned. With our new manmade attractions, created to blend with their surroundings, there is an emphasis on smart design and environmentally friendly construction, as well as wonderful diversity. Mystic Mountain in St. Ann is a perfect example, offering visitors an ecologically friendly and technologically advanced aerial rainforest adventure. Outameni, which resonates nicely with our national motto Out of Many, One People, represents an interactive journey through 500 years of Jamaican history that is educational as well as entertaining. Kool Runnings in Negril introduces a new water park, adding to those in Rose Hall Resort & Country Club, Sunset Jamaica Grande, Sunset Montego Bay, the teen nightclub, Liquid, at Beaches Negril Resort & Spa, and
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Pirate’s Island Club at Beaches Boscobel Resort & Golf Club in Ocho Rios.…after all, Jamaica is the land of wood and water. With the new Jamspeed Rally Experience in the Rose Hall area, visitors take the passenger seat of a Peugeot 206 GTI/SW, Mitsubishi Evolution III or Subaru Impreza STI V5 to enjoy the same adrenaline rush as a co-driver in a real-life high-speed rally race. In Trelawny, the new Multi-Purpose Sports Complex is just one example of the investment being made in world-standard sports facilities that enable us to present Jamaica as an exceptional venue for international sporting events. Dramatic Infrastructural Improvements With its geographic position, Jamaica is naturally a strategic hub to the Caribbean and the Americas for travellers from Asia and the Middle East, with expansion plans to provide a base for Airbus A-380s and 787 mega lines. Growth plans for Jamaica’s tourism are being strongly supported by the Government’s commitment to a programme of major infrastructural improvements to road networks, airports and cruise ship ports. Extensive expansion and renovation are transforming our two international airports, Sangster International Airport in Montego Bay and Norman Manley International Airport in
In fact, it is easy for travellers to visit our country via legacy carriers such as American Airlines, Continental Airlines, Delta Air Lines, Northwest Airlines, United Airlines, and US Airways, and of course our national flag carrier, Air Jamaica from major gateways in the United States including Atlanta, Dallas, Miami, Newark and New York. London and Toronto are also two other major international gateways to Jamaica with service via British Airways and Air Canada. The North Coast Highway from Negril in the west, to Port Antonio in the east is aimed at providing increased ease and comfort of travel between major tourism centres, while Highway 2000, connecting the north and south of the island, is a catalyst for development, allowing easier access to the growing number of hidden natural and heritage attractions across the island. The Port Authority of Jamaica is now in the advanced stages of completing plans for the Falmouth Cruise Ship Pier. The new pier is expected to welcome the 5,400-passenger Royal Caribbean Genesis in November 2009, and will have the capacity to handle two Genesis-size ships simultaneously. Improvements have been made also to both the Montego Bay and Ocho Rios cruise ship piers, including the conversion of Montego Bay’s Berth 2 Terminal to a comfortable air-conditioned area for cruise passengers. Our Youth, Our Future As our tourism industry grows, we aim to attract an estimated 12,000 to 15,000 new hospitality student recruits
MInister Bartlett
over the next five to 10 years, and to guide them in shaping successful careers in this exciting industry. When Jamaica’s new Hospitality School in Montego Bay opens in late 2009, this superbly planned and staffed facility will offer courses that illustrate tourism’s all-important role as a key driver of the national economy. The school will be a powerful addition to our excellent range of training facilities that includes Human Employment and Resource Training (HEART), the University of the West Indies, the University of Technology, and Northern Caribbean University. Courses at the new hospitality school will complement those in existence and will fully communicate the importance of service, from the welcome at the airport to the welcome at the hotel. It’s our warm welcome that brings visitors back again and again to Jamaica’s shores, which over the years have become an irresistible magnet for travellers around the globe. The first visit to Jamaica is just a beginning, a prelude to a lifetime love affair with the Caribbean’s most extraordinary island. A return trip is inevitable … because, as we say in Jamaica, once you go, you know! www.visitjamaica.com
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Legend in its own Tee Time countries across all five continents.
18 of the world’s top golfers have contributed to the design of what is set to be South Africa’s most spectacular new course. Dominic Pedler toured the site and the stunning safari setting which is also home to the planet’s most phenomenal par-3.
“A world in one country” goes the marketing mantra for South Africa – but a pioneering new development north of Johannesburg is close to completing a world in one golf course. In a notable first for course architecture, the 18 holes on the Signature Course at the Legend Golf & Safari Resort are individually designed in collaboration with 18 leading tour pros, representing 16
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Appropriately starting and ending with the contributions of South Africans Trevor Immelman and Retief Goosen, respectively, Legend takes us on a golfing adventure though the ‘Big Five’ Entabeni Safari Conservancy which basks in a vast 22,000-hectare, malaria-free zone in the Waterburg mountains. The ‘signature concept’ was the ambitious vision of travel entrepreneur Graham Cooke, and made possible by Legend owner and CEO, Peet Cilliers, who was
determined to “team up with the world’s best golfers to design the world’s best golf course”. What should have been a white elephant is rapidly becoming a reality, with the new jewel in the crown of the Limpopo Province set to open in March 2009, courtesy of an amazing site, serious contacts and even more serious money. For starters, the scheme would have been impossible without the clout of IMG who networked diligently to bring the 18 tour stars on board. Meanwhile, European Golf Design (IMG’s joint venture design company with the European Tour) coordinated each player’s strategic input with the South African DDV Golf Design group responsible for the underlying routing and construction. With the name of each pro appearing on a brass plaque by the relevant tee box (along
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with their strategic thoughts in the course planner) the ‘one-hole brief’ represented an unusual challenge for all concerned. Starting with some unintended rivalry – to the great benefit of the final design. “All these players are competitive animals and there was a certain degree of competition between them during the design process,” explains EGD director, Jeremy Slessor, who liaised with every player in turn. “Some of them were rather keen that their particular hole should be the most memorable!” Indeed, the novelty of naming each hole after each player cleverly enhances the memorability of the entire course. Merely walking the site you can instantly appreciate landmarks like Immelman’s Valley Of Sin at the opening par 5; Padraig’s Alley at the 10th; Garcia’s Tiger line at the 16th; and Goosen’s Gamble reflecting Retief’s insistence over the position of the final watery grave. For all the individual highlights, most impressive is how the course succeeds in incorporating the various disparate design thoughts into a single cohesive vision. “It was certainly a balancing act,” admits Slessor. “It required standardising certain elements, like bunker styles – but, within that, giving the pros freedom in terms of positioning and strategy.”
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Equally, there were recurring themes which united the pros as a group. “To a man they insisted on clear definition from the tee with no hidden hazards,” confirms Slessor. “Many also wanted areas around the green where slope and contour would act as a hazard – rather than simply a bunker; while any water hazard had to be tight to the putting surface – albeit with generous bailout areas for the less bold.” The numerous teeing grounds also ensure the course is manageable for all levels of golfers. Tour players, and those in search of the ultimate macho test, should note that Legend measures an eye-watering 7,748 metres off the tournament tips (yes, some 8,500 yards), making it one of the longest tracks in the world. Admittedly, in terms of playability, you can knock off a good 10 per cent for both the temperature and the altitude in this region (some 1,200m above sea level). Then again, the Kikuyu grass fairways are not the fastest running – especially in the wet – so mere mortals will happily settle for a ‘daily play’ figure unlikely to top 6,534 metres. Gary Player
While construction was still in full swing during my visit, the magnificence of the setting and the drama of the layout was already evident, with fairways winding their way through a heady blend of open grasslands and dense bushveld. Huge bunkers complement the scale of the terrain
while, more subtly, the ‘roll-over’ edges of the cleverly-contoured bent grass greens deliberately mirror the mist that often clings to the adjacent peaks. In fact, Entabeni translates as ‘Place of the Mountain’, with
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the awesome Hanglip peak dominating the setting whether reflected in the layout’s many lakes or forming an imposing backdrop to several holes (most notably Raphael Jacquelin’s 11th and KJ Choi’s 17th). Aside from the pros’ strategic input, architects Douw van der Mere and David Riddle deserve great credit for picking the ideal site from the vast expanse at their disposal; for the consistently engaging routing; and for the high-spec construction involving some 500,000 cubic metres of earth-moving. While nearing completion, the course will be manicured for the remainder of the year to ensure it is presented as the definitive article on its official opening, with special care to blend the peripheries into the bushveld to preserve the natural feel. Not least because of the safari setting and the context of ‘eco tourism’ in which the resort is being developed, Legend is committed to the most stringent of environmentally-friendly standards. Green keeping practices, especially the use of pesticides, will be in line with USGArecognised Audubon International standards, with formal controls on everything from water-quality management down to the monitoring of earthworms and microbes. Of course, rather larger animals are the defining feature of the Legend resort, but while the ‘Big Five’ of elephant, lion, rhino, buffalo and leopard will be (just) the other side of the perimeter fence, golfers will still be sharing the Signature course with a host of more friendly fauna.
Lurking in the rough (along with giant baobab trees and wayward Pro V1s) will be giraffe, antelope, kudu, impala, zebra, eland, steenbuck, warthog, jackal and giant bullfrog; while kingfisher, egret, hornbill and black eagle are guaranteed birdies. I spotted all these (and more) during my own visit, while Justin Rose captures the scene perfectly. “Just being in South Africa is amazing; getting back to nature, seeing the animals, being out in the bush,” said Europe’s No.1 when checking on the progress of his par-5 9th hole last November. “For me it’s a first dabble in design work, which is something I’m very interested in. I’m excited about putting my name to it and I’m sure it’s going to be a great project.” Aside from the star names, discerning course enthusiasts will be interested that the renowned golf consultant, Richard Wax, rates Legend as one of only three “perfect 10 ” golf course sites to have met his detailed criteria for world class potential, from some 1,000 sites visited in his career. The other two being Vidauban in the South of France and Kingsbarns at St Andrews. “I haven’t the slightest doubt that Legend will be one of the most spectacular venues for golf in the world. It has every quality required,” Wax told Golf International.
Peet Cilliers, Legend Owner & CEO, with Gary Player & Werner Berger, CEO of IFA Hotels & Resorts
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Meanwhile, the Signature course is being joined by a host of other golfing facilities and
attractions, including the extraordinary Extreme 19 – which is already sealing Legend’s reputation. A delightful further addition is the plan for a par-3 ‘Tribute’ course modelled with precision on 10 of the world’s most famous short holes, right down to the contouring, hazard positioning and, wherever possible, the grasses. The 12th at Augusta National, 17th at TPC Sawgrass, 11th at St Andrews, the Postage Stamp at Troon and the legendary Redan at North Berwick are just some on the shortlist for immortalisation in the African bush. Meanwhile, the golf academy will feature state-of-the-art technology and practice facilities including a dedicated shortgame section sporting a variety of different grasses and elevations allowing golfers to practise some 150 specified shots to, and from, any surface. While we look forward to the finished product, it is clear that Peet Cilliers and his golf mastermind, David Riddle, are leaving no stone unturned in delivering Legend a premium specification in every area – right down to the design (indeed the actual texture) of the scorecard. “We will change the way people feel about South Africa,” promised Cilliers as the Limpopo dignitaries gathered recently for a formal ceremony. With the Signature Course they will certainly change the way people feel about golf course design. And, with The Extreme 19, perhaps golf itself. www.legendlodges.co.za
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AROUND THE WORLD IN 18 HOLES Here are the 18 tour professionals who have each contributed to the design of a hole on the Signature Course at Legend, together with some of the highlights currently under construction. (Distances are the expected daily play/tournament tees.)
HOLE 1, PAR 5, 531/586 METRES TREVOR IMMELMAN (SOUTH AFRICA) A double dogleg featuring the South African’s dramatic St Andrews-like swale short left of the green, which will leave a tricky choice between exacting pitch, bump-and-run and ‘Texas wedge’.
‘false front’ that will gather any tentative shot.
HOLE 5 PAR 4, 421/474 METRES MICHAEL CAMPBELL (NEW ZEALAND) The longest par 4 features Cambo’s macho challenge of a 310-metre carry from the back tee over a bunker to the ideal landing area. Two perfect shots to reach the picturesque green at the extremity of the layout. HOLE 6 PAR 3, 186/215 METRES MIKE WEIR (CANADA) Weir focused on the variety of lengths and the angle of the tee positions to ensure that all players would appreciate this short hole. Chipping areas left and long highlight Weir’s fondness for short-game challenges. HOLE 7 PAR 4, 436/461 METRES COLIN MONTGOMERIE (SCOTLAND) Monty demanded “clarity of strategy” here, and sure enough, a Monty-like long fade to a snaking downhill fairway will set you up, while another fade with the approach should avoid the left-hand greenside traps.
South African Trevor Immelman winning the Masters
HOLE 2 PAR 4, 418/485 METRES THOMAS BJORN (DENMARK) Bjorn was keen to create a memorable early test early in the round and he’s done just that with an approach played to a deep green backed by a ‘wrap-around’ lake that creates a stunning peninsula effect. HOLE 3 PAR 4, 394/447 METRES JIM FURYK (USA) A classic risk-and-reward ploy with Furyk tempting us to take an aggressive line from the tee to avoid treacherous bunkers at standard driving distance and ensure an easier and shorter shot to the green. HOLE 4 PAR 3, 143/209 METRES BERNHARD LANGER (GERMANY) The shortest hole at Legend, with clusters of natural bushes framing the putting surface. Langer’s input focused on the setup of the green, in particular a deceptive
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HOLE 8 PAR 4, 311/400 METRES CAMILO VILLEGAS (COLUMBIA) A teaser defined by the Colombian’s riskreward conundrum. The brave will attempt the 260-metre carry over a steep-faced, links-style bunker to set up a birdie chance, while a wide fairway greets the amateur line. HOLE 9 PAR 5, 519/592 METRES JUSTIN ROSE (ENGLAND) Rose has made the most of the vast vista here with a downhill drive that must avoid a lake on one side and bunkers on the other. The second shot is a gem over distance-deceiving undulations to a waterguarded green. HOLE 10 PAR 4, 357/451 METRES PADRAIG HARRINGTON (IRELAND) Harrington admits he was inspired by Hogan’s Alley at Carnoustie for the ideal drive here to set up a shorter pitch to the green. A finger of fairway on the tiger line duly tempts your tee shot down Padraig’s Alley. HOLE 11 PAR 5, 471/568 METRES RAPHAEL JACQUELIN (FRANCE) Hanglip Mountain dominates this hole played gently uphill from a tee in a natural
wetland area. Jacquelin’s bunkers define this double dogleg which will be made reachable in two for tournament play. HOLE 12 PAR 3, 210/250 METRES IAN WOOSNAM (WALES) The longest par 3 on the course finds the Welshman carefully shaping the entrance to the green so as to encourage the shorter hitter to run the ball between cavernous guarding bunkers. HOLE 13 PAR 4, 371/456 METRES. LUKE DONALD (ENGLAND) A slightly uphill tee shot to an attractive fairway where a controversial tree is still under discussion. Donald asked for the green contours to counter the prevailing wind direction to allow confident approach play. HOLE 14 PAR 4, 415/480 METRES ROBERT ALLENBY (AUSTRALIA) A dogleg involving a memorable drive framed by the open plains to a landing area defined by large, daunting bunkers. Allenby insisted on firm bunker slopes to guide errant balls back towards the base of the traps. HOLE 15 PAR 4, 346/439 METRES VIJAY SINGH (FIJI) Played through the layout’s most dense vegetation – and yet the contouring is almost linksy in places. Vijay even added a cheeky pot bunker short of the green to catch a less-than perfect approach. HOLE 16 PAR 4, 363/463 METRES SERGIO GARCIA (SPAIN) Garcia demanded a back-tee carry of 265 metres over exotic mounding to tempt the pros down the ideal line, while his generous contouring around the green also encourages aggressive play. A great birdie chance. HOLE 17 PAR 3, 158/195 METRES KJ CHOI (SOUTH KOREA) Framed by the reddish hue of Hanglip Mountain, Choi felt that strategy at this picture book par 3 should not detract from the exceptional location. Not overly testing but still requiring a well-struck shot to a shallow green. HOLE 18 PAR 5, 484/577 METRES RETIEF GOOSEN (SOUTH AFRICA) The course climaxes with a downhill drive between bunkers before a decision on tackling a transverse lake which Goosen enlarged and brought closer to the green – complete with an Augusta-like grassy slope.
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Here comes your... 19th Nervous Breakdown
If you thought golf wasn’t an extreme sport, think again. Dominic Pedler flew 10,000 miles round-trip (not counting the helicopter ride to the tee) to play the craziest golf hole in the world. And it’s only a par 3.
Take off for Extreme 19
The Signature Course was still some months from completion, but I was nevertheless able to play one hole of golf during my visit to the Legend Golf & Safari Resort. And what a hole it is. An utterly extraordinary, self-styled 19th hole played from a tee perched precariously atop the breathtaking Hanglip Mountain that dominates the resort, to a green carved out of the African bush some 1,400 feet below.
before you drive your golf ball back down a sheer cliff face the height of the Sears Tower in Chicago.
Golf writers love to refer to every adventurous par-3 as “straight out of those cartoon calendars of The World’s Most Outrageous Golf Holes”, but The Extreme 19, as it is affectionately called, is just that – with an adrenaline rush to match.
Rather bizarrely, this even gives you time to reach for your mobile phone and advise the team of spotters below where to look (though this is set to become significantly more high-tech, as I mention later).
It even requires an obligatory 90-second helicopter trip to lift you to a veritable crow’s nest of a tee that offers an awe inspiring 30mile view of the unspoilt Waterburg region,
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This is the golfing equivalent of base jumping, with your ball enjoying a hang time of some 25 seconds before it finally falls to earth (compare that with a Tiger Woods drive in the air for a miserly 6 or 7 seconds).
Adding to the surreal situation, the green far below you is in the shape of the continent of Africa, complete with a Madagascar-shaped mound rising from the protecting waste bunker.
1st Hole-Trevor Immelman at the Golf Course Launch
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Unusually for a par 3, the putting surface is some 400 metres out from the vertical base of the cliff, making for some intriguing technical specifications. If you ‘do the math’, the straight line distance from tee to green works out at over 580 metres though, because of the vertical drop, the equivalent of a 280-metre drive should pitch on the green, wind permitting. Meanwhile, for average golfers, a more modest 180-metre carry should be enough to reach a small 70-metre long sloping fairway which (with a bit of luck) will kick your ball towards, or even onto, the green. While golfers only play the hole once, they can hit as many tee shots as they need for the spotters to find the ball (I admit I hit five drives but, hey, it’s a jungle out there!). You then climb back into the chopper and, once back at the helipad below, are met by a ranger proffering a putter (and in my case a wedge, too) for you to complete the hole. The Extreme 19 is more than just a novelty; it is already one of the world’s cult golfing experiences attracting an intrepid mix of golfing jetsetters, adrenaline junkies and tour pros. Justin Rose, Luke Donald and Trevor Immelman each made a special helicopter excursion here from Sun City last autumn, for a taste of golf’s Far Side. The Extreme 19 will set you back SAR3,500 (some £220) just to play the one hole, which is rather more than the anticipated green fee for a full round at the Signature Course, a 15-minute drive away. Though various packages will be available, including golf-and-game drive deals; while corporate
Entabeni Mountain
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Luke Donald, the first golfer to tee off at the Extreme 19 hole
groups are queuing up to ‘hire the hole’ by the day for some serious team bonding.
hole-in-one will land you, the punter, a cool US$1 million.
The extraordinary idea was dreamed up by English travel guru, Graham Cooke, while picnicking up on the mountain plateau as one of the popular excursions already offered to visitors at Legend. Resort CEO, Peet Cilliers, and his golf director, David Riddle, not only ran with the whole crazy scheme but have now developed it into an enticing standalone golfing experience of a lifetime.
Peet Cilliers has duly insured against the eventuality at a knock-down premium based on a 1-in-100,000 statistical probability (reflecting an outcome far more unlikely than the 1-in-49,000 used by actuaries for more conventional aces). As a result The Extreme 19 is also attracting a steady stream of golfing bounty hunters – some of whom apparently even study the wind forecasts at www.windguru.com, given how the swirling mountain drafts can play havoc with the tee shot (that’s my excuse anyway).
As well as the helicopter trip, the cost includes some rather nifty bonuses. Plans are afoot to give each golfer a short DVD of their experience, with their drive filmed by six 20-megapixel cameras while Z-Locity tracking technology relays the projected landing position to giant screens in the clubhouse below. Everyone who finishes the hole also gets a Certificate Of Achievement and an Extreme 19 logoed T-shirt (already a bit of status symbol in my neck of the woods); while – and here’s the kicker – a
So far, however, no-one has even managed a birdie two that will get your name engraved on a Roll Of Honour on the clubhouse wall; while the proportion of punters who make a par 3 is running at under five per cent. Incidentally Luke Donald, Justin Rose and Trevor Immelman all made four on their recent visits. The Extreme 19 is about to get even more extreme with the construction of macho tee even closer to the edge of the cliff, which will require intrepid golfers to wear a special harness to prevent an unscheduled base jump back to terra (make that terror) firma. Out of Africa? More like out of this world, as can be seen from the spectacular helicopter fly-thru’ footage scheduled for YouTube in the next few weeks.
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WTTC Global Summit welcome dinner Set against the stunning backdrop of the Burg Al Arab by night, delegates at the 8th Global Travel and Tourism Summit enjoyed an evening of sumptuous hospitality to mark the start of the two-day conference in Dubai. President of the WTTC, Geoffrey Kent, commenced proceedings by welcoming delegates from 75 different countries, who had gathered to discuss and address a vision for the travel and tourism industry of tomorrow. “Dubai,” Mr Kent said, “has proven a most befitting setting, complimenting its transformation in just a few short years into one of the world’s most incredible tourist destinations.”
Wang Ping, Chairman of Chamber of Tourism All – China Federation of Industry Commerce, Graham Cooke, President of World Travel Awards, Peter Wong Man Kong , Muk Man - Vice President of Chamber of Tourism All – China Federation of Industry Commerce
Geoffrey Kent, Chairman & CEO of Abercrombie and Kent and Chairman of WTTC with Alex Lewis, Editor of Breaking Travel News
Jean – Claude Baumgarten, President of WTTC & Chris O’Donnell, CEO of Nakheel
Alec Sanguinetti, Director General and CEO of the Caribbean Hotel Association and Flavia Sanguinetti
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Stephen P Holmes Chairman, President and CEO Wyndham Worldwide Corporation.
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Christelle and Sarmad Zok, CEO of Kingdom Hotel Investments, Graham Cooke, President of World Travel Awards & Manon Han, Executive Vice President, World Travel Awards
Sulaiman Hamid Al-Mazroui General Manager Corporate Communications and Community Relations of Emirates NBD
Graham Cooke, President of World Travel Awards, Hon. Allen Chastanet, Minister of Tourism and Civil Aviation of St Lucia, Dara Khosrowshahi, President & CEO of Expedia Inc., Edmund Bartlett, M.P., Minister of Tourism, Jamaica & Carrole A M Guntley Director General Jamiaca Ministry of Tourism.
Peter S Greenberg, Travel Editor, Today Show – NBC News, Fiona Jeffery, Chairman of World Travel Market, Sonu Shivdasani, Chairman and CEO of Six Senses, James Bidwell, CEO of Visit London, Tom Nutley, President of Reed Travel Exhibitions.
Gerald Lawless – Executive Chairman of Jumeirah and Guy Crawford CEO of Jumeirah
Abdulshakoor Hussain Tahlak, Chief Manager International, National Bank of Dubai & Graham Cooke, President of World Travel Awards
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Day One of World Travel & Tourism Council Global Summit JW Marriott Jr., Chairman & CEO, Marriott International, Inc.; HE Khalid bin Sulayem, Director General, DTCM & Geoffrey Kent, Chairman & CEO of Abercrombie and Kent and Chairman of WTTC
Geoffrey Kent, Chairman & CEO of Abercrombie and Kent and Chairman of WTTC and HH Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of UAE and the Ruler of Dubai
Mohammed Alhabbai, CEO, DUBAILAND meets Tony Pancaldi, Global Director of World Travel Awards
WTTC Summit in progress
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HE Khalid bin Sulayem, Director General, DTCM
Mubarak Hamas Al Muhairi, Director General, Abu Dhabi Tourism Authority
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Mahmud Jan Mohamed, Managing Director, Serena Hotels Africa and Head of Tourism Development for the Aga Khan Fund for Econoic Development, Stephen P Holmes, Chairman & CEO of Wyndham Worldwide & Dara Khosrowshahi, President & CEO of Expedia Inc.
Apo Demirtas, Chief Sales & Marketing Officer, Jumeirah Group & Graham Cooke, President of World Travel Awards
Murad Saket, General Manager, Arabian Nights for Travel and Tourism being interviewed by Anton Strack, Editor of Breaking Travel News
Jean – Claude Baumgarten, President of WTTC and Edmund Bartlett, M.P., Minister of Tourism, Jamaica
Nigel Page, Senior Vice President, Commerical Operations, Emirates Airline and Group, JW Marriott Jr., Chairman & CEO, Marriott International, Inc.
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Conrad Hotels & Resorts Conrad Hotels & Resorts commence their global expansion with expert experience and new partnerships
Though Conrad Hotels & Resorts are proud members of the Hilton Family, their image is now a stand-alone brand of international, contemporary luxury. Conrad Hotels (they were expanded to Conrad Hotels & Resorts in 2007) was founded in 1982 as Hilton Hotels' new international operating subsidiary. Since then Conrad have swiftly located complexes in areas of economic and tourist growth, pre-empting vital hotbeds of travel commerce. They have won acclaimed prizes, awards and accolades in each of their chosen regions for quality of service and excellence. There are currently 18 luxury Conrad properties in leading urban and resort destinations globally, the most famous being homed in the US, UK, Ireland, Belgium, Egypt, Turkey, Hong Kong, Singapore, Thailand, Indonesia, Japan, Australia and Uruguay. Mr. Richard Blamey, Senior Vice President Brand Management, oversees the development of the Conrad Hotels & Resorts brand worldwide, implementing global strategies relating to all aspects of marketing, product development and brand standards. Mr. Blamey, also a Global Travel & Tourism Summit 2008 delegate, works with the Hilton Family development teams to ensure the growth of the Conrad portfolio around the world. Their portfolio of prestigious hotels is experiencing a time of vast expansion, with seven radically new hotels and resorts opening in the next few years. They attribute their success to an emphasis on the individuality of
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each destination, thus accommodating for the individuality of their clients. It’s an ethos they intend to continue in each of the developments in an expansion that will span major US cities as well as gateway business and exotic resort destinations around the globe. The most imminent of the opening hotels is Conrad Shanghai, an ultracontemporary building design located in the heart of the vibrant Xintiandi district. Next year will see Thailand’s Koh Samui open Conrad’s new spa resort of 79 villas and 39 residential villas. The Conrad Abu Dhabi, opening that same year, will issue forward Conrad’s entry into the United Arab Emirates capital with Conrad Dubai opening in 2010. Conrad Abu Dhabi will become the Hilton Family’s fourth property in Abu Dhabi, and is a highly anticipated addition to the leading brand’s portfolio of 15 established properties in the Arabian Peninsula. The Conrad Abu Dhabi is owned by Mazrui Holding LLC and will be managed by Hilton Hotels Corporation. Abu Dhabi’s TDIC (Tourism Development & Investment Company), who manage ADTA’s (Abu Dhabi Tourism Authority) tourism assets has partnered with Mazrui Holding in the Lagoon project, which houses the new Conrad Abu Dhabi. Located on the Abu Dhabi Corniche and clad in curved glass, the striking hotel will open with 380 guest rooms and 80 serviced apartments situated around a private lagoon.
Richard Blamey, Senior Vice President Brand Management
the Conrad Cairo was awarded Globe Certified Gold status. This globally-recognised program credited the hotel with commitment to operating to the world’s highest environmental standards, having been audited for energy and water consumption, waste production and community commitment. To secure this eco-conscious reputation Conrad hotels around the world
The Bahamas, the Algarve and China are all also expecting hotels, resorts and casinos, all with immense capacity – around 400 rooms or equivalent per property - and gold-standard hospitality. Each site has been strategically chosen for their prominent growth in specific areas of tourism, be it spa treatment packages, business and industry, cosmopolitan
Each site has been strategically chosen for their prominent growth in specific areas of tourism, be it spa treatment packages, business and industry, cosmopolitan entertainment, retail therapy or coastal relaxation participated in March’s Earth Hour, issuing a total blackout in a bid to raise awareness of the role of coal-fired electricity as the greatest contributor to global warming. The Conrad Bali was the latest Conrad resort to achieve Green Globe Certification in recognition of its dedication to environmental procedures, confirming Conrad’s ethical approach to energy use throughout its growing empire.
entertainment, retail therapy or coastal relaxation. These sitespecific developments are achieved through joint-venture partnerships with financiallysound local partners, ensuring the integrity of the destination is maintained through local knowledge and consideration. Conrad take corporate responsibility especially seriously and actively participates in environmental initiatives. In March this year www.conradhotels.com
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Privilege is the Key to the All-New Palace Lounge at Emirates Palace Kempinski’s Emirates Palace has launched its newest tribute to pure luxury, the Palace Lounge, adding yet another elite guest benefit to the iconic resort’s crown of premium services. Conveniently located in the East Wing, the first of two planned Palace Lounges will provide an exclusive haven of privileged facilities and services for guests. Distinctively designed as a sophisticated venue for discerning guests, the Palace Lounge presents personalised service and bespoke elements that are especially beneficial for business travellers seeking a relaxed and quiet environment to attend to corporate matters, as explained by General Manager Hans Olbertz,“At Emirates Palace we pride ourselves on bestowing our guests with unique and unforgettable experiences, that are a trademark of Kempinski’s outstanding collection of individual hotels. The launch of our Palace Lounge is another dazzling way in which we can surpass all expectations, provide exclusivity and privileged services and ensure the ultimate satisfaction of guests. The
Palace Lounge is truly a stand -alone concept.” Open from 7:00am to 11:00pm daily, the Palace Lounge comprises of plush seating, a warm and comfortable ambiance and the assistance of Emirates Palace attentive staff. Facilitating private check-in and check-out services with early arrival guests given immediate access to the lounge, and extended access to the lounge after check-out until 4pm (subject to availability). In addition there are a collection of VIP extras, all-day beverages and snacks, as well as concierge services to accommodate specific guest requests. Laptops, wireless internet access, daily newspapers, the latest magazines and a DVD library are all contained within a completely smoke-free environment. Serving a
Hans Olbertz General Manager of Emirates Palace
delicious buffet breakfast daily until 11:00am as well as tea and coffee, and a selection of alcoholic beverages, lounge guests can also order from the room service menu for an extra charge. Busy travelling executives may take advantage of the secretarial services at the nearby business centre, host a meeting of up to ten delegates within a conference room, utilise high-speed wireless internet, and request transfers to and from Abu Dhabi International Airport. To keep clothes looking fresh whilst on
the go, guests can request the complimentary pressing of two items of clothing. Access to the Palace Lounge is AED 700.00 supplemented to any room type or complimentary for guests that are booked in a suite. Access to the Palace Lounge which is on the 5th floor, is gained through a dedicated East Wing reception and elevator on the 2nd floor of Emirates Palace. October 2008 will see the launch of a second Palace Lounge within the West Wing of Emirates Palace.
Emirates Palace Joins Virtuoso Network Emirates Palace has also recently joined Virtuoso, the world’s leading luxury travel network. In a burst of international promotional partnership initiatives, the iconic resort is extending its reach further across the globe to further penetrate the very highend of the travel market. “Emirates Palace prides itself on offering one of the most unique and luxurious guest experiences in the Middle East” said Hans Olbertz General Manager of
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Emirates Palace,“Joining the Virtuoso network has given us further direct access to international luxury travel clientele and we intend to promote both the hotel and the Abu Dhabi as a high end destination in the global market.” Accepting only a very select collection of distinguished hotels and resorts throughout the world, Virtuoso caters to particularly discerning travellers with a taste for exquisite service and extraordinary destinations.
Perfectly aligned with the positioning of Emirates Palace as the premier resort destination in the region, Virtuoso is a fitting and highly beneficial partner for the resort. Aside from the stunning and ultimately luxurious guest quarters and palace grounds, the resort dazzles guests with its superb array of world class dining venues and extensive
leisure and wellbeing facilities, providing the Arabian experience of a lifetime for many overseas visitors. Already a popular retreat for the international glitterati, sports stars and heads of state, Emirates Palace is poised to welcome more of the world’s most discerning travellers through the Virtuoso network.
www.emiratespalace.com
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Le Royal MĂŠridien Beach Resort & Spa
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PO Box 24970 Dubai, UAE
Tel +971 (4) 399 5555
www.lemeridien.com
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World Travel Awards launch global TV campaign on BBC World The World Travel Awards has announced that they will launch a $2million advertising campaign on BBC World as part of their 15th Anniversary celebrations. With ads running globally from April to November 2008, WTA aim to bring the brand to the customer arena, build on their B2B reputation and promote their winners and nominees as well as future events.
Zina Neophytou, Travel Distribution Director, BBC World & Manon Han, Executive Vice President of World Travel Awards
“BBC World has been our official media partner for three years now and we have just renewed our contract,” comments Manon Han, Executive Vice President of the World Travel Awards. “As a global broadcaster with a total distribution of 269.2 million homes and a reach of 26% of international travellers, we believe that BBC World is the perfectly suited channel for our media efforts. It offers a fantastic opportunity for us to reach our target market and enhance the brand awareness. We are also planning to use the campaign to promote our increasing support of ecofriendly companies,” Han adds.
In 2007 the World Travel Awards introduced global ‘green’ categories to reward those companies who excel in ecologically-friendly practices. This year will now see the addition of regional and continent-level ‘green’ categories, such as ‘Asia’s Leading Green Hotel’ and ‘Caribbean’s Leading Green Resort’. 20 categories altogether have been added to WTA’s portfolio, offering environmentally friendly travel products further opportunities to showcase their credentials and efforts to protect and preserve their natural environment.
said to be the main industry to cause carbon footprints, but we believe that the travel trade especially is effectively counteracting some of the environmental damage,” says Han. “People have recognised that the industry’s very survival depends on a clean environment and pristine natural attractions. That’s why many of our nominees and winners are taking action and committing their management to a sustainable future. This dedication is essential and should be considered a shining example. As a responsible authority for the travel industry,
the World Travel Awards aim to support and spread the excellence of these ‘green’ companies, hence being an ambassador for the indispensable goodness in the travel industry. Our TV campaign is an adequate tool to do so.” To further support eco-friendly products and services, the World Travel Awards aspire to establish a bigger platform for aforesaid by introducing an exclusive ceremony for the ‘green awards, which will take place later during the year.
www.worldtravelawards.com “The travel industry is often
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What are the most important issues for the industry to tackle at this WTTC summit and beyond?
“Delivering value to the developing world - that way we are a force for good, not a carbon emitting evil.”
“The most important single issue for the industry to tackle is to ascertain, through governments, through corporations, and through individual vision, the balance between demand and the provision of infrastructure and between the right to travel and the need to conserve.”
“Sustainability. We must take a hard look at the way we treat the environment and we should establish mechanisms to respect the communities where new developments are underway.”
Rob Webb QC, General Counsel, British Airways See Page 97
Gerald Lawless, Executive Chairman, Jumeirah Group See Page 38-39
Christopher Rodrigues CBE, Chairman, VisitBritain See Page 146-147
“Economic uncertainty, terrorism, rising costs, political barriers, environmental impact and responsibility, attraction/retention of talent.” Stevan D Porter, President, The Americas, InterContinental Hotel Group See Page 60
“Sustainable tourism is an extremely important issue for the Summit delegates to address, along with other key challenges the industry is facing like security, improved infrastructure, investment and planning. These issues are all integrated.” Costas Christ, Chairman of the Judges, Tourism for Tomorrow Awards See Page 41
“For the cruise industry, the congestion is becoming an important issue both for vessels and aircrafts.” Manfredi Lefebvre d’Ovidio, Chairman, Silversea Cruises See page 123
Important issues for the industry to tackle should include how we can continue to deliver sustainable growth, facilitate job creation and wealth in tourist receiving countries, whilst reducing our carbon footprint. Alan Parker, Chief Executive Officer of Whitbread PLC See Page 110
“Establishing a consolidated approach in reducing environmental impact”
“Communicating the importance of tourism to economic development, cultural understanding and peace among nations.” Jeff Clarke, President & CEO, Travelport See Page 151
Nick Fry, Chief Executive Officer, Honda Racing F1 Team See Page 90
Global Travel & Tourism Summit Special Edition
Tuesday 22 April 2008
“Limiting the travel industry’s carbon footprint is important. Hoteliers should make hotels more environmentally friendly.” Sarmad Zok, Chief Executive Officer, Kingdom Hotel Investments See Page 83
“The long-term sustainable growth of our industry is at the forefront of our thinking with the environment likely to remain high on the agenda, alongside other major factors such as security and higher costs.” Geoff Muirhead CBE, Group Chief Executive, The Manchester Airports Group See Page 102
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