Top Hotel September October 2014

SEPTEMBER/OCTOBER 2014 ISSUE 03

Essential reading for hotel operators, owners, developers and investors

Katara Hospitality

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The Hotel Show

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EMPLOYEE INTEGRATION Enhancing service through brand culture

Top hotel Wellness A dedicated look at the regional wellness industry

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Top hotel Middle East is published in association with Signature Media LLC & Freizeit-Verlag Landsberg Gmbh.

Service = success SIGNATURE MEDIA FZ LLE P. O. Box 49784, Dubai, UAE Tel: 04 3978847/3795678 Email: info@signaturemediame.com Exclusive Sales Agent Signature Media LLC P.O. Box 49784, Dubai, UAE Publisher: Jason Verhoven jason@signaturemediame.com Director: Deepak Chandiramani Deepak@signaturemediame.com Managing Editor: Munawar Shariff munawar@signaturemediame.com Art Director: B Raveendran Production Manager: Roy Varghese Roy@signaturemediame.com

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We all know how hard hotels work with their employees in order for their guests to have a superlative stay. Rigorous training goes into each and every employee at every level of the corporate ladder. Yet why are there so many of us who have had a sour hotel experience to relate? Is the burgeoning hospitality scene leading to bulk hiring of staff where training has been diluted so that the guest experience is compromised in the short term. All hospitality executives I posed this query to, spoke of such a thing as being non existent. The guest experience is sacred they said. Have a look at the cover story for an insight into this as well as the challenges of the hiring scene in Saudi Arabia.

The wow factor this issue is going to make your eyes pop. The Cinema Suite at 51 Buckingham Gate, London, is a unique suite designed by Indian design maestro Sabyasachi Mukherjee in honour of the 100th anniversary of Indian cinema.

In this edition’s wellness section, we have an analysis on two international brands that are differentiating themselves by creating a unique experience for health conscious guests. This is a definite indicator of what’s to come in the near future regionally, too. Hotels do need to provide a number of healthy options for guests to be able to conveniently embrace a well-thought out lifestyle even while away from home comforts.

Hope you enjoy the issue and I look forward to your feedback. See you in November.

Munawar Shariff Managing Editor munawar@signaturemediame.com

Contributor’s opinions do not necessarily reflect those of the publisher or editor and while every precaution has been taken to ensure that the information contained in this handbook is accurate and timely, no liability is accepted by them for errors or omissions, however caused.

Articles and information contained in this publication are the copyright of Signature Media FZ LLE & SIGNATURE MEDIA LLC and cannot be reproduced in any form without written permission.

SEPTEMBER/OCTOBER 2014 3

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CONTENTS

SEPTEMBER/OCTOBER 2014 ISSUE 03

40

24

48 65

06 TOP HOTEL UNDERCOVER Steeped in luxury

Top hotel checks-in at Hilton’s Waldorf Astoria, Ras Al Khaimah

10 NEWS

All the latest from hotels in the region

16 OPERATOR INTERVIEW Success: Guaranteed

Qatar’s super-charged, government-backed behemoth – Katara Hospitality

24 COVER STORY

Employee integration

How brand culture is ingrained into service modes

32 EVENT IN FOCUS

You can’t miss The Hotel Show This year is the show’s 15th edition – a look at what to expect

36 THE WOW FACTOR

An affair to remember

A look at 51 Buckingham Gate’s opulent Cinema Suite designed

by Indian designer Sabyasachi Mukherjee

COVER ILLUSTRATION: B RAVEENDRAN

39 LETTER FROM LONDON

The London hotel scene – then and now

A closer look at hotels and room stock in London

40 DESTINATION REPORT The Kyoto experience

A must-see city, Kyoto is going all out promoting itself to the Middle Eastern traveller

44 GM INTERVIEW

The legendary Ritz

THME speaks to The Ritz Carlton DIFC’s enigmatic GM, Lothar Quarz

46 CHEF OF THE MOMENT Smooth operator

Ron Pietruszka, Executive Chef, The Ritz-Carlton, DIFC, is on top of his game

48 HOTEL REVIEW 51 TOP HOTEL WELLNESS A separate magazine for the regional wellness industry

62

53 ANALYSIS

Health and wellness hotels

A look at international hotels that are extending guests’ healthy lifestyles while away from home

58 BRAND STORY

June Jacobs – a heritage brand Creating high standards and extreme benchmarks

60 SPA REVIEWS

Sculpt, tone, relax

How a few hours can transform your face and your outlook

62 SUPPLIER PORTFOLIO Brand management

The Product House provides systematic back end support to the region’s wellness industry

65 PRODUCT REVIEW

Skin rejuvenation and eye care Superlative spa products reviewed this edition

68 COMMUNITY

A round-up of CSR and other community events happening at regional hotels

SEPTEMBER/OCTOBER 2014 5

TOP HOTEL UNDERCOVER

About Top hotel Undercover

Steeped in luxury The Waldorf Astoria is a beautiful property located in Ras al Khaimah. Away from the chaotic, busy, fastmoving Dubai life. Extremely luxurious, the property is a resort oasis on the beach.

THME spent one night to check out its services recently The Waldorf Astoria opened in August 2013 in Ras Al Khaimah. Taking design inspirations from the many opulent palaces in the region, the structure is awe-inspiring to say the least. The location adds to the appeal since it is away from it all, one ends up feeling extremely disconnected from the reality of everyday life. Just what the doctor ordered, infact!

6 SEPTEMBER/OCTOBER 2014

RESERVATION Since the booking for the stay was done on Booking.com, it was simple enough with a confirmation email stating all our requirements and sorting everything. We did also receive a call from the hotel reconfirming our stay.

The reservation staff was very proactive in both their modes of communication - email and phone to ascertain any special needs or requirements. An online fee AED 670 plus government taxes of AED 67 per night totalled to AED 737 including breakfast.

Evaluation: Booking confirmation follow up call handled very well. Good

Building on the legacy established by our big brother publication - Top hotel - in Germany, Top hotel Middle East sets out to highlight all that is great and good about the five-star properties in the Middle East, as well as the things that such prestigious properties should really do better.

Top hotel has built its reputation on fair and balanced assessment of five-start hotels in Europe and beyond; we now pledge to carry on that tradition in the Middle East. We hope that by highlighting the good and the bad, we can help to raise standards across the region and recognise the properties that have clearly got it right.

TOP HOTEL UNDERCOVER

CHECK IN - 16.30 The timing of our stay couldn’t have been better. Although it was the deep end of summer - in the middle of July - the fact that it was Ramadan during the time meant we practically had the whole palatial thing to ourselves. Plus the extremely attentive staff.

Getting to the hotel is easy enough with abundant signages all through the road trip from Dubai. However, once we got there, I must say having been to various five star properties all around the world and the region, this hotel still managed to mesmerise all of us. The lobby was enormously grand!

The concierge was very hospitable as we were ushered in. We were given refreshing towels before check-in formalities. Check in was super quick, too.

The lobby is very art deco in design and the peacock alley deserves a special mention as it is a tribute to the NY original. We were asked to deposit AED 500 to be adjusted against the final bill. Sophie at the reception was very helpful and gave us all necessary details about breakfast and restaurants. We were then escorted to our room while being shown around as we went along and were informed of all facilities as we crossed them.

Such as pool access, beach access and fitness club.

Evaluation: Greetings at the door, check in and hotel and

SEPTEMBER/OCTOBER 2014 7

TOP HOTEL UNDERCOVER

room explanations were all beyond expectation. The reception staff was incredible. Very good.

ROOM 838 The room was at the end of a carpeted corridor. The entire area was very quiet and everything smelt fresh and new. We hardly came across any other guest in the corridors throughout the duration of our stay.

The room was elegant and well planned.

Dominant colours - turquoise, beige and gold blended with the architecture creating a truly impressive look.

As you enter the room, there was a huge bathroom on the right with a separate shower and a standalone bathtub.

Amenities were from Salvatore Ferragamo.

Next to the bathroom was the closets and luggage storage area. Once you crossed that you entered the room.

Honestly this had to be one of the best rooms we had ever stayed in. Extremely spacious, the room had a separate sitting area, two televisions and a beac-facing view from the balcony. An elephant made out of the towels lay on the bed as well as a sizeable bowl of fruits.

A few minutes after check-in, Sophie, from reception called to check if everything was fine and if the room was as per our expectations.

So in summary, very comfortable rooms with all the amenities, tea, coffee, well stocked mini-bar, safe deposit locker, everything you might need. Except. No internet! I was surprised to find out the internet was not included in the price of the room. Compensation in the form of free wifi in all public areas wasn’t good enough.

Evaluation: Good (Internet in the room is an essential not a luxury.)

BATHROOM Luxury continued in the bathroom, as mentioned earlier, it had a stand alone bathtub and separate shower cubicle. The toiletries were in sync with the size of the bathroom and hence there were two of all the Ferragamo amenities.

Evaluation: Excellent.

GYM The gymnasium was very big. Exercise machines targetting all body parts were present such as treadmills, cross trainers, chest, abdomen, leg, cycling machines etc.

The gym instructor was very helpful and hospitable. He walked us through using the equipment informed us of timings as well

8 SEPTEMBER/OCTOBER 2014

TOP HOTEL UNDERCOVER

guests were well taken care of by putting up the parasol, adjusting the sun lounger and providing clean towels; bringing ice cold water and cold facial towels from time to time and all at no extra cost.

Kabanas surrounded by trees gave the impression of being some place else instead of Ras Al Khaimah.

mentioning that children under 16 years were not allowed and that sport shoes were compulsory.

Evaluation: Very good

SPA A serene ambience coupled with quietly sophisticated dĂŠcor welcomed you as you entered into the spa. The lady at the spa reception was very friendly and knowledgeable about all the various treatments available.

Evaluation: Excellent

ROOM SERVICE We ordered a light lunch as room service. As promised the food was delivered it exactly in 30 minutes. The service was impeccable. Prices were reasonable too but a 10 per cent service charge and an additional charge of AED 35 was added for bringing the food to the room.

Evaluation: Excellent

POOLS The pool area has two separate and very enjoyable pools, one only for adults and the other for children. Pool staff ensured

Evaluation: Good

BREAKFAST BUFFET – Qasr Al Bahr Breakfast at Qasr Al Bahr was delicious. The buffet was abundant with every imaginable breakfast item on the menu. You name it and it was there. A feast for a king.

Evaluation: Excellent

CHECK OUT Check out was simple enough. Although we were there for less than 24 hours, we felt like we were definitely going to miss all the TLC and pampering. Staff at the property truly are doing a great job of making the guest feel at home.

Evaluation: Excellent Word of advice: Wifi should be available in the rooms.

The Waldorf Astoria, Ras al Khaimah Reservation: Good

Top hotel ratings 0-20 - Un-satisfactory 21-40 - Poor 41-60 - Satisfactory 61-80 - Good 81-100 - Excellent

Check-in: Very good Room 838: Good Bath: Excellent Floor service: Good Landscaping: Good Breakfast buffet: Excellent

Top hotel Undercover opinion:

Fitness: Very good

Total: Fabulous inside and out!

Corridors, elevators, stairs: Excellent Housekeeping: Excellent Check out: Excellent 0

20

40

60

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100

SEPTEMBER/OCTOBER 2014 9

Qantas customers can keep their electronic devices on from gate to gate QANTAS CUSTOMERS will be able to use their personal electronic devices such as smart phones, tablets and music players in flight mode, for the duration of each flight, providing uninterrupted access to work and entertainment.

Qantas was approved to revise its personal electronic device policy by the Civil Aviation Safety Authority recently following new guidance on the safe use of personal electronic devices inflight.

Qantas Domestic Chief Executive Officer Lyell Strambi said the new changes were an exciting development in customer experience for the airline.“We’re delighted to give Qantas customers the freedom and flexibility to use their personal electronic devices from the moment they board the plane until they disembark. Whether customers choose to listen to music, read their e-books or review work documents the introduction of gate-to-gate electronic access on Qantas flights is an exciting

development to an already exceptional inflight entertainment service. Qantas was the first Australian airline to introduce Inflight Entertainment and provide wireless devices on board so it’s great to be able to capitalise on these features for our customers. We have conducted rigorous testing to assess the impacts of electronic devices on the safe operation of aircraft. We are confident that these devices are safe to be turned on, but in flight mode, for the duration of each flight.”

Advice for customers: Devices can be used whether passengers are boarding via aerobridge or transiting across tarmac.

Once aircraft doors are closed for departure, devices will need to be in ‘flight mode’.

Customers are required to secure handheld devices by holding them or placing them in a seat pocket during taxi, take-off and landing.

Larger items such as laptops will still need to be stowed.

Customers are still required to listen to all inflight safety briefings and comply with cabin crew instructions.

Mobile and smart phones will still not be able to be used to make calls or send texts from the air.

Qantas plans to lift restrictions on electronic devices across the entire Qantas Group for regional, domestic and international flights.

QantasLink and Jetstar are in the final stages of preparing their submission to CASA for the extended use of personal electronic devices.

The changes to CASA’s ruling on personal electronic devices inflight follows an announcement by the United States’ Federal Aviation Administration (FAA) in October last year that it would allow passengers to leave their electronic devices on through all phases of flight if individual airlines could prove that it did not interfere with the operation of the aircraft.

Experts from airlines, aircraft manufacturers, passenger groups, pilot associations, flight attendants, and mobile services have since been investigating the impact of personal electronic devices inflight.

Till date, devices in Australia were required to remain off until the seatbelt sign turned off, meaning passengers were unable to use them while the aircraft was taxiing to the runway or through much of the climb or descent.

In addition, Qantas is working towards enabling customers to use their own devices to access 350 hours of on-demand entertainment from gate to gate on selected Domestic and International aircraft. Initially this functionality would encompass Apple devices including iPads and iPhones, followed by laptops and Android devices at a later stage.

Customers would only need to download a Q Streaming app to their device, or connect via their browser to the Q Streaming Inflight Entertainment network to access movies, TV shows and music. Qantas will continue to offer complimentary tablets for customers to access Q Streaming on a number of aircraft types.

The new policy will apply to all Qantas Domestic and Qantas International flights.

A four star hotel on The Palm?

DUBAI BASED hospitality group Byblos Hotels have recently announced the development of a four star property being readied on the Palm for a 2015 opening. The property will be located on the trunk of the palm opposite the

10 SEPTEMBER/OCTOBER 2014

One and Only Royal Mirage Hotel. The property is reportedly being developed at a cost of US $50 million.

The 144-room property aims to capture the meetings and events industry besides giving tourists a more affordable option

to stay on the Palm.“The Palm Jumeirah property will cater to tourists mainly but also to (the) meetings and events (sector),”said Jean Samman, Chairman, Byblos Hospitality, which manages five mid-scale properties in Dubai.“Most of

the beach hotels are five-star properties but with the new destinations that (Dubai’s Department of Tourism and Commerce Marketing) and Emirates Airlines have opened up for Dubai, the tourist volumes have increased and budget accommodations are needed now; moreover, four-star hotels do not need huge investments.”

Studio M – coming soon BUDGET HOTEL, Studio M, one of the many brands under the Millennium and Copthorne hotels group, is being readied for a 2015 opening in Riyadh, Kingdom of Saudi Arabia. The hospitality group recently signed an agreement with Waseel Properties for the development of the 145-room hotel slated to open in the second quarter of next year.

“We see tremendous potential for a contemporary budget brand, given that this existing market segment is too often represented by independent properties of variable quality,”said Hamad Lakhraim Alzaabi, President and CEO of Millennium and Copthorne Hotels MEA.

New manager at Park Regis Kris Kin BETSY CORDOVA Lopez has been appointed Business Development Manager at the Park Regis Kris Kin Hotel, Dubai. Prior to this position, Lopez was a member of the sales department in the Dubai Courtyard by Marriott.

Hailing from Peru and multi-lingual in English, Spanish, French, German and her mother tongue, Italian, Betsy worked in Canada, England, Spain and Peru before moving to the UAE in 2013 as a trainee in the Regional General Manager’s office at The Address Downtown Dubai.

She studied at the Swiss Hotel Management School and won an outstanding student award there, and has also worked at Cordon Bleu and the tourism organisation, Prom Peru.

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SEPTEMBER/OCTOBER 2014 11 4/9/14 14:46:58

Etihad to screen All Ireland Final live

Beatrice Cosgrove, Etihad Airways’ General Manager Ireland and Michael Lyster, Presenter of RTÉ’s The Sunday Game Live at Dublin airport

THOUSANDS OF PASSENGERS flying with Etihad Airways on Sunday 7 September will be able to enjoy every moment of the GAA Hurling All Ireland Senior Championship Final between Kilkenny and Tipperary, the first time the match has ever been screened on a commercial flight.

The coverage from Irish broadcaster RTÉ will be broadcast live on Etihad Airways’ E-BOX in-flight entertainment systems, powered by Panasonic, on its widebody aircraft

equipped with Live TV, allowing every passenger in every cabin to watch the thrilling climax to the season.

Beatrice Cosgrove, Etihad Airways’ General Manager Ireland said,“The GAA Hurling All Ireland Senior Championship Final is one of the highlights in the Irish sporting calendar and I am sure our guests who can’t watch the match on the ground will enjoy the excitement and passion that will be on display live from Croke Park.

“We have always taken an

innovative approach to our partnership with the GAA, which has included the Senior Championship “Home For Hurling” promotion and our club competitions,“Best Club Under The Sun” and “Raise The Bar”, and screening the final in the skies with RTÉ is another great example of this.”

Paul Byrnes, Executive Editor, GAA, RTÉ Television Sport said,“RTÉ Sport has continuously been the leader in terms of providing the most comprehensive coverage and

analysis of Gaelic Games.

We have constantly looked to grow the audience of the GAA and this ground-breaking partnership with Etihad Airways takes it to new heights, which will allow fans to watch RTÉ’s coverage of the final live from 30,000 feet in the air.”

The GAA Hurling All Ireland Senior Championship Final is another major sporting event screened on Etihad Airways’ live television channels which have transformed in-flight entertainment options.

The Burj’s signature experience TO CELEBRATE its 15 years, Burj Al Arab, has unveiled its ‘Best of the Burj’ - a special offer that includes Rolls-Royce Phantom pick-up, a luxurious suite, six-course degustation dinner and signature spa experience.

Promising a stay of sheer

12 SEPTEMBER/OCTOBER 2014

bliss and designed to create memories that will last a lifetime, the exclusive experience commences with a spectacular arrival in a renowned Burj Al Arab chauffeur-driven white RollsRoyce Phantom. The package also includes: an opulent 1,830

sf foot suite over two floors with views over the Arabian Gulf; a taste of Al Mahara: a culinary journey featuring the finest dishes from Burj Al Arab’s signature Al Mahara restaurant; Burj Al Arab signature massage for him and her, blending traditional Shiatsu,

Thai, Swedish and Balinese techniques at the hotel’s iconic spa, perched 150 metres above sea level; a full set of Hermès amenities for him and her, private butler and daily in-suite breakfast dining. This offer starts from AED 5,990++ (US 1,630), per night.

Minor International’s heavy Africa presence MINOR INTERNATIONAL (MINT) and Sun International Limited recently announced terms whereby Sun International will dispose a significant portion of its shareholdings and interest in its Botswana, Lesotho, Namibia, Swaziland and Zambia operations, consisting of eight properties to MINT for a total consideration of R679.5 million (US $63.9 million), and both entities are forming a new strategic partnership to own and operate the above-mentioned African assets going forward.

This partnership intends to leverage both companies’ core strengths where Sun International will continue to manage a part of operations and MINT will assume hotel management, marketing and distribution under MINT’s Anantara and AVANI brands.

Sun International will dispose of 50 per cent of its interest in Zambia, and 80 per cent of its interests in Botswana, Namibia, Lesotho, and Swaziland. As a result, MINT’s effective shareholding will be 50 per cent in Zambia properties, which include 173-key Royal Livingstone and 212-key Zambezi Sun, 64 per cent in 196-key Gaborone Sun in Botswana, 80 per cent in 173-key Kalahari Sands in Namibia, 37.5 per cent in Lesotho properties, which include 158-key Lesotho Sun and 105-key Maseru Sun, and 40.5 per cent in Swaziland properties, which are 149-key Royal Swazi and 202-key Ezulwini Sun. The proposed transaction allows MINT to invest and operate in Botswana, Lesotho, Namibia, Swaziland and Zambia, where MINT believes in secular demand growth for quality accommodation.

In addition, MINT will bring its hospitality expertise,

together with operational and distribution capabilities, to capture the growth potential of the African assets. The proposed transaction also fits with MINT’s expansion plans in Africa, where MINT currently owns eight luxury game lodges and resorts in Kenya and Tanzania under the Elewana Collection, and five hotel projects in Mozambique under MINT’s Anantara and AVANI brands.

William E Heinecke, Chairman and Group CEO of MINT commented,“Over the past few years, MINT has strategically expanded its hospitality business into many regions, and Africa is one of the continents that MINT saw substantial growth potential and has put its focus on, as evidenced by a number of acquisitions and partnerships in the region. MINT is excited by this latest acquisition which will augment its growth strategy in Africa and will further introduce our Anantara and AVANI brands in the region. We look forward to seeing our partnership with Sun International further flourish in the future.”

Dillip Rajakarier Chief Executive Officer of the Minor Hotel Group added,“Starting with the existing African assets, it is the intention of this partnership to explore together other hotel and gaming opportunities that may arise in Africa and Asia, where MINT would manage the hotel component and Sun International would manage the casino component.”

The only African property outside of South Africa owned

by Sun International and not part of this transaction is the Federal Palace in Lagos, Nigeria, in which Sun International and MINT are in discussion regarding a possible investment by MINT.

New MD and CEO at Taj Group of Hotels FROM SEPTEMBER 1, Rakesh Sarna, will effectively be the Indian Hotels Company Limited’s new Managing Director and Chief Executive Officer. Sarna will take over from Raymond Bickson. In this role, Sarna is responsible for steering the growth of the organisation as it continues to be positioned as a strong India based hotel group with strategic presence in chosen markets outside India.

Sarna brings over three decades of experience across various leadership roles with Hyatt Hotels Corporation. He was the Group President – Americas with a portfolio of 146 full service hotels, 233 select service hotels and 15 vacation ownership facilities across North America, the Caribbean and Latin America with around 40,000 employees.

Responsibilities included development and management of all owned, managed and franchised hotels across all Hyatt brands.

Prior to that, he served as Chief Operating Officer – International from June 2007 until his appointment as Group President – Americas in October 2012. During this time, he was responsible for the development and management of all owned, managed and franchised hotels across all Hyatt brands and for overseeing the divisional offices in Hong Kong for Asia Pacific; in Zurich for Europe Africa and Middle East; in Dubai for South West Asia and in Mexico City for Latin America.

Additionally, during this time, Sarna was also responsible for co-authoring the brand attributes of Andaz (Hyatt’s boutique brand) and leading the launch of this new brand.

Sarna has had an international upbringing. He moved to Canada as a young adult and completed his Diploma in Hospitality Administration from Ottawa.

Kuwait’s first Novotel DUBAI-BASED Action Hotels recently announced the development of a 160-room, four star Novotel Hotel in Kuwait. The hotel will be operated by Accor Hotels.

The company already has a presence in Kuwait through its two three-star ibis hotels which are also operated by Accor.

The construction of the Novotel will commence in the second half of next year and is scheduled to be completed in 2017. The hotel is estimated to cost US$ 29 million or US$181,000 per room. Action Hotels paid US$12.3 million to acquire the site in the Sharq area.

Sheikh Mubarak A.M. Al-Sabah, Chairman, Action Hotels, said,“We are pleased to partner with Accor for the development of Kuwait’s first Novotel. This is a great addition to our growing portfolio of economy and midmarket hotels in the Middle East. We strongly believe that the Novotel brand, which is at the forefront of the midmarket hotel segment, will drive superior returns.”

SEPTEMBER/OCTOBER 2014 13

Environment

For a sustainable tomorrow

Mohamed Awadalla, CEO, TIME Hotels, tells THME about their innovative Carbon Offset initiative which 1) encourages guests to monitor their utilityconsumption behaviours and 2) creates a greater awareness towards their impact on the environment TIME Hotels has launched the Middle East’s first carbon offset hotel accommodation at their TIME Oak Hotel and Suites and TIME Grand Plaza Hotels in Dubai. The initiative is called ‘Hotel Stay Carbon Offset Programme,’ and is part of the propertys’ commitment to reduce greenhouse gas emissions and to offer a more sustainable future for generations to come.

Each guest that checks-in at one of the participating hotels is offered a chance to contribute towards climate protection which is a cost of AED15 (US

14 SEPTEMBER/OCTOBER 2014

$4) per stay, working out to AED 6 (US $1.63) per night. (The average length of stay being around 2.5 room nights).

Using this money, the carbon emissions that guests generate, during their stay by using water for showers and baths and energy for the air conditioning, mini bars, TV and so on, can be offset. Their AED 15 (US $4) contribution is then transferred directly to the myclimate Foundation, a Swiss nonprofit organisation that helps companies around the world to offset their carbon emissions.

myclimate calculates the amount of climate-impacting emissions from organisations such as TIME Hotels and invests into high quality carbon offset projects. In this way, the same amount of climate-impacting emissions that are generated by a guest stay are saved somewhere else.

TIME Hotels has chosen two projects to support, the first one is a solar lighting initiative in rural Ethiopia, where we will be able to replace traditional kerosene lamps which are bad for the environment.

For the second project, we will be able to fund new energy-efficient cooking stoves for displaced families living in temporary camps in Darfur, Sudan. myclimate Foundation has launched 70 projects in 29 countries across the globe, and supports initiatives that use renewable energies, which realises energy efficiency measures, cutting methane gas emissions.

How are guests being educated about this programme? Does this promote a more irresponsible attitude to guests of wasting more water per stay or using up more resources per stay since the guest might think

he/she has already paid for his bit towards the environment?

Mohamed Awadalla: We offer guests the choice to offset their stay when they are checking in and also provide the option when guests book a stay at either of the hotels through our website. In addition, each guest receives on arrival, a welcome letter outlining the hotel’s green initiatives.

Guests are actually more conscious of consuming energy and water during their stay as they acknowledge and understand why they have contributed to the programme.

What are achievements in numbers till date? How is this an impactful campaign?

Since launching the programme at the beginning of April, we have managed to offset a total of 53.33 tonnes of carbon emissions, with a total cost of AED 9,145 (US $2,490).The two hotels together are aiming to save over 320 tonnes of carbon emissions by the end of this year, which is the equivalent of flying 60 passengers once around the world or put another way, flying an individual 43 times around the world.

What are current challenges?

We aren’t facing any challenges at the moment, however,

we continually try to create awareness on being sustainable and it’s rewarding to see that we have had an extremely positive response and uptake from our hotel guests, especially from the GCC countries. Over 65 per cent of our guests who have participated in carbon offsetting their stay are Arabic, which we feel is a huge success.

the certification, we have an ongoing process of developing sustainability into all areas of our business while continuing to play our part in the UAE’s drive to reduce its carbon footprint.

What initiatives are in place operationally in order to get maximum savings from energy, water, waste reduction, recycling etc on a daily basis?

How much is needed to be done by hoteliers in the region in order to reach a significant amount of reduction in carbon emissions by the hospitality industry?

It’s all about educating guests to become more conscious on saving water and energy, especially when we live in a region where fresh water is scarce and energy consumption is high. However, there are sustainability standards that hotels can adhere to, to ensure they are on the right path when it comes to implementing sustainable practices and reducing their carbon emissions. Both of our properties were awarded the internationally-recognised Green Globe Certification (GGC), following an in-depth seven-month project to ensure 337 performance indicators set out by the global Green Globe sustainability system were being met. Since receiving

Mohamed Awadalla, CEO, TI’ME Hotels Management

Guests are actually more conscious of consuming energy and water during their stay as they acknowledge and understand why they have contributed to the programme

TIME Grand Plaza Hotels in Dubai

Sustainability procedures adopted at TIME Oak Hotel and Suites range from energysaving steps such as swapping to low-wattage LED lighting and installing an ‘Energy Consumption Monitoring and Benchmarking System’ to engaging in cultural-awareness activities and incorporating questions regarding the hotel’s ‘Green Initiative’ in our guest satisfaction questionnaire.

At TIME Grand Plaza Hotel, energy-saving practices include installing sensors in guest corridors and in public and staff areas to activate lighting only when required. In addition, each guest now receives on arrival, a welcome letter outlining the hotel’s green initiatives.

Sustainability is also about helping the community, both hotels actively support the community and participate in charitable events, such as the Breast Cancer Awareness Marathon, the Diabetes Fun Run Walkathon, or hosting the Al Noor Fun Day to benefit children with special needs. The staff also volunteered at the Can Collection Day, organised by the Emirates Environmental Group (EEG).

TIME Hotels also conducts sustainability awareness training for department heads on a weekly basis and for all staff on a monthly basis in order to ensure that we not only continue to meet Green Globe criteria, but improve on them wherever possible.

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Success:

How has Katara Hospitality evolved as a company since its inception?

Hamad Abdullah Al Mulla: We have come a long way since we set up as Qatar National Hotels Limited in 1970.

The company was initially established by the Government of Qatar to manage the Gulf Hotel, the country’s first five star hotel, which is now known as the Doha Marriott. Since the beginning, we have adopted a pioneering approach in Qatar’s hospitality sector and have helped shape the industry landscape significantly.

We managed the first five star hotel in Doha and introduced Qatar’s first internationally branded hotel. In 2001, the Ritz Carlton Doha was opened as Qatar’s tallest hotel building. The Sealine Beach Resort was Qatar’s first leisure resort in Qatar, while Sharq Village and Spa was the first luxury resort, with the Six Senses Spa being the largest of its kind in the region.

Since announcing our rebranding to Katara Hospitality in 2012, we have continued to expand our portfolio of hotels, investing in hospitality icons not only in Qatar but in key sought16 SEPTEMBER/OCTOBER 2014

Qatar’s Katara Hospitality is a government entity that is swiftly making its presence felt around the global hospitality market. With a collection of high end hospitality acquisitions internationally and premium brands locally, the only way is up. THME spoke to Hamad Abdullah Al Mulla, CEO and Board Member, Katara Hospitality

after international markets. Today, we are Qatar’s flagship hospitality organisation with an iconic collection of 28 properties in operation or under development across 11 countries.

What is the company’s vision and how is that aligned with Qatar’s tourism promotion strategies?

With 40 years of experience across local and international markets, we aim to become one of the world’s leading

OWNER INTERVIEW

InterContinental Carlton Cannes

hospitality organisations. To help achieve this vision, we had set ourselves the goal of 30 properties by 2016, and with 28 properties already within our portfolio, we believe our target will be reached or even exceeded.

At present, we continue to focus on our international expansion, exploring investments in unique properties that have set the standards in the industry, as we work to create an enviable portfolio of iconic hotels around the globe. At the same time, we intend to maintain our position as market leaders in Qatar by developing world class hotels that are relevant not only for our portfolio, but emblematic for the country as well. We also encourage private investors to participate in building a solid hospitality network in the country.

We follow a healthy diversification strategy in line with the Qatar National Vision 2030, targeting the luxury market as well as corporate and leisure segments thereby covering a wide area of tourist requirements. This ensures that a balance is met across assets of short and long term profitability and

Sheraton, Doha SEPTEMBER/OCTOBER 2014 17

OWNER INTERVIEW

Excelsior Hotel, Gallia Milan

enhances the cash flow projections to support the company’s development.

How is hosting the 2022 FIFA World Cup in Qatar going to impact the hospitality industry in the region?

The FIFA World Cup is expected to attract one million international visitors to our country and the government plans to invest heavily in tourism infrastructure. As Qatar prepares for the strong demand for premium accommodation that the FIFA World Cup 2022 is bound to stimulate, we are witnessing an unprecedented growth in high-profile hospitality projects.

85,000 new hotel rooms are planned for Qatar ahead of 2022.

Driven by the Qatar National Vision 2030 and plans for hosting the World Cup, Qatar’s tourism and hospitality organisations are all participating in furthering the development and growth of the local tourism infrastructure. With its wide range of hotels and resorts, Qatar has the potential to become a leading global tourist destination attracting international visitors with its unique combination of world-class hospitality facilities and rich cultural heritage.

As an investment company, what are your biggest priorities when new properties are being considered?

When acquiring a property or engaging into a project, we always look for 18 SEPTEMBER/OCTOBER 2014

We had set ourselves the goal of 30 properties by 2016, and with 28 properties already within our portfolio, we believe our target will be reached or even exceeded

Le Royal Monceau Paris suite

something extraordinary that sets the project apart. With the goal to leave an outstanding legacy for future generations, we use our resource and expertise to invest in heritage properties around the world, each of which represents both a legacy and a future.

As we invest in unique properties and partner with some of the world’s finest hotel brands, we do ensure that the hotels are aligned with our ethos and brand values. The properties in our

portfolio are true hospitality icons that make any hotelier immensely proud to be associated with.

As I mentioned earlier, diversification is a key part of our expansion strategy.

We aim to create a network of five and four star business hotels and leisure resorts in key destinations. We explore investment opportunities in global hospitality icons and choose the ones that add that exceptional dimension to our business. The future return on investment a hotel is likely to bring is

OWNER INTERVIEW

Katara Towers Lusail Marina District

The final selection keeps in mind the optimum operational benefits for the hotel as well as the return of investment for the owner.

This vetting process ensures that our partners grant the same importance to factors such as complete transparency to the owner and business performance as we do at Katara Hospitality. We look for operating partners who understand that while individuals who enter our front door are our guests, the hotel owner is the customer.

Six Senses Spa

also a key consideration for us. Our investments are solid, profitable and likely to yield the return of investment within the forecasted period of time.

What criteria do you take into account when you select an Operator?

As experienced investors in the hospitality sector, we operate on clearly defined business principles that are applied uniformly across all our endeavours. Katara Hospitality

awards contracts for projects and services based on rigorous tender processes after an in-depth analysis of comparable partner offers against measurable criteria.

The same applies when we are selecting hotel operators or management companies for any of the properties in our portfolio. When we assign operators for a hotel, the strengths of each bidder are carefully considered and compared to the particulars of the property in question.

We look for operating partners who understand that while individuals who enter our front door are our guests, the hotel owner is the customer

At what stage in hotel development do you bring the management company on board and what are the benefits of this strategy?

The development part of our business is closely related to and interconnected with our core expertise of hospitality asset management. We develop many of our hotels from the project stage and also undertake major renovation works for some of our international properties. When developing a property, we bring the operator on board during the very early stages so they can share their expertise and recommendations during the planning process.

Appointing a suitable hotel management company to run our properties under development is a key component of our investment strategy.

Commissioning the operator early on in a hotel renovation project also allows its brand identity to be taken into account SEPTEMBER/OCTOBER 2014 19

Le Royal Monceau,2014 Raffles Paris 20 SEPTEMBER/OCTOBER

OWNER INTERVIEW

during the planning phase. This strategy saves us the extra time and resources that would be required to make costly changes to the rejuvenated property at a later stage to suit the management company’s brand requirements.

What role does the management company play in the development/ design of the hotel?

The selected operator shares its technical expertise and recommendations during the initial stages of the development / redevelopment and advises the teams on design and facilities planning. The management company also provides architectural review and assistance, specialist recommendations on interior design and lighting as well as assistance with the mechanical and food facilities installation.

What challenges have you experienced so far in terms of relationships with the management company?

We partner with some of the world’s finest hotel brands. As I mentioned, the management companies for our properties are selected after a rigorous process evaluating measurable criteria and also taking into account the particular needs of each hotel.

The operating partners we choose understand the depths and heights of the markets they operate in and are carefully selected for sharing our own values and beliefs. We often explore new management contracts with our existing operating partners and further strengthen our relationships.

We are a trusted partner of choice within the sector and the exposure to internationally renowned hotel operators provides a continuous learning experience for us.

What are current challenges / trends in the hotel investment landscape in Qatar and the Middle East region?

The hospitality market in Qatar and the wider Middle East remains robust, despite some challenges in the overall global economy. The major challenge is competitive differentiation. In every major city, extensive investments are being made into hotel properties, with new brands extending around the world.

Buddha Bar Hotel, Paris

As the hospitality industry becomes increasingly competitive and one of the greatest challenges for any hotel is to determine how to be more innovative and differentiate from competition. Qatar is witnessing an unprecedented growth in highprofile hospitality projects, thanks to the steady growth of the economy.

More new hotel openings in 2014 and beyond will add to the challenge of maintaining competitive room rates while stimulating healthy competition to maintain service standards.

Other factors to consider include fast evolving hospitality needs, driven by today’s dynamic economy. Hotels must constantly plan for change and keep their strategies flexible so they don’t lose customers to competition.

International hotel groups setting up in the Middle East must also adapt their offering to local customer preferences to compete effectively with domestic brands.

What is on the agenda for Katara Hospitality’s international expansion strategy moving forward?

At Katara Hospitality, we approach our expansion from two different

perspectives that define our overall strategy.

We remain at the forefront of the Qatari hospitality industry, and have been ranked market leaders in a benchmarking exercise conducted by Ernst & Young in 2012. As the country’s flagship hospitality organisation, we intend to maintain our status as market leaders by continuing to invest in and develop iconic hotels in Qatar.

We are also continuing to explore investment opportunities in hospitality assets abroad, with an overall goal to create a balanced and diverse portfolio of hotels. Our collection includes iconic hotels that have created a lasting legacy in the hospitality industry, a healthy base of business hotels and resorts located in key destinations, without missing the opportunity of being pioneers in developing markets where we commit to support the local communities and we foresee emerging tourist destinations.

Some of our recent acquisitions have been in Europe, but we are open to exploring properties in any key international market if we believe they stand out as true hospitality icons and also make solid business sense from an investment perspective.

SEPTEMBER/OCTOBER 2014 21

‫ﺍﻟﻘﻄﺮﻳﺔ‪ ،‬ﻭﺑﻔﻀﻞ ﺍﻟﻘﺪﺭﺍﺕ‬ ‫ﺍﻟﺸﺮﻛﺔﻗﻄﺮ‬ ‫ﺭﺅﻳﺔ ﻧﺜﻖ ﺃﻥ‬ ‫ﻫﻲﻟﻠﺒﻼﺩ‪،‬‬ ‫ﺍﻟﻮﺍﻋﺪﺓ‬ ‫ﺱ‪ :‬ﻣﺎ‬ ‫ﻷﻥ ﺗﻜﻮﻥ ﻻﻋﺒﺎ‬ ‫ﻣﺆﻫﻠﺔ‬ ‫ﻭﺑﻘﻮﺓ ﻣﻊ‬ ‫ﺗﺘﻤﺎﺷﻰ‬ ‫ﻭﻛﻴﻒ‬ ‫ﻣﺠﺎﻝ ﺻﻨﺎﻋﺔ‬ ‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻓﻲ‬ ‫ﺩﻭﻟﻴﺎ ﺭﺍﺋﺪﺍ‬ ‫ﺍﻟﺴﻴﺎﺣﻲ‬ ‫ﺍﻟﺘﺮﻭﻳﺞ‬ ‫ﻗﻄﺮ؟ﻭﺍﻟﻔﻨﺪﻗﺔ‪ ،‬ﻭﻷﻥ ﺗﻜﻮﻥ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﻟﺪﻭﻟﺔ‬ ‫ﺍﻟﺨﺒﺮﺓ ﻓﻲ‬ ‫ﺳﻴﺎﺣﻴﺔ ﻣﻦ‬ ‫ﻭﺟﻬﺔ‪ 40‬ﻋﺎﻣﺎ‬ ‫ﺑﻔﻀﻞ‬ ‫ﻭﻧﺎﺟﺤﺔ‬ ‫ﺭﺍﺋﺪﺓ‬ ‫ﻭﻧﺸﻴﻄﺔﺍﻟﻤﺤﻠﻴﺔ‬ ‫ﺍﻷﺳﻮﺍﻕ‬ ‫ﻭﺍﻟﺪﻭﻟﻴﺔ‪،‬ﻛﺜﻴﺮﺓ‬ ‫ﻳﺰﻭﺭﻫﺎ ﺃﻋﺪﺍﺩ‬ ‫ﺗﺼﺒﺢ‬ ‫ﺍﻟﺴﻴﺎﺡﺇﻟﻰ ﺃﻥ‬ ‫ﻧﻬﺪﻑ ﺣﺎﻟﻴﺎ‬ ‫ﺑﺘﺮﺍﺙ ﻗﻄﺮ‬ ‫ﻟﻴﺘﻤﺘﻌﻮﺍ‬ ‫ﻣﻦ‬ ‫ﻟﺪﻯﺷﺮﻛﺎﺕ‬ ‫ﺍﻟﻀﻴﺎﻓﺔﺭﻭﺍﺩ‬ ‫ﻭﺍﺣﺪﺓ ﻣﻦ‬ ‫ﺷﺮﻛﺘﻨﺎ‬ ‫ﻣﻨﺸﺂﺗﻬﺎ‬ ‫ﻭﺑﻔﺨﺎﻣﺔ‬ ‫ﻓﻲ ﺍﻟﻌﺎﻟﻢ‪ ،‬ﻭﻟﻠﻤﺴﺎﻋﺪﺓ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﺍﻟﻔﻨﺪﻗﻴﺔ‪.‬‬ ‫ﻋﻠﻰ ﺗﺤﻘﻴﻖ ﻫﺬﻩ ﺍﻟﺮﺅﻳﺔ‪ ،‬ﻭﺿﻌﻨﺎ‬ ‫ﻷﻧﻔﺴﻨﺎ ﻫﺪﻓﺎ ﻫﻮ ﺇﺩﺍﺭﺓ ﺇﺟﻤﺎﻟﻲ‬ ‫‪ 30‬ﻣﻨﺸﺄﺓ ﻓﻨﺪﻗﻴﺔ ﺑﺤﻠﻮﻝ ﻋﺎﻡ‬ ‫‪ ،2016‬ﻭﻷﻧﻨﺎ ﺑﺎﻟﻔﻌﻞ ﻧﺪﻳﺮ ‪28‬‬ ‫ﻣﻨﺸﺄﺓ ﻓﻲ ﺍﻟﻮﻗﺖ ﺍﻟﺤﺎﻟﻲ‪ ،‬ﻓﺄﻧﺎ‬ ‫ﻭﺍﺛﻖ ﺃﻧﻨﺎ ﺳﻨﺒﻠﻎ ﻫﺪﻓﻨﺎ ﻭﺭﺑﻤﺎ‬ ‫ﺗﺠﺎﻭﺯﻩ ﻛﺬﻟﻚ!‬ ‫ﻓﻲ ﺍﻟﻮﻗﺖ ﺍﻟﺤﺎﺿﺮ‪ ،‬ﻓﺈﻧﻨﺎ‬ ‫ﻧﻮﺍﺻﻞ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﺘﻮﺳﻊ ﻓﻲ‬ ‫ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﻭﺍﺳﺘﻜﺸﺎﻑ‬ ‫ﻓﺮﺹ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ ﺍﻟﻔﻨﺎﺩﻕ‬ ‫ﻣﻌﺎﻳﻴﺮ‬ ‫ﻭﺿﻌﺖ‬ ‫ﺍﻟﻔﺮﻳﺪﺓ‬ ‫ﻛﺘﺎﺭﺍ‬ ‫ﺍﻟﺘﻲﺷﺮﻛﺔ‬ ‫ﺗﻄﻮﺭﺕ‬ ‫ﺱ‪ :‬ﻛﻴﻒ‬ ‫ﻭﺣﺘﻰﻫﺬﻩ‬ ‫ﺎﻟﻤﻴﺔ ﻓﻲ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ ﺍﻟﻌ‬ ‫ﺗﺄﺳﻴﺴﻬﺎ‬ ‫ﻟﻠﻀﻴﺎﻓﺔ ﻣﻨﺬ‬ ‫ﺍﻵﻥ؟ ﺍﻟﺼﻨﺎﻋﺔ‪ ،‬ﻭﻧﻌﻤﻞ ﻛﺬﻟﻚ ﻷﻥ‬ ‫ﻗﻄﻌﻨﺎﺃﻓﻀﻞ‬ ‫ﻗﺎﺋﻤﺔ ﻣﻦ‬ ‫ﷲ ﻟﺪﻳﻨﺎ‬ ‫ﺗﻜﻮﻥ‬ ‫ﺍﻟﻤﻼ‪ :‬ﻟﻘﺪ‬ ‫ﺣﻤﺪ ﻋﺒﺪ‬ ‫ﺟﻤﻴﻊ ﺃﻧﺤﺎء‬ ‫ﺍﻟﺸﻬﻴﺮﺓ ﻓﻲ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﺍﻟﻔﻨﺎﺩﻕﻣﻨﺬ ﺃﻧﺸﺄﻧﺎ‬ ‫ﺷﻮﻁﺎ ﻁﻮﻳﻼ‬ ‫ﺫﺍﺗﻪ‪ ،‬ﻧﻌﺘﺰﻡ‬ ‫ﺍﻟﻮﻗﺖ‬ ‫ﺗﺤﺖ ﺍﺳﻢﺍﻟﻌﺎﻟﻢ‪.‬‬ ‫ﺍﻟﻮﻁﻨﻴﺔ‬ ‫ﺷﺮﻛﺔﻓﻲﻗﻄﺮ‬ ‫ﻋﻠﻰ ﻣﻜﺎﻧﺘﻨﺎ ﻛﺮﻭﺍﺩ‬ ‫ﻟﻠﻔﻨﺎﺩﻕ ﺃﻳﻀﺎ‬ ‫ﺍﻟﺤﻔﺎﻅ ﻋﺎﻡ‬ ‫ﺍﻟﻤﺤﺪﻭﺩﺓ ﻓﻲ‬ ‫ﺍﻟﺸﺮﻛﺔﻓﻲﻓﻲﻗﻄﺮ‪ ،‬ﻣﻦ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ‬ ‫‪ .1970‬ﺳﻮﻕ‬ ‫ﺗﺄﺳﺴﺖ‬ ‫ﻭﺇﻧﺸﺎء ﻓﻨﺎﺩﻕ ﻣﻦ‬ ‫ﻗﺒﻞﺗﻄﻮﻳﺮ‬ ‫ﺧﻼﻝ‬ ‫ﺣﻜﻮﻣﺔ ﻗﻄﺮ‬ ‫ﺍﻟﺒﺪﺍﻳﺔ ﻣﻦ‬ ‫ﻋﺎﻟﻤﻴﺎ‪.‬ﻛﺎﻥﻛﺬﻟﻚ‬ ‫ﺍﻟﻄﺮﺍﺯ‬ ‫ﺍﻷﻭﻝﻭﺍﻟﺬﻱ‬ ‫ﺍﻟﺨﻠﻴﺞ‪،‬‬ ‫ﻹﺩﺍﺭﺓ ﻓﻨﺪﻕ‬ ‫ﺗﺸﺠﻴﻊ ﻣﺴﺘﺜﻤﺮﻱ‬ ‫ﺃﻭﻝ ﻓﻨﺪﻕﻧﻌﻤﻞ‬ ‫ﻋﻠﻰﻧﺠﻮﻡ ﻓﻲ‬ ‫ﺧﻤﺲ‬ ‫ﻟﻠﻤﺸﺎﺭﻛﺔ ﻓﻲ‬ ‫ﺍﻟﺨﺎﺹ‬ ‫ﺍﻵﻥ ﻓﻨﺪﻕ‬ ‫ﺍﻟﻘﻄﺎﻉﺃﺻﺒﺢ‬ ‫ﺍﻟﺒﻼﺩ‪ ،‬ﻭﺍﻟﺬﻱ‬ ‫ﺍﻟﺒﺪﺍﻳﺔﻣﻦ ﺷﺮﻛﺎﺕ‬ ‫ﺳﻠﺴﻠﺔﻣﻨﺬﺭﺍﺳﺨﺔ‬ ‫ﻣﺎﺭﻳﻮﺕﺑﻨﺎء‬ ‫ﺍﻟﺪﻭﺣﺔ‪.‬‬ ‫ﻓﻲ ﻛﻤﺎ ﻧﻌﻤﻞ‬ ‫ﺍﻟﺒﻼﺩ‪،‬‬ ‫ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﻧﻬﺠﺎﻓﻲﺭﺍﺋﺪﺍ‬ ‫ﻭﻧﺤﻦ ﻧﻌﺘﻤﺪ‬ ‫ﺍﺧﺘﻴﺎﺭﺍﺗﻨﺎ ﻭﻧﺮﻛﺰ‬ ‫ﻗﻄﺎﻉ ﻋﻠﻰ‬ ‫ﺗﻨﻮﻳﻊ ﻗﻄﺮ‪،‬‬ ‫ﺍﻟﻀﻴﺎﻓﺔ ﻓﻲ‬ ‫ﺻﻨﺎﻋﺔﺍﻟﻔﺎﺧﺮﺓ‪.‬‬ ‫ﺗﺸﻜﻴﻞﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﻋﻠﻰﻗﻄﺎﻉ‬ ‫ﻭﺳﺎﻋﺪﻧﺎﻋﻠﻰ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ ﺑﺸﻜﻞ ﺇﻳﺠﺎﺑﻲ ﻛﺒﻴﺮ‪.‬‬ ‫ﺃﺩﺭﻧﺎ ﺃﻭﻝ ﻓﻨﺪﻕ ﺧﻤﺲ ﻧﺠﻮﻡ‬ ‫ﻓﻲ ﺍﻟﺪﻭﺣﺔ ﺑﻨﺠﺎﺡ ﺑﺎﻫﺮ‪ ،‬ﺛﻢ‬ ‫ﺑﻌﺪﻫﺎ ﻗﺪﻣﻨﺎ ﺃﻭﻝ ﻓﻨﺪﻕ ﻳﺤﻤﻞ‬ ‫ﺍﺳﻤﺎ ﺩﻭﻟﻴﺎ ﻓﻲ ﻗﻄﺮ‪ .‬ﻓﻲ ﻋﺎﻡ‬ ‫‪ ،2001‬ﺗﻢ ﺍﻓﺘﺘﺎﺡ ﻓﻨﺪﻕ ﺭﻳﺘﺰ‬ ‫ﻛﺎﺭﻟﺘﻮﻥ ﺍﻟﺪﻭﺣﺔ ﻭﺍﻟﺬﻱ ﻛﺎﻥ‬ ‫ﻳﻤﺜﻞ ﺃﻁﻮﻝ ﻣﺒﻨﻰ ﻓﻨﺪﻗﻲ ﻓﻲ‬ ‫ﻗﻄﺮ‪ .‬ﺃﻣﺎ ﻣﻨﺘﺠﻊ ﺳﻴﻠﻴﻦ ﻓﻜﺎﻥ‬ ‫ﺃﻭﻝ ﻣﻨﺘﺠﻊ ﺗﺮﻓﻴﻬﻲ ﻓﻲ ﻗﻄﺮ‪،‬‬

‫ﻗﻄﺮ‪،‬‬ ‫ﺗﺮﻓﻴﻬﻲ ﻓﻲ‬ ‫ﺍﻟﺼﻨﺎﻋﺔ‪ ،‬ﻭﻧﻌﻤﻞ ﻛﺬﻟﻚ ﻷﻥ‬ ‫ﻟﻠﺴﻴﺎﺣﺔ‬ ‫ﻣﻨﺘﺠﻊﺍﻟﺘﺤﺘﻴﺔ‬ ‫ﺃﻭﻝ ﺍﻟﺒﻨﻴﺔ‬ ‫ﺑﻜﺜﺎﻓﺔ ﻓﻲ‬ ‫ﺍﻵﻥ؟‬ ‫ﻗﻄﻌﻨﺎ‬ ‫ﺣﻤﺪ‬ ‫ﺍﻟﻜﺒﻴﺮ‪.‬ﻭﻣﻨﺘﺠﻊ‬ ‫ﻛﺎﻧﺖ ﻗﺮﻳﺔ‬ ‫ﻓﻲ‬ ‫ﻟﻘﺪ ﺃﻓﻀﻞ‬ ‫ﺍﻟﻤﻼ‪:‬ﻣﻦ‬ ‫ﷲ ﻗﺎﺋﻤﺔ‬ ‫ﻋﺒﺪﻟﺪﻳﻨﺎ‬ ‫ﺗﻜﻮﻥ‬ ‫ﺣﻴﻦ ﺍﻟﻌﺪﺩ‬ ‫ﻻﺳﺘﻀﺎﻓﺔ ﻫﺬﺍ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﻁﻮﻳﻼ ﻣﻨﺬ‬ ‫ﺷﻮﻁﺎ‬ ‫ﺍﻟﻄﻠﺐﻳﻀﻢ ﻓﻲ‬ ‫ﻣﻨﺘﺠﻊ ﻓﺨﻢ‬ ‫ﺃﻧﺸﺄﻧﺎﺟﻤﻴﻊ‬ ‫ﺍﻟﺸﻬﻴﺮﺓ ﻓﻲ‬ ‫ﺍﻟﻔﻨﺎﺩﻕ‬ ‫ﺃﻭﻝ ﻟﺰﻳﺎﺩﺓ‬ ‫ﺍﻟﺸﺮﻕﻗﻄﺮ‬ ‫ﺃﻧﺤﺎء ﻛﺬﻟﻚ ﺗﺴﺘﻌﺪ‬ ‫ﺍﻟﻮﻁﻨﻴﺔ‬ ‫ﺷﺮﻛﺔ‬ ‫ﺗﺤﺖ‬ ‫ﺍﻟﺴﻜﻦ ﺍﻟﺤﻮﺍﺱ‬ ‫ﻣﻨﺘﺠﻊ ﻭﺳﺒﺎ‬ ‫ﺟﻨﺒﺎﺗﻪ‬ ‫ﻧﻌﺘﺰﻡ‬ ‫ﻗﻄﺮﺫﺍﺗﻪ‪،‬‬ ‫ﺍﻟﻮﻗﺖ‬ ‫ﺍﺳﻢ ﻓﻲ‬ ‫ﺍﻟﻌﺎﻟﻢ‪.‬‬ ‫ﺑﻘﻮﺓ ﻋﻠﻰ‬ ‫ﺍﻟﻤﺘﻮﻗﻌﺔ‬ ‫ﻓﻲ ﻋﺎﻡ‬ ‫ﻟﻠﻔﻨﺎﺩﻕ‬ ‫ﻳﻌﺪﻛﺄﺱ‬ ‫ﻓﻌﺎﻟﻴﺎﺕ‬ ‫ﺍﻷﻛﺒﺮ ﻣﻦ‬ ‫ﺑﻔﻀﻞﻭﺍﻟﺬﻱ‬ ‫ﻣﻜﺎﻧﺘﻨﺎ ﻛﺮﻭﺍﺩ ﺍﻟﻔﺎﺧﺮﺍﻟﺴﺖ‬ ‫ﺍﻟﻤﺤﺪﻭﺩﺓﻋﻠﻰ‬ ‫ﺃﻳﻀﺎ ﺍﻟﺤﻔﺎﻅ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﺳﻮﻕ ﺗﺄﺳﺴﺖ‬ ‫‪.1970‬‬ ‫ﻧﻮﻋﻪ ﻓﻲ‬ ‫ﻓﻲﻣﻦ‬ ‫ﻗﻄﺮ‪،‬‬ ‫ﺍﻟﻀﻴﺎﻓﺔ ﻓﻲ‬ ‫ﺍﻟﻤﻨﻄﻘﺔ‪.‬ﻭﺍﻟﺘﻲ‬ ‫ﺍﻟﻘﺪﻡ ‪2022‬‬ ‫ﺍﻟﻌﺎﻟﻢ ﻟﻜﺮﺓ‬ ‫ﻭﺇﻧﺸﺎءﻗﻄﺮ‬ ‫ﺗﻄﻮﻳﺮﺣﻜﻮﻣﺔ‬ ‫ﺧﻼﻝﻣﻦ ﻗﺒﻞ‬ ‫ﺍﻟﺒﺪﺍﻳﺔ‬ ‫ﺇﻁﻼﻕ‬ ‫ﺍﻟﻘﻄﺮﻱ ﻋﻦ‬ ‫ﺍﻟﺴﻮﻕ ﺍﻹﻋﻼﻥ‬ ‫ﻓﻨﺎﺩﻕ ﻣﻦ ﺳﺘﺤﻔﺰ ﻣﻨﺬ‬ ‫ﺑﺸﺪﺓ‪،‬‬ ‫ﻛﺎﻥ‬ ‫ﻭﺍﻟﺬﻱ‬ ‫ﺍﻟﺨﻠﻴﺞ‪،‬‬ ‫ﻹﺩﺍﺭﺓ‬ ‫ﻧﺸﻬﺪ ﺣﺎﻟﻴﺎ‬ ‫ﻳﺠﻌﻠﻨﺎ‬ ‫ﺍﻷﻣﺮ ﺍﻟﺬﻱ‬ ‫ﺍﻟﺠﺪﻳﺪﺓ‪ :‬ﻛﺘﺎﺭﺍ‬ ‫ﺍﻟﺘﺠﺎﺭﻳﺔ‬ ‫ﺍﻟﻌﻼﻣﺔ‬ ‫ﻛﺬﻟﻚ‬ ‫ﻋﺎﻟﻤﻴﺎ‪.‬‬ ‫ﻓﻨﺪﻕﺍﻷﻭﻝ‬ ‫ﺍﻟﻄﺮﺍﺯ‬ ‫ﻧﺠﻮﻡ ﻓﻲ‬ ‫ﺧﻤﺲ‬ ‫‪ ،2012‬ﻭﻧﺤﻦ‬ ‫ﻟﻠﻀﻴﺎﻓﺔ‬ ‫ﻣﺴﺘﺜﻤﺮﻱ‬ ‫ﺗﺸﺠﻴﻊ‬ ‫ﻓﻨﺪﻕﻋﻠﻰ‬ ‫ﺃﻭﻝﻧﻌﻤﻞ‬ ‫ﻋﺎﻡﻣﺸﺎﺭﻳﻊ‬ ‫ﻓﻲ ﻓﻲ‬ ‫ﻣﺴﺒﻮﻕ‬ ‫ﻧﻤﻮﺍ ﻏﻴﺮ‬ ‫ﻓﻨﺪﻕ‬ ‫ﺃﺻﺒﺢ ﺍﻵﻥ‬ ‫ﻭﺍﻟﺬﻱ‬ ‫ﺍﻟﺒﻼﺩ‪،‬‬ ‫ﻗﺎﺋﻤﺔﻓﻲﺍﻟﻔﻨﺎﺩﻕ‬ ‫ﺭﻓﻴﻌﺔﺗﻮﺳﻴﻊ‬ ‫ﻧﻮﺍﺻﻞ‬ ‫ﻓﻲ‬ ‫ﻟﻠﻤﺸﺎﺭﻛﺔ‬ ‫ﺍﻟﺨﺎﺹ‬ ‫ﺍﻟﻘﻄﺎﻉ‬ ‫ﺍﻟﻤﺴﺘﻮﻯ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﺍﻟﺒﺪﺍﻳﺔ‬ ‫ﺍﻟﺪﻭﺣﺔ‪ .‬ﻣﻨﺬ‬ ‫ﻭﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ‬ ‫ﺭﺍﺳﺨﺔ ﻣﻦ‬ ‫ﻣﺎﺭﻳﻮﺕﺳﻠﺴﻠﺔ‬ ‫ﺑﻨﺎء‬ ‫ﻧﺪﻳﺮﻫﺎﻋﻨﻪ ﺩﺧﻮﻝ‬ ‫ﺍﻟﺘﻲ ﺳﻴﻨﺘﺞ‬ ‫ﺷﺮﻛﺎﺕ ﻗﻄﺮ‪ ،‬ﻣﻤﺎ‬ ‫ﻧﻌﺘﻤﺪﻓﻲﻧﻬﺠﺎ ﺭ‬ ‫ﻭﻧﺤﻦ‬ ‫ﻋﺎﻟﻢ ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﻏﺮﻓﺔ ﻓﻲ‬ ‫ﺍﻷﺳﻤﺎء‬ ‫ﺍﻟﺒﻼﺩ‪،‬ﺍﺋﺪﺍﻛﻤﺎﻓﻲﻧﻌﻤﻞ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﻓﻨﺪﻗﻴﺔ‬ ‫ﺃﺷﻬﺮﺃﻟﻒ‬ ‫ﻗﺮﺍﺑﺔ ‪85‬‬ ‫ﺍﻟﻀﻴﺎﻓﺔ ﻓﻲ‬ ‫ﻗﻄﺎﻉ‬ ‫ﻋﺎﻡ ﻛﺬﻟﻚ‬ ‫ﻗﻄﺮ ﺑﻞ‬ ‫ﺟﺪﻳﺪﺓ ‪-‬ﻓﻲﻟﻴﺲ‬ ‫ﻗﻄﺮ‪ ،‬ﻭﻧﺮﻛﺰ‬ ‫ﺍﺧﺘﻴﺎﺭﺍﺗﻨﺎ‬ ‫ﻋﻠﻰ ﺗﻨﻮﻳﻊ‬ ‫ﻗﻄﺮﻓﻘﻂﻗﺒﻞﻓﻲﺣﻠﻮﻝ‬ ‫ﺍﻟﻀﻴﺎﻓﺔﺻﻨﺎﻋﺔ‬ ‫ﻋﻠﻰ ﺗﺸﻜﻴﻞ‬ ‫ﺍﻟﻴﻮﻡ‪ ،‬ﻧﺤﻦ‬ ‫ﺍﻟﺪﻭﻟﻴﺔ‪.‬‬ ‫ﺍﻷﺳﻮﺍﻕ‬ ‫ﺍﻟﻔﺎﺧﺮﺓ‪.‬‬ ‫ﻭﺳﺎﻋﺪﻧﺎﻗﻄﺎﻉ‬ ‫ﻋﻠﻰ‬ ‫ﺷﺮﻛﺎﺕ‬ ‫ﺗﺸﺎﺭﻙ‬ ‫‪.2022‬ﻓﻲﻛﺬﻟﻚ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ ﺑﺸﻜﻞ ﺇﻳﺠﺎﺑﻲ ﻛﺒﻴﺮ‪.‬‬ ‫ﺍﻟﺮﺍﺋﺪﺓ ﻓﻲ ﻗﻄﺎﻉ‬ ‫ﺍﻟﺴﻴﺎﺣﺔﻧﻌﺘﺒﺮ‬ ‫ﺍﻟﺸﺮﻛﺔﻓﻲ ﻗﻄﺮ‬ ‫ﻭﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﻗﻴﺪ‬ ‫ﺑﻘﺎﺋﻤﺔ ﺃﻭ‬ ‫ﺑﺎﻟﻔﻌﻞ‬ ‫ﻣﻨﺸﺄﺓﻓﻲﻋﺎﻣﻠﺔ‬ ‫ﻋﻤﻠﻴﺎﺕ‪28‬‬ ‫ﻧﺠﻮﻡ‬ ‫ﺳﺘﺆﺛﺮ ﺧﻤﺲ‬ ‫ﺃﻭﻝ ﻓﻨﺪﻕ‬ ‫ﺍﺳﺘﻀﺎﻓﺔ‬ ‫ﺃﺩﺭﻧﺎﻛﻴﻒ‬ ‫ﺱ‪:‬‬ ‫ﻭﺗﻮﺳﻴﻊ ﺍﻟﺒﻨﻴﺔ‬ ‫ﺗﻄﻮﻳﺮ‬ ‫ﺗﻀﻢ‬ ‫ﻗﻄﺮ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ ﻓﻲ ‪ 11‬ﺩﻭﻟﺔ‪.‬‬ ‫ﻟﺼﻨﺎﻋﺔﻭﺍﻟﺘﻄﻮﻳﺮ‬ ‫ﺍﻟﺘﺤﺘﻴﺔﺍﻹﻧﺸﺎء‬ ‫ﺍﻟﻘﺪﻡﺛﻢ‪2022‬‬ ‫ﺍﻟﻌﺎﻟﻢ‬ ‫ﻓﻲﻛﺄﺱ‬ ‫ﻟﻜﺮﺓﺑﺎﻫﺮ‪،‬‬ ‫ﺑﻨﺠﺎﺡ‬ ‫ﺍﻟﺪﻭﺣﺔ‬ ‫ﻳﺤﻤﻞ‬ ‫ﺃﻭﻝ ﻓﻨﺪﻕ‬ ‫ﺑﻌﺪﻫﺎ‬ ‫ﺻﻨﺎﻋﺔ‬ ‫ﻗﺪﻣﻨﺎ ﻋﻠﻰ‬ ‫ﻓﻲ ﻗﻄﺮ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ ﺍﻟﻘﻄﺮﻳﺔ‪ ،‬ﻭﺑﻔﻀﻞ ﺍﻟﻘﺪﺭﺍﺕ‬ ‫ﺍﻟﻤﻨﻄﻘﺔ؟ﻗﻄﺮ‪ .‬ﻓﻲ ﻋﺎﻡ‬ ‫ﻓﻲﺩﻭﻟﻴﺎ ﻓﻲ‬ ‫ﺍﺳﻤﺎ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﻟﻠﺒﻼﺩ‪،‬ﻫﻲ‬ ‫ﺍﻟﻮﺍﻋﺪﺓﺱ‪ :‬ﻣﺎ‬ ‫ﺭﺅﻳﺔﻗﻄﺮ‬ ‫ﻧﺜﻖ ﺃﻥ‬ ‫ﺍﻟﻤﺘﻮﻗﻊ‬ ‫ﻣﻦ‬ ‫ﺗﺘﻤﺎﺷﻰ‬ ‫ﻛﺄﺱ ﺍﻟﻌﺎﻟﻢ ﻣﺆﻫﻠﺔ ﻭﻛﻴﻒ‬ ‫ﻟﻔﻌﺎﻟﻴﺎﺕ ﺭﻳﺘﺰ‬ ‫ﺍﻓﺘﺘﺎﺡ ﻓﻨﺪﻕ‬ ‫‪ ،2001‬ﺗﻢ‬ ‫ﺗﻜﻮﻥﻣﻊﻻﻋﺒﺎ‬ ‫ﻭﺑﻘﻮﺓ ﻷﻥ‬ ‫ﺍﻟﺪﻭﺣﺔ ﺗﺠﺬﺏ‬ ‫ﻛﺎﺭﻟﺘﻮﻥﺍﻟﻘﺪﻡ ﺃﻥ‬ ‫ﻟﻜﺮﺓ‬ ‫ﻭﺍﻟﺬﻱ ﻛﺎﻥ‬ ‫ﺻﻨﺎﻋﺔ ﺍﻟﺴﻴﺎﺣﻲ‬ ‫ﻣﺠﺎﻝﺍﻟﺘﺮﻭﻳﺞ‬ ‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬ ‫ﻣﻠﻴﻮﻥ ﺯﺍﺋﺮ ﺩﻭﻟﻴﺎ ﺭﺍﺋﺪﺍ ﻓﻲ‬ ‫ﺗﺨﻄﻂ‬ ‫ﻣﺒﻨﻰﻭﻟﺬﺍ‬ ‫ﻟﺒﻼﺩﻧﺎ‪،‬‬ ‫ﺩﻭﻟﻲ‬ ‫ﻓﻨﺪﻗﻲ ﻓﻲ‬ ‫ﺃﻁﻮﻝ‬ ‫ﻳﻤﺜﻞ‬ ‫ﺍﻟﻀﻴﺎﻓﺔﻟﺪﻭﻟﺔ‬ ‫ﻗﻄﺮ؟ ﻭﻷﻥ ﺗﻜﻮﻥ‬ ‫ﻭﺍﻟﻔﻨﺪﻗﺔ‪،‬‬ ‫ﻟﻼﺳﺘﺜﻤﺎﺭ‬ ‫ﺍﻟﻘﻄﺮﻳﺔ‬ ‫ﻭﻧﺎﺟﺤﺔﺍﻟﺨﺒﺮﺓ ﻓﻲ‬ ‫ﻋﺎﻣﺎ ﻣﻦ‬ ‫ﺳﻴﺎﺣﻴﺔ‪40‬‬ ‫ﻭﺟﻬﺔ ﺑﻔﻀﻞ‬ ‫ﺳﻴﻠﻴﻦ ﻓﻜﺎﻥ‬ ‫ﺍﻟﺤﻜﻮﻣﺔﻣﻨﺘﺠﻊ‬ ‫ﻗﻄﺮ‪ .‬ﺃﻣﺎ‬ ‫ﺭﺍﺋﺪﺓ‬ ‫ﺍﻟﺘﺤﺘﻴﺔ‬ ‫ﻣﻨﺘﺠﻊﻓﻲ ﺍﻟﺒﻨﻴﺔ‬ ‫ﺃﻭﻝﺑﻜﺜﺎﻓﺔ‬ ‫ﻭﺍﻟﺪﻭﻟﻴﺔ‪،‬‬ ‫ﻳﺰﻭﺭﻫﺎﺍﻟﻤﺤﻠﻴﺔ‬ ‫ﺍﻷﺳﻮﺍﻕ‬ ‫ﻗﻄﺮ‪،‬‬ ‫ﺗﺮﻓﻴﻬﻲ ﻓﻲ‬ ‫ﺃﻋﺪﺍﺩ ﻛﺜﻴﺮﺓ‬ ‫ﻟﻠﺴﻴﺎﺣﺔ ﻭﻧﺸﻴﻄﺔ‬ ‫ﺍﻟﻜﺒﻴﺮ‪.‬‬ ‫ﺍﻟﻌﺪﺩ‬ ‫ﻛﺎﻧﺖﻫﺬﺍ‬ ‫ﻻﺳﺘﻀﺎﻓﺔ‬ ‫ﺗﺼﺒﺢ‬ ‫ﻟﻴﺘﻤﺘﻌﻮﺍﺇﻟﻰ ﺃﻥ‬ ‫ﻧﻬﺪﻑ ﺣﺎﻟﻴﺎ‬ ‫ﻭﻣﻨﺘﺠﻊ‬ ‫ﻗﺮﻳﺔ‬ ‫ﻓﻲ ﺣﻴﻦ‬ ‫ﺑﺘﺮﺍﺙ ﻗﻄﺮ‬ ‫ﻣﻦ ﺍﻟﺴﻴﺎﺡ‬ ‫ﻟﺰﻳﺎﺩﺓ‬ ‫ﺗﺴﺘﻌﺪ‬ ‫ﻣﻨﺸﺂﺗﻬﺎ ﺷﺮﻛﺎﺕ‬ ‫ﻟﺪﻯﻣﻦ ﺭﻭﺍﺩ‬ ‫ﻭﺍﺣﺪﺓ‬ ‫ﺷﺮﻛﺘﻨﺎ‬ ‫ﻳﻀﻢ ﻓﻲ‬ ‫ﻗﻄﺮﻓﺨﻢ‬ ‫ﻣﻨﺘﺠﻊ‬ ‫ﻛﺬﻟﻚﺃﻭﻝ‬ ‫ﺍﻟﺸﺮﻕ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﺍﻟﻄﻠﺐ ﻭﺑﻔﺨﺎﻣﺔ‬ ‫ﺍﻟﺴﻜﻦ‬ ‫ﻣﻨﺘﺠﻊﺑﻘﻮﺓ‬ ‫ﺍﻟﻤﺘﻮﻗﻌﺔ‬ ‫ﺍﻟﻔﻨﺪﻗﻴﺔ‪.‬ﺍﻟﻀﻴﺎﻓﺔ ﻓﻲ ﺍﻟﻌﺎﻟﻢ‪ ،‬ﻭﻟﻠﻤﺴﺎﻋﺪﺓ‬ ‫ﻋﻠﻰﺍﻟﺤﻮﺍﺱ‬ ‫ﻭﺳﺒﺎ‬ ‫ﺟﻨﺒﺎﺗﻪ‬ ‫ﻛﺄﺱ‬ ‫ﺑﻔﻀﻞ‬ ‫ﺍﻟﻔﺎﺧﺮ‬ ‫ﻋﻠﻰ ﺗﺤﻘﻴﻖ ﻫﺬﻩ ﺍﻟﺮﺅﻳﺔ‪ ،‬ﻭﺿﻌﻨﺎ‬ ‫ﻓﻌﺎﻟﻴﺎﺕﻣﻦ‬ ‫ﻳﻌﺪ ﺍﻷﻛﺒﺮ‬ ‫ﻭﺍﻟﺬﻱ‬ ‫ﺍﻟﺴﺖ‬ ‫ﺍﻟﻘﺪﻡ ‪ 2022‬ﻭﺍﻟﺘﻲ‬ ‫ﻓﻲﻟﻜﺮﺓ‬ ‫ﺍﻟﻌﺎﻟﻢ‬ ‫ﻷﻧﻔﺴﻨﺎ ﻫﺪﻓﺎ ﻫﻮ ﺇﺩﺍﺭﺓ ﺇﺟﻤﺎﻟﻲ‬ ‫ﺍﻟﻤﻨﻄﻘﺔ‪.‬‬ ‫ﻧﻮﻋﻪ‬ ‫ﺇﻁﻼﻕﺑﺸﺪﺓ‪،‬‬ ‫ﺍﻟﻘﻄﺮﻱ‬ ‫‪ 30‬ﻣﻨﺸﺄﺓ ﻓﻨﺪﻗﻴﺔ ﺑﺤﻠﻮﻝ ﻋﺎﻡ‬ ‫ﺍﻟﺴﻮﻕ ﻋﻦ‬ ‫ﺳﺘﺤﻔﺰﺍﻹﻋﻼﻥ‬ ‫ﻣﻨﺬ‬ ‫ﺣﺎﻟﻴﺎ‬ ‫ﻳﺠﻌﻠﻨﺎ‬ ‫ﺍﻷﻣﺮ ﺍﻟﺬﻱ‬ ‫‪ ،2016‬ﻭﻷﻧﻨﺎ ﺑﺎﻟﻔﻌﻞ ﻧﺪﻳﺮ ‪28‬‬ ‫ﻧﺸﻬﺪﻛﺘﺎﺭﺍ‬ ‫ﺍﻟﺠﺪﻳﺪﺓ‪:‬‬ ‫ﺍﻟﺘﺠﺎﺭﻳﺔ‬ ‫ﺍﻟﻌﻼﻣﺔ‬ ‫ﻣﺸﺎﺭﻳﻊ‬ ‫ﻣﺴﺒﻮﻕ‬ ‫ﻧﻤﻮﺍ‬ ‫ﻣﻨﺸﺄﺓ ﻓﻲ ﺍﻟﻮﻗﺖ ﺍﻟﺤﺎﻟﻲ‪ ،‬ﻓﺄﻧﺎ‬ ‫ﻓﻲ‪ ،‬ﻭﻧﺤﻦ‬ ‫‪2012‬‬ ‫ﻏﻴﺮ ﻋﺎﻡ‬ ‫ﻟﻠﻀﻴﺎﻓﺔ ﻓﻲ‬ ‫ﺍﻟﻔﻨﺎﺩﻕﻓﻲ‬ ‫ﺍﻟﻤﺴﺘﻮﻯ‬ ‫ﺭﻓﻴﻌﺔ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﻭﺍﺛﻖ ﺃﻧﻨﺎ ﺳﻨﺒﻠﻎ ﻫﺪﻓﻨﺎ ﻭﺭﺑﻤﺎ‬ ‫ﻗﺎﺋﻤﺔ‬ ‫ﺗﻮﺳﻴﻊ‬ ‫ﻧﻮﺍﺻﻞ‬ ‫ﺩﺧﻮﻝ‬ ‫ﻣﻤﺎ ﺳﻴﻨﺘﺞ‬ ‫ﺍﻟﺘﻲﻗﻄﺮ‪،‬‬ ‫ﺗﺠﺎﻭﺯﻩ ﻛﺬﻟﻚ!‬ ‫ﻋﻨﻪ ﻓﻲ‬ ‫ﻭﺍﻻﺳﺘﺜﻤﺎﺭ‬ ‫ﻧﺪﻳﺮﻫﺎ‬ ‫ﻓﻲ ﺍﻟﻮﻗﺖ ﺍﻟﺤﺎﺿﺮ‪ ،‬ﻓﺈﻧﻨﺎ‬ ‫ﻏﺮﻓﺔ ﻓﻨﺪﻗﻴﺔ‬ ‫ﺍﻷﺳﻤﺎءﺃﻟﻒ‬ ‫ﻗﺮﺍﺑﺔ ‪85‬‬ ‫ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﻓﻲ ﻋﺎﻟﻢ‬ ‫ﺃﺷﻬﺮ‬ ‫ﻧﻮﺍﺻﻞ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﺘﻮﺳﻊ ﻓﻲ‬ ‫ﻛﺬﻟﻚﻋﺎﻡ‬ ‫ﻗﻄﺮﻗﺒﻞﺑﻞﺣﻠﻮﻝ‬ ‫ﺟﺪﻳﺪﺓﻓﻘﻂﻓﻲﻓﻲﻗﻄﺮ‬ ‫ ﻟﻴﺲ‬‫ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﻭﺍﺳﺘﻜﺸﺎﻑ‬ ‫ﺷﺮﻛﺎﺕ‬ ‫ﺗﺸﺎﺭﻙ‬ ‫ﺍﻷﺳﻮﺍﻕﻛﺬﻟﻚ‬ ‫ﻓﻲ‪.2022‬‬ ‫ﺍﻟﻴﻮﻡ‪ ،‬ﻧﺤﻦ‬ ‫ﺍﻟﺪﻭﻟﻴﺔ‪.‬‬ ‫ﻓﺮﺹ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ ﺍﻟﻔﻨﺎﺩﻕ‬ ‫ﻗﻄﺎﻉﻓﻲ‬ ‫ﻓﻲ ﻗﻄﺮ‬ ‫ﺍﻟﺮﺍﺋﺪﺓ ﻓﻲ‬ ‫ﻭﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﺍﻟﺴﻴﺎﺣﺔ‬ ‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﻧﻌﺘﺒﺮ‬ ‫ﺍﻟﻔﺮﻳﺪﺓ ﺍﻟﺘﻲ ﻭﺿﻌﺖ ﻣﻌﺎﻳﻴﺮ‬ ‫ﺍﻟﺒﻨﻴﺔ‬ ‫ﻭﺗﻮﺳﻴﻊ‬ ‫ﺗﻀﻢ‬ ‫ﺗﻄﻮﻳﺮﺑﻘﺎﺋﻤﺔ‬ ‫ﻋﻤﻠﻴﺎﺕﻓﻲ ﻗﻄﺮ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻓﻲ ﻫﺬﻩ‬ ‫ﺍﻟﺘﺤﺘﻴﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﺍﻟﺼﻨﺎﻋﺔ‪ ،‬ﻭﻧﻌﻤﻞ ﻛﺬﻟﻚ ﻷﻥ‬ ‫ﺍﻟﻘﻄﺮﻳﺔ‪ ،‬ﻭﺑﻔﻀﻞ ﺍﻟﻘﺪﺭﺍﺕ‬ ‫ﺗﻜﻮﻥ ﻟﺪﻳﻨﺎ ﻗﺎﺋﻤﺔ ﻣﻦ ﺃﻓﻀﻞ‬ ‫ﺍﻟﻮﺍﻋﺪﺓ ﻟﻠﺒﻼﺩ‪ ،‬ﻧﺜﻖ ﺃﻥ ﻗﻄﺮ‬ ‫ﺍﻟﻔﻨﺎﺩﻕ ﺍﻟﺸﻬﻴﺮﺓ ﻓﻲ ﺟﻤﻴﻊ ﺃﻧﺤﺎء‬ ‫ﻣﺆﻫﻠﺔ ﻭﺑﻘﻮﺓ ﻷﻥ ﺗﻜﻮﻥ ﻻﻋﺒﺎ‬ ‫ﺍﻟﻌﺎﻟﻢ‪ .‬ﻓﻲ ﺍﻟﻮﻗﺖ ﺫﺍﺗﻪ‪ ،‬ﻧﻌﺘﺰﻡ‬ ‫ﺩﻭﻟﻴﺎ ﺭﺍﺋﺪﺍ ﻓﻲ ﻣﺠﺎﻝ ﺻﻨﺎﻋﺔ‬ ‫ﺃﻳﻀﺎ ﺍﻟﺤﻔﺎﻅ ﻋﻠﻰ ﻣﻜﺎﻧﺘﻨﺎ ﻛﺮﻭﺍﺩ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ ﻭﺍﻟﻔﻨﺪﻗﺔ‪ ،‬ﻭﻷﻥ ﺗﻜﻮﻥ‬ ‫ﺳﻮﻕ ﺍﻟﻀﻴﺎﻓﺔ ﻓﻲ ﻗﻄﺮ‪ ،‬ﻣﻦ‬ ‫ﻭﺟﻬﺔ ﺳﻴﺎﺣﻴﺔ ﺭﺍﺋﺪﺓ ﻭﻧﺎﺟﺤﺔ‬ ‫ﺧﻼﻝ ﺗﻄﻮﻳﺮ ﻭﺇﻧﺸﺎء ﻓﻨﺎﺩﻕ ﻣﻦ‬ ‫ﻭﻧﺸﻴﻄﺔ ﻳﺰﻭﺭﻫﺎ ﺃﻋﺪﺍﺩ ﻛﺜﻴﺮﺓ‬ ‫‪22 SEPTEMBER/OCTOBER 2014‬‬

‫ﻭﺍﻟﺬﻱ‬ ‫ﻹﺩﺍﺭﺓ‬ ‫ﺗﺼﺒﺢ‬ ‫ﻓﻲ ﺇﻟﻰ‬ ‫ﺣﺎﻟﻴﺎ‬ ‫ﻧﻬﺪﻑ‬ ‫ﺍﺳﻤﺎ ﺩﻭﻟﻴﺎ ﻓﻲ ﻗﻄﺮ‪ .‬ﻓﻲ ﻋﺎﻡ‬ ‫ﻛﺎﻥ ﻓﻲ‬ ‫ﺍﻟﺘﻮﺳﻊ‬ ‫ﺍﻟﺨﻠﻴﺞ‪،‬ﻋﻠﻰ‬ ‫ﻓﻨﺪﻕﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﻧﻮﺍﺻﻞ‬ ‫ﺣﻠﻮﻝ ﻋﺎﻡ‬ ‫ﻗﻄﺮﺃﻥﻗﺒﻞ‬ ‫ﺟﺪﻳﺪﺓ‬ ‫ﻧﺠﻮﻡ ﻓﻲ‬ ‫ﺍﻷﺳﻮﺍﻕﺧﻤﺲ‬ ‫ﺃﻭﻝ ﻓﻨﺪﻕ‬ ‫ﺷﺮﻛﺎﺕ‬ ‫ﻛﺬﻟﻚﻣﻦ ﺭﻭﺍﺩ‬ ‫ﻭﺍﺣﺪﺓ‬ ‫ﺷﺮﻛﺘﻨﺎ‬ ‫‪ ،2001‬ﺗﻢ ﺍﻓﺘﺘﺎﺡ ﻓﻨﺪﻕ ﺭﻳﺘﺰ‬ ‫ﻭﺍﺳﺘﻜﺸﺎﻑ‬ ‫ﺍﻟﺪﻭﻟﻴﺔ‪،‬‬ ‫ﺷﺮﻛﺎﺕ‬ ‫ﺗﺸﺎﺭﻙ‬ ‫‪.2022‬‬ ‫‪OWNER INTERVIEW‬‬ ‫ﻓﻨﺪﻕ‬ ‫ﻓﺮﺹﻭﺍﻟﺬﻱ‬ ‫ﺍﻟﺒﻼﺩ‪،‬‬ ‫ﺍﻟﺴﻴﺎﺣﺔﻓﻲ ﺍﻟﻌﺎﻟﻢ‪،‬‬ ‫ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﻛﺎﺭﻟﺘﻮﻥ ﺍﻟﺪﻭﺣﺔ ﻭﺍﻟﺬﻱ ﻛﺎﻥ‬ ‫ﺍﻵﻥﺍﻟﻔﻨﺎﺩﻕ‬ ‫ﺃﺻﺒﺢﻓﻲ‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭ‬ ‫ﻭﻟﻠﻤﺴﺎﻋﺪﺓ ﻓﻲ‬ ‫ﻭﺍﻟﻀﻴﺎﻓﺔ ﻓﻲ ﻗﻄﺮ‬ ‫ﻭﺿﻌﺖﺍﻟﺒﺪﺍﻳﺔ‬ ‫ﺍﻟﺪﻭﺣﺔ‪ .‬ﻣﻨﺬ‬ ‫ﻣﺎﺭﻳﻮﺕ‬ ‫ﻭﺗﻮﺳﻴﻊﻭﺿﻌﻨﺎ‬ ‫ﺗﻄﻮﻳﺮﺍﻟﺮﺅﻳﺔ‪،‬‬ ‫ﺗﺤﻘﻴﻖ ﻫﺬﻩ‬ ‫ﻋﻠﻰ‬ ‫ﻳﻤﺜﻞ ﺃﻁﻮﻝ ﻣﺒﻨﻰ ﻓﻨﺪﻗﻲ ﻓﻲ‬ ‫ﻣﻌﺎﻳﻴﺮ‬ ‫ﺍﻟﻔﺮﻳﺪﺓ ﺍﻟﺘﻲ‬ ‫ﺍﻟﺒﻨﻴﺔ‬ ‫ﻋﻤﻠﻴﺎﺕ‬ ‫ﺍﺋﺪﺍ ﻓﻲ‬ ‫ﻧﻌﺘﻤﺪﺍﻟﻌﻧﻬﺠﺎ‬ ‫ﻭﻧﺤﻦ‬ ‫ﺇﺟﻤﺎﻟﻲ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻫﺪﻓﺎ ﻫﻮ‬ ‫ﻷﻧﻔﺴﻨﺎ‬ ‫ﻗﻄﺮ‪ .‬ﺃﻣﺎ ﻣﻨﺘﺠﻊ ﺳﻴﻠﻴﻦ ﻓﻜﺎﻥ‬ ‫ﻫﺬﻩ‬ ‫ﺎﻟﻤﻴﺔﺭﻓﻲ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﻟﺼﻨﺎﻋﺔ‬ ‫ﺍﻟﺘﺤﺘﻴﺔ‬ ‫ﻭﻧﻌﻤﻞﻗﻄﺮ‪،‬‬ ‫ﺍﻟﻀﻴﺎﻓﺔ ﻓﻲ‬ ‫ﻗﻄﺎﻉ‬ ‫ﺑﺤﻠﻮﻝ ﻋﺎﻡ‬ ‫ﺍﻟﻘﻄﺮﻳﺔ‪،‬ﻓﻨﺪﻗﻴﺔ‬ ‫‪ 30‬ﻣﻨﺸﺄﺓ‬ ‫ﺃﻭﻝ ﻣﻨﺘﺠﻊ ﺗﺮﻓﻴﻬﻲ ﻓﻲ ﻗﻄﺮ‪،‬‬ ‫ﻛﺬﻟﻚ ﻷﻥ‬ ‫ﺍﻟﺼﻨﺎﻋﺔ‪،‬‬ ‫ﺍﻟﻘﺪﺭﺍﺕ‬ ‫ﻭﺑﻔﻀﻞ‬ ‫ﺗﺸﻜﻴﻞﻣﻦﺻﻨﺎﻋﺔ‬ ‫‪28‬‬ ‫ﺑﺎﻟﻔﻌﻞ‬ ‫ﺍﻟﻮﺍﻋﺪﺓﻭﻷﻧﻨﺎ‬ ‫‪،2016‬‬ ‫ﻓﻲ ﺣﻴﻦ ﻛﺎﻧﺖ ﻗﺮﻳﺔ ﻭﻣﻨﺘﺠﻊ‬ ‫ﺃﻓﻀﻞ‬ ‫ﻋﻠﻰ ﻗﺎﺋﻤﺔ‬ ‫ﻭﺳﺎﻋﺪﻧﺎ ﻟﺪﻳﻨﺎ‬ ‫ﺗﻜﻮﻥ‬ ‫ﻧﺪﻳﺮﻗﻄﺮ‬ ‫ﻧﺜﻖ ﺃﻥ‬ ‫ﻟﻠﺒﻼﺩ‪،‬‬ ‫ﺇﻳﺠﺎﺑﻲ ﻛﺒﻴﺮ‬ ‫ﺍﻟﻔﻨﺎﺩﻕﺑﺸﻜﻞ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﺗﻜﻮﻥﻓﺄﻧﺎ‬ ‫ﺍﻟﺤﺎﻟﻲ‪،‬‬ ‫ﻣﻨﺸﺄﺓ‬ ‫ﺍﻟﺸﺮﻕ ﺃﻭﻝ ﻣﻨﺘﺠﻊ ﻓﺨﻢ ﻳﻀﻢ ﻓﻲ‬ ‫ﺟﻤﻴﻊ‪ .‬ﺃﻧﺤﺎء‬ ‫ﺍﻟﺸﻬﻴﺮﺓ ﻓﻲ‬ ‫ﻻﻋﺒﺎ‬ ‫ﺍﻟﻮﻗﺖﻷﻥ‬ ‫ﻓﻲ ﻭﺑﻘﻮﺓ‬ ‫ﻣﺆﻫﻠﺔ‬ ‫ﻧﺠﻮﻡ‬ ‫ﻣﺠﺎﻝﻭﺭﺑﻤﺎ‬ ‫ﺳﻨﺒﻠﻎﻓﻲﻫﺪﻓﻨﺎ‬ ‫ﻭﺍﺛﻖ‬ ‫ﺟﻨﺒﺎﺗﻪ ﻣﻨﺘﺠﻊ ﻭﺳﺒﺎ ﺍﻟﺤﻮﺍﺱ‬ ‫ﺧﻤﺲﻧﻌﺘﺰﻡ‬ ‫ﻓﻨﺪﻕ ﺫﺍﺗﻪ‪،‬‬ ‫ﺃﻭﻝﺍﻟﻮﻗﺖ‬ ‫ﺃﺩﺭﻧﺎ ﻓﻲ‬ ‫ﺍﻟﻌﺎﻟﻢ‪.‬‬ ‫ﺻﻨﺎﻋﺔ‬ ‫ﺃﻧﻨﺎﺭﺍﺋﺪﺍ‬ ‫ﺩﻭﻟﻴﺎ‬ ‫ﺑﺎﻫﺮ‪ ،‬ﺛﻢ‬ ‫ﺍﻟﺪﻭﺣﺔ‬ ‫ﻛﺬﻟﻚ!‬ ‫ﺗﺠﺎﻭﺯﻩ‬ ‫ﺍﻟﺴﺖ ﻭﺍﻟﺬﻱ ﻳﻌﺪ ﺍﻷﻛﺒﺮ ﻣﻦ‬ ‫ﻣﻜﺎﻧﺘﻨﺎ ﻛﺮﻭﺍﺩ‬ ‫ﺑﻨﺠﺎﺡﻋﻠﻰ‬ ‫ﺍﻟﺤﻔﺎﻅ‬ ‫ﻓﻲﺃﻳﻀﺎ‬ ‫ﻭﺍﻟﻔﻨﺪﻗﺔ‪ ،‬ﻭﻷﻥ ﺗﻜﻮﻥ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﺳﻮﻕﻗﺪﻣﻨﺎ ﺃﻭﻝ‬ ‫ﺑﻌﺪﻫﺎ‬ ‫ﺍﻟﺤﺎﺿﺮ‪ ،‬ﻓﺈﻧﻨﺎ‬ ‫ﻭﺟﻬﺔﺍﻟﻮﻗﺖ‬ ‫ﻓﻲ‬ ‫ﻧﻮﻋﻪ ﻓﻲ ﺍﻟﻤﻨﻄﻘﺔ‪.‬‬ ‫ﻳﺤﻤﻞﻣﻦ‬ ‫ﻓﻨﺪﻕﻗﻄﺮ‪،‬‬ ‫ﺍﻟﻀﻴﺎﻓﺔ ﻓﻲ‬ ‫ﻭﻧﺎﺟﺤﺔ‬ ‫ﺳﻴﺎﺣﻴﺔ ﺭﺍﺋﺪﺓ‬ ‫ﻟﻠﻔﻨﺎﺩﻕ‪،‬‬ ‫ﻣﻨﺬ ﻗﻄﺮ‬ ‫ﺳﺎﺑﻘﺎ ً ﺑﺎﺳﻢ ﺷﺮﻛﺔ‬ ‫ﻛﺎﻧﺖ‬ ‫ﻭﺍﻟﺘﻲ‬ ‫ﻟﻠﻀﻴﺎﻓﺔ‪،‬‬ ‫ﻛﺘﺎﺭﺍ‬ ‫ﺷﺮﻛﺔ‬ ‫ﺗﻌﻤﻞ‬ ‫ﻓﻲ ﻋﺎﻡ‬ ‫ﺗﻄﻮﻳﺮﻗﻄﺮ‪.‬‬ ‫ﺩﻭﻟﻴﺎ ﻓﻲ‬ ‫ﺍﻟﻘﻄﺮﻳﺔ ﺍﺳﻤﺎ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺘﻮﺳﻊ‬ ‫ﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﻧﻮﺍﺻﻞ‬ ‫ﺍﻟﻮﻁﻨﻴﺔﺇﻁﻼﻕ‬ ‫ﺍﻹﻋﻼﻥ ﻋﻦ‬ ‫ﺗﻌﺮﻑﻣﻦ‬ ‫ﻓﻨﺎﺩﻕ‬ ‫ﻭﺇﻧﺸﺎء‬ ‫ﺧﻼﻝ‬ ‫ﻛﺜﻴﺮﺓ‬ ‫ﻋﻠﻰﺃﻋﺪﺍﺩ‬ ‫ﻳﺰﻭﺭﻫﺎ‬ ‫ﻭﻧﺸﻴﻄﺔ‬ ‫ﻣﺠﻤﻮﻋﺔ‬ ‫ﺧﻼﻝ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ ﺍﻟﻌﺎﻟﻤﻲ‪ ،‬ﻣﻦ‬ ‫ﺳﻮﻕ‬ ‫ﺍﻟﻄﺮﺍﺯﺗﻢﺃﻧﺤﺎء‬ ‫ﺟﻤﻴﻊ‬ ‫ﺑﺴﺮﻋﺔ ﻓﻲ‬ ‫ﺇﺛﺒﺎﺕ‬ ‫ﺍﻷﺳﻮﺍﻕﻋﻠﻰ‬ ‫ﻋﺎﻟﻤﻴﺎ‪.‬ﺭﻳﺘﺰ‬ ‫ﺍﻓﺘﺘﺎﺡ ﻓﻨﺪﻕ‬ ‫‪،2001‬‬ ‫ﻭﺍﺳﺘﻜﺸﺎﻑ‬ ‫ﺍﻟﺪﻭﻟﻴﺔ‪،‬‬ ‫ﻣﻦﻛﺘﺎﺭﺍ‬ ‫ﺍﻟﺠﺪﻳﺪﺓ‪:‬‬ ‫ﺍﻟﺘﺠﺎﺭﻳﺔ‬ ‫ﺍﻟﻌﻼﻣﺔ‬ ‫ﻛﺬﻟﻚ‬ ‫ﺍﻷﻭﻝ‬ ‫ﻭﺟﻮﺩﻫﺎﻗﻄﺮ‬ ‫ﺑﺘﺮﺍﺙ‬ ‫ﻟﻴﺘﻤﺘﻌﻮﺍ‬ ‫ﺍﻟﺴﻴﺎﺡ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺘﺠﺎﺭﻳﺔﻛﺎﻥ‬ ‫ﻭﺍﻟﺬﻱ‬ ‫ﺍﻟﺪﻭﺣﺔ‬ ‫ﺍﻟﻔﻨﺎﺩﻕ‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭ‬ ‫ﻓﺮﺹ‬ ‫ﺩﻭﻟﻴﺎﻭﻧﺤﻦ‬ ‫‪،2012‬‬ ‫ﻓﻲ ﻋﺎﻡ‬ ‫ﺍﻟﺮﺍﺋﺪﺓ ﻓﻲ ﻗﻄﺎﻉﻟﻠﻀﻴﺎﻓﺔ‬ ‫ﻣﺴﺘﺜﻤﺮﻱ‬ ‫ﺗﺸﺠﻴﻊ‬ ‫ﻛﺎﺭﻟﺘﻮﻥ ﻋﻠﻰ‬ ‫ﺍﻟﻨﺎﺟﺤﺔ ﻋﻠﻰﻧﻌﻤﻞ‬ ‫ﻣﻨﺸﺂﺗﻬﺎ‬ ‫ﻓﻲ ﻟﺪﻯ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﻭﺑﻔﺨﺎﻣﺔ‬ ‫ﺍﻟﺮﺍﻗﻴﺔ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﺍﻟﻌﻼﻣﺎﺕ‬ ‫ﺍﻻﺳﺘﺤﻮﺍﺫ‬ ‫ﻋﻤﻠﻴﺎﺕ‬ ‫ﺍﻟﻤﻼ‪،‬ﻓﻨﺪﻗﻲ ﻓﻲ‬ ‫ﻋﺒﺪﷲ ﻣﺒﻨﻰ‬ ‫ﺃﻁﻮﻝ‬ ‫ﻳﻤﺜﻞ‬ ‫ﻣﻌﺎﻳﻴﺮ‬ ‫ﻭﺿﻌﺖ‬ ‫ﺍﻟﺘﻲ‬ ‫ﺍﻟﻔﺮﻳﺪﺓ‬ ‫ﺍﻟﻔﻨﺎﺩﻕ‬ ‫ﻧﻮﺍﺻﻞ‬ ‫ﺍﻟﺮﺋﻴﺲ ﻓﻲ‬ ‫ﻟﻠﻤﺸﺎﺭﻛﺔ‬ ‫ﺍﻟﺨﺎﺹ‬ ‫ﺍﻟﻘﻄﺎﻉ‬ ‫ﺍﻟﻔﻨﺪﻗﻴﺔ‪.‬‬ ‫ﻗﺎﺋﻤﺔﻛﺘﺎﺭﺍ‬ ‫ﺗﻮﺳﻴﻊﺇﺩﺍﺭﺓ‬ ‫ﻣﺠﻠﺲ‬ ‫ﺍﻟﺘﻨﻔﻴﺬﻱ ﻭﻋﻀﻮ‬ ‫ﻣﺠﻠﺘﻜﻢ ﺇﻟﻰ ﺣﻤﺪ‬ ‫ﺗﺤﺪﺛﺖ‬ ‫ﻭﻣﺤﻠﻴﺎ‪.‬‬ ‫ﻓﻜﺎﻥ‬ ‫ﻣﻨﺘﺠﻊ‬ ‫ﻟﻠﻀﻴﺎﻓﺔ‪،‬ﻓﻲﻓﻲﻫﺬﻩﺍﻟﺤﻮﺍﺭ ﺍﻟﺘﺎﻟﻲ‪ :‬ﻗﻄﺮ‪.‬‬ ‫ﺍﻟﻀﻴﺎﻓﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‬ ‫ﺍﻟﺘﻲ ﻧﺪﻳﺮﻫﺎ ﻭﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ‬ ‫ﺷﺮﻛﺎﺕ‬ ‫ﺳﻴﻠﻴﻦﻣﻦ‬ ‫ﺭﺍﺳﺨﺔ‬ ‫ﺑﻨﺎءﺃﻣﺎﺳﻠﺴﻠﺔ‬ ‫ﻗﻄﺮ‪،‬‬ ‫ﺗﺮﻓﻴﻬﻲ‬ ‫ﺍﻟﺼﻨﺎﻋﺔ‪ ،‬ﻭﻧﻌﻤﻞ ﻛﺬﻟﻚ ﻷﻥ‬ ‫ﺃﺷﻬﺮ ﺍﻷﺳﻤﺎء ﻓﻲ ﻋﺎﻟﻢ ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﻧﻌﻤﻞ‬ ‫ﺍﻟﺒﻼﺩ‪،‬ﻓﻲﻛﻤﺎ‬ ‫ﻣﻨﺘﺠﻊ ﻓﻲ‬ ‫ﺃﻭﻝﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﻭﻣﻨﺘﺠﻊ‬ ‫ﻛﺎﻧﺖ ﻗﺮﻳﺔ‬ ‫ﻗﺎﺋﻤﺔ ﻣﻦ‬ ‫ﺗﻜﻮﻥ ﻟﺪﻳﻨﺎ‬ ‫ﻓﻘﻂ ﻓﻲ‬ ‫ﻭﺍﻟﺘﻲ ﻛﺎﻧﺖ ‪ -‬ﻟﻴﺲ‬ ‫ﻭﻧﺮﻛﺰ‬ ‫ﺍﺧﺘﻴﺎﺭﺍﺗﻨﺎ‬ ‫ﺣﻴﻦﺗﻨﻮﻳﻊ‬ ‫ﻓﻲﻋﻠﻰ‬ ‫ﻛﺬﻟﻚ ﺷﺮﻛﺔ ﻗ‬ ‫ﻗﻄﺮً ﺑﻞﺑﺎﺳﻢ‬ ‫ﺳﺎﺑﻘﺎ‬ ‫ﺗﻌﺮﻑ‬ ‫ﻟﻠﻀﻴﺎﻓﺔ‪،‬‬ ‫ﺍﻟﻘﻄﺮﻳﺔ‬ ‫ﺃﻓﻀﻞ ﻛﺘﺎﺭﺍ‬ ‫ﺷﺮﻛﺔ‬ ‫ﺗﻌﻤﻞ‬ ‫ﺍﻟﻔﺎﺧﺮﺓ‪.‬ﻓﻲ‬ ‫ﻓﺨﻢ ﻳﻀﻢ‬ ‫ﻗﻄﺎﻉﻣﻨﺘﺠﻊ‬ ‫ﻋﻠﻰ ﺃﻭﻝ‬ ‫ﺷﺮﻛﺔ ﻛﺘﺎﺭﺍ ﺍﻟﺸﺮﻕ‬ ‫ﺟﻤﻴﻊ ﺃﻧﺤﺎء‬ ‫ﺍﻟﺸﻬﻴﺮﺓ‬ ‫ﻓﻲ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ‪ .‬ﺍﻟﻴﻮﻡ‪ ،‬ﻧﺤﻦ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﻛﻴﻒﻓﻲﺗﻄﻮﺭﺕ‬ ‫ﺍﻟﻔﻨﺎﺩﻕ ﺱ‪:‬‬ ‫ﻗﻄﺎﻉﻣﻦ ﺧﻼ‬ ‫ﺍﻟﻌﺎﻟﻤﻲ‪،‬‬ ‫ﻓﻲﻭﺳﺒﺎﺟﻤﻴﻊ‬ ‫ﺑﺴﺮﻋﺔ‬ ‫ﺍﻟﻌﺎﻟﻢ‪ .‬ﻓﻲﻋﻠﻰ‬ ‫ﻣﻨﺘﺠﻊ‬ ‫ﻭﺟﻮﺩﻫﺎ ﺟﻨﺒﺎﺗﻪ‬ ‫ﺇﺛﺒﺎﺕﻧﻌﺘﺰﻡ‬ ‫ﺫﺍﺗﻪ‪،‬‬ ‫ﺍﻟﻀﻴﺎﻓﺔ ﺍﻟﺮﺍﺋﺪﺓ ﻓﻲ‬ ‫ﺍﻟﺤﻮﺍﺱﺃﻧﺤﺎء ﺳﻮﻕﻧﻌﺘﺒﺮ ﺍﻟﺸﺮﻛﺔ‬ ‫ﺗﺄﺳﻴﺴﻬﺎ ﻭﺣﺘﻰ‬ ‫ﺍﻟﻮﻗﺖﻣﻨﺬ‬ ‫ﻟﻠﻀﻴﺎﻓﺔ‬ ‫ﻋﻠﻰ ﺍﻷﻛﺒﺮ ﻣﻦ‬ ‫ﻭﺍﻟﺬﻱ ﻳﻌﺪ‬ ‫ﺍﻻﺳﺘﺤﻮﺍﺫ ﺍﻟﺴﺖ‬ ‫ﻋﻤﻠﻴﺎﺕﻣﻜﺎﻧﺘﻨﺎ ﻛﺮﻭﺍﺩ‬ ‫ﺍﻟﺤﻔﺎﻅ ﻋﻠﻰ‬ ‫ﺑﻘﺎﺋﻤﺔ ﺗﻀﻢ‬ ‫ﻗﻄﺮ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ ﻓﻲ‬ ‫ﺃﻳﻀﺎ ﺍﻵﻥ؟‬ ‫ﻗﻄﺎﻉ ﺍﻟﻀﻴﺎ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺮﺍﺋﺪﺓ‬ ‫ﺍﻟﺘﺠﺎﺭﻳﺔ‬ ‫ﺍﻟﻌﻼﻣﺎﺕ‬ ‫ﺍﻟﻨﺎﺟﺤﺔ‬ ‫ﺍﻟﻤﻨﻄﻘﺔ‪.‬‬ ‫ﻣﻦﻟﻘﺪ ﻗﻄﻌﻨﺎ ﻧﻮﻋﻪ‬ ‫ﻗﻄﺮ‪،‬‬ ‫‪ 28‬ﻣﻨﺸﺄﺓ ﻋﺎﻣﻠﺔ ﺑﺎﻟﻔﻌﻞ ﺃﻭ ﻗﻴﺪ‬ ‫ﺍﻟﻤﻼ‪:‬‬ ‫ﻓﻲ ﷲ‬ ‫ﺍﻟﻀﻴﺎﻓﺔﻋﺒﺪ‬ ‫ﺳﻮﻕ ﺣﻤﺪ‬ ‫ﺳﺘﺆﺛﺮ ﺍﺳﺘﻀﺎﻓﺔ‬ ‫ﺱ‪:‬ﻓﻲﻛﻴﻒ‬ ‫ﻭﻋﻀﻮ ﻣﺠﻠ‬ ‫ﺍﻟﻤﻼ‪،‬‬ ‫ﻋﺒﺪﷲ‬ ‫ﺣﻤﺪ‬ ‫ﻭﻣﺤﻠﻴﺎ‪.‬‬ ‫ﺇﻁﻼﻕ‬ ‫ﺍﻹﻋﻼﻥ‬ ‫ﻣﺠﻠﺘﻜﻢ ﻣﻨﺬ‬ ‫ﻣﻦ‬ ‫ﻓﻨﺎﺩﻕ‬ ‫ﺧﻼﻝ ﺗﻄﻮﻳﺮ‬ ‫ﺍﻟﺘﻨﻔﻴﺬﻱ ‪ 11‬ﺩﻭﻟﺔ‪.‬‬ ‫ﺍﻟﺮﺋﻴﺲ ﻭﺍﻟﺘﻄﻮﻳﺮ ﻓﻲ‬ ‫ﺍﻹﻧﺸﺎء‬ ‫ﺗﺤﺪﺛﺖ ﺍﻟﺸﺮﻛﺔ‬ ‫ﺃﻧﺸﺄﻧﺎ‬ ‫ﻭﺇﻧﺸﺎء ﻣﻨﺬ‬ ‫ﻁﻮﻳﻼ‬ ‫ﺷﻮﻁﺎ‬ ‫‪2022‬‬ ‫ﻋﻦﺍﻟﻘﺪﻡ‬ ‫ﻟﻜﺮﺓ‬ ‫ﺇﻟﻰﺍﻟﻌﺎﻟﻢ‬ ‫ﻛﺄﺱ‬ ‫ﺍﻟﺠﺪﻳﺪﺓ‪ :‬ﻛﺘﺎﺭﺍ‬ ‫ﺷﺮﻛﺔﻛﺬﻟﻚ‬ ‫ﻋﺎﻟﻤﻴﺎ‪.‬‬ ‫ﻗﻄﺮ ﺍﻟﻮﻁﻨﻴﺔ‬ ‫ﺍﻷﻭﻝﺍﺳﻢ‬ ‫ﺍﻟﻄﺮﺍﺯﺗﺤﺖ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﺍﻟﺘﺠﺎﺭﻳﺔ ﺻﻨﺎﻋﺔ‬ ‫ﺍﻟﻌﻼﻣﺔﻗﻄﺮ ﻋﻠﻰ‬ ‫ﻓﻲ‬ ‫‪:‬‬ ‫ﺍﻟﺘﺎﻟﻲ‬ ‫ﺍﻟﺤﻮﺍﺭ‬ ‫ﻓﻲ‬ ‫ﻟﻠﻀﻴﺎﻓﺔ‪،‬‬ ‫ﻋﺎﻡ ‪ ،2012‬ﻭﻧﺤﻦ‬ ‫ﻟﻠﻀﻴﺎﻓﺔ ﻓﻲ‬ ‫ﺗﺸﺠﻴﻊ‬ ‫ﻧﻌﻤﻞ ﻋﻠﻰ‬ ‫ﻣﺴﺘﺜﻤﺮﻱﻋﺎﻡ‬ ‫ﺍﻟﻤﺤﺪﻭﺩﺓ ﻓﻲ‬ ‫ﻟﻠﻔﻨﺎﺩﻕ‬ ‫ﺍﻟﻤﻨﻄﻘﺔ؟‬ ‫ﻓﻲ‬ ‫ﺱ‪ :‬ﻣﺎ ﻫﻲ ﺭﺅﻳﺔ ﺍﻟﺸﺮﻛﺔ‬ ‫ﺍﻟﻔﻨﺎﺩﻕ‬ ‫ﺍﻟﻤﺘﻮﻗﻊﻴﻊ ﻗﺎﺋﻤﺔ‬ ‫ﻧﻮﺍﺻﻞ ﺗﻮﺳ‬ ‫ﻟﻠﻤﺸﺎﺭﻛﺔ ﻓﻲ‬ ‫ﻛﺄﺱ ﺍﻟﻌﺎﻟﻢ‬ ‫ﻟﻔﻌﺎﻟﻴﺎﺕ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺸﺮﻛﺔ ﻓﻲ‬ ‫ﺍﻟﺨﺎﺹ ﺗﺄﺳﺴﺖ‬ ‫ﺍﻟﻘﻄﺎﻉ ‪.1970‬‬ ‫ﻭﻛﻴﻒ ﺗﺘﻤﺎﺷﻰ ﻣﻊ‬ ‫ﻭﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ‬ ‫ﻧﺪﻳﺮﻫﺎ‬ ‫ﺑﻨﺎء ﺳﻠﺴﻠﺔ‬ ‫ﻣﻠﻴﻮﻥ ﺯﺍﺋﺮ‬ ‫ﺍﻟﻘﺪﻡ ﺃﻥ ﺗﺠﺬﺏ‬ ‫ﺍﻟﺘﻲﻟﻜﺮﺓ‬ ‫ﺷﺮﻛﺎﺕﻗﻄﺮ‬ ‫ﻣﻦﺣﻜﻮﻣﺔ‬ ‫ﺭﺍﺳﺨﺔﻗﺒﻞ‬ ‫ﺍﻟﺒﺪﺍﻳﺔ ﻣﻦ‬ ‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﺘﺮﻭﻳﺞ ﺍﻟﺴﻴﺎﺣﻲ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﺩﻭﻟﻲﺍﻷﺳﻤﺎء‬ ‫ﻧﻌﻤﻞﻭﺍﻟﺬﻱ ﻛﺎﻥ ﺃﺷﻬﺮ‬ ‫ﻓﻨﺪﻕ ﻛﻤﺎ‬ ‫ﻹﺩﺍﺭﺓﺍﻟﺒﻼﺩ‪،‬‬ ‫ﺍﻟﻀﻴﺎﻓﺔ ﻓﻲ‬ ‫ﻋﺎﻟﻢﺗﺨﻄﻂ‬ ‫ﻟﺒﻼﺩﻧﺎ‪،‬ﻓﻲﻭﻟﺬﺍ‬ ‫ﺍﻟﺨﻠﻴﺞ‪،‬‬ ‫ﻟﺪﻭﻟﺔ ﻗﻄﺮ؟‬ ‫ﺍﻟﻘﻄﺮﻳﺔ ﺑﻞ ﻛﺬﻟﻚ‬ ‫ﺍﻟﺤﻜﻮﻣﺔ ﻓﻲ ﻗﻄﺮ‬ ‫ ﻟﻴﺲ ﻓﻘﻂ‬‫ﺧﻤﺲﻭﻧﺮﻛﺰ‬ ‫ﺍﺧﺘﻴﺎﺭﺍﺗﻨﺎ‬ ‫ﻋﻠﻰ ﺗﻨﻮﻳﻊ‬ ‫ﻟﻼﺳﺘﺜﻤﺎﺭ‬ ‫ﺑﻔﻀﻞ ‪ 40‬ﻋﺎﻣﺎ ﻣﻦ ﺍﻟﺨﺒﺮﺓ ﻓﻲ‬ ‫ﻧﺠﻮﻡ ﻓﻲ‬ ‫ﺃﻭﻝ ﻓﻨﺪﻕ‬ ‫ﺍﻟﻴﻮﻡ‪ ،‬ﻧﺤﻦ‬ ‫ﺍﻷﺳﻮﺍﻕ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﻋﻠﻰ ﻗﻄﺎﻉ‬ ‫ﻟﻠﺴﻴﺎﺣﺔ‬ ‫ﺍﻟﺪﻭﻟﻴﺔ‪.‬ﺍﻟﺘﺤﺘﻴﺔ‬ ‫ﻓﻲ ﺍﻟﺒﻨﻴﺔ‬ ‫ﺍﻟﻔﺎﺧﺮﺓ‪.‬ﺍﻵﻥ ﻓﻨﺪﻕ ﻓﻲﺑﻜﺜﺎﻓﺔ‬ ‫ﺍﻷﺳﻮﺍﻕ ﺍﻟﻤﺤﻠﻴﺔ ﻭﺍﻟﺪﻭﻟﻴﺔ‪،‬‬ ‫ﻭﺍﻟﺬﻱ ﺃﺻﺒﺢ‬ ‫ﺍﻟﺒﻼﺩ‪،‬‬ ‫ﻗﻄﺎﻉ‬ ‫ﺍﻟﺮﺍﺋﺪﺓ‬ ‫ﻧﻌﺘﺒﺮ‬ ‫ﺍﻟﻌﺪﺩﻓﻲﺍﻟﻜﺒﻴﺮ‪.‬‬ ‫ﺍﻟﺸﺮﻛﺔﻫﺬﺍ‬ ‫ﻻﺳﺘﻀﺎﻓﺔ‬ ‫ﻧﻬﺪﻑ ﺣﺎﻟﻴﺎ ﺇﻟﻰ ﺃﻥ ﺗﺼﺒﺢ‬ ‫ﻣﺎﺭﻳﻮﺕ ﺍﻟﺪﻭﺣﺔ‪ .‬ﻣﻨﺬ ﺍﻟﺒﺪﺍﻳﺔ‬ ‫ﺗﻀﻢ‬ ‫ﺑﻘﺎﺋﻤﺔ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ ﻓﻲ‬ ‫ﺍﻟﻄﻠﺐ‬ ‫ﻟﺰﻳﺎﺩﺓ‬ ‫ﻗﻄﺮﻗﻄﺮ‬ ‫ﺗﺴﺘﻌﺪ‬ ‫ﻛﺬﻟﻚ‬ ‫ﺷﺮﻛﺘﻨﺎ ﻭﺍﺣﺪﺓ ﻣﻦ ﺭﻭﺍﺩ ﺷﺮﻛﺎﺕ‬ ‫ﻭﻧﺤﻦ ﻧﻌﺘﻤﺪ ﻧﻬﺠﺎ ﺭﺍﺋﺪﺍ ﻓﻲ‬ ‫ﺍﻟﻤﺘﻮﻗﻌﺔ ﺑﻘﻮﺓ ﻋﻠﻰ ﺍﻟﺴﻜﻦ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ ﻓﻲ ﺍﻟﻌﺎﻟﻢ‪ ،‬ﻭﻟﻠﻤﺴﺎﻋﺪﺓ‬ ‫ﻗﻄﺎﻉ ﺍﻟﻀﻴﺎﻓﺔ ﻓﻲ ﻗﻄﺮ‪،‬‬ ‫ﺍﻟﻔﺎﺧﺮ ﺑﻔﻀﻞ ﻓﻌﺎﻟﻴﺎﺕ ﻛﺄﺱ‬ ‫ﻋﻠﻰ ﺗﺤﻘﻴﻖ ﻫﺬﻩ ﺍﻟﺮﺅﻳﺔ‪ ،‬ﻭﺿﻌﻨﺎ‬ ‫ﻭﺳﺎﻋﺪﻧﺎ ﻋﻠﻰ ﺗﺸﻜﻴﻞ ﺻﻨﺎﻋﺔ‬ ‫ﺍﻟﻌﺎﻟﻢ ﻟﻜﺮﺓ ﺍﻟﻘﺪﻡ ‪ 2022‬ﻭﺍﻟﺘﻲ‬ ‫ﻷﻧﻔﺴﻨﺎ ﻫﺪﻓﺎ ﻫﻮ ﺇﺩﺍﺭﺓ ﺇﺟﻤﺎﻟﻲ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ ﺑﺸﻜﻞ ﺇﻳﺠﺎﺑﻲ ﻛﺒﻴﺮ‪.‬‬ ‫ﺃﺩﺭﻧﺎ ﺃﻭﻝ ﻓﻨﺪﻕ ﺧﻤﺲ ﻧﺠﻮﻡ ﺳﺘﺤﻔﺰ ﺍﻟﺴﻮﻕ ﺍﻟﻘﻄﺮﻱ ﺑﺸﺪﺓ‪،‬‬ ‫‪ 30‬ﻣﻨﺸﺄﺓ ﻓﻨﺪﻗﻴﺔ ﺑﺤﻠﻮﻝ ﻋﺎﻡ‬ ‫ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﻳﺠﻌﻠﻨﺎ ﻧﺸﻬﺪ ﺣﺎﻟﻴﺎ‬ ‫‪ ،2016‬ﻭﻷﻧﻨﺎ ﺑﺎﻟﻔﻌﻞ ﻧﺪﻳﺮ ‪28‬‬ ‫ﻓﻲ ﺍﻟﺪﻭﺣﺔ ﺑﻨﺠﺎﺡ ﺑﺎﻫﺮ‪ ،‬ﺛﻢ‬ ‫ﺑﻌﺪﻫﺎ ﻗﺪﻣﻨﺎ ﺃﻭﻝ ﻓﻨﺪﻕ ﻳﺤﻤﻞ‬ ‫ﻧﻤﻮﺍ ﻏﻴﺮ ﻣﺴﺒﻮﻕ ﻓﻲ ﻣﺸﺎﺭﻳﻊ‬ ‫ﻣﻨﺸﺄﺓ ﻓﻲ ﺍﻟﻮﻗﺖ ﺍﻟﺤﺎﻟﻲ‪ ،‬ﻓﺄﻧﺎ‬ ‫ﺍﺳﻤﺎ ﺩﻭﻟﻴﺎ ﻓﻲ ﻗﻄﺮ‪ .‬ﻓﻲ ﻋﺎﻡ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ ﺭﻓﻴﻌﺔ ﺍﻟﻤﺴﺘﻮﻯ ﻓﻲ‬ ‫ﻭﺍﺛﻖ ﺃﻧﻨﺎ ﺳﻨﺒﻠﻎ ﻫﺪﻓﻨﺎ ﻭﺭﺑﻤﺎ‬ ‫‪ ،2001‬ﺗﻢ ﺍﻓﺘﺘﺎﺡ ﻓﻨﺪﻕ ﺭﻳﺘﺰ‬ ‫ﻗﻄﺮ‪ ،‬ﻣﻤﺎ ﺳﻴﻨﺘﺞ ﻋﻨﻪ ﺩﺧﻮﻝ‬ ‫ﺗﺠﺎﻭﺯﻩ ﻛﺬﻟﻚ!‬ ‫ﻓﻲ ﺍﻟﻮﻗﺖ ﺍﻟﺤﺎﺿﺮ‪ ،‬ﻓﺈﻧﻨﺎ‬ ‫ﻛﺎﺭﻟﺘﻮﻥ ﺍﻟﺪﻭﺣﺔ ﻭﺍﻟﺬﻱ ﻛﺎﻥ‬ ‫ﻗﺮﺍﺑﺔ ‪ 85‬ﺃﻟﻒ ﻏﺮﻓﺔ ﻓﻨﺪﻗﻴﺔ‬ ‫ﻧﻮﺍﺻﻞ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﺘﻮﺳﻊ ﻓﻲ‬ ‫ﻳﻤﺜﻞ ﺃﻁﻮﻝ ﻣﺒﻨﻰ ﻓﻨﺪﻗﻲ ﻓﻲ‬ ‫ﺟﺪﻳﺪﺓ ﻓﻲ ﻗﻄﺮ ﻗﺒﻞ ﺣﻠﻮﻝ ﻋﺎﻡ‬ ‫ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﻭﺍﺳﺘﻜﺸﺎﻑ‬ ‫‪ .2022‬ﻛﺬﻟﻚ ﺗﺸﺎﺭﻙ ﺷﺮﻛﺎﺕ‬ ‫ﻗﻄﺮ‪ .‬ﺃﻣﺎ ﻣﻨﺘﺠﻊ ﺳﻴﻠﻴﻦ ﻓﻜﺎﻥ‬ ‫ﻓﺮﺹ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ ﺍﻟﻔﻨﺎﺩﻕ‬ ‫ﺍﻟﺴﻴﺎﺣﺔ ﻭﺍﻟﻀﻴﺎﻓﺔ ﻓﻲ ﻗﻄﺮ ﻓﻲ‬ ‫ﺃﻭﻝ ﻣﻨﺘﺠﻊ ﺗﺮﻓﻴﻬﻲ ﻓﻲ ﻗﻄﺮ‪،‬‬ ‫ﺍﻟﻔﺮﻳﺪﺓ ﺍﻟﺘﻲ ﻭﺿﻌﺖ ﻣﻌﺎﻳﻴﺮ‬ ‫ﻋﻤﻠﻴﺎﺕ ﺗﻄﻮﻳﺮ ﻭﺗﻮﺳﻴﻊ ﺍﻟﺒﻨﻴﺔ‬ ‫ﻓﻲ ﺣﻴﻦ ﻛﺎﻧﺖ ﻗﺮﻳﺔ ﻭﻣﻨﺘﺠﻊ‬ ‫ﺍﻟﻀﻴﺎﻓﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻓﻲ ﻫﺬﻩ‬ ‫ﺍﻟﺸﺮﻕ ﺃﻭﻝ ﻣﻨﺘﺠﻊ ﻓﺨﻢ ﻳﻀﻢ ﻓﻲ ﺍﻟﺘﺤﺘﻴﺔ ﻟﺼﻨﺎﻋﺔ ﺍﻟﻀﻴﺎﻓﺔ‬ ‫ﺍﻟﺼﻨﺎﻋﺔ‪ ،‬ﻭﻧﻌﻤﻞ ﻛﺬﻟﻚ ﻷﻥ‬ ‫ﺟﻨﺒﺎﺗﻪ ﻣﻨﺘﺠﻊ ﻭﺳﺒﺎ ﺍﻟﺤﻮﺍﺱ‬ ‫ﺍﻟﻘﻄﺮﻳﺔ‪ ،‬ﻭﺑﻔﻀﻞ ﺍﻟﻘﺪﺭﺍﺕ‬

‫ﺍﻟﻨﺠﺎﺡ ﺍﻟﻤﻀﻤﻮﻥ‬

‫ﺍﻟﻨﺠﺎﺡ ﺍﻟﻤﻀﻤﻮﻥ‬

‫‪SEPTEMBER/OCTOBER 2014 23‬‬

Employee

integration Being a service industry, it is integral for hospitality brands to ensure employees are trained and successfully able to integrate

into the culture of the brand. THME spoke to Rezidor and Mövenpick about hiring, regional challenges and filling the numerous roles in time for Expo 2020 The Rezidor Hotel Group Rezidor’s first hotel was launched in Denmark in 1960 and since then, the brand has built a network of hotels across Europe, the Middle East and Africa.

In this time, Rezidor has established a distinctive identity and reputation for the Radisson Blu and Park Inn by Radisson hotels.“I’m happy to note that our service philosophy is not only pursued by top management, but also by the very people that work for Rezidor. We have a“Yes I Can” value at the company so it makes us easily recognisable to job seekers,”says Aline Barhouche (right), Area HR Director Middle East and SubSaharan Africa, The Rezidor Hotel Group.

At Rezidor ‘Yes I Can’ is less of a slogan and more a way of life - an attitude towards work. This culture of positivity has been a part of the brand for two decades. From the time a new recruit is hired Rezidor’s training programmes for all new hires is rigorous in explaining the company’s philosophy.“Of course, HR has to find the right personality that fits

into our organisation and to train them in a way that hones their skills to be both unique to their way of working at the same time fitting into the overall group environment,” continues Barhouche.

Property location is also a big indicator of the work attitude within a specific Rezidor property.“It basically comes down to the culture of the country you’re working in,”she says.

“We are very focused in developing an understanding of the environment we work in. Knowledge of the local market is the foundation of our business. Culture, after all, informs us of what the customer wants and is crucial to hospitality.”

While a uniform practice is baseline across the brand network regardless of location, service differentiation according to the country is Rezidor’s standard practice.“One example is we ensure that eating spaces are sectioned off in our hotels during the month of Ramadan when some of our guests may be fasting. It’s a simple, yet effective way, of demonstrating that you understand the environment you’re working in.”

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SEPTEMBER/OCTOBER 2014 27

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Regional recruitment challenges Like most hospitality brands, Rezidor, too, mostly recruits for positions internally.“The biggest challenge in filling roles in this part of the world is the perception of the living conditions. Think about it: if you’ve never lived outside of Europe, the prospect of moving to the Middle East can sometimes seem a bit daunting. We do have open lines to communicate and correct the misperceptions that employees might have, and we also ensure that they’re aware of the relevant “Do’s and Don’ts” of the country they’re meant to move to,” says Barhouche.

Another challenges is recruiting for senior positions. Since candidates need the required skills and experience and more importantly, they also need to “fit” into the organisation and have an understanding of the organisation’s values.“We are unique in the sense that we operate in countries with political and economic instability like Egypt and Libya. In fact, we 28 SEPTEMBER/OCTOBER 2014

Knowledge of the local market is the foundation of our business.

Culture, after all, informs us of what the customer wants and is crucial to hospitality

are the only international hospitality group working in Tripoli. Working in environments like this come with their own set of challenges and you really need strong and reliable personalities to fill in positions, particularly at the General Manager level. We have been lucky enough to fill these positions internally, but we sometimes use headhunters to fill in these roles.” she continues.

When recruiting for senior positions, Rezidor has a thorough approach. Positions are advertised both within and outside the company.“Employees can see a lot of career growth here, so we put in a lot of effort in spotting talent within the company, and mentoring them into positions that harness their unique talents. It’s because of this approach that 90 per cent of our GM positions are filled by people that have grown within the company.

The trend towards an increasing Emiratisation percentage has been well received by most hospitality brands in the country.“We’re seeing a trend towards nationalisation targets, especially in the GCC. I think the biggest challenge we’ve encountered with this is that job seekers

have so much competition for work in other industries. For example a national who is a fresh graduate will have the option to work in government, in finance among many other industries.

What we really need to focus on is attracting national talent towards Rezidor, and the broader hospitality industry, in a way that will make them want to pursue this as a valid career choice above other industries.

“The UAE is very ambitious in their future plans and hospitality is a key industry in the journey towards Expo 2020. We’ve seen that professionals are very enthusiastic about prospects in the UAE’s hospitality industry, but of course, there is room for improvement in their skill set.

With the government so focused on this industry, I think the next few years will be an interesting time for the industry. Training colleges and institutes will be set up to develop the skills for the people who will execute the plans for Expo 2020. The crucial points for these organisations will be to develop a skill set for F&B and

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A robust career choice for Saudi youth

housekeeping - building hotels is necessary, but you also need talented people to run these establishments.

The ideal situation would be to develop a home-grown talent base that can fulfill the demands of travellers into the UAE because an educated, homegrown set of hospitality employees is the best way to sustain this industry,” opines Barhouche.

Training Rezidor offers undergraduates seeking an understanding of the hospitality industry, a paid Internship Programme that provides practical work experience and an introduction into Rezidor’s culture and management philosophy.

While most internships are offered in operational areas, Rezidor internships are offered in a variety of disciplines.

These may vary slightly by country as described in the specific job descriptions of the available internship postings.

Interns are exposed to different areas of the hotel, job shadowing opportunities, projects and participation at hotel meetings during the programme.

Creating new jobs for Saudi youth is one of the fundamental priorities of the government.

In addition to vocational training and fostering industry linkages, Saudi Arabia is placing the highest emphasis on supporting its talented youth population through economic diversification that creates robust career choices.

Government jobs continue to be the preferred choice for the youth, but they are now more aware than before on the role that private sector can play in meeting their lifestyle aspirations. They are warming up to the possibilities offered by diverse industries including the hospitality sector that has traditionally not been highly preferred. With international names such as the Rezidor Group establishing operations in the Kingdom, and creating a talent pool of Saudi hospitality professionals, several of them in leadership positions, the scenario is fast changing.

The Kingdom’s investment in infrastructure development and its concerted efforts to boost economic competitiveness by providing one of the ‘best environments for doing business have also energised the hospitality sector. Today, Saudi Arabia represents a sizable portion of the Rezidor Hotel Group’s presence in the Middle East with six properties dotted across the country and seven additional hotels in the pipeline. This year, Rezidor have signed an additional five hotels, making the Kingdom one of the most important emerging markets in our portfolio.

A vibrant economy, Saudi Arabia has strong growth potential and this is certainly true for our Radisson and Park Inn by Radisson hotels. The Kingdom’s focus on economic diversification is also closely linked to meeting the lifestyle aspirations of its people, particularly the youth. To further drive job creation among Saudis, in June 2011, the Ministry of Labour introduced Nitaqat – a nationalisation programme aimed at encouraging the employment of Saudi nationals in the private sector. Such initiatives have been in place since the early 2000s, however, this decree was the first instance of a clear, strategic and enforceable plan for nationalisation.

“Nitaqat”, Arabic for zones or ranges, classifies companies into categories with high, medium and low rates of workforce nationalisation.

At Rezidor, we take these targets very seriously. The government has decreed a workforce nationalisation rate of 30 per cent.

We want to go above and beyond this target and have set an internal goal of employing 32 per cent of our workforce from Saudi

Arabia. And as an international hotel operator, understanding the local environment is critical to our business and values so the easiest way to do that is by hiring local people from the markets we work in.

We have made much progress in the drive toward Saudisation. Currently, Saudi nationals represent about 20 per cent of the workforce across all our properties in the Kingdom. In fact, the general managers in both our Jeddah properties are from Saudi Arabia, and more importantly, they grown within the group to assume these leadership positions. At Rezidor, we have a comprehensive training and development programme in place. In addition to in- depth induction programmes, on the job training and cross department opportunities, we also provide access to electronic learning initiatives such as the Carlson Rezidor Business School.

The next few years will be a period of much dynamism and change for the Kingdom.

The launch of multi-billion dollar projects will transform Saudi Arabia, making the Kingdom of 2019 and 2024 very different to what it looks today. What is crucial in this journey, is harnessing the aptitude of the local people.

Local talent is also the key to Rezidor’s success in this country, and with a pipeline of over a dozen hotels in the next five years, we are looking forward to moving onwards and upwards with Saudi talent on our side.

-Basel Talal is General Manager, District Director, Saudi Arabia, The Rezidor Hotel Group SEPTEMBER/OCTOBER 2014 29

Mövenpick Hotels and Resorts’ key training and development initiatives: The Academy The Academy is a three day learning event held several times a year across Europe, the Middle East, Asia and Africa. It is a platform to refine leadership capabilities and strengthen business knowledge. The Academy is also a cultural forum where talent comes together to share, reflect and gain new perspectives with colleagues from around the globe. Programmes offered cover: Essential Management Techniques Media Communications e-Marketing & Distribution Coaching for Excellence Global Leadership Executive Revenue Management Applied Finance Professional Presentation Skills

Talent Development Centre The Talent Development Center at corporate level works with the company’s Executive Assistant Managers to prepare them for future GM roles. The programme combines in-depth assessments, simulations and self-reflection that helps pinpoint development opportunities. As part of the process, each participant is partnered with a mentor who helps facilitate learning and progression.

eCornell online learning In partnership with eCornell, we offer a selection of hospitality focused online learning courses. The wide variety of courses available are intended to develop key management and leadership skills to support our overall business objectives. eCornell courses provide an engaging learning experience through a combination of rigorous and relevant coursework and enriching facilitation by subject-matter experts.

Mövenpick Hotels and Resorts eLearning Centre The company’s own online learning platform where all employees have access to a range of programmes tailored specifically for Mövenpick Hotels and Resorts. Topics range from Momentum, our pre-employment site, to learning about our marketing programmes, communications, operational standards, leadership and management skills.

30 SEPTEMBER/OCTOBER 2014

Mövenpick Hotels and Resorts The fact that Mövenpick is not new to the region definitely makes its hiring process easier. As an international five-star brand, potential candidates easily identify with it.

Continued regional expansion means there is always an extensive range of opportunities for its team members to achieve their personal and professional goals since all vacancies are posted on an internal forum first ensuring internal candidates are able to apply first.

This also gives employees an opportunity to present referrals which reduces the effort of hiring someone from outside.

The selection process at Mövenpick looks for four core behaviours: trust, drive, relationships and entrepreneurship. Once a candidate has been selected and an offer has been made, potential employees are introduced to Mövenpick Hotels and Resorts pre-employment“Momentum”website.

This acquaints them with a customised overview of the brand philosophy. The philosophy helps to paint a broader picture of the brand’s vision, values, strategic objectives and core behaviours. For senior positions such as Heads of Department, the candidate goes through the selection process at property level, and then shortlisted candidates meet with divisional leaders from their area office in Dubai.

The culture at the hospitality brand is people driven and customer centric.“We observe, listen to and respond to individual customer needs and wants,”says Frances Smith (right), Vice President Human Resources, Middle East and Asia, Mövenpick Hotels and Resorts.“We believe in learning and development that is tailored to each individual.

We promote and actively embrace diversity - culture, generations, backgrounds and thought. Our growth offers many career opportunities to talent who live our values and core behaviours.”

The brand’s core values remain constant at each different property globally. The mantra here s ‘Natural Enjoyment’. Broadly this is defined as becoming firmly established as ‘the preferred, upscale hotel management company for guests, employees, hotel

owners and shareholders’ all around the globe.

Establishing this image depends, among other things, on building an even stronger identity and ensuring that, as the company grows the hospitality group fully embraces the local customs and culture of each region, infusing it into their dealings to ensure that the reason for being the most preferred and enjoyable hotel company is consistently delivered.“Our properties are designed according to the local culture and the interiors are decorated to match the rich cultures of the region. This ensures Mövenpick remains a collection of unique hotels rather than a hotel chain,” continues Smith.

Challenges “Finding the right people to fill certain roles can be challenging,”says Smith.“But it can be even more challenging when the required skills, knowledge and abilities aren’t identified upfront. Difficult positions that I have had to fill would be where there is a specific need for a certain language, coupled with experience in a regional area. Despite extensive searches, it is my experience that it is best to continue looking until you find the right candidate.

Compromising in these situations always seems to lead to bigger issues in the future.”

The HR department at the hospitality group is focussed on bringing the right talent into the organisation and the single biggest challenge is finding the right candidate with the skills and experience that is a perfect cultural fit based on the company values. Potential candidates are finalised based on the following initiatives: Social media management (LinkedIn) On boarding programmes; and (Natural Enjoyment delivery, discovery) Pre-employment website (Momentum) While the main focus remains on current employees, online recruitment is also used for front line positions.

Smith feels the calibre of trained hospitality professionals is among the best in the Middle East.“We are privileged to have a multi-cultural team, bringing in a wealth of experience,

COVER STORY

knowledge and skills. With the Expo 2020 bringing in a significant amount of new businesses and that in turn will create a huge workforce requirement.

This will be a sure test for companies.

Investing in their talent management and development programmes will be key towards retaining existing talent.

Training institutes also need to establish industry groups with hotels in the region so that they could identify firsthand as to what could be areas lacking within the work force in the industry,” she says.

The group supports the development of young talent through internship opportunities, including its Graduate Development Programme (GDP). Top level graduates are selected annually through a competitive interview and assessment process. The two-year programme offers selected graduates the opportunity to work in various functions tailored to the individual, including project involvement and exposure to leadership responsibilities.

Throughout the programme, the graduate is supported by a mentor to facilitate learning.

Senior roles “Our recruitment strategy is aligned to hire, develop, nurture and maintain long term relationships with talent

at all levels. Attracting and retaining top talent is essential for the growth and success of our company. Our employees benefit from extensive training programmes geared towards career growth and opportunities. Our global leadership programme for GMs provides a framework to allow leaders to accept the challenge to move from good to great in terms of how they lead their organisations by obtaining a range of new skills and perspectives.

Potential leaders are identified and given an opportunity to participate in various trainings to improve their skills,”says Smith.

In terms of salary packages, the brand considers itself to be competitive and well within industry standards.“Our packages are customised towards our expatriate workforce within this region.

Housing allowance, transportation, meals, vacation tickets, medical insurance and taking care of all related recruitment costs for our employees are a part of their remuneration.

EverStyle Trading L.L.C., PO Box: 103869, Dubai, United Arab Emirates, Tel: +971 6 531 4106, Fax: +971 6 531 4460 Dubai Showroom Tel: +971 4 388 3812, office@everstyleuae.com, www.everstyleuae.com EverStyle Trading2.indd 1

Porzellanmanufaktur FÜRSTENBERG · www.fuerstenberg-porzellan.com

SEPTEMBER/OCTOBER 2014 31 9/9/14 16:35:28

‫ﺭﻳﺰﻳﺪﻭﺭ ﻟﺠﻤﻴﻊ ﺍﻟﻤﻮﻅﻔﻴﻦ ﺍﻟﺠﺪﺩ ﻓﻲ ﺷﺮﺡ‬ ‫ﺣﻘﻴﻘﺔ ﺟﻮﻫﺮ ﻓﻠﺴﻔﺔ ﺍﻟﺸﺮﻛﺔ ﺑﺸﻜﻞ ﺩﻗﻴﻖ‬ ‫ﺣﻘﻴﻘﺔ ﺟﻮﻫﺮ ﻓﻠﺴﻔﺔ ﺍﻟﺸﺮﻛﺔ ﺑﺸﻜﻞ ﺩﻗﻴﻖ‬ ‫ﻭﻭﺍﺿﺢ‪ .‬ﺗﻀﻴﻒ ﺃﻟﻴﻦ ﻗﺎﺋﻠﺔ‪" :‬ﺑﺎﻟﻄﺒﻊ‪ ،‬ﻳﺠﺐ‬ ‫ﻭﻭﺍﺿﺢ‪ .‬ﺗﻀﻴﻒ ﺃﻟﻴﻦ ﻗﺎﺋﻠﺔ‪" :‬ﺑﺎﻟﻄﺒﻊ‪ ،‬ﻳﺠﺐ‬ ‫ﻋﻠﻰ ﻗﺴﻢ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﺍﻟﻌﺜﻮﺭ ﻋﻠﻰ‬ ‫ﻋﻠﻰ ﻗﺴﻢ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﺍﻟﻌﺜﻮﺭ ﻋﻠﻰ‬ ‫ﺍﻟﺸﺨﺺ ﺍﻟﺼﺤﻴﺢ ﺍﻟﺬﻱ ﻳﻨﺎﺳﺐ ﺷﺮﻛﺘﻨﺎ‪ ،‬ﺛﻢ‬ ‫ﺍﻟﺸﺨﺺ ﺍﻟﺼﺤﻴﺢ ﺍﻟﺬﻱ ﻳﻨﺎﺳﺐ ﺷﺮﻛﺘﻨﺎ‪ ،‬ﺛﻢ‬ ‫ﺗﺪﺭﻳﺒﻬﻢ ﺑﻌﺪﻫﺎ ﺑﻄﺮﻳﻘﺔ ﺗﺸﺤﺬ ﻣﻬﺎﺭﺍﺗﻬﻢ‬ ‫ﺗﺪﺭﻳﺒﻬﻢ ﺑﻌﺪﻫﺎ ﺑﻄﺮﻳﻘﺔ ﺗﺸﺤﺬ ﻣﻬﺎﺭﺍﺗﻬﻢ‬ ‫ﻟﺘﻜﻮﻥ ﻓﺮﻳﺪﺓ ﻣﻦ ﻧﻮﻋﻬﺎ ﺑﺸﻜﻞ ﻳﻨﺎﺳﺐ ﻁﺒﻴﻌﺔ‬ ‫ﻟﺘﻜﻮﻥ ﻓﺮﻳﺪﺓ ﻣﻦ ﻧﻮﻋﻬﺎ ﺑﺸﻜﻞ ﻳﻨﺎﺳﺐ ﻁﺒﻴﻌﺔ‬ ‫ﻋﻤﻠﻬﻢ‪ ،‬ﻭﻓﻲ ﻧﻔﺲ ﺍﻟﻮﻗﺖ ﻳﻨﺎﺳﺐ ﺑﻴﺌﺔ‬ ‫ﻋﻤﻠﻬﻢ‪ ،‬ﻭﻓﻲ ﻧﻔﺲ ﺍﻟﻮﻗﺖ ﻳﻨﺎﺳﺐ ﺑﻴﺌﺔ‬ ‫ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺸﺎﻣﻠﺔ‪".‬‬ ‫ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺸﺎﻣﻠﺔ‪".‬‬

‫ﻭﺍﻟﻤﻨﺘﺠﻌﺎﺕ‬ ‫ﻟﻠﻔﻨﺎﺩﻕ ﻭﺍﻟﻤﻨﺘﺠﻌﺎﺕ‬ ‫ﻣﻮﻓﻨﺒﻴﻚ ﻟﻠﻔﻨﺎﺩﻕ‬ ‫ﻣﻮﻓﻨﺒﻴﻚ‬ ‫ﻻ ﺧﻼﻑ ﻋﻠﻰ ﺃﻥ ﻓﻨﺎﺩﻕ ﻣﻮﻓﻨﺒﻴﻚ ﻟﻴﺴﺖ‬ ‫ﻻ ﺧﻼﻑ ﻋﻠﻰ ﺃﻥ ﻓﻨﺎﺩﻕ ﻣﻮﻓﻨﺒﻴﻚ ﻟﻴﺴﺖ‬ ‫ﺩﺧﻴﻠﺔ ﻋﻠﻰ ﺍﻟﻤﻨﻄﻘﺔ ﺃﻭ ﺟﺪﻳﺪﺓ ﻓﻴﻬﺎ‪ ،‬ﺍﻷﻣﺮ‬ ‫ﺩﺧﻴﻠﺔ ﻋﻠﻰ ﺍﻟﻤﻨﻄﻘﺔ ﺃﻭ ﺟﺪﻳﺪﺓ ﻓﻴﻬﺎ‪ ،‬ﺍﻷﻣﺮ‬ ‫ﺍﻟﺬﻱ ﻳﺠﻌﻞ ﻣﻦ ﻋﻤﻠﻴﺔ ﺗﻮﻅﻴﻒ ﺃﻋﻀﺎء ﺟﺪﺩ‬ ‫ﺍﻟﺬﻱ ﻳﺠﻌﻞ ﻣﻦ ﻋﻤﻠﻴﺔ ﺗﻮﻅﻴﻒ ﺃﻋﻀﺎء ﺟﺪﺩ‬ ‫ﺃﺳﻬﻞ ﻭﺃﻳﺴﺮ‪ .‬ﺍﻟﺘﻮﺳﻊ ﺍﻹﻗﻠﻴﻤﻲ ﺍﻟﻤﺴﺘﻤﺮ‬ ‫ﺃﺳﻬﻞ ﻭﺃﻳﺴﺮ‪ .‬ﺍﻟﺘﻮﺳﻊ ﺍﻹﻗﻠﻴﻤﻲ ﺍﻟﻤﺴﺘﻤﺮ‬ ‫ﻟﻔﻨﺎﺩﻕ ﻣﻮﻓﻨﺒﻴﻚ ﻳﻌﻨﻲ ﺃﻥ ﻫﻨﺎﻙ ﺩﺍﺋﻤﺎ ﻋﺪﺩﺍ ﻻ‬ ‫ﻟﻔﻨﺎﺩﻕ ﻣﻮﻓﻨﺒﻴﻚ ﻳﻌﻨﻲ ﺃﻥ ﻫﻨﺎﻙ ﺩﺍﺋﻤﺎ ﻋﺪﺩﺍ ﻻ‬ ‫ﻳﻨﻔﺪ ﻣﻦ ﺍﻟﻔﺮﺹ ﺍﻟﻤﺤﺘﻤﻠﺔ ﻟﺘﺮﻗﻲ ﺃﻋﻀﺎء‬ ‫ﻳﻨﻔﺪ ﻣﻦ ﺍﻟﻔﺮﺹ ﺍﻟﻤﺤﺘﻤﻠﺔ ﻟﺘﺮﻗﻲ ﺃﻋﻀﺎء‬ ‫ﺍﻟﻔﺮﻳﻖ ﻭﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﻢ ﺍﻟﺸﺨﺼﻴﺔ‬ ‫ﺍﻟﻔﺮﻳﻖ ﻭﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﻢ ﺍﻟﺸﺨﺼﻴﺔ‬ ‫ﻭﺍﻟﻤﻬﻨﻴﺔ‪ ،‬ﺫﻟﻚ ﻷﻥ ﺍﻟﻮﻅﺎﺋﻒ ﺍﻟﺸﺎﻏﺮﺓ ﻳﺘﻢ‬ ‫ﻭﺍﻟﻤﻬﻨﻴﺔ‪ ،‬ﺫﻟﻚ ﻷﻥ ﺍﻟﻮﻅﺎﺋﻒ ﺍﻟﺸﺎﻏﺮﺓ ﻳﺘﻢ‬ ‫ﺍﻹﻋﻼﻥ ﻋﻨﻬﺎ ﻓﻲ ﺍﻟﻤﻨﺘﺪﻯ ﺍﻟﺪﺍﺧﻠﻲ ﻟﻠﻔﻨﺪﻕ‪،‬‬ ‫ﺍﻹﻋﻼﻥ ﻋﻨﻬﺎ ﻓﻲ ﺍﻟﻤﻨﺘﺪﻯ ﺍﻟﺪﺍﺧﻠﻲ ﻟﻠﻔﻨﺪﻕ‪،‬‬ ‫ﻣﻊ ﺿﻤﺎﻥ ﺗﻔﻀﻴﻞ ﺍﻟﻤﺮﺷﺤﻴﻦ ﺍﻟﺪﺍﺧﻠﻴﻴﻦ‬ ‫ﻣﻊ ﺿﻤﺎﻥ ﺗﻔﻀﻴﻞ ﺍﻟﻤﺮﺷﺤﻴﻦ ﺍﻟﺪﺍﺧﻠﻴﻴﻦ‬ ‫ﺍﻟﺸﺎﻏﺮﺓ‪..‬‬ ‫ﺍﻟﻘﺎﺩﺭﻳﻦ ﻋﻠﻰ ﺍﻟﺘﻘﺪﻡ ﻟﻠﻮﻅﻴﻔﺔ‬ ‫ﺍﻟﻘﺎﺩﺭﻳﻦ ﻋﻠﻰ ﺍﻟﺘﻘﺪﻡ ﻟﻠﻮﻅﻴﻔﺔ ﺍﻟﺸﺎﻏﺮﺓ‬ ‫ﻋﻤﻠﻴﺔ ﺍﻻﺧﺘﻴﺎﺭ ﻓﻲ ﻓﻨﺎﺩﻕ ﻣﻮﻓﻨﺒﻴﻚ‬ ‫ﻋﻤﻠﻴﺔ ﺍﻻﺧﺘﻴﺎﺭ ﻓﻲ ﻓﻨﺎﺩﻕ ﻣﻮﻓﻨﺒﻴﻚ‬ ‫ﺗﺒﺪﺃ ﺑﺎﻟﺒﺤﺚ ﻋﻦ ﺍﻟﺴﻠﻮﻛﻴﺎﺕ ﺍﻷﺭﺑﻌﺔ‬ ‫ﺗﺒﺪﺃ ﺑﺎﻟﺒﺤﺚ ﻋﻦ ﺍﻟﺴﻠﻮﻛﻴﺎﺕ ﺍﻷﺭﺑﻌﺔ‬

‫ﺍﻷﺳﺎﺳﻴﺔ ﻓﻲ ﻛﻞ ﻣﺘﻘﺪﻡ ﻭﻫﻲ‪ :‬ﺍﻟﺜﻘﺔ‪،‬‬ ‫ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﻌﺎﻣﺔ‪ ،‬ﺭﻭﺡ ﺍﻟﻤﺒﺎﺩﺭﺓ ﻭﺭﻭﺡ‬ ‫ﺍﻟﺮﻳﺎﺩﺓ‪ .‬ﻣﺎ ﺃﻥ ﻳﺘﻢ ﺍﺧﺘﻴﺎﺭ ﻣﺮﺷﺢ ﻭﻣﻦ ﺛﻢ‬ ‫ﺗﻘﺪﻳﻢ ﻋﺮﺽ ﻟﻪ‪ ،‬ﻳﺘﻢ ﺗﻌﺮﻳﻒ ﻭﺗﻘﺪﻳﻢ‬ ‫ﺍﻟﻤﻮﻅﻔﻴﻦ ﺍﻟﻤﺤﺘﻤﻠﻴﻦ ﻟﻤﻮﻗﻊ ﻓﻨﺎﺩﻕ‬ ‫ﻭﻣﻨﺘﺠﻌﺎﺕ ﻣﻮﻓﻨﺒﻴﻚ ﻋﻠﻰ ﺍﻻﻧﺘﺮﻧﺖ ﻗﺒﻞ‬ ‫ﺗﻮﻅﻴﻔﻬﻢ ﻓﻌﻠﻴﺎ‪ .‬ﻫﺬﺍ ﺍﻟﺘﻌﺮﻳﻒ ﻳﻜﺸﻒ ﻟﻬﻢ ﻋﻦ‬ ‫ﻟﻤﺤﺔ ﻋﺎﻣﺔ ﻟﻔﻠﺴﻔﺔ ﺍﻟﻌﻼﻣﺔ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺍﻟﺴﺎﺋﺪﺓ‬ ‫ﺩﺍﺧﻠﻬﺎ‪ .‬ﻫﺬﻩ ﺍﻟﻔﻠﺴﻔﺔ ﺗﺴﺎﻋﺪ ﻋﻠﻰ ﺭﺳﻢ‬ ‫ﺻﻮﺭﺓ ﺫﻫﻨﻴﺔ ﺃﻭﺳﻊ ﻟﻠﺮﺅﻳﺔ ﻭﺍﻟﻘﻴﻢ ﻭﺍﻷﻫﺪﺍﻑ‬ ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﻌﻼﻣﺔ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻭﺍﻟﺴﻠﻮﻛﻴﺎﺕ‬ ‫ﺍﻷﺳﺎﺳﻴﺔ‪.‬‬ ‫ﺍﻟﺜﻘﺎﻓﺔ ﺍﻟﻌﺎﻣﺔ ﺍﻟﺴﺎﺋﺪﺓ ﻓﻲ ﻓﻨﺎﺩﻕ‬ ‫ﻣﻮﻓﻨﺒﻴﻚ ﺗﺘﻤﺤﻮﺭ ﺣﻮﻝ ﺍﻟﻌﻤﻼء ﻭﺗﻌﺘﻤﺪ ﻋﻠﻰ‬ ‫ﻣﻦ ﻳﻤﻠﻜﻮﻥ ﺯﻣﺎﻡ ﺍﻟﻤﺒﺎﺩﺭﺓ‪ .‬ﻭﻓﻘﺎ ﻟﻨﺎﺋﺐ ﻣﺪﻳﺮ‬ ‫ﻗﺴﻢ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻟﻠﺸﺮﻕ ﺍﻷﻭﺳﻂ ﻭﺁﺳﻴﺎ‬ ‫ﻓﻲ ﻓﻨﺎﺩﻕ ﻭﻣﻨﺘﺠﻌﺎﺕ ﻣﻮﻓﻨﺒﻴﻚ‪ ،‬ﻓﺮﺍﻧﺴﻴﺲ‬ ‫ﺳﻤﻴﺚ‪ ،‬ﺍﻟﺬﻱ ﻳﻘﻮﻝ‪" :‬ﻧﺤﻦ ﻧﺮﺍﻗﺐ ﻭﻧﺴﺘﻤﻊ‬ ‫ﻭﻧﺴﺘﺠﻴﺐ ﻻﺣﺘﻴﺎﺟﺎﺕ ﻭﺭﻏﺒﺎﺕ ﺍﻟﻌﻤﻼء‬ ‫ﺍﻟﻔﺮﺩﻳﺔ‪ ،‬ﻛﻤﺎ ﻧﺆﻣﻦ ﺑﺄﻫﻤﻴﺔ ﺍﻟﺘﻌﻠﻢ ﻭﺍﻟﺘﻄﻮﻳﺮ‬ ‫ﺑﺸﻜﻞ ﻭﺑﺄﺳﻠﻮﺏ ﻣﺨﺼﺺ ﻟﻜﻞ ﻓﺮﺩ ﻣﻨﺎ‪".‬‬ ‫ﻫﺬﻩ ﺍﻟﻘﻴﻢ ﺍﻷﺳﺎﺳﻴﺔ ﺗﺒﻘﻰ ﺑﺪﻭﻥ ﺗﻐﻴﻴﺮ ﻓﻲ ﻛﻞ‬ ‫ﺍﻟﻤﻤﺘﻠﻜﺎﺕ ﺍﻟﻤﺨﺘﻠﻔﺔ ﻋﺎﻟﻤﻴﺎ‪ ،‬ﻭﻳﺒﻘﻰ ﺍﻟﺸﻌﺎﺭ‬ ‫ﺍﻟﻌﺎﻡ ﻫﻮ ﺟﻌﻞ ﻣﻮﻓﻨﺒﻴﻚ "ﺷﺮﻛﺔ ﺇﺩﺍﺭﺓ ﻓﻨﺎﺩﻕ‬ ‫ﻓﺨﻤﺔ ﻳﻔﻀﻠﻬﺎ ﺍﻟﻨﺰﻻء ﻭﺍﻟﻀﻴﻮﻑ‬ ‫ﻭﺍﻟﻤﻮﻅﻔﻴﻦ ﻭﺃﺻﺤﺎﺏ ﺍﻟﻔﻨﺎﺩﻕ ﻭﺍﻟﻤﺴﺎﻫﻤﻴﻦ‬ ‫ﻓﻲ ﺟﻤﻴﻊ ﺃﻧﺤﺎء ﺍﻟﻌﺎﻟﻢ" ﻭﻓﻘﺎ ﻟﻔﺮﺍﻧﺴﻴﺲ‬ ‫ﺳﻤﻴﺚ‪.‬‬

‫ﻭﻣﻨﺘﺠﻌﺎﺕ ﻣﻮﻓﻨﺒﻴﻚ ﻋﻠﻰ ﺍﻻﻧﺘﺮﻧﺖ ﻗﺒﻞ‬ ‫ﺗﻮﻅﻴﻔﻬﻢ ﻓﻌﻠﻴﺎ‪ .‬ﻫﺬﺍ ﺍﻟﺘﻌﺮﻳﻒ ﻳﻜﺸﻒ ﻟﻬﻢ ﻋﻦ‬ ‫ﻟﻤﺤﺔ ﻋﺎﻣﺔ ﻟﻔﻠﺴﻔﺔ ﺍﻟﻌﻼﻣﺔ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺍﻟﺴﺎﺋﺪﺓ‬ ‫ﺩﺍﺧﻠﻬﺎ‪ .‬ﻫﺬﻩ ﺍﻟﻔﻠﺴﻔﺔ ﺗﺴﺎﻋﺪ ﻋﻠﻰ ﺭﺳﻢ‬ ‫ﺻﻮﺭﺓ ﺫﻫﻨﻴﺔ ﺃﻭﺳﻊ ﻟﻠﺮﺅﻳﺔ ﻭﺍﻟﻘﻴﻢ ﻭﺍﻷﻫﺪﺍﻑ‬ ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﻌﻼﻣﺔ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻭﺍﻟﺴﻠﻮﻛﻴﺎﺕ‬ ‫ﺍﻷﺳﺎﺳﻴﺔ‪.‬‬ ‫ﺍﻟﺜﻘﺎﻓﺔ ﺍﻟﻌﺎﻣﺔ ﺍﻟﺴﺎﺋﺪﺓ ﻓﻲ ﻓﻨﺎﺩﻕ‬ ‫ﻣﻮﻓﻨﺒﻴﻚ ﺗﺘﻤﺤﻮﺭ ﺣﻮﻝ ﺍﻟﻌﻤﻼء ﻭﺗﻌﺘﻤﺪ ﻋﻠﻰ‬ ‫ﻣﻦ ﻳﻤﻠﻜﻮﻥ ﺯﻣﺎﻡ ﺍﻟﻤﺒﺎﺩﺭﺓ‪ .‬ﻭﻓﻘﺎ ﻟﻨﺎﺋﺐ ﻣﺪﻳﺮ‬ ‫ﻗﺴﻢ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻟﻠﺸﺮﻕ ﺍﻷﻭﺳﻂ ﻭﺁﺳﻴﺎ‬ ‫ﻓﻲ ﻓﻨﺎﺩﻕ ﻭﻣﻨﺘﺠﻌﺎﺕ ﻣﻮﻓﻨﺒﻴﻚ‪ ،‬ﻓﺮﺍﻧﺴﻴﺲ‬ ‫ﺳﻤﻴﺚ‪ ،‬ﺍﻟﺬﻱ ﻳﻘﻮﻝ‪" :‬ﻧﺤﻦ ﻧﺮﺍﻗﺐ ﻭﻧﺴﺘﻤﻊ‬ ‫ﺭﻳﺰﻳﺪﻭﺭﺍﻟﻌﻤﻼء‬ ‫ﻻﺣﺘﻴﺎﺟﺎﺕ ﻭﺭﻏﺒﺎﺕ‬ ‫ﻭﻧﺴﺘﺠﻴﺐ‬ ‫ﻣﺠﻤﻮﻋﺔ ﻓﻨﺎﺩﻕ‬ ‫ﺍﻟﻔﺮﺩﻳﺔ‪ ،‬ﻛﻤﺎ ﻧﺆﻣﻦ ﺑﺄﻫﻤﻴﺔ ﺍﻟﺘﻌﻠﻢ ﻭﺍﻟﺘﻄﻮﻳﺮ‬ ‫‪".‬‬ ‫ﻓﻨﺪﻕﻟﻜﻞ ﻓﺮﺩ‬ ‫ﻣﺨﺼﺺ‬ ‫ﺍﻓﺘﺘﺎﺡﻭﺑﺄﺳﻠﻮﺏ‬ ‫ﺟﺎءﺑﺸﻜﻞ‬ ‫ﺭﻳﺰﻳﺪﻭﺭﻣﻨﺎﻓﻲ‬ ‫ﻭﺇﻁﻼﻕ ﺃﻭﻝ‬ ‫ﻓﻲ ﻛﻞ‬ ‫ﺗﻐﻴﻴﺮ‬ ‫ﻋﺎﻡ ﺑﺪﻭﻥ‬ ‫ﺍﻷﺳﺎﺳﻴﺔﻓﻲﺗﺒﻘﻰ‬ ‫ﻭﻣﻨﺬ‬ ‫‪،1960‬‬ ‫ﺍﻟﻘﻴﻢﺍﻟﺪﻧﻤﺎﺭﻙ‬ ‫ﻫﺬﻩﻓﻲ‬ ‫ﺍﻟﻌﺎﻟﻢ‬ ‫ﻭﺗﺒﻨﻲﺍﻟﺸﻌﺎﺭ‬ ‫ﺗﺘﻮﺳﻊﻭﻳﺒﻘﻰ‬ ‫ﻋﺎﻟﻤﻴﺎ‪،‬‬ ‫ﺍﻟﻤﺨﺘﻠﻔﺔ‬ ‫ﺍﻟﻤﻤﺘﻠﻜﺎﺕ‬ ‫ﺫﻟﻚ ﺍﻟﺤﻴﻦ ﻭﺇﺩﺍﺭﺓ ﺍﻟﻔﻨﺪﻕ‬ ‫ﺇﺩﺍﺭﺓ ﻓﻨﺎﺩﻕ‬ ‫ﻣﻮﻓﻨﺒﻴﻚ‬ ‫ﺍﻟﻌﺎﻡ ﻫﻮ‬ ‫ﺷﺮﻛﺔﻣﻦ‬ ‫ﺧﻼﻝ"ﺷﺒﻜﺔ‬ ‫ﺟﻌﻞ ﻣﻦ‬ ‫ﺍﻟﺘﺠﺎﺭﻳﺔ‬ ‫ﺍﻟﻌﻼﻣﺔ‬ ‫ﻭﺍﻟﻀﻴﻮﻑ‬ ‫ﺍﻟﻨﺰﻻء‬ ‫ﻳﻔﻀﻠﻬﺎ‬ ‫ﻓﺨﻤﺔﺍﻟﻤﻘﺎﻣﺔ ﻓﻲ ﺟﻤﻴﻊ ﺃﻧﺤﺎء ﺃﻭﺭﻭﺑﺎ‬ ‫ﺍﻟﻔﻨﺎﺩﻕ‬ ‫ﻭﺍﻟﻤﺴﺎﻫﻤﻴﻦ‬ ‫ﺍﻟﻔﻨﺎﺩﻕ‬ ‫ﻭﺃﺻﺤﺎﺏ‬ ‫ﻭﺍﻟﻤﻮﻅﻔﻴﻦ‬ ‫ﻭﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﻭﺃﻓﺮﻳﻘﻴﺎ‪ .‬ﺍﻟﻴﻮﻡ‪ ،‬ﻧﺠﺤﺖ‬ ‫ﻟﻔﺮﺍﻧﺴﻴﺲ‬ ‫ﺃﻧﺤﺎءﻓﻲﺍﻟﻌﺎﻟﻢ‬ ‫ﺟﻤﻴﻊ‬ ‫ﻓﻲ‬ ‫ﻭﻓﻘﺎ ﻣﺘﻤﻴﺰﺓ‬ ‫ﺑﻨﺎء"ﻫﻮﻳﺔ‬ ‫ﺑﺎﻟﻔﻌﻞ‬ ‫ﺭﻳﺰﻳﺪﻭﺭ‬ ‫‪.‬‬ ‫ﺳﻤﻴﺚ‬ ‫ﻭﺳﻤﻌﺔ ﻓﺎﺧﺮﺓ ﻟﻔﻨﺎﺩﻕ ﺭﺍﺩﻳﺴﻮﻥ ﺑﻠﻮ ﻭ ﺑﺎﺭﻙ‬ ‫ﺇﻥ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻔﻨﺎﺩﻕ ﺭﺍﺩﻳﺴﻮﻥ ﺍﻟﻌﺎﻟﻤﻴﺔ‪ .‬ﻭﻓﻘﺎ‬ ‫ﻟﻤﺪﻳﺮﺓ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻟﻤﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ‬ ‫ﺍﻷﻭﺳﻂ ﻭﺃﻓﺮﻳﻘﻴﺎ ﻓﻲ ﻣﺠﻤﻮﻋﺔ ﻓﻨﺎﺩﻕ‬ ‫ﺭﻳﺰﻳﺪﻭﺭ‪ ،‬ﺃﻟﻴﻦ ﺑﺎﺭﻭﺵ‪ ،‬ﺍﻟﺘﻲ ﻗﺎﻟﺖ ﻟﻨﺎ‪:‬‬ ‫’ﻟﺪﻳﻨﺎ ﺛﻘﺎﻓﺔ "ﻧﻌﻢ ﺃﻧﺎ ﺃﺳﺘﻄﻴﻊ" ﻭﺍﻟﺘﻲ ﺗﺴﻮﺩ‬ ‫ﻓﻲ ﺟﻨﺒﺎﺕ ﺍﻟﺸﺮﻛﺔ ﻋﻨﺪﻧﺎ‪ ،‬ﻣﻤﺎ ﻳﺠﻌﻠﻨﺎ‬ ‫ﻣﻌﺮﻭﻓﻴﻦ ﺑﺴﻬﻮﻟﺔ ﻟﺪﻯ ﺍﻟﺒﺎﺣﺜﻴﻦ ﻋﻦ ﻋﻤﻞ‪‘.‬‬ ‫ﻓﻲ ﺭﻳﺰﻳﺪﻭﺭ‪" ،‬ﻧﻌﻢ ﺃﻧﺎ ﺃﺳﺘﻄﻴﻊ" ﻫﻲ‬ ‫ﻭﺳﻴﻠﺔ ﻟﻠﺤﻴﺎﺓ ﺃﻛﺜﺮ ﻣﻨﻬﺎ ﻣﺠﺮﺩ ﺷﻌﺎﺭ ﺗﻌﻠﻘﻪ‬ ‫ﻋﻠﻰ ﺍﻟﺤﺎﺋﻂ ﻭﺗﺘﻔﺎﺧﺮ ﺑﻪ ﻻ ﺃﻛﺜﺮ‪ .‬ﻫﺬﻩ ﺍﻟﺜﻘﺎﻓﺔ‬ ‫ﺍﻟﺘﻲ ﺗﺸﻊ ﻣﻨﻬﺎ ﺍﻹﻳﺠﺎﺑﻴﺔ ﺇﻧﻤﺎ ﻫﻲ ﺟﺰء ﻣﻦ‬ ‫ﺍﻟﻌﻼﻣﺔ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺭﻳﺰﻳﺪﻭﺭ ﻋﻠﻰ ﻣﺮ ﻋﻘﺪﻳﻦ‬ ‫ﻣﻦ ﺍﻟﺰﻣﻦ‪ .‬ﻣﻨﺬ ﺃﻭﻝ ﺩﻗﻴﻘﺔ ﻟﺘﻮﻅﻴﻒ ﻣﻮﻅﻒ‬ ‫ﺟﺪﻳﺪ‪ ،‬ﻳﺒﺪﺃ ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﺪﺭﻳﺐ ﺍﻟﺴﺎﺋﺪ ﻓﻲ ﻓﻨﺎﺩﻕ‬ ‫ﺭﻳﺰﻳﺪﻭﺭ ﻟﺠﻤﻴﻊ ﺍﻟﻤﻮﻅﻔﻴﻦ ﺍﻟﺠﺪﺩ ﻓﻲ ﺷﺮﺡ‬ ‫ﺣﻘﻴﻘﺔ ﺟﻮﻫﺮ ﻓﻠﺴﻔﺔ ﺍﻟﺸﺮﻛﺔ ﺑﺸﻜﻞ ﺩﻗﻴﻖ‬ ‫ﻭﻭﺍﺿﺢ‪ .‬ﺗﻀﻴﻒ ﺃﻟﻴﻦ ﻗﺎﺋﻠﺔ‪" :‬ﺑﺎﻟﻄﺒﻊ‪ ،‬ﻳﺠﺐ‬ ‫ﻋﻠﻰ ﻗﺴﻢ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﺍﻟﻌﺜﻮﺭ ﻋﻠﻰ‬ ‫ﺍﻟﺸﺨﺺ ﺍﻟﺼﺤﻴﺢ ﺍﻟﺬﻱ ﻳﻨﺎﺳﺐ ﺷﺮﻛﺘﻨﺎ‪ ،‬ﺛﻢ‬ ‫ﺗﺪﺭﻳﺒﻬﻢ ﺑﻌﺪﻫﺎ ﺑﻄﺮﻳﻘﺔ ﺗﺸﺤﺬ ﻣﻬﺎﺭﺍﺗﻬﻢ‬ ‫ﻟﺘﻜﻮﻥ ﻓﺮﻳﺪﺓ ﻣﻦ ﻧﻮﻋﻬﺎ ﺑﺸﻜﻞ ﻳﻨﺎﺳﺐ ﻁﺒﻴﻌﺔ‬ ‫ﻋﻤﻠﻬﻢ‪ ،‬ﻭﻓﻲ ﻧﻔﺲ ﺍﻟﻮﻗﺖ ﻳﻨﺎﺳﺐ ﺑﻴﺌﺔ‬ ‫ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺸﺎﻣﻠﺔ‪".‬‬

‫ﻣﻮﻓﻨﺒﻴﻚ ﻟﻠﻔﻨﺎﺩﻕ ﻭﺍﻟﻤﻨﺘﺠﻌﺎﺕ‬ ‫ﻻ ﺧﻼﻑ ﻋﻠﻰ ﺃﻥ ﻓﻨﺎﺩﻕ ﻣﻮﻓﻨﺒﻴﻚ ﻟﻴﺴﺖ‬ ‫ﺩﺧﻴﻠﺔ ﻋﻠﻰ ﺍﻟﻤﻨﻄﻘﺔ ﺃﻭ ﺟﺪﻳﺪﺓ ﻓﻴﻬﺎ‪ ،‬ﺍﻷﻣﺮ‬ ‫ﺍﻟﺬﻱ ﻳﺠﻌﻞ ﻣﻦ ﻋﻤﻠﻴﺔ ﺗﻮﻅﻴﻒ ﺃﻋﻀﺎء ﺟﺪﺩ‬ ‫ﺃﺳﻬﻞ ﻭﺃﻳﺴﺮ‪ .‬ﺍﻟﺘﻮﺳﻊ ﺍﻹﻗﻠﻴﻤﻲ ﺍﻟﻤﺴﺘﻤﺮ‬ ‫ﻟﻔﻨﺎﺩﻕ ﻣﻮﻓﻨﺒﻴﻚ ﻳﻌﻨﻲ ﺃﻥ ﻫﻨﺎﻙ ﺩﺍﺋﻤﺎ ﻋﺪﺩﺍ ﻻ‬ ‫ﻳﻨﻔﺪ ﻣﻦ ﺍﻟﻔﺮﺹ ﺍﻟﻤﺤﺘﻤﻠﺔ ﻟﺘﺮﻗﻲ ﺃﻋﻀﺎء‬ ‫ﺍﻟﻔﺮﻳﻖ ﻭﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﻢ ﺍﻟﺸﺨﺼﻴﺔ‬ ‫ﻭﺍﻟﻤﻬﻨﻴﺔ‪ ،‬ﺫﻟﻚ ﻷﻥ ﺍﻟﻮﻅﺎﺋﻒ ﺍﻟﺸﺎﻏﺮﺓ ﻳﺘﻢ‬ ‫ﺍﻹﻋﻼﻥ ﻋﻨﻬﺎ ﻓﻲ ﺍﻟﻤﻨﺘﺪﻯ ﺍﻟﺪﺍﺧﻠﻲ ﻟﻠﻔﻨﺪﻕ‪،‬‬ ‫ﻣﻊ ﺿﻤﺎﻥ ﺗﻔﻀﻴﻞ ﺍﻟﻤﺮﺷﺤﻴﻦ ﺍﻟﺪﺍﺧﻠﻴﻴﻦ‬ ‫ﺍﻟﻘﺎﺩﺭﻳﻦ ﻋﻠﻰ ﺍﻟﺘﻘﺪﻡ ﻟﻠﻮﻅﻴﻔﺔ ﺍﻟﺸﺎﻏﺮﺓ‪.‬‬ ‫‪32 SEPTEMBER/OCTOBER 2014‬‬ ‫ﻋﻤﻠﻴﺔ ﺍﻻﺧﺘﻴﺎﺭ ﻓﻲ ﻓﻨﺎﺩﻕ ﻣﻮﻓﻨﺒﻴﻚ‬ ‫ﺗﺒﺪﺃ ﺑﺎﻟﺒﺤﺚ ﻋﻦ ﺍﻟﺴﻠﻮﻛﻴﺎﺕ ﺍﻷﺭﺑﻌﺔ‬

‫‪COVER STORY‬‬

‫ﺍﻟﻐﻼﻑ‬ ‫ﻣﻮﺿﻮﻉ‬ ‫ﻣﻮﺿﻮﻉ ﺍﻟﻐﻼﻑ‬ ‫ﻣﻮﺿﻮﻉ ﺍﻟﻐﻼﻑ‬ ‫ﺗﻜﺎﻣﻞ‬ ‫ﺍﻟﻌﺎﻣﻠﻴﻦﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﺗﻜﺎﻣﻞ‬

‫ﺗﻜﺎﻣﻞ ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﻷﻧﻬﺎ ﺻﻨﺎﻋﺔ ﺗﻘﺪﻳﻢ ﺍﻟﺨﺪﻣﺎﺕ ﻓﻲ ﺍﻷﺳﺎﺱ‪ ،‬ﺗﻌﻤﻞ ﺻﻨﺎﻋﺔ ﺍﻟﻔﻨﺎﺩﻕ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻋﻠﻰ ﺿﻤﺎﻥ ﺣﺴﻦ‬ ‫ﻭﺟﻮﺩﺓ ﺗﺪﺭﻳﺐ ﺍﻟﻌﺎﻣﻠﻴﻦ ﻭﺍﻟﻤﻮﻅﻔﻴﻦ‪ ،‬ﺗﺪﺭﻳﺒﺎ ﻳﻜﻔﻞ ﻟﻬﻢ ﺍﻻﻧﺪﻣﺎﺝ ﻓﻲ ﺛﻘﺎﻓﺔ ﻭﺭﻭﺡ ﻭﺃﻫﺪﺍﻑ ﺍﻟﻌﻼﻣﺔ‬ ‫ﺍﻟﺘﺠﺎﺭﻳﺔ ﻟﻜﻞ ﻓﻨﺪﻕ‪ .‬ﺗﺤﺪﺛﺖ ﻣﺠﻠﺘﻜﻢ ﺇﻟﻰ ﻛﻞ ﻣﻦ ﻓﻨﺪﻕ ﺭﻳﺰﻳﺪﻭﺭ ﻭﻓﻨﺪﻕ ﻣﻮﻓﻨﺒﻴﻚ ﺣﻮﻝ ﺍﻟﺘﻮﻅﻴﻒ‬ ‫ﻭﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﻹﻗﻠﻴﻤﻴﺔ ﻭﺷﻐﻞ ﺍﻷﺩﻭﺍﺭ ﺍﻟﻌﺪﻳﺪﺓ ﺍﺳﺘﻌﺪﺍﺩﺍ ﻟﻤﻌﺮﺽ ﺩﺑﻲ ﺍﻛﺴﺒﻮ ‪.2020‬‬

‫ﻷﻧﻬﺎ ﺻﻨﺎﻋﺔ ﺗﻘﺪﻳﻢ ﺍﻟﺨﺪﻣﺎﺕ ﻓﻲ ﺍﻷﺳﺎﺱ‪ ،‬ﺗﻌﻤﻞ ﺻﻨﺎﻋﺔ ﺍﻟﻔﻨﺎﺩﻕ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻋﻠﻰ ﺿﻤﺎﻥ ﺣﺴﻦ‬ ‫ﻭﺟﻮﺩﺓ ﺗﺪﺭﻳﺐ ﺍﻟﻌﺎﻣﻠﻴﻦ ﻭﺍﻟﻤﻮﻅﻔﻴﻦ‪ ،‬ﺗﺪﺭﻳﺒﺎ ﻳﻜﻔﻞ ﻟﻬﻢ ﺍﻻﻧﺪﻣﺎﺝ ﻓﻲ ﺛﻘﺎﻓﺔ ﻭﺭﻭﺡ ﻭﺃﻫﺪﺍﻑ ﺍﻟﻌﻼﻣﺔ‬ ‫ﺍﻟﺘﺠﺎﺭﻳﺔ ﻟﻜﻞ ﻓﻨﺪﻕ‪ .‬ﺗﺤﺪﺛﺖ ﻣﺠﻠﺘﻜﻢ ﺇﻟﻰ ﻛﻞ ﻣﻦ ﻓﻨﺪﻕ ﺭﻳﺰﻳﺪﻭﺭ ﻭﻓﻨﺪﻕ ﻣﻮﻓﻨﺒﻴﻚ ﺣﻮﻝ ﺍﻟﺘﻮﻅﻴﻒ‬ ‫ﺻﻨﺎﻋﺔ ‪.2020‬‬ ‫ﺗﻌﻤﻞﺩﺑﻲ ﺍﻛﺴﺒﻮ‬ ‫ﻟﻤﻌﺮﺽ‬ ‫ﺍﻟﻌﺪﻳﺪﺓ ﺍﺳﺘﻌﺪﺍﺩﺍ‬ ‫ﻭﺷﻐﻞ ﺍﻷﺩﻭﺍﺭ‬ ‫ﻭﺍﻟﺘﺤﺪﻳﺎﺕ‬ ‫ﺍﻟﻔﻨﺎﺩﻕ ﺍﻟﻌﺎﻟﻤﻴﺔ ﻋﻠﻰ‬ ‫ﺍﻷﺳﺎﺱ‪،‬‬ ‫ﺍﻟﺨﺪﻣﺎﺕ ﻓﻲ‬ ‫ﺍﻹﻗﻠﻴﻤﻴﺔﺗﻘﺪﻳﻢ‬ ‫ﺻﻨﺎﻋﺔ‬ ‫ﻷﻧﻬﺎ‬

‫ﺿ‬ ‫ﻭﺟﻮﺩﺓ ﺗﺪﺭﻳﺐ ﺍﻟﻌﺎﻣﻠﻴﻦ ﻭﺍﻟﻤﻮﻅﻔﻴﻦ‪ ،‬ﺗﺪﺭﻳﺒﺎ ﻳﻜﻔﻞ ﻟﻬﻢ ﺍﻻﻧﺪﻣﺎﺝ ﻓﻲ ﺛﻘﺎﻓﺔ ﻭﺭﻭﺡ ﻭﺃ‬ ‫ﻣﺠﻤﻮﻋﺔ ﻓﻨﺎﺩﻕ ﺭﻳﺰﻳﺪﻭﺭ‬ ‫ﺍﻟﺘﺠﺎﺭﻳﺔ ﻟﻜﻞ ﻓﻨﺪﻕ‪ .‬ﺗﺤﺪﺛﺖ ﻣﺠﻠﺘﻜﻢ ﺇﻟﻰ ﻛﻞ ﻣﻦ ﻓﻨﺪﻕ ﺭﻳﺰﻳﺪﻭﺭ ﻭﻓﻨﺪﻕ ﻣﻮﻓﻨﺒﻴﻚ ﺣ‬ ‫ﺟﺎء ﺍﻓﺘﺘﺎﺡ ﻭﺇﻁﻼﻕ ﺃﻭﻝ ﻓﻨﺪﻕ‬ ‫ﺭﻳﺰﻳﺪﻭﺭﻭﻣﻨﺬﻓﻲﻭﺷﻐﻞ ﺍﻷﺩﻭﺍﺭ ﺍﻟﻌﺪﻳﺪﺓ ﺍﺳﺘﻌﺪﺍﺩﺍ ﻟﻤﻌﺮﺽ ﺩﺑﻲ ﺍﻛﺴﺒﻮ ‪.2020‬‬ ‫ﺍﻹﻗﻠﻴﻤﻴﺔ‬ ‫ﻭﺍﻟﺘﺤﺪﻳﺎﺕﻓﻲ ﻋﺎﻡ ‪،1960‬‬ ‫ﺍﻟﻌﺎﻟﻢ ﻓﻲ ﺍﻟﺪﻧﻤﺎﺭﻙ‬

‫ﻑ‬

‫ﺫﻟﻚ ﺍﻟﺤﻴﻦ ﻭﺇﺩﺍﺭﺓ ﺍﻟﻔﻨﺪﻕ ﺗﺘﻮﺳﻊ ﻭﺗﺒﻨﻲ‬ ‫ﺍﻟﻌﻼﻣﺔ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻣﻦ ﺧﻼﻝ ﺷﺒﻜﺔ ﻣﻦ‬ ‫ﺍﻟﻔﻨﺎﺩﻕ ﺍﻟﻤﻘﺎﻣﺔ ﻓﻲ ﺟﻤﻴﻊ ﺃﻧﺤﺎء ﺃﻭﺭﻭﺑﺎ‬ ‫ﻭﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﻭﺃﻓﺮﻳﻘﻴﺎ‪ .‬ﺍﻟﻴﻮﻡ‪ ،‬ﻧﺠﺤﺖ‬ ‫ﺭﻳﺰﻳﺪﻭﺭ ﺑﺎﻟﻔﻌﻞ ﻓﻲ ﺑﻨﺎء ﻫﻮﻳﺔ ﻣﺘﻤﻴﺰﺓ‬ ‫ﻭﺳﻤﻌﺔ ﻓﺎﺧﺮﺓ ﻟﻔﻨﺎﺩﻕ ﺭﺍﺩﻳﺴﻮﻥ ﺑﻠﻮ ﻭ ﺑﺎﺭﻙ‬ ‫ﺇﻥ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻔﻨﺎﺩﻕ ﺭﺍﺩﻳﺴﻮﻥ ﺍﻟﻌﺎﻟﻤﻴﺔ‪ .‬ﻭﻓﻘﺎ‬ ‫ﻟﻤﺪﻳﺮﺓ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻟﻤﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ‬ ‫ﺍﻷﻭﺳﻂ ﻭﺃﻓﺮﻳﻘﻴﺎ ﻓﻲ ﻣﺠﻤﻮﻋﺔ ﻓﻨﺎﺩﻕ‬ ‫ﺭﻳﺰﻳﺪﻭﺭ‪ ،‬ﺃﻟﻴﻦ ﺑﺎﺭﻭﺵ‪ ،‬ﺍﻟﺘﻲ ﻗﺎﻟﺖ ﻟﻨﺎ‪:‬‬ ‫’ﻟﺪﻳﻨﺎ ﺛﻘﺎﻓﺔ "ﻧﻌﻢ ﺃﻧﺎ ﺃﺳﺘﻄﻴﻊ" ﻭﺍﻟﺘﻲ ﺗﺴﻮﺩ‬ ‫ﻓﻲ ﺟﻨﺒﺎﺕ ﺍﻟﺸﺮﻛﺔ ﻋﻨﺪﻧﺎ‪ ،‬ﻣﻤﺎ ﻳﺠﻌﻠﻨﺎ‬ ‫ﻣﻌﺮﻭﻓﻴﻦ ﺑﺴﻬﻮﻟﺔ ﻟﺪﻯ ﺍﻟﺒﺎﺣﺜﻴﻦ ﻋﻦ ﻋﻤﻞ‪‘.‬‬ ‫ﻓﻲ ﺭﻳﺰﻳﺪﻭﺭ‪" ،‬ﻧﻌﻢ ﺃﻧﺎ ﺃﺳﺘﻄﻴﻊ" ﻫﻲ‬ ‫ﻭﺳﻴﻠﺔ ﻟﻠﺤﻴﺎﺓ ﺃﻛﺜﺮ ﻣﻨﻬﺎ ﻣﺠﺮﺩ ﺷﻌﺎﺭ ﺗﻌﻠﻘﻪ‬ ‫ﻋﻠﻰ ﺍﻟﺤﺎﺋﻂ ﻭﺗﺘﻔﺎﺧﺮ ﺑﻪ ﻻ ﺃﻛﺜﺮ‪ .‬ﻫﺬﻩ ﺍﻟﺜﻘﺎﻓﺔ‬ ‫ﺍﻟﺘﻲ ﺗﺸﻊ ﻣﻨﻬﺎ ﺍﻹﻳﺠﺎﺑﻴﺔ ﺇﻧﻤﺎ ﻫﻲ ﺟﺰء ﻣﻦ‬ ‫ﺍﻟﻌﻼﻣﺔ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺭﻳﺰﻳﺪﻭﺭ ﻋﻠﻰ ﻣﺮ ﻋﻘﺪﻳﻦ‬ ‫ﻣﻦ ﺍﻟﺰﻣﻦ‪ .‬ﻣﻨﺬ ﺃﻭﻝ ﺩﻗﻴﻘﺔ ﻟﺘﻮﻅﻴﻒ ﻣﻮﻅﻒ‬ ‫ﺟﺪﻳﺪ‪ ،‬ﻳﺒﺪﺃ ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﺪﺭﻳﺐ ﺍﻟﺴﺎﺋﺪ ﻓﻲ ﻓﻨﺎﺩﻕ‬ ‫ﺭﻳﺰﻳﺪﻭﺭ ﻟﺠﻤﻴﻊ ﺍﻟﻤﻮﻅﻔﻴﻦ ﺍﻟﺠﺪﺩ ﻓﻲ ﺷﺮﺡ‬ ‫ﺣﻘﻴﻘﺔ ﺟﻮﻫﺮ ﻓﻠﺴﻔﺔ ﺍﻟﺸﺮﻛﺔ ﺑﺸﻜﻞ ﺩﻗﻴﻖ‬ ‫ﻭﻭﺍﺿﺢ‪ .‬ﺗﻀﻴﻒ ﺃﻟﻴﻦ ﻗﺎﺋﻠﺔ‪" :‬ﺑﺎﻟﻄﺒﻊ‪ ،‬ﻳﺠﺐ‬ ‫ﻋﻠﻰ ﻗﺴﻢ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﺍﻟﻌﺜﻮﺭ ﻋﻠﻰ‬ ‫ﺍﻟﺸﺨﺺ ﺍﻟﺼﺤﻴﺢ ﺍﻟﺬﻱ ﻳﻨﺎﺳﺐ ﺷﺮﻛﺘﻨﺎ‪ ،‬ﺛﻢ‬ ‫ﺗﺪﺭﻳﺒﻬﻢ ﺑﻌﺪﻫﺎ ﺑﻄﺮﻳﻘﺔ ﺗﺸﺤﺬ ﻣﻬﺎﺭﺍﺗﻬﻢ‬ ‫ﻟﺘﻜﻮﻥ ﻓﺮﻳﺪﺓ ﻣﻦ ﻧﻮﻋﻬﺎ ﺑﺸﻜﻞ ﻳﻨﺎﺳﺐ ﻁﺒﻴﻌﺔ‬ ‫ﻋﻤﻠﻬﻢ‪ ،‬ﻭﻓﻲ ﻧﻔﺲ ﺍﻟﻮﻗﺖ ﻳﻨﺎﺳﺐ ﺑﻴﺌﺔ‬ ‫ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻟﺸﺎﻣﻠﺔ‪".‬‬

‫‪SEPTEMBER/OCTOBER 2014 33‬‬

‫ﻣﻮﻓﻨﺒﻴﻚ ﻟﻠﻔﻨﺎﺩﻕ ﻭﺍﻟﻤﻨﺘﺠﻌﺎﺕ‬

You can’t miss The Hotel

This show has been the biggest event for the hospitality industry for more than a decade.

Christine Davidson, Event Director, The Hotel Show Dubai spoke to THME about the highlights for visitors of this 15th edition of the event

32 SEPTEMBER/OCTOBER 2014

EVENT IN FOCUS

Give us an idea of how many suppliers are exhibiting this year?

We will be welcoming some 600 exhibitors this year in halls 2 to 8 of the Dubai World Trade Centre, specific to the hotel sector will include leading brand names and products Dorma Technology Solutions for doors and glass, Kohler’s modern bathroom furniture, Liddell’s leading bedding brand, Karcher’s sustainable cleaning solutions, indoor and outdoor designs from Nakkash Gallery, state of the art technology from Bose and facilities management solutions from Engineering Techniques Services.

291 new exhibitors of which over half of these are international with many established brands that will participate this year to connect with both international and local clients. These include: Sandalyeci Furniture, Danube, Royal Wood, Elekta, Reem Al Bawadi, TCL, Casa, Lespace, Baituti, Dream Glass, KNY Design and Symphony Group PLC, Austrian Federal Economic Chamber, Vogue Beds, Brintons Carpets Ltd, and Orapi Middle East Trading to name just some.

For the first time in 2014, The Hotel Show Dubai has a dedicated area on the show floor – The International Village and this year sees the largest gathering of international brands for many years.

What are the broad categories of suppliers?

The Hotel Show Dubai offers a 360 view of hospitality suppliers and showcases products from all sectors of the industry including Leisure & Outdoor, Hotel Careers & Training, Interiors, Lighting & Design, Hotel Investment, Development & Build, Technology And Facility Management, Operating Equipment & HORECA, Retail Franchise & Hotel Services, Hotel Sustainability and The International Village.

We have seen a 21 per cent increase in the number of Operating Equipment, Supplies & HORECA companies this year, proving to be the largest range of products from this sector ever displayed at The Hotel Show. With a further 38 per cent increase in the number of technology suppliers this supports the trends towards the next generation guest-room technologies, and frontand back of-house corporate and distribution systems.

SEPTEMBER/OCTOBER 2014 33

EVENT IN FOCUS

in the Middle East. Located in Hall 8, ‘Future Hotel, Sustainable Vision’ will showcase internationally renowned brands, their products, design concepts and future trend predictions for building design.

The success in attracting the influx of new suppliers for 2014 has been in identifying gaps in products on display at The Hotel Show across all sectors, both in the Middle East and internationally and targeting the companies and products that we feel our visitors would like to see at the exhibition.

Can you tell us more about all the new sections this year - The Leisure show, International Village, Future Hotel, Sustainable Vision?

Leisure and Outdoor has been a large part of The Hotel Show for the last 15 years, but recognising the exponential growth (over 70 per cent of the total travel and tourism spend in the GCC is on the sector) The Leisure Show is now the ‘show within the show’.

Exhibitors will support four main sectors, Outdoor Design, Furniture & Lighting, Pool & Spa, Sports & Fitness and Recreational Fun & Adventure.

This expansion into its own area gives us the ability to reach a much broader audience of the decision makers and suppliers responsible for design, build, equipping, maintaining and operating leisure, sports and entertainment facilities both within hotels, resorts and outside of the hospitality industry e.g. real estate, shopping malls and destinations etc.

The growth in this sector has meant that this year there are many new 34 SEPTEMBER/OCTOBER 2014

Over 70 per cent of the total travel and tourism spend in the GCC is on leisure and outdoor furniture

exhibitors ranging from suppliers of billiard tables to fitness and wellness, portable cooling fans to gym equipment, elastic trampolines, to play areas for children, hammocks and Aquarium setups. Leisure will also feature in The Vision Conference where over 70 top industry speakers will share best practices across all aspects of the sectors.

The International Village is the largest gathering of international brands for many years located in Halls 2, 3 and 4 of the Dubai World Trade Centre. This dedicated area will help elevate the global nature of the event, giving an identity to each country and its own individual products and services. Twenty country pavilions will enable the hotel and hospitality trade professionals to easily source products from specific countries, whilst exhibitors can champion their individual brands under their country of origin and will include representation from Austria, Belgium, China, Egypt, France, Germany, Greece, India, Italy, Philippines, Portugal, Spain, Turkey, Thailand and the UK. The new ‘Future Hotel, Sustainable Vision’ feature will provide a glimpse of innovative and sustainable architectural design concepts.

Partnering with the Italian architecture studio WT Project, The Hotel Show will highlight the growing demand and objectives for sustainable tourism

The Vision Conference – how are topics, trends and issues of focus at the conference finalised?

The Vision Conference programme is created around future hospitality trends, market activities and current challenges. This year we are focusing our themes on the impact of, and preparation for, the mega events coming to this region including EXPO 2020 and The World Cup Qatar, so we have 70 international speakers to share their knowledge and expertise on several key areas including Shaping The Future; Sustainability From The Ground Up, Preparing For EXPO 2020, A Culture Built For Success, Ensuring A Successful Business and Emerging Markets.

Presentations and panel debates will cover future trends, the development and growth of midrange hotels, architecture build and landscape collaboration, reducing the long term impact on energy, water and waste, women in hospitality leadership, how branded spas can add value to a development and is Saudi Arabia worth the long term investment. One of the highlights will be the Post 2020 – what’s next session.

What are you hoping for delegates and attendees to take back from this year’s show?

The Hotel Show and The Leisure Show is, we believe, the largest dedicated platform for anyone who is looking to do business with the region over the coming decade and beyond.

The sheer number of exhibitors and the diversity of their product offerings, the number of international brands represented, the depth of the Vision Conference, the impact of the three days of business building, and the benefits of the networking opportunities provides a true 360 degree view of the hotel and hospitality industry. The simplest take away will be that delegates, visitors and exhibitors will be given insight and empowered with knowledge to make the right decisions and plan ahead.

Your staff. Your hotel.

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Find out how we can help you today. ǁǁǁ͘ƉƌŽƚĞů͘ŶĞƚ ĚƵďĂŝͲŽĸ ĐĞΛƉƌŽƚĞů͘ŶĞƚ d͗ нϵϳϭ ϰ ϰϱϯϰϯϬ Ϭ

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for people like you

THE WOW FACTOR

An affair to

remember Indeed, 51 Buckingham Gate, Taj Suites and Residences, London, UK, have a unique cinema suite designed by Indian designer Sabyasachi Mukherjee. Nothing short of exquisite, the images here are definitely going to make you want to experience this first hand

36 SEPTEMBER/OCTOBER 2014

A

t approximately £5,100 per night, 51 Buckingham Gate’s cinema suite does come with the complete package.

In November 2012, 51 Buckingham Gate, Taj Suites and Residences, London, unveiled the cinema suite to pay tribute to 100 years of Indian cinema.

Created by acclaimed Indian designer Sabyasachi Mukherjee, the suite takes its inspiration from motion pictures across the world. It has minute attention to details, travels across diverse cultures and eras and different moods and genres. From the imposing study inspired by great masters like Satyajit Ray, Francis Ford Coppola and Bergman to the cultured kitsch living room inspired by world cinema leaders like Majidi, Wong Kar-Wai and Almodovar. And then from the Monroe-inspired master bedroom to the colonial

THE WOW FACTOR

SEPTEMBER/OCTOBER 2014 37

THE WOW FACTOR

inspired spare bedroom reminiscent of the works of maestros like Guru Dutt, Merchant Ivory and Bimal Roy, it is a fascinating visual and tactile journey.

It is inspired most notably by 1940s and 1950s Hollywood as well as the Indian cinema era of the 1950s. Guests will find references to Francis Ford Coppola in the study, The Stepford Wives in the kitchen, a sense of the golden Hollywood era of Rita Hayworth and Marilyn Monroe in the red lipstick room before travelling via the Orient Express hallway to the Indian cinema room.

Here, design draws from the lives of renowned Indian artists such as Guru Dutt and Merchant Ivory and classic Indian narratives like Sahib, Biwi Aur Ghulam and Heat and Dust.

From the leather Chesterfield to the handmade antique furnishing, art to glassware, rugs to taxidermy: the suite is a celebration of personalised detail and global culture. Almost everything in the suite is handmade and celebrates the art and crafts movement across the globe. Guests will marvel at breathtakingly rare Bollywood film prints, remarkable history books, vintage mirrors and a myriad of portraits and drawings. Each wall is 38 SEPTEMBER/OCTOBER 2014

of the atmosphere. With a repertoire of great films, brilliant music and fascinating books, the suite is an acknowledgement of the fact that luxury cannot be measured by money.

It is an experience of time well spent amidst films, art, culture and some great company.

Technology blends in seamlessly in the suite. At the epicentre is an 85 inch plasma TV with a stateof-the-art home theatre system

a work of art in itself, with striking Nina Campbell wallpapers in burnt orange, black and red, laden with curios collected from over 32 different cultures. Sumptuous silk drapery meets magnificent oak flooring, while priceless antique furniture displays ornaments such as rare Chinese porcelain, Bhutanese frames and 1920’s embroidered Indian lamps.

Technology blends in seamlessly as well. At the epicentre is an 85 inch plasma TV with a state-of-theart home theatre system created by Steinway Lyngdorf, which offers an unparalleled viewing experience.

With a preloaded selection of over 300 movies and music, it promises complete cinematic experience. Also, master chefs bring gastronomy that is a celebration of global cuisine, while the ensuite bar adds to the headiness

Sabyasachi Mukherjee Sabyasachi is India’s most celebrated fashion and filmcostume designer. Having received a host of awards and accolades, (e.g. Most Outstanding Young Designer – Femina British Council 2001, Grand Winner – Mercedes Benz New Asia Fashion 2003, Best Designer of India at the MTV Lycra Style Awards and Designer of the Year – ELLE magazine), Sabyasachi has gained increasing notoriety on the international fashion stage. He is the only Indian designer to be part of all three leading fashion weeks New York, Milan and London, and has showcased collections at Sotheby’s in May 2012 and featured within British Vogue’s ‘Hot List’.

LETTER FROM LONDON

The London hotel scene - then and now Hotels and room stock in many top tier cities has changed dramatically over the years. Conrad Bigham, in this edition, runs through the many changes in the hospitality landscape in Europe’s hotspot London a plus ca change, la plus le meme chose.” – Jean-Baptiste Alphonse Karr In 1978, Zimbabwe was still known as Rhodesia, Margaret Thatcher, leader of the Conservative opposition, had yet to become Britain’s first female Prime Minister, the musical Evita had opened in London’s West End and, as a fresh-faced Law undergraduate, I had started making weekend visits to London to dine at the Inner Temple, nestling discreetly between Fleet Street and the River Thames for the last 900 years or so.‘Discreetly’, that is, until the Temple Church, which dates from 1085, featured prominently in the bestselling book and film The Da Vinci Code as a possible resting place for the Holy Grail.

Attending 36 dinners was (and still is) a prerequisite to being called to the Bar and I would arrive at the Temple several hours early so that I could explore the surrounding area, which lies between the City of London and the West End. At that time, few high quality hotels were to be found in the vicinity. The City of London hotel market, for example, consisted pretty much of the Great Eastern, a Victorian railway hotel at Liverpool St Station which transmogrified into the sleek and chic Hyatt-owned Andaz at the end of the last century and the Thistle (now Guoman) at Tower Bridge, a massive monument to 1970s modernity (once voted one of the ugliest buildings in London).

Moving further west, in the late 1970s anyone wandering the streets lying between the City and the West End (now frequently referred to as Midtown) could be forgiven for concluding that, given the dearth of hotels, this area of London had always been neglected in terms of supply of room stock. Such a conclusion would, however, have been ill founded, for at the end of the 19th century, the area was home to the largest hotel in Europe, in the shape of the huge 800 room

Hotel Cecil. Although the façade was retained, the hotel itself ceased to exist in the 1930s, when it was converted into offices for Shell-Mex. It was not until the 1990s, however, that a paucity of sites in the West End spawned fresh hotel development in Midtown. In direct contrast to the fate of the Hotel Cecil, a number of office buildings were converted into luxury hotels such as One Aldwych and the Renaissance Chancery Court on High Holborn (now the Rosewood) and new purpose built hotels such as the Grange Holborn were developed. The City of London itself underwent a transformation in hotel terms during the same period, and is now home to a plethora of high quality hotels, including the Grange St Pauls, Threadneedles and the Crowne Plaza at Blackfriars.

Both areas are now firmly established as recognised hotel destinations by business and leisure travellers.

Since the turn of the century, the Central London hotel footprint has spread further south and east, crossing the great divide marked by the Thames to contribute to the redevelopment of the South Bank (which has benefitted

from a number of high profile visitor attractions) and moving eastwards beyond the bounds of the City of London. Given the buoyant levels of visitor demand for hotel room stock (both current and forecast), the business case for developing new hotels in general in areas which stretch the traditional hotel envelope can be made fairly readily, especially where budget hotels are involved.

When one focuses upon luxury hotels in particular, however, the location issue becomes rather more problematic. Whilst luxury offerings such as the Shangri-La at the Shard may well be in a position (due to the unique location coupled with a highly regarded global brand) to achieve room rates comparable with established peer group hotels in Mayfair, similar circumstances do not apply to other pipeline luxury developments located south of the river, such as the Mondrian London at Sea Containers (scheduled to open on September 30th) and One Nine Elms at Vauxhall. A bridge too far?

Only time will tell.

– Conrad Bigham is one of Europe’s leading specialists in providing investment and debt advisory services to investors in the hotel industry. www.conradbighamltd.com

SEPTEMBER/OCTOBER 2014 39

DESTINATION REPORT – Kyoto

40 SEPTEMBER/OCTOBER 2014

DESTINATION REPORT – Kyoto

Said to have four distinct seasons when the landscape changes completely from one to the other, Kyoto is worth a visit four times at least just to experience this. With tourism initiatives being promoted in a big way, Kyoto should be on your must-visit places list Give us an idea of the current economic climate of Kyoto.

Kyoto attracts over 50 million tourists annually which makes tourism a major contributor to the city’s economy. In 2013, Kyoto received a record 51.62 million tourists which saw local hotels and ryokans (Japanese-style inns) accommodating 1.13 million foreign travellers, topping the one million mark for the first time.

Additionally, the city is also home to a multitude of international Japanese companies such as Nintendo, Intelligent Systems, and OMRON to name only a few; making Kyoto a

SEPTEMBER/OCTOBER 2014 41

hub of information technology and electronics. Furthermore, traditional Japanese crafts such as kimono weavers and sake brewing also act as key players in the city’s thriving economy.

How much does tourism contribute to the city’s overall revenues?

The recent figures reveal that the contribution to Kyoto city’s overall revenues by tourism was JPY 700 billion, (US$ 7 billion). This is the highest since the inception of Kyoto’s economic department statistics reporting, surpassing the previous record figure of JPY 656 billion which was generated in 2009.

What are visitor numbers to Kyoto in the last two years? How much of a percentage of that number are tourists from the GCC/MENA region?

According to the government’s, Japan Tourism Agency, Kyoto received 51,620,000 tourists in 2013 including day-trip and domestic visitors. This figure again beats the previous record set in 2009, when the total number of visitors surpassed 50 million for the first time.

The number of both domestic and international visitors who stayed in Kyoto for more than a night was 13,080,000, which saw an increase of seven per cent (870,000 tourists) when compared to 2012 figures. Meanwhile, the number of international visitors that stayed in Kyoto for more than a night were 1,130,000, – a total increase of 35 per cent or 290,000 people compared to 2012.

The number of international tourist arrivals to Japan in 2013 was 10.36 million – crossing the 10 million mark for the first time. This historic achievement also means that one in 10 international visitors to Japan stayed in Kyoto.

The number of tourists from the Middle East in 2013 is 12,700 - which equates to just 1.1 per cent of the entire international tourists. Prior to 2013, visitors from the Middle East were included within the“Others”category and as such we have no visitor statistics from the Middle East with which to compare historically.

Why was there no tourism office in the UAE until recently? Why the need for one now?

At a national level, Japan has traditionally targeted the neighbouring Asian countries such as South Korea, 42 SEPTEMBER/OCTOBER 2014

Kyoto City is proactively targeting travellers seeking urban lifestyle experiences with a focus on cuisine, culture, shopping and design

China and Taiwan for inbound tourism and the Middle East as a market has not remained at the forefront of promotional activities. Recently tourists from South East Asia such as Indonesia and Malaysia have been on the rise, resulting in an increased awareness among Kyoto’s travel industry for Muslim visitors. This has since resulted in the exploration and development of the UAE and GCC as a new developing market that we feel we are now better able to accommodate.

As such, Kyoto City opened its UAE tourism office in April 2014, making it the first government tourism office to set up operations in the Middle East.

Based on the latest figures available, the visitor numbers from the Middle East in that first month for April 2014 saw an

increase of 255 per cent compared to the 2013 arrival figures.

In addition to having a local base in the UAE that covers the entire Middle East region, we have introduced several campaigns and initiatives that are aimed at proactively attracting more and more tourists from the Middle East to Kyoto City, as we would like them to come visit our city for many unique and memorable experiences.

Tell us in detail the tourism initiatives Kyoto is undertaking to attract tourists from the region.

Apart from opening a permanent local office in Dubai this year, Kyoto City has been working closely with its local tourism and hospitality industry partners to ensure that the cultural

DESTINATION REPORT – Kyoto

and traditional Japanese experiences that according to the United States Travel+Leisure magazine voted Kyoto the world’s best city to visit despite any distance involved to get there. Once arrived, visitors can expect our worldfamous“omotenashi”hospitality, and rejuvenation and excitement for the mind, body and soul.

How many people are employed in tourism? How has this figure changed over the last few years?

The 2010 census showed that there are close to 56,000 people who are employed in the Hotel/Ryokan and F&B industry. However, this figure does not include the number of people employed in other tourism and service related jobs such as transportation, food and so on.

If we were to include those, the number would be much bigger but due to the lack of accurate statistical data, it is difficult to project the increase over the last five years.

Nevertheless, we are confident that there has been a steady growth in the employment figures related to the tourism and hospitality industry.

and religious needs of visitors from the Middle East are well taken care of. Local seminars are held regularly to educate the travel industry on the importance of providing Halal and Muslim-friendly cuisine and other services and amenities that would be appreciated by guests from the region. We have also launched a special online Muslim-friendly Kyoto website www.kyoto.travel/muslim which is available in English, Arabic, Bahasa Malaysian and Turkish, where visitors can log on to gain detailed information on travelling to Kyoto city.

Furthermore, in late 2013 a select group of leading UAE travel agents were invited to Kyoto to experience what the city has to offer as well as speak to the local tour operators and hoteliers, providing their expertise and advice on how to cater for Middle Eastern guests.

What are projected visitor numbers Kyoto hopes to achieve from the region?

We have not established a projected visitor number from the region to Kyoto as this our first year of operation. The focus will be to increase the awareness of Kyoto City especially among cultural, lifestyle, design and gourmet travellers. Nevertheless, we are confident that the visitor numbers will demonstrate an increase on the 2013 results given the initial educational and PR initiatives that have been undertaken.

Who is your target visitor considering the fact that it’s a tedious nine hour flight from here to there?

Kyoto City is proactively targeting travellers seeking urban lifestyle

How many hotel rooms are currently available and in what category?

Currently, Kyoto has approximately 18,000 hotel rooms and 13,000 ryokan rooms. Ryokans are Japanese-style inns where the guests can experience a traditional Japanese style stay. These are well-known for their ultimate Japanese hospitality called ‘omotenashi’.

What are current hotel occupancy figures?

As of June 2014, the hotel occupancy rate was 82.7 per cent.

experiences with a focus on cuisine, culture, shopping and design. The experiences to be had in Kyoto are unique, not only at the international level, but also within Japan. Kyoto sits comfortably juxtaposed between traditional and modern worlds.

Additionally with each season providing a completely different landscape and experience, it is not a city to visit once, but at least four times. It is Kyoto’s rich tapestry of attractions, shopping,

How many new rooms are in the pipeline for the next three to five years?

With Kyoto’s increasing popularity as a tourist destination more and more international hotel brands are opening their doors within the city. Ritz Carlton Kyoto opened in February this year and Four Seasons is scheduled to open later this year. Meanwhile, Aman Resorts will open a luxury ryokanstyle property in September 2015 and Nishi-Nippon Railroad Co. has also announced to open a 200-room, 5-star property on the Kamo-River bank in the summer of 2016.

SEPTEMBER/OCTOBER 2014 43

The legendary

Ritz

Situated right in the heart of Dubai’s business district, The Ritz-Carlton DIFC is as much a leasure property as it is business. Lothar Quarz, General Manager, The Ritz-Carlton, DIFC spoke to THME about his hotel’s uniqueness

44 SEPTEMBER/OCTOBER 2014

The Ritz Carlton DIFC is right in the midst of the financial business district, how have initiatives at the hotel managed to capture maximum business?

Lothar Quarz: Location is undoubtedly a key factor for business travellers who want to be near to the key business centres, such as DIFC and the World Trade Centre. The Ritz-Carlton is the only hotel located in DIFC, benefiting from a direct walkway into the heart of the financial centre, and

GM INTERVIEW

is also just minutes away from the World Trade Centre and Sheikh Zayed Road, positioning us in an optimum location for business travellers.

Additionally, we also offer 124 Executive Residences apartments, which are particularly popular with long-stay business guests, who are looking for the luxury of an apartment, with the ease and convenience of hotel’s legendary service and facilities. All residents and hotel guests benefit from a

fully-equipped business centre, large desks and work spaces in each guest room, and 75 mbps internet, to allow business guests to work as efficiently and as effectively as possible.

It is also important to remember that business travellers still require downtime, so we ensure that we are able to provide experiences that suit their needs and busy schedules. For example, we offer a 24-hour fitness centre and an express spa menu comprising 25-minute treatments, as well as an indoor pool which proves particularly popular.

The hotel is also recently promoting itself as a family and leisure spot, why the need for this change in target audience?

The repositioning of the hotel is from a purely business one, to a destination as much for families and leisure guests. Initially this happened organically as we evolved alongside DIFC as a locality. With the opening of some of Dubai’s best restaurants right on our doorstep and the burgeoning art scene in DIFC, the whole area has transformed from a business district to a lifestyle destination.

We started welcoming more and more leisure guests, and subsequently shifted our positioning and strategy to also target those who are travelling to Dubai for the weekend or to enjoy a city break.

Being situated just five minutes from some of Dubai’s key attractions including Dubai Mall, Burj Khalifa and the nightlife of Downtown Dubai, and offering our own fantastic leisure facilities, including restaurants, lounges, terraces, two swimming pools and spa, we have a great deal to for all types of travellers.

How much are your F&B outlets contributing to the overall revenue?

As with all hotels in Dubai, F&B is an incredibly important part of our revenue stream, as well as our overall hotel experience. In February this year, we opened Café Belge, the region’s first Belgian Grand Café, which has elevated our F&B offerings to a new level. The concept is unique in that it offers the highest

With the opening of some of Dubai’s best restaurants right on our doorstep and the burgeoning art scene in DIFC, the whole area has transformed from a business district to a lifestyle destination

quality Belgian cuisine in an upbeat 1920s ambience. The success of the restaurant in its first six months has been overwhelming and has definitely created a halo effect for the rest of the hotel in terms of increasing awareness and footfall.

Another unique experience we offer to our guests is our art collection. We have over 130 pieces of art displayed around the hotel, including around 20 sculptures on loan from Opera Gallery, DIFC, with whom we have a partnership, which allows us to ensure there are always fresh pieces for our guests to enjoy. We know that our guests are always looking for unique, memorable experiences, and this is just one of the ways in which we seek to provide these.

How much of the hotel’s earnings comes through MICE channels?

Again, MICE business accounts for a significant part of the hotel’s revenue, and being located in DIFC the hotel is very attractive to meetings and event organisers. In September, we will be opening two new meeting rooms, bringing our total to 10, as well as a 1,400 sq metre ballroom, and a variety of outdoor terraces, allowing us to cater to a diverse range of meetings and events. We also offer outside catering, allowing us to bring The Ritz-Carlton service experience to external parties and events in villas and on yachts. In the last year we have catered for a large number of events held in DIFC, particularly popular with luxury and lifestyle brands looking for a creative event space, combined with the renowned RitzCarlton service.

What about weddings, is that an attraction that the hotel promotes?

In 2014, the number of weddings held at our hotel has grown by 50 per cent.

The majority of our wedding business is from Emiratis and Indian guests, as we are able to cater to up to 900 guests for a banquet or 1,300 for a reception in our Samaya Ballroom. The ballroom also offers its own entrance, providing maximum privacy, and our culinary and banqueting teams are able to offer incredibly creative and bespoke menus, ensuring that we exceed the expectations of every wedding guest.

SEPTEMBER/OCTOBER 2014 45

CHEF OF THE MOMENT

Smooth operator Running the culinary operations at a hotel is definitely a huge challenge. However, Ron Pietruszka, Executive Chef, The Ritz-Carlton, DIFC, makes it look easy. He spoke to THME about his role How and when did you join The Ritz-Carlton, DIFC? Ron Pietruszka: In 2010, I was working in Krabi, Thailand, opening The Ritz-Carlton property there, and was presented with the incredible opportunity to open The Ritz-Carlton, DIFC. For me, the answer was not a matter of yes or no, but of how soon can I come? I’ve been with The Ritz-Carlton Hotel Company for almost 11 years.

What are your responsibilities in your role? What is your typical day like?

First and foremost, I manage a large team of wonderful chefs. I’ve been fortunate to have experienced working with many different nationalities, which allows me to maximise the strengths of my diverse team and help them to constantly develop and grow. My other main role is to oversee and ensure the quality of all food throughout the hotel, whether in our restaurants, or in terms of banqueting for meetings, weddings and events.

No two days are ever the same, but a typical day begins with arriving to the hotel and checking breakfast to be sure that the operation is running smoothly. Then I check emails and prepare for morning briefs and meetings. Before lunch, I’ll check the mise en place in the restaurants to be sure the teams are ready for a successful lunch service. Throughout the day, I’ll carve out time to meet 46 SEPTEMBER/OCTOBER 2014

with guests and suppliers.

In the evening, I’ll check the reservations for dinner and be sure the team is in place for dinner service. Each restaurant has a chef de cuisine, but on busy nights it’s not uncommon to see me expediting or behind the hot line, preparing a pot of mussels in Café Belge or cooking a steak in Centre Cut.

On busy nights it’s not uncommon to see me preparing a pot of mussels in Café Belge or cooking a steak in Centre Cut

What research leads you to creating new menus?

To me, it’s extremely important to continuously come up with new ideas and innovate to create new guest experiences on a regular basis.

One example is this year’s Ramadan offerings, which included Arabian sushi and a ‘falafel waffle,’ two unique takes on traditional Arabian cuisine, created to leave our guests with a lasting Ramadan memory.

I’ve also travelled a lot, which helps in creating new menus and learning a particular type of cuisine.

One example is my visits to Belgium before we opened our Belgian Grand Café, Café Belge here at the hotel.

There’s no better way to be inspired than to be immersed in the cuisine of a particular place.

When it comes to purchasing food for the entire hotel, how does it work? Who orders what, when and how?

Being a hotel, we have a storeroom which holds a large quantity of product for the kitchens. When the chefs need supplies, they requisition them out. The butcher follows a similar process by fabricating proteins for each outlet based on orders from

the chefs de cuisine. Specialty items are ordered directly from the chef de cuisine, approved by me and given to purchasing. All of this happens before 3pm for the following day. Air flown and imported items are ordered two to three times per week depending on the supplier. I usually source special guest requests with the assistance of our purchasing team. The chefs de cuisine will often personally receive items such as seafood to ensure that it meets standards.

Best meal you’ve eaten: There’s nothing better than my mother and grandmother’s home cooking. However my best restaurant meal would be at Alinea in Chicago - a three star Michelin restaurant famous for its culinary innovation. The meal was 14 amazing courses and ended with their famous dessert presentation.

Worst meal you’ve eaten: My worst restaurant experience was when I was eating sushi and a water pipe broke above my head, soaking me in dirty water! My least favourite food would be Natto, a fermented soybean popular in Japanese cuisine. I just dislike the smell and the taste.

Best hotel experience: This is a really difficult one to answer having stayed in so many beautiful places! One of my alltime favorite experiences was at The Ritz-Carlton, Half Moon Bay in Northern California, sitting by the fire and watching the sun set over the Pacific Ocean to the sound of bagpipes.

All time favourite comfort food: A Chicago-style hotdog Your favourite spice: Simply salt and pepper. After that would be ginger, which I love.

Why did you become a chef?: I was lucky enough to find something I’m naturally good at and enjoy doing. My original plan was a career in science or psychology, but while cooking to get myself through school, I discovered that I truly looked forward to getting into the kitchen every day. I had found my passion and the rest is history.

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HOTEL REVIEW

A Palace in the Downtown Dubai has a Palace in its midst.

Emaar’s The Palace Old Town is a tranquil haven right in the Centre of Now! With the Souk Al Bahar attached to it and the Dubai Mall minutes away, one hardly feels like leaving the serenity

E

maar Properties’The Palace Downtown Dubai is nestled away from the main downtown boulevard, if you don’t look out for signs you might never even notice it’s there.

This is exactly what happened with me. I hadn’t ever driven myself to the hotel and hence did not notice where to take the turn to get to the property. A few U turns later, I got there alright.

When I say nestled, it’s surely away from the main road, but once you’re inside going towards it, it’s as if a beautiful Middle Eastern palace is in front of you … it seems to spread out till as far as the eyes can see on either side. A mix of tradition and modernity, of being away from the city yet you’re in the middle of it all, of pristine opulence and warm service.

Getting back to the experience, once I got there, I was welcomed as a familiar guest. Check in was smooth and I was escorted to my Diplomatic suite on the lower level. The room was spectacular for a number of reasons … number one being it was facing the glorious Dubai Fountain and was right on the lake! I knew where my evening would be spent. However, I had a packed itinerary as I had a spa treatment waiting to be tried as well as a dinner reservation at one of the hotel’s restaurants Thiptara.

The Spa at the Palace The spa was on the other side of my hotel room. Gave me an opportunity to roam around the spectacular interiors. Winner of 48 SEPTEMBER/OCTOBER 2014

last year’s Best Hotel Spa at the World Luxury Spa Awards, it’s extremely grand to say the least. Manages to put you at ease from the moment you step into its premises. The spa had advised that I should ideally be there an hour before the treatment as preliminary talks with the therapist to get to know my concerns plus some relaxation time before the treatment would definitely take that long.

They say time flies when you’re having fun, and that is so very true.

I was signed up to try the Queen’s Ritual. As the name suggests it’s an elaborate three hour treatment that began with an extensive question answer form and then a talk with the therapist. The key ingredient of this treatment is seaweed and hence people with thyroid concerns should not be doing this. The treatment began with a dead sea salt body polish followed by a hot stone massage. If you’ve never experienced a hot stone massage, you haven’t really lived. No, it’s not an exaggeration, the hot stones placed at different spots on your back literally

room to find an elaborate creation of chocolate in the shape of a palm tree and surrounded by a dozen little hand crafted chocolates.

Dinner at Thiptara

seemed to melt all the tension knots away. I even fell asleep during this! That was the level of my relaxation.

This was followed by the seaweed wrap to help in releasing toxins and lymphatic drainage. Then you are wrapped up in heat absorbing plastic

and warm towels. While body toxins are released the facial begins. An anti ageing facial, it managed to clear away at least two layers of the skin as I looked extremely shiny and clean after it.You have to try it, it’s extremely relaxing.

After the treatment, I returned to the

The restaurant was visible from the little outdoor area in my room. I went there after a quick change and had a brilliant evening. The chef had prepared a special starter for us which was a vegetable spring roll wrapped in rice paper with two traditional Thai dipping sauces. It sounds simple enough, but the flavours were stunning. It was fresh, the rice paper expertly held the crunchy fresh and lightly seasoned veggies together.

Gone in a blink.

The main, I ordered myself, I selected the Pla Nuang Manow. This is a traditional Thai dish made of steamed fish and herbs in spicy chili garlic lemon sauce. The server informed me that I had selected one of Thailand’s traditional dishes. I was glad I ordered it as it was divine. The fish was steamed to perfection, it was delicate and the sauce was a thin consistency I had requested the food to be mildly spicy. Was just right. The lemon added a almost cool overall taste to the dish.

Desert was again specially selected by the chef, it was Tab Tim Grob. Water chestnuts white and dyed red with real food colour served with a scoop of coconut ice cream. I have eaten this before and really do enjoy it.

The chef came out to meet me before I left and we discussed all the food of the evening. She said that I should return to try the food at Thai spice levels.

I would definitely be up for that some time soon.

Breakfast at Ewaan The best part about the breakfast was the fact that there were so few people at the restaurant when I arrived. The buffet was extremely abundant.You name it, it was there. I had the waffles, among a host of other things all finished off with two cups of extremely fresh peppermint teas. Usually heavy breakfasts make you feel sluggish, however I felt very fresh and ready to get back to work.

It was a excellent experience. One that was much too short due to work commitments. The important thing to remember is at least I got the time I managed to get to spend in this exquisite Palace. I will be back for sure.

SEPTEMBER/OCTOBER 2014 49

RESTAURANT REVIEW

Glorious This edition has reviews of iftar buffets at two of Dubai’s very exclusive restaurants Iftar at Ewaan – The Palace Downtown For Iftar, the restaurant had an extensive tent area set up outdoors.

Being in the height of summer it was air conditioned of course. We were first seated there, however we requested to be moved inside as it was much too cold in the tent area. Plus at iftar you need to be near the food so you can dash to the buffet and back without a hassle!

Magnifique Iftar at Manava – Sofitel The Palm The hotel is a hideaway literally on the Palm. Not that it’s hard to find, but when we got there that evening for iftar, it was quiet and calm. Not the usual hustle and bustle all hotels have at iftar time. Gives off a very exclusive vibe.

The restaurant had a huge array of iftar dishes. Four different sections, an area for grills, one for a mix of international cuisine, an area for salads and a vast area at the back of the restaurant only for desserts. Again, there were the usual iftar items and a few unusual ones which surprised us.

We were extremely well taken care of even though the initial calm and lack of people gave way to a full house till it was time to break the fast. Ramadan beverages as well as fresh juices complemented the food.

A pleasant evening which ended with steaming cups of tea and desserts. A very good spot that is still only known to a privileged few.

50 SEPTEMBER/OCTOBER 2014

The buffet was enormous. The area at the centre of the restaurant is open in its usual design set up. However for iftar the centre area also had chafing dishes with scrumptious food items on each side.

It’s a pity I did not write down the names of so many of the dishes which I enjoyed that evening. They were good old home made comfort foods

– meatballs in thin dark gravy, buttered vermicelli rice, fresh and light lentil soup, prawns in a light, tangy, lemony gravy … I do not do justice to the spread here as there was way too much to try and such recipes deeply rooted in tradition you could just tell after one mouthful.

It was as if your mom made it!

Seriously. If you ate iftar at the Ewaan, you know what I’m talking about.

Wellness hotels Catering to a rapidly expanding clientele

Brand in focus June Jacobs

The Product house Supporting the regional wellness industry

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ANALYSIS

The health and wellness travel segment is growing immensely, creating a market for hotels that cater to the healthconscious guest. The Even and Element hotel brands are pushing the envelope, with wellness built into their very design.

HVS’s Mckenna Luke analyses this segment

Health and wellness hotels H

ealth and wellness has become more than a trend or a New Year’s resolution. Companies embrace it because it makes their workforces more efficient.

Cruise lines and resorts offer impressive gyms and five-star fitness workshops for guests. As more and more people look to improve their lives through a healthy routine, hotel industry innovators are working to make sure that routine isn’t broken when people travel.

SEPTEMBER/OCTOBER 2014 53

CHEF OF THE MOMENT

Wellness tourism is expected to grow to a more than

The growing wellness travel segment For a broadening contingent of travellers, a vacation is less defined by utter indulgence and relaxation, but by a feeling of restoration. Indeed, basic assumptions about all kinds of travel are being viewed through the lens of health and wellness. In a 2011 study

by Columbia University, researchers found cardiovascular-related health risks such as obesity and high blood pressure were increased by frequent or extensive travel. In the act of travelling, people not only want, but need to relieve the pressures of their workaday lives and achieve a healthful sense of balance.

“Wellness Tourism,” as defined by the Global Wellness Institute, is “all travel associated with the pursuit of maintaining or enhancing one’s personal wellbeing.”Wellness tourism is expected to grow to a more than 54 SEPTEMBER/OCTOBER 2014

How is the hotel industry working to appeal to, and capitalise on, the healthconscious traveller?

US$675-billion market by 2017.

Furthermore, while wellness market tourism only represents six per cent of all domestic and international trips, it accounts for more than 14 per cent of expenditures, and this includes hotels. While these “primary purpose” wellness tourists specifically seek out vacation opportunities to restore or improve their health, a much larger segment of travellers look for these opportunities on any given trip – be it business, conference, or pleasure – and these tourists tend to spend about 150 per cent more when they travel.

The wellness-oriented travel segment is growing at a much faster rate than the overall tourism industry, and its travellers, generally middle aged, affluent, and well educated, are

$675 million by 2017

spending more. How is the hotel industry working to appeal to, and capitalise on, the health-conscious traveller?

Hotels on the cutting edge of wellness

In the past, a modest hotel gym satisfied the fitness needs of most road warriors. In today’s marketplace, however, hotels are competing for patrons who are much savvier when it comes to issues of physical, nutritional, and mental health, and these travellers spend more at hotels that cater to these goals than at hotels with fewer wellness-focused amenities.

Fitness centres have become brand standard for many hotels. So has an offering of healthy options in market pantries or food and beverage

ANALYSIS

workout gear for top-tier rewards members, while the Westin offers this amenity to guests for a nominal charge.

These examples show how strongly the health and wellness trend has taken hold at hotels, and two brands have taken the trend even further by building wellness-based concepts into their very design: Even Hotels from InterContinental Hotels Group, and Element from Starwood Hotels and Resorts.

EVEN Hotels – IHG

outlets. However, several brands have taken things to the next level, offering everything from hotel rooms that alleviate altitude sickness to showers with vitamin-infused water.

Innovative in-room fitness options include Omni Hotel’s Get Fit Rooms, WestinWORKOUT guestrooms, and Kimpton’s in-room yoga mats.

Select Marriott properties are expected to roll out healthy vending machines through their partnership with Housebites later this year. The lighting in luxury brand MGM’s Stay Well rooms, right down to the alarm clock’s gentle glow, reputedly helps regulate sleep. Trump’s Wellness Programme provides guests with plentiful healthy menu options, in-room workout equipment, hotelprovided workout gear, pre-loaded iPods, exclusive training cards, and maps of local running paths. Brands such as Fairmont offer complimentary

IHG’s first EVEN Hotels properties, which opened in June in Norwalk, Connecticut and Rockville, Maryland, could be said to fully usher in the era of the wellness-focused traveller.

The brand name evokes a sense of balance, and EVEN Hotels support their health and wellness platform on four prescriptive pillars: Keep Active, Rest Easy, Eat Well, and Accomplish More. From check-in to departure, every aspect of an EVEN Hotels stay is designed to help guests leave in a better mental and physical state than when they arrived.

Of course,“better” is difficult to qualify, let alone attribute to a single

In the past, a modest hotel gym satisfied the fitness needs of most road warriors. In today’s marketplace, however, hotels are competing for patrons who are much savvier when it comes to issues of physical, nutritional, and mental health

hotel stay. But with the EVEN Hotels brand, IHG has launched a health and wellness initiative that runs “much deeper than just hotels,” according to EVEN Hotels head Adam Glickman.

The suggestion is that an experience with EVEN Hotels will help people on the road conduct themselves in a fashion as healthy - if not healthier - than that of their lives at home.

EVEN Hotels sponsors the wellnessfocused travel website wellwellwell. com and maintains partnerships with amenity provider EO Products and low-calorie, low-fat PopChips (which will be included in their open-style market and bar). The aim is to create a holistic sense of wellness that guests enjoy while at the hotel and internalise by the time they leave.

This has enormous significance for EVEN Hotels’ marketing and brand recognition efforts, as guests are likely to recall their tailored experience at an EVEN Hotels property when they plan health and wellness into their next trip.

Every aspect of the hotel brand caters to the wellness theme: “Keep Active Agents” greet guests and offer an oil-infused towel at check-in at the hotels open-concept check-in table, which facilitates more authentic guest interactions. Wellness-geared experiences include access to nature trails and sessions in a best-inclass fitness centre with Woodway treadmills and TRX suspension trainers. Healthy food and beverage options include fresh-squeezed orange juice,“bean-to-cup” coffee, fresh smoothies, organic cocktails, and gluten-free meals. EVEN Hotels also offer complimentary flavoured water and filtered ice and water on each floor. Furthermore, the hotel staff leads fitness activities throughout SEPTEMBER/OCTOBER 2014 55

the day ranging from manager-led morning runs to yoga classes taught by an EVEN Hotels employee.

Guestroom designs include stand-up and traditional desks, a cork in-room training floor, plentiful natural light, furniture that can be easily rearranged, and a sturdy pair of squares that double as a workout and luggage bench. Additionally, the EVEN Hotels trainer wall-mounted in-room unit is designed to be aesthetically pleasing, while allowing guests to exercise in the comfort and privacy of their room.

Guestrooms also feature eucalyptus sheets, handheld showerheads, natural cleansing products, and the option of energising or calming shower gels to suit a guest’s mood. According to Glickman, each EVEN Hotels property is completely designed around the guest, to let guests work or rest on their terms. In short, EVEN Hotels put guests in control of their experience.

An estimated 17 million travellers identify as“health and wellnessfocused,” and more than 40 per cent travel regularly. EVEN Hotels targets 56 SEPTEMBER/OCTOBER 2014

these travellers with the upscale design, value, and wellness features they seek out. Since these guests will often pay a premium for a hotel brand that helps them keep on track, EVEN Hotels’ price point is anticipated to be slightly higher than other upscale brands, such as Courtyard by Marriott, Hilton Garden Inn, Hyatt Place, and Aloft.

Even with all the detail in the hotel’s design, the development cost of EVEN Hotels in terms of price per key is expected to be in line with that of similar hotel product types; the brand also includes many costsaving options for operators. Hence, the EVEN Hotels brand could be an excellent option for the conversion

of an existing property (in fact, the first two hotels under the brand are conversions). Furthermore, three New York City hotels, located in Midtown at West 35th, Midtown at East 44th, and Downtown Brooklyn, are anticipated to open by late 2015. IHG expects to sign a significant number of new licenses with prospective EVEN Hotels owners as the brand enters top-tier markets such as Chicago, Portland (Oregon), Seattle, Denver, Los Angeles, and San Francisco, as well as other urban and suburban markets with a large base of demand generators and wellnessminded customers.

Element – Starwood Starwood’s eco-friendly Element brand is targeted toward environmentally conscious customers who share much in common with the health and wellness segment.

Element customers are typically between 30 to 45 years old, have a post-graduate degree, travel frequently, and look for lifestyle

ANALYSIS

open in September this year, and three additional hotels are slated to open in the US this year. Eight new contracts, six franchise and two management, were signed in 2013, representing the strongest levels since before the recession; a similar number are expected in 2014. Five new hotels, including the first hotel in the Asia Pacific, are planned to open in 2015, four more in 2016, and an additional five in 2017. Currently, the brand is expected to more than double its number of hotels by 2017.

Furthermore, dual-branded properties featuring an Element and Aloft, or Element and Westin combination, are being considered, and the brand is continuing to gain momentum with franchisees, emerging markets, and management contracts in areas such as China.

Conclusion hotel options to tailor their travel experience. In addition to wellappointed rooms, most Element guests seek out healthy foods and opportunities to exercise with minimal impact on the environment, and the LEED-certified brand even offers the option to operate electronic devices through pedal power in its fitness centres. To these ends, Element hotels “offer a smart new lodging option for travellers with bright, stylish rooms and public areas and an atmosphere designed to fuel a life in balance and on the move,” according to Brian McGuiness, Global Brand Leader of Starwood’s Specialty Select Brands.

A wide variety of healthy foods and drinks are available through Element’s RISE breakfast, RESTORE pantry, and RELAX evening reception; fully equipped guestroom kitchens are also stocked with supplies to prepare healthy meals. Modular furniture, invigorating rain showers, signature Heavenly Beds®, and ergonomic desks are all designed to help guests work and sleep at top levels during

their stay. While this seems like the basic function of any well-designed, well-kept hotel, the Element brand has an edge in the health and wellness travel market because it focuses so specifically on what these travellers want most out of their hotel experience.

Element “is on the cusp of unprecedented growth,” says McGuiness. The brand’s first hotel outside of North America, the Element Frankfurt Airport, is anticipated to NUMBER OF HOTELS

The emerging EVEN Hotels and Element brands are built to embrace the next generation of the health and wellness travel market, which is growing by leaps and bounds.

Hotel investors and operators increasingly recognise the economic benefits of wellness-focused amenities, and guests are actively seeking them out. As the trend continues to become established in hospitality markets worldwide, hoteliers should stay abreast of how their properties can benefit from investments in health and wellnessrelated features.

– McKenna Luke, a Senior Project Manager with the HVS consulting and valuation office in Dallas.

McKenna’s diverse hospitality background includes experience in rooms, food and beverage, events, sales, marketing, finance, and development for convention headquarters hotels, full-service branded hotels, and historic independent proper SEPTEMBER/OCTOBER 2014 57

June Jacobs –

a heritage

brand When June Jacobs started her brand in, there was no such thing as a hotel spa industry! From then till now, the brand has set high standards for spa skin care products around the world. Rochelle Jacobs-Silpe, COO, spoke exclusively to THME about her brand What was your vision when you started the brand?

I wish I could take credit for the ‘vision’. My mother, June Jacobs, was and is the visionary. I also consider her to be the matriarch of the modern day approach to skin care. She grew up surrounded by beautiful women who passed down ancient beauty traditions. She comes from a tightknit family which includes nearly 50 aunts and uncles and 100 first cousins (and more than two dozen doctors)!

The combination of living in a world where beauty was paramount and science reached further than just traditional medicine, I believe created her passion that began as a child and led her on the path to where we are today. As an only child, nobody knows my mother better than I do, so my role in the brand was to execute her vision.

What was the status of the spa skin care industry and how do your products make this industry different today?

This is a great question and June 58 SEPTEMBER/OCTOBER 2014

Jacobs Spa Collection really was the missing puzzle piece to the spa skin care industry when we entered the market. First of all, the hotel spa industry didn’t exist. There were medical practices where a registered nurse could give you a deep-pore cleansing facial – no frills, no bells and whistles. Basic products were used and lots and lots of extractions were performed. A week later your skin would look great but when you walked out of their offices to face the world, you prayed you could get home without your red face being seen by anyone you knew. Then there was the extreme opposite. At the time, my mother called them ‘curtain ladies’ as many of them operated out of their home and when a client came in, they closed a curtain! As their clientele grew, many of these curtain ladies opened up what we now refer to as ‘day spas’. The day spa created an environment where you could relax and receive a luxurious treatment.

You were immersed in lotions and potions and you walked out of that

Trends: Next generation skinperfecting lasers for customised skin care: Active Anti-Oxidants, complexion perfecting peels, multipurpose moisturisers.

As a culture, consumers want NEW things

facial with glowing skin and you really felt like you entered another world.

But wait, a week later, very often those lotions and potions, unfortunately, led to breakouts. Next step, go to the medical office to get that deep-pore cleansing facial. This created a vicious cycle. My mother’s dream was to craft a solution where anyone could receive a luxurious treatment which included lotions and potions and full extractions and where you could immerse back into reality to face the world the second you walked out the door and, of course, with glowing skin and not worry about breaking out – and that’s where our tagline comes in – Cutting edge science married with nature.

You own and operate the lab where all your products are created, produced and distributed from, what was your rationale for starting a lab and how has it benefited your brand?

When you come from my mother’s heritage of beauty gurus, things are often ‘made’ and then applied, not purchased at a store.

That meant everything was natural.

Truly. She couldn’t understand why all these chemicals were necessary to begin with and, in top-selling beauty brands! Prior to the launch of the brand, we decided we needed to our own R&D team and manufacturing facility because none of the labs we had been working with were giving us the innovation we were looking for. We had a ‘vision’; not a fully established or well-distributed brand and couldn’t compete with the volumes of their other business.

My mother had developed great relationships with several chemists we had met over the years and asked them if they were ready for the challenge of starting an R&D operation and if they wanted to create things that were not already available in the market. That’s how June Jacobs Labs became a reality.

How are ingredients sourced and researched before qualifying to be included in your products?

Throughout the years we have built really strong bonds with our suppliers, especially our ingredient suppliers. For

BRAND STORY

A skin care product needs to be able to offer both a skin condition solution as well as being anti-aging at the same time. Buying separate products for separate needs seems to be more of a hassle and too expensive. I have seen a movement that is getting more for less. It is how a product makes them feel and what a product makes them look like rather than what we are telling them it is doing for them.

The June Jacobs’ journey starts by awakening your senses and all it takes to see the results is to look in the mirror or to touch your own skin.

Trends: Next generation skinperfecting lasers for customised skin care: Active Anti-Oxidants, complexion perfecting peels, multipurpose moisturisers. As a culture, consumers want NEW things.

Latest trend: ‘at home’ cures The skin care industry, in my opinion, is going through a change that is following the social media trend. Easy access/do it yourself, high availability, more that you can do at home to care for your skin using personal microderm type devices (PMD Personal Microderm; Silk’n lasers, ‘at home’ hair removal devices, etc.

New ideas Something I am starting to read and hear about is ‘Telomere Preservation’ (which has something to do with chromosomes and preventing the shortening of Telomeres which are at the ends of each chromosome and when they shorten, one ages, so researchers are looking for ways to lengthen these Telomeres) and ‘Sciton’ (new pigment-removal product).

us, it is not necessarily what is “in the blend” but what is NOT in the blend.

We use so many natural ingredients that it was key to have the least processed naturals we could find as in our experience the least processed meant the most efficacious.

My mother would often travel to obscure places and she was inquisitive, willing to try whatever was indigenous to the local culture and beauty traditions. From there, we sent our most loyal vendors to seek out the

resources from renewable, sustainable environments to be used in our products. In the lab, each ingredient is individually evaluated and tested to make sure it is the purest we can source and then clinically tested in finished product before it is marketed.

What is skin care industry going through currently, what are trends, consumer wants, issues most high on your agenda to be addressed?

Consumers want lasting youth.

What is your take on the wellness market in the UAE and Middle East region?

According to Global Spa and Wellness Summit, the UAE will grow faster than any MENA nation from 2012-2017.

The region is also the fastest growing wellness tourism market in the world at 16 per cent annually. As per research by the New Global Wellness Tourism Congress, the MENA market is set to more than triple by 2017; Sub-Saharan Africa will see a strong 12.6 per cent growth and the UAE is the number one growth leader across the entire region.

SEPTEMBER/OCTOBER 2014 59

Sculpt, tone, relax

With a multitude of spas and treatments out there, team THME brings to you the most relevant ones for the moment. Incidentally both treatments for this issue took place at the Spa at the Address Dubai Marina Diamond Multisensorial Treatment - Natura Bisse No matter how much this treatment is praised, it is not enough. The justification the effects of this treatment deserve have to be felt.

If there is any treatment worth experiencing which will give you a rested, extremely clear, supple, moisturised, radiant look it is this one. And you don’t have to wait two to three days to see the revolutionary effects of this treatment. They are visible immediately. Ninety minutes of complete rejuvenation for the face. This treatment is so expertly researched and devised that it uses a combination of Natura Bisse’s cult products and the skills and experience of the therapist who administers it because a good part of this treatment requires the therapist to massage the face in such a way so 60 SEPTEMBER/OCTOBER 2014

as to give the face a lifted effect. In simple words, this is the best thing you could do for yourself in one and a half hours.

The look and feel of the skin is divine. Soft, smooth, velvety. At THME we make sure the reviews we write are accurate and give the reader an exact idea of what result to expect. This one was an eye opener on all fronts.

The treatment began with an inhalation of Natura Bisse’s Aroma Nectar Nutriv Spa followed by a thorough cleanse and tone. The Glyco Peel 3 Multiactive Exfoliation followed. This is one of the brand’s major cult products which comprises a gel, powder and botanical activator that help remove surface debris and actively cleanse the skin. After 10 minutes the peel was washed off. While the peel was on the face,

the therapist massaged the hands.

After this the scrub followed and then the Diamond White Serum.

Then the Diamond Experience Bio Regenerating cream was applied generously and the therapist massaged the face using lifting movements. This was followed by the Cryo Mask to firm the skin and left on for 20 minutes. While the mask was on, the therapist massaged the scalp using a dry oil.

Once the massage was over an eye cream and a facial sun protection - the Diamond White SPF50 was applied to finish.

The verdict is beyond excellent, must try, extremely addictive.

The promotion is ongoing.

Time: 90 minutes Price: AED 950

SPA REVIEW

Sculpt and Tone at the Spa This was an August promotion being held at the spa and one which honestly turned out to be a complete renewal package for the face and body. Sculpt and Tone at the Spa includes a Marine Algae Scrub and Wrap followed by Natura Bisse’s The Cure facial.

A very important tip here before proceeding into treatment details is - you cannot be in a hurry to get this over with and plunge back into a day full of meetings. Instead, you need to disconnect completely as the marine algae wrap (however soothing and softening) does leave a hint of a fishy smell. The smell washes off completely when you use a shower gel. But since the therapist recommended not using the shower

gel when washing it off during the treatment, the smell lingered on.

The treatment starts with a complete bamboo body scrub, followed by the above-mentioned warm algae application all over followed by a cling film wrap for about 10-15 minutes. During this time, the head is massaged while the algae works its magic. After showering, it’s time for the facial.

Natura Bisse’s The Cure facial is an intensively deep cleansing facial and hence the therapist will go after each and everything blocking your pores to ensure a completely clean face once the facial is over. So if you have a lot of blocked pores, post treatment, there might be a lot of puffiness and redness on the face. But this subsides after a few hours. So again, good to keep the rest of your day free.

The verdict is: highly recommended.

The treatment is long but does not require two trips to the spa as you’re essentially getting two treatments at one go. The facial is not negotiable once you see the results of the deep cleanse in a day or two.

Time: 130 minutes Price: AED 599

SEPTEMBER/OCTOBER 2014 61

Brand management

62 SEPTEMBER/OCTOBER 2014

SUPPLIER PORTFOLIO

The Product House represents 10 major, high end, spa brands in the region.

Equipped with an inhouse training facility, trainers as well as its own warehouse, this company has set new standards for the wellness industry.

Owner Janette Gladstone-Watts provides insight How has the wellness industry evolved ever since you set up the Product House?

When we initially began supporting and providing leading spa and wellness products to the Middle East there were basically two brands in the market and a handful of spas, we now partner over 75 leading spas in the Middle East, the overwhelming majority of which are five star hotel chains, both local and international. We provide around 10 leading luxury brands to the region, not only in terms of facial and body products but an integration of an all round wellness offering and improvements to the spa journey as a whole.

The market has evolved in terms of needs. Our services now consist of training, marketing and moving the leading spa brands forward in the Middle East.

Why did you feel the need to establish the Product House?

What was lacking?

Basically a choice of brands and the

level of service which prominent, international hotels expect to receive. Support mechanisms are paramount and with the changes in legislation, we move with the times and lead trends.

What requirements are mandatory as per government rules and regulations in order to streamline the smooth running of the wellness industry?

Rules and regulations change over time and are continuously updated.

The most paramount include: registration of products, registration of spas and staff. Details can be found on government websites.

How mature is the wellness market in the country and region?

There are always challenges in each market place. The Middle East is always impacted by events both in the surrounding area and worldwide. During the crisis, the spa industry suffered in terms of investment and staffing. Hopefully this is being eradicated now with more investment and the vision to see how spas can all be profit centres for hotels.

How is it working with governments in other countries in the region?

Previously, the GCC made it easier to trade throughout the Middle East, however with new legislation on imports, one must be aware of constant changing legislation and work alongside our partners to accommodate this.

Our initiatives are developed to support the spa and wellness industry in the region, and being one of the first to develop this structure here, and working long term with our partners have allowed us to develop structures to assist with changes such as our Training Facility for our brands and our amazing team.

How is the market going to expand, are industry insiders ready to capture a higher market share?

With the Dubai Expo 2020 and the doubling of hotel rooms, it will take a master plan to sustain occupancy post 2020.

SEPTEMBER/OCTOBER 2014 63

SUPPLIER PORTFOLIO

VOYA – A certified halal skin care product Hollie Hastings, Marketing Executive The Product House for VOYA spoke to THME about the brand’s halal certification process Give us a brief idea of products creation at Voya.

As each of our products contains seaweed extract, one of the main steps involved in creating the products is harvesting the seaweed. Seaweed is harvested from County Sligo in an area of unique conservation on the wild Atlantic coast of Ireland. Seaweed is selected by sight and only harvested when ripe. A crop rotation system is used to ensure seaweed has time to grow back and recultivate each year. Seaweed is cut by hand at a length that allows the seaweed to grow back within eight months. The seaweed is then hung and dried within two hours to lock in all the natural vitamins, minerals and amino acids. The seaweed gel is extracted from the seaweed and blended with organic ingredients sourced responsibly and ethically from across the globe.

How are ingredients sourced and ensured of their origins at Voya? Tell us more about the process of identification of ingredient sources.

Due to our organic certification, halal certification and now our recent World Land 64 SEPTEMBER/OCTOBER 2014

Trust certification, ingredients have to be carefully chosen from responsibly sourced farmers and suppliers. These farms have to undergo rigorous tests to ensure they pass the standards set by each of these bodies.

For example, the variety of aloe vera we use is Aloe Barbadensis Miller, which contains the most beneficial properties, is grown in an organically-certified field by agricultural specialists who daily select whole leaves to be taken for processing. Concentrated undiluted pure liquid is extracted from the whole leaves and no preservatives of any kind are added.

Conventional cosmetics use chemicals that could destroy the beneficial properties of our seaweed and also damage the environment.

As a family, the Waltons agreed that this was an unacceptable compromise and would go against all their instincts. The halal stamp of approval now shows that VOYA only uses the purest of ingredients in all of their products which were tested for various impurities such as alcohol and animal fats (including pork substance). Following rigorous testing and observation of harvesting and manufacturing processes, VOYA received official halal accreditiation in November 2013.

What are the steps in detail that Voya had to go through in order to be certified halal?

The first step was to pick a reputable certification authority. We then made contact with the halal Monitoring Committee to see if it was actually possible to make cosmetic products halal certified. The HMC team then visited the VOYA headquarters in Sligo, Ireland to put products and workplace through vigorous tests to ensure they were up to the high standards of the HMC. They went through batch records, cleaning schedules and cleaning agents. Our auditor did a tour of our facility to see if we had any infringements that would take away from certification. Everything down to the hand sanitiser in our canteen had to be alcohol free. Lastly we had to send our whole range from amenities, retail and professional to be tested by their lab to make sure that all the information on our ingredients lists were within their criteria for certification. We now have our manufacturing facility inspected annually by the HMC. This includes an audit of the ingredients used and a demonstration of sound production methods. All product formulae and labels have been approved.

VOYA will now be subject to annual auditing by the HMC to ensure compliance.

This certification comes in addition to VOYA’s accreditation from the Soil Association and Irish Organic Farmers and Growers Association.

What was the need to get a halal certification? How has a halal certificate enhanced the brand’s credibility internationally and in the region?

To be honest we were trying to be ahead of the curve a little, in the same way we were ahead of the curve on making our products certified organic. We are trying to anticipate the demands of our customers in the Middle East. It’s an added benefit or USP in this region for us. The relative value will vary from country to country in the GCC. We’ve landed some very heavyweight clients in part to this certification, including the Burj Al Arab, Waldorf Astoria Ras Al Khaimah and the new Sofitel on the Palm Jumeirah.

Many hoteliers like to offer a spectrum of services and hopefully because of our certification we will become the de facto halal offering in many of the properties in the Middle East. We always say to our customers, how can we help you, by being organic and also halal, we are now doubling on the offering the spa has, ensuring they don’t need two suppliers.

PRODUCT REVIEW

rejuvenation and eye care DERMALOGICA AGE SMART SKIN RESURFACING CLEANSER: This potent pump bottle of wonder cleans up you face of blackheads, whiteheads. Not recommended for use daily instead use it as a part of a weekly or twice weekly skin cleansing ritual.

AED 189 from select stores.

DERMALOGICA POWERFOLIANT2: This is for hyperpigmented skin. After use skin feels extremely smooth, soft and clean also absorbs brightening treatments better.

AED 309 from select stores.

The secret to younger-looking, healthy skin is regular exfoliation. Mostly recommended two times a week, it is imperative that exfoliation is followed by a calming and hydrating mask. Plus all the protection for your eyes. There are a lot of skin care brands that are also branching out into make-up, we’re featuring a few of those as well

DERMALOGICA POWER RICH: This product will convert you to a Dermalogica addict. A silky smooth coating that is quickly absorbed and shows immediate tight glowing skin.

Not very affordable though at AED 949 for a box of five tubes. However since you use just a little bit, they will last. Available at select stores.

COMFORT ZONE SKIN REGIMEN DUO CLEANSER: Unique cleanser and toner in one product with switch technology that provides a light texture when first on skin which then converts to a richer texture on massaging into the skin removing impurities and leaving the skin with a protective layer. AED 175 from select stores

DERMALOGICA AGE SMART – AGE REVERSAL EYE COMPLEX: This little tube of magic works like a charm on dark circles, as well as fine lines. Totally recommend!

AED 295 at select stores.

SEPTEMBER/OCTOBER 2014 65

JUNE JACOBS RADIANT REFINING EXFOLIATING POWDER: Extremely effective exfoliating powder that can be mixed with your face wash or just with a few drops of water to form a foaming cleansing wash that leaves the skin squeaky clean.

AED 250 at select spas.

DERMALOGICA GENTLE CREAM EXFOLIANT: This mask has lactic and hydroxy acids that exfoliate the skin in a non abrasive manner. Dead skin disappears. AED 179 from select stores.

DERMALOGICA INTENSIVE EYE REPAIR: Say goodbye to under eye puffiness, fine lines as well as extreme dry skin. This eye cream shows wonderful results by day three/ four of use morning and night. AED 209 from select stores.

COMFORT ZONE RENIGHT RECOVER CREAM: Thick, luxurious night cream that smells great and the skin literally drink this up. A little goes a long way. AED 414 from select stores.

JUNE JACOBS ANTI-AGING BLEMISH CONTROL FOAMING CLEANSER: A detox for problem skin, this powerful cleanser surely keeps its promise of keeping pores clean from dirt and bacteria.

Works like a charm. AED 230 at select spas.

DERMALOGICA DAILY RESURFACER 35 DOSES: This unique daily exfoliant has a two in one chemical and physical exfoliation action, highly recommended for weekly use if you sense dehydrated skin when used daily. AED 349 from select stores.

JUNE JACOBS ANTI-AGING BLEMISH CONTROL PEEL PADS: A potent number of ingredients make this a solution to blemish free skin. The results are awesome. AED 230, 60 pads, at select spas.

66 SEPTEMBER/OCTOBER 2014

JUNE JACOBS INTENSIVE AGE DEFYING PEEL PADS: An extremely effective daily treatment for the softest, smoothest, cleanest skin.

Could also be used once or twice a week if dryness occurs. Price on request, available at leading spas.

AED 360, 60 pads, at select spas.

PRODUCT REVIEW

JUNE JACOBS ANTI AGING BLEMISH CONTROL SPOT TREATMENT: Excellent at keeping those bulging painful pimples at bay.

Results are prompt. AED 201 at select spas.

DDG FERULIC ACID AND RETINOL BRIGHTENING SOLUTION: This professional strength solution cures sun damage and wrinkles. This is an effective yet gentle product, one would expect this to be harsh.

However, is just the opposite.

AED 438 for 30ml from: www.basharacare.com.

AROMATHERAPY ASSOCIATES WEEKENDER: Quaint travel bag contains four products - Renewing Rose Body Wash, Renewing Rose Body Cream, Revive Body Gel and De-Stress Muscle Gel. These travel size products are as luxurious as they are effective. Great as a gift or for a bit of luxury wherever in the world you may be.

EVE LOM COSMETICS RANGE: When a skin care brand launches a cosmetics range there is much excitement amongst loyal fans of the brand. The range is definitely not going to be just make-up knowing the brand. Price on request, available at select stores.

JANE IREDALE – A skin care makeup company introduces the Refill-Me Refillable Loose Powder Brush. A self-contained dispenser and brush that offers an easy, mess-free method to apply loose powder with exceptional coverage on-the-go. Price on request, available at select stores.

ELEMIS TRI-ENZYME RESURFACING SERUM: This serum is powerful.

Clinically proven to have a peeling abrasive action, it really does reduce facial scarring.

Also this is clears imperfections and promotes cell renewal, you can see it on the skin after every use.

Recommended usage is day and night under moisturiser. AED 857 from www.elemis.ae.

BLISS THAT’S INCREDI-‘PEEL’! 30 PADS: Serious skin renewal with these spa-strength-for-home-use glycolic acid peel pads. It’s an overnight facial. AED 226 from www.basharacare.com.

RODIAL SUPER ACIDS RANGE: Everyone wants skin that looks like a Hollywood actress. Well, this range certainly promises that. We tried the the Hangover mask from the range and it’s a definite keeper, the skin tingled and then felt extremely clean once washed off. Price on request, available at select stores.

SEPTEMBER/OCTOBER 2014 67

COMMUNITY

Starwood’s

Ramadan gesture Giving back to its community is a big part of Starwood’s CSR strategy. From 2010 the brand’s regional hotels show their respect to taxi drivers by distributing Iftar pack to all taxis passing by their hotels during Iftar time For the fifth year running Starwood Hotels and Resorts celebrated its annual ‘Iftar for Cabs’ initiative with over 40 participating Starwood hotels in the Middle East. At iftar time on July 16, this year, all cab drivers who drove through the main entrance of any of the participating Starwood hotels received Iftar packs to break their fast. “‘Iftar for Cabs’ represents the spirit of Ramadan and we are extremely proud of our hotels’ teams who come together for this initiative every year and go that extra step to give back to the community,” said Guido de Wilde, Senior Vice President & Regional Director, Starwood Hotels and Resorts, Middle East.“This initiative is our way of appreciating the cab drivers who support our hotels throughout the year by providing transportation services to our guests.”

68 SEPTEMBER/OCTOBER 2014

Guido de Wilde

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