Hospitality Business ME | 2013 December

GLOBAL HOTEL INDEX: Asia Pacific 67.5%/ $121.99 - Americas +63.9%/ $112.66 - Europe +68.2%/ $112.66 - MEA +60.5%/ $160.82 (Average occupancy September 2013/ADR $)

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Al Ghurair Rotana’s new GM and Viceroy regional president talk to HBME

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Opening a new hotel or outlet is one thing, but continuing the fanfare is quite another

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Europe’s secret success and its impact on the Middle East

With a global portfolio target of 150 hotels, Sofitel is riding “a wave of growth�. That is so long as the whole world doesn’t go crazy, says global CEO 3PCFSU (BZNFS +POFT

In association with...

Publication licensed by IMPZ

Under the directive of His Highness Sheikh Hamdan Bin Mohammed Bin Rashid Al Maktoum Crown Prince of Dubai and Chairman of Dubai Executive Council

Acknowledgement Za’abeel Palace Hospitality extends its deepest thanks and gratitude to:

His Highness Sheikh Mohammed bin Rashid Al Maktoum UAE Vice President, Prime Minister and Ruler of Dubai

His Highness Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum Crown Prince of Dubai and Chairman of the Executive Board

In appreciation and recognition for their Highness’ wise guidance that has had a profound impact on the success of the Dubai World Hospitality Championship as well as promoting the hospitality sector in the United Arab Emirates.

Za’abeel Palace Hospitality would also like to extend its sincere thanks to all the people who contributed to the success of the championship that was held at the Dubai World Trade Centre from 16 - 18 November, 2013.

Organised by

Supported by

Supporting Partner

Strategic Partner

Government Support Partner

Support Partner

Hotel Partner

CONTENTS

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24

30

46

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AL GHURAIR ROTANA’S NEW GM ON FINE TUNING THE 5-STAR OPERATION

ROBERT GAYMER JONES, REVEALS SOFITEL’S DESIGNS ON THE REGION

VICEROY REGIONAL PRESIDENT ANTON BAWAB ON F1 AND THE PALM

COORDINATING SUPPLIERS, LEAD TIMES AND BUDGET, FF&E UP CLOSE

GM PROFILE

cpimediagroup.com

COVER STORY

VP SPOTLIGHT

ROUNDTABLE

46

50

THE MOST INNOVATIVE NEW PRODUCTS ON THE BATHROOM MARKET

MARKETING MASTERS SHARE THEIR BEST PRACTICE TIPS

SPECIAL FEATURE

DECEMBER 2013

SPECIAL FEATURE

REGULARS 04 MENA & GLOBAL NEWS 15 DATA 54 SERVICES & SUPPLIES 58 APPOINTMENTS 59 JOBS 62 TENDERS

HOSPITALITY BUSINESS MIDDLE EAST / 1

COMMENT / EDITOR’S LETTER

PUBLISHER DOMINIC DE SOUSA GROUP COO NADEEM HOOD HOSPITALITY DIVISION

A

Going local?

t the time of going to press the Expo2020 announcement was a mere 72 hours away. Awaiting the official word there are literally millions of people ready to seize the opportunity a positive result will bring.

As I write this page, sources reveal there are 150 new hotels waiting to be signed off by DTCM. No doubt by the time this reaches your desk a number of these properties will have already been confirmed and a flurry of activity that is awaited with equal amounts of excitement and trepidation, will be well under way.

This month, we hear from a select panel spanning the field of consultancy, service supplies, design and hospitality. Their predictions as to how the next seven years will play out weren’t as varied as one would have imagined.

Although voicing caution, many were confident the market is mature enough to prevent sub-standard companies from exploiting the frenetic pace that is expected as these new properties develop.

It’s a far cry from the reactions, 12 months ago, to Mohammed Bin Rashid City. A project that will see the creation of a leisure and tourism hub with 100 hotels, which the international media lambasted but the local analysts said may not be big enough.

As we move into 2014, the international tourism trends that so many hoteliers keep their eyes on – the wild finger-in-the-sky forecasts the emerge from industry conferences – may not be relevant, as the industry grapples to protect itself from opportunists, while also enticing millions more to what could by then be a city blighted by construction.

However it plays out, 2014 is going to be incredibly interesting and I for one cannot wait to experience it.

Don’t forget to share your predictions for our January issue special on the trends driving 2014, using the hash tag #HBME14 on Twitter, LinkedIn or Facebook.

MELANIE MINGAS SENIOR EDITOR

PUBLISHING DIRECTOR DAVE REEDER dave.reeder@cpimediagroup.com M: +971 55 105 3773 GROUP SENIOR EDITOR MELANIE MINGAS melanie.mingas@cpimediagroup.com M: +971 56 758 7834 SENIOR GRAPHIC DESIGNER CHRIS HOWLETT PHOTOGRAPHER ANAS CHERUR JAY COLINA DIRECTOR OF SALES, HOSPITALITY DIVISION VASS MAFILAS vass,mafilas@cpimediagroup.com M: +971 55 887 0720 SENIOR SALES MANAGER, HOSPITALITY DIVISION CHRIS HAILL chris.haill@cpimediagroup.com +971 52 886 1059 SALES MANAGER MILOS KOVACEVIC MILOS.KOVASEVIC@CPIMEDIAGROUP.COM +971562356921 PRODUCTION MANAGER, HOSPITALITY DIVISION VA DEVAPRAKASH WEB DEVELOPER, HOSPITALITY DIVISION LOUIE ALMA DISTRIBUTION MANAGER ROCHELLE ALMEIDA SUBSCRIPTIONS www.cpievents.net/mag/magazine.php PRINTED BY Printwell Printing Press LLC, Dubai, UAE PUBLISHED BY

Head Office, PO Box 13700, Dubai, UAE Tel: +971 4 440 9100 Fax: +971 4 447 2409 Group Office, Dubai Media City Building 4, Office G08, Dubai, UAE A publication licensed by IMPZ © Copyright 2013 CPI. All rights reserved. While the publishers have made every effort to ensure the accuracy of all information in this magazine, they will not be held responsible for any errors therein.

2 / HOSPITALITY BUSINESS MIDDLE EAST

DECEMBER 2013

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NEWS WATCH

$5.5bn

REPAYMENT DUE TO DW’S LENDERS, BY SEPTEMBER 2015

MENA Marriott’s Africa acquisition and MEA growth NEWS Marriott International posted financial results for Q3 that demonstrated a RevPAR increase of 10%, driven by ADR growth of 9%, occupancy increases of 0.6% and a climb in ADR of 13%, immediately before announcing it has signed a letter of intent to “jumpstart” its operations in Africa.

Marriott is to acquire all of the brands currently operated by Protea Hospitality Holdings, totalling 10,184 rooms, allowing the international chain to double its portfolio on the rapidly developing continent.

MEA “remains a big growth market” for Marriott International, despite current market conditions in Egypt, said MEA president and MD, Alex Kyriakidis, despite ongoing occupancy issues experienced in Egypt.

As part of the Protea transaction, the African brand would retain

Dubai World’s Atlantis sale Further to rumours circulating in recent weeks, Dubai World has announced it is to sell its stake in Atlantis -The Palm in order to “clear debt”.

The share is to be bought

by DW’s investment arm, Istithmar, to “raise cash ahead of a $5.5bn repayment due to the conglomerate’s lenders in September 2015”, a Financial Times report read.

No price has been determined, but last year Istithmar – the investment arm of Dubai World – took full control of the property, paying Kerzner $250m for a 50% stake. Rumoured buyers for Atlantis The Palm include Investment Corporation of Dubai.

4 / HOSPITALITY BUSINESS MIDDLE EAST

DECEMBER 2013

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12% ownership of the hotels it currently owns, entering into long-term management and lease agreements with Marriott for these hotels and would also retain a number of minority interests in other Protea managed hotels. At closing Marriott would manage approximately 46% of the rooms, franchise approximately 40% of the rooms, and lease approximately 14% of the rooms.

Kyriakidis said: “The development cycle for opening new hotels in Africa is typically long due to the challenges posed by emerging infrastructure, so joining forces with Protea Hotels and their highly respected management team is the strongest way to jumpstart Marriott’s footprint in Africa.

Alex Kyriakidis explains the news in an exclusive interview with HBME next month

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NEWS WATCH MARRIOTT’S MEA YOY INCREASE IN NET INCOME

Top hotel chain pipeline, Turkey, December 2013 Top hotel projects, by chain, Turkey, December

20

15

10

5

0

18

HILTON

5

CARLSON

4

FAIRMONT

DECEMBER 2013

4

IHG

3

ROTANA

HOSPITALITY BUSINESS MIDDLE EAST / 5

92

NEWS WATCH

MENA NEWS

EMIRATI DISHES WERE PREPARED FOR VISITORS TO DUBAI WORLD HOSPITALITY CHAMPIONSHIPS

CULINARY COMPETITION CELEBRATES EMIRATI HERITAGE AND GLOBAL TALENT

Marco Pierre White was one of 700 chefs who cooked up a storm at the Dubai World Hospitality Championships, November 16 – 18.

Hundreds of culinary enthusiasts and members of the local community attended the event and witnessing professional and Emirati amateur chefs cooking local and international dishes.

Rotana’s Rayhaan becomes first 5-star hotel in Karbala Rotana has broken new ground in Karbala with the opening of the city’s first 5-star property, Karbala Rayhaan.

Referring to the market as “one of the most promising, emerging”, the Karbala Rayhaan is Rotana’s second hotel in a city that attracts more visitors than Dubai on an annual basis. It is also the first Rayhaan in Iraq, boasting 185 rooms over 14 storeys.

“In 2012 Iraq posted a GDP growth rate of approximate 10.2%, making it one of the most promising emerging markets in the region and one that is

6 / HOSPITALITY BUSINESS MIDDLE EAST

DECEMBER 2013

attracting a great deal of investment.

“The market holds immense potential for Rotana across a number of entry points as there is a huge unmet demand for quality accommodation and hospitality offerings. The opening of the Karbala Rayhaan by Rotana – our second property in Iraq – paves the way for building a wider footprint in the country, starting with our Baghdad property in the Iraqi capital which is due to be completed in 2014,” said Omer Kaddouri, Rotana’s EVP and COO.

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NEWS WATCH

MENA NEWS

73

HILTON’S TOTAL LUXURY PORTFOLIO UPON COMPLETION OF GROWTH

NEWS IN BRIEF DUSIT’S THAI CSR AWARD Dusit International has gained recognition of its CSR programme from Stock Exchange of Thailand and the CSR Institute, as part of the Global Reporting Initiative.

In a ceremony held at the Exhibition Hall of the Stock Exchange of Thailand Building on 11 November 2013, Mr Chamnarnsil Chamnarnkit, Dusit International’s Senior Vice President of Finance, received the CSRI Recognition 2013 award from Mr. Punsak Vejanurug, Academic Advisor of the Corporate Social Responsibility Institute.

PHILANTHROPY AWARD FOR REZIDOR Rezidor Hotel Group is celebrating a philanthropic award presented at WTM for its annual Box Appeal, the Middle East’s annual charity campaign which aims to help those in need through the giving of essential everyday items.

Awarded on November 4 in a London ceremony ahead of WTM, the prize was accepted by Yigit Sezgin, Global Sales and Marketing Director for the Rezidor Hotel Group, together with the founding members of The Box Appeal initiative; Biya Levy of the Radisson Blu Residence Dubai Marina and Nicholas Fernandez, of the Radisson Blu Hotel Dubai Media City.

The Rezidor Hotel Group has also donated $13,000 to the Red Cross to support the victims of Typhoon Haiyan in the Philippines. This donation marks the beginning of a fundraising effort that will continue until January 2014 and include all 350 Radisson Blu and Park Inn by Radisson hotels across Europe, the Middle East and Africa (EMEA).

ME AIR TRAVEL LEADS GLOBAL GROWTH Middle East carriers continue to experience the strongest rates of international passenger growth, with year-to-date Revenue Passenger Kilometres (RPKs) growing by 12.2% from August 2012 to August 2013.

European airline manufacturer Airbus predicts Middle East airlines will buy 1,000 of its aircraft, worth US$124 billion, over the next ten years.

8 / HOSPITALITY BUSINESS MIDDLE EAST

DECEMBER 2013

Aggressive five year growth mapped by Hilton Expansions, renovations and sustainability will lead Hilton’s five year growth trajectory, according to a press conference held at the Hilton Midtown, Manhattan, last month.

Currently, the American chain operates 4,041 hotels, resorts and timeshare properties in 90 countries through its namesake brand, as well as Waldorf Astoria, Conrad, Doubletree, Homewood Suites and Hampton Inn among others.

Growth will focus on Hilton’s luxury brands - namely Waldorf Astoria and Conrad.

Looking at this sector, the Waldorf Astoria collection is earmarked to grow from 25 to 37 properties and Conrad’s portfolio will increase from 23 properties at present to 36, John Vanderslice, global head of luxury and lifestyle brands, told Hospitality Business ahead of the official opening of Conrad Dubai, last month.

In the Middle East the new properties will include Waldorf Astoria The Palm, a 390 room hotel Vanderslice assures will be “unforgettable”.

Hilton’s 2013 highlights 289 room Conrad Beijing 554 room Conrad Dubai 23 Waldorf Astoria hotels, including new openings in Dubai, Berlin and Panama 5 hotels under development in China (Ongoing developments in Mumbai, Manila)

Etihad Towers braves ‘digital concierge’ Defying the conventions of traditional luxury service, Etihad Towers is to brave the world of ‘digital concierge. apps. The ‘state of the art’ service will provide access to an online data bank and has already been proved successful by 80% of tenants during the market research phase.

Developed by Evolvin Networks LLC, the interactive tool is a first for the Abu Dhabi market and is the latest step in Etihad Towers’ mission to “define the luxury residential market”.

It marks a quantum leap in the level of service available to Abu Dhabi residents.

Commenting, Richard Foulds, head of property management at Etihad Towers, said: “Concierge at Etihad Towers is part of our on-going commitment to bringing Abu Dhabi residents the very best in luxury and fine living. Technology can play a central role in achieving the five-star quality for which Etihad Towers is justly renowned.”

cpimediagroup.com

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P.O. Box 184432, Dubai, UAE | Tel +971 4 2552 560 | Fax +971 4 2552 561 | info@atginteriors.com

NEWS WATCH

65%

OF LOUVRE’S TOTAL PORTFOLIO IN FRANCE ARE FRANCHISES

GLOBAL Grand Jury prize for Louvre Group CEO NEWS Pierre-Frédéric Roulot, CEO of from 1 to 5 stars, can be managed as overseen the opening of 304 Louvre Hotels Group, has received the IREF Grand Jury Prize in France; an accolade for individuals who “transform and enhance the franchise model in his or her group”.

Roulot, who has headed the international group, which owns Golden Tulip, for six years has

establishments during his tenure.

Franchises are a major area of development for Louvre Hotels Group in France, currently representing 65% of its hotels in the country and continuing to grow at an average rate of 75 new openings a year. Now all the brands in the Group’s portfolio,

franchises.

Founded in 1976 and owned since 2005 by Starwood Capital Group, Louvre is a Groupe du Louvre subsidiary headed by Roulot. In 2009 and via Starwood Capital group, Louvre Hôtels acquired Golden Tulip Hospitality Group.

Sheraton hits 100th IHG 5% growth driven by KSA milestone, Asia Starwood Hotels and Resorts has opened its 100th Sheraton in the Asia Pacific region; Sheraton Shantou, China.

The property, owned by Logan Group, is one of nearly 30 new openings to be completed by year end.

Other recent openings have include Sheraton Shenyang South City Hotel in China and Sheraton Hua Hin Pranburi Villas in Thailand. A further 50 are in the development pipeline in Asia alone.

Sheraton is currently the largest global hotel brand in China, which accounts for more than half of the Sheraton hotels currently in operation.

10 / HOSPITALITY BUSINESS MIDDLE EAST

DECEMBER 2013

IHG has announced a 3.3% global RevPAR growth in Q3 and signed an additional 16,000 rooms, up 18% year on year, taking the pipeline to 180,000 rooms at the quarter end.

Growth between Q1 and Q3 tipped 3.6% and globally units increased by 8000, taking the total number of rooms to 679,000 globally, up 1% YoY. In emerging markets, RevPAR was up 5.4%, led by 5% rate growth.

Performance in Saudi Arabia and the United Arab Emirates has been strong and Southeast Asia recorded a 10.1% increase in the third quarter driven by continued strength in Indonesia and Thailand.

The 11.7% RevPAR growth in Japan reflects increased international

business for IHG with particular strength in Tokyo and Okinawa.

In the Middle East signings have included Holiday Inn Makkah in Saudi Arabia, which will be the largest Holiday Inn hotel in the world with more than 1200 rooms.

IHG is expected to provide jobs for approximately 20,000 people across its AMEA estate over the next few years.

Richard Solomons, IHG’s global chief executive, commented: “The growth of 3.3% in the quarter was led by a strong performance in our Asia, Middle East and Africa region, up by 5.4%. We have driven group RevPAR up 3.6% in the first nine months, with 4.4% in our largest region, the Americas.”

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DTCM NEWS

Dubai continues to represent a major opportunity for hotel developers and we must continue to work to ensure that supply is meeting demand.

DTCM and our governmental partners are working on 7.9m visitors welcomed Q1 – Q3, with increases in revenues, occupancy and length of stay a number of measures in choice. The increase in visitors from Dubai’s hotels enjoyed a busy first demonstrate that while our aims are Australia is thanks in no small part nine months of the year, welcoming ambitious, they are achievable.” this regard, to the partnership between Emirates over 7.9 million visitors between A number of new hotel including and Qantas which has significantly January and September 2013, establishments have opened in Dubai increased the accessibility between during 2013, including the Barjeel the incentive a 9.8% YoY increase. The latest Australia and Dubai. To leverage visitor number results, released by Heritage Guest House in Bur Dubai; we recently this we have been increasing our DTCM on the sidelines of World Mövenpick Hotel Apartments The marketing and promotional activities, announced to Travel Market (London, UK), show Square, Sofitel Dubai the Palm; in partnership with both airlines increases across hotel establishment Conrad Dubai; Oberoi Dubai; encourage the guests, room occupancy levels, hotel Anantara Dubai Palm Jumeirah – for example bringing Masterchef development and hotel apartment revenues and Australia to film two episodes in Resort & Spa and, just last month, Dubai earlier this year, and Emirates’ length of stay, all key factors Mövenpick Hotel Jumeirah Lakes of more mid- average sponsorship of this week’s Melbourne in order for Dubai to achieve its Towers. A number are due to open range hotels.” Tourism Vision for 2020.

Cup being themed around the story before the end of the year, including

Dubai breaks another visitor milestone

HE Helal Almarri Director General DTCM

His Excellency Helal Saeed Almarri, Director-General of DTCM commented: “These latest visitor figures show a steady and consistent increase across the key indicators that are critical in order to achieve our Tourism Vision for 2020. With guest numbers, room nights and length of stay all increasing, we have made positive early steps which

12 / HOSPITALITY BUSINESS MIDDLE EAST

DECEMBER 2013

Novotel Dubai Al Barsha; and Raviz Centerpoint in Bur Dubai.

His Excellency Helal Saeed Almarri, continued to comment: “We recently opened our fourth office in China and – as with all our key markets – this year we’ve conducted a number of roadshows and market specific-campaigns to ensure Dubai is positioned as a destination of

of Dubai.”

Events will be a key component of building on the figures further for 2014 and beyond. “Events are a key pillar of the Tourism Vision for 2020, with our objective being to transform Dubai from a regional events hub to a global destination for entertainment in order to attract an increased number of visitors to Dubai.”

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DTCM NEWS

Dubai Hotel Establishments – Key results Jan – Sept 2013 Indicators New guest arrivals Number of guest nights Average length of stay Room revenue Other revenue ADR - hotels ADR - hotel apartments

KEY FIGURES

7.3%

% change all establishments 9.8% 13.7% 3.5% 17.5% 16.6% 5.6% 3.2%

APARTMENT OCCUPANCY GROWTH TO 81%

7,941,118 TOTAL VISITORS OVER PERIOD

Guest nationality breakdown

1.985M EUROPEAN

3.153m ARABIAN

1.124M

226,711

3.9

AVERAGE LENGTH OF STAY UP 3.5%

SOUTH ASIAN

AUST/PACIFIC

126,851 EAST AFRICA

422,874 NORTH AMERICA

514,000

9.8%

YOY VISITOR INCREASE

FAR EAST ASIAN

17.1% REVENUE INCREASE

78.6%

81,000

LATIN/SOUTH AMERICA

253,199 OTHER AFRICA

AVERAGE OCCUPANCY

53,595 SOUTH AFRICA

INCREASE IN OCCUPANCY YOY

13.7%

Total: 7.9m cpimediagroup.com

3.1%

RISE IN TOTAL GUEST NIGHTS

DECEMBER 2013

HOSPITALITY BUSINESS MIDDLE EAST / 13

DATA WATCH

STR Global: MEA Pipeline October 2013

T

he Middle East/Africa hotel development pipeline comprises 493 hotels totalling 119,850 rooms, according to the October 2013 STR Global Construction Pipeline Report. The total active pipeline data includes projects in the In Construction, Final Planning and Planning stages but does not include projects in the PrePlanning stage.

Among the Chain Scale segments, the Upper Upscale segment made up the largest portion of rooms in the total active pipeline with 33.3% and 39,884 rooms. Three other segments each accounted for 15% or more of rooms in the total active pipeline: the Luxury segment (19.4% with 23,288 rooms); the Upscale segment (18.6% with 22,317 rooms); and the Unaffiliated segment (18.4% with 22,068 rooms).

Three segments each made up more than 20% of rooms under construction: the Upper Upscale segment (36.7% with 24,827 rooms); the Luxury segment (21.2% with 14,327 rooms); and the Upscale segment (20.9% with 14,113 rooms)

TOTAL ACTIVITY PIPELINE:

33%

OF TOTAL MEA PIPELINE IS IN THE UPPER UPSCALE SEGMENT

19% UNAFFILIATED

7%

20% LUXURY

1% 2%

15%

ECONOMY

UPPER MIDSCALE

OF TOTAL PIPELINE ROOMS REGIONALLY FALL INTO THE LUXURY, UPSCALE AND UNAFFILIATED SEGMENTS

MIDSCALE

19% UP SCALE

33% UPPER SCALE

20%

Middle East/Africa pipeline by Chain Scale segment for October 2013 (number of rooms): Chain Scale Existing Supply (as of Octo- In Construction Total Active Pipeline* ber 31, 2013) Luxury 58,554 14,327 23,288 Upper Upscale 92,916 24,827 39,884 Upscale Upper 75,173 14,113 22,317 Midscale 55,910 3,140 8,241 Midscale 22,614 421 2,782 Economy 5,351 519 1,270 Unaffiliated 405,884 10,339 22,068 TOTAL 716,402 67,686 119,850

cpimediagroup.com

KEY FACTS:

DECEMBER 2013

OF ALL ROOMS CURRENTLY UNDER CONSTRUCTION IN THE REGION ARE UPPER UPSCALE, UPSCALE AND LUXURY

653

ROOMS TO BE ADDED TO MID-SCALE SECTOR, THE SMALLEST SHARE

HOSPITALITY BUSINESS MIDDLE EAST / 15

DATA WATCH

KEY FIGURE

100m

ROOMS SOLD IN EUROPE OVER SEPTEMBER 2013

In Focus: Europe’s Top 5 Crisis? What crisis? STR Global MD, Elizabeth Winkle, shares five reasons why recession is only relative and Europe is in actual fact growing

1

Demand is strong Since 2009, only two months have seen year-over-year decreases in demand: May and June 2012. Those blemishes were not enough to dull the sheen from the industry’s rose-tinted armor.

“We’re selling more rooms today

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DECEMBER 2013

than in any period of time,” said Winkle, adding that Europe sold more than 100 million rooms during September, a record since STR Global began collecting data. On a 12-month moving average, demand was up 3.1% year to date, while supply growth held steady at approximately 1%.

2

Limited to no ADR recovery Strong demand has yet to translate into increases in average daily rate across the region, Winkle said.

ADR on a 12-month moving average in euro terms was down 1.5% through September. Occupancy was up 2.2%.

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DATA WATCH

I think we have a great deal of opportunity,” STR Global MD Elizabeth Winkle “When we look at where we are today versus where we were in the downturn, across Europe in absolute terms … we are still €4 ($5.41) off where we were in February 2008, which was the peak.”

Revenue per available room was up 0.6% year-to-date September.

“We’ve been able to maximize the demand, grow occupancies, but we’re doing it at the expense of rate,” Winkle said. The top markets, such as London and Paris, are performing exceptionally well.

“Some very, very strong performance. Some silver linings, gold linings as it may be in some of these key gateway cities,” she said.

“The provinces are where the challenges really exist.” Performance in the provinces is being suppressed by rate compression from the top down.

“If you have markets that are not looking at the demand drivers, that are not operating in such a sophisticated manner as the key cities are, then you get into a situation where it becomes a marketplace of discounting or trying to create an attractive rate to stimulate some pent-up demand which, as we know, doesn’t really happen,” Winkle said.

Highlights Demand is up 3.1% YTD September on a 12-month moving average.

Rate is still muted despite apparent pricing power.

Supply growth is no cause for concern.

cpimediagroup.com

3

Regional UK in recovery. London is London.

Demand is up 5.5% in the U.K. provinces year-to-date September. Supply is up 2.6%.

“We’re really pleased to see that demand is almost two times the new supply,” Winkle said. “And unlike Europe, we are seeing slight, and I

mean very, very modest, rate growth.”

London—even facing a challenging comparable following the year in which it hosted the Summer Olympics—“continues to be a shining beacon of light,” she said.

Although RevPAR year to date in British pound sterling terms is down 1.7%, the market has recorded occupancy of 82.3%, the same levels recorded during 2011, the year prior to the Olympic-year anomaly. ADR during 2011 was £133 ($214); thus far in 2013 ADR is £136 ($219).

“London has been able to absorb 7.5% supply increase in the last 24 months and still achieve the same occupancy and grow rate,” Winkle said.

KEY FIGURE

7.5%

INCREASE IN SUPPLY ABSORBED IN LONDON

4

Pipeline is not a concern STR Global is projecting 3% supply growth in Europe through 2016, or an average of 1% growth during each of the next three years, Winkle said.

Not only are those numbers relatively low, but they’re evenly dispersed across the various chainscale segments.

“When you look at the mix of where those new rooms are coming from a class perspective, it’s very evenly balanced across all the segments,” she said.

The U.K. has the most rooms in the pipeline, followed by Russia and Germany.

5

The future looks bright(er) To bring the conversation full circle, Winkle closed with insight into appropriate product pricing.

“The opportunity now is how do we price our product effectively and how do we put in some pricing power to be able to generate that RevPAR growth,” she said.

That growth will come, Winkle said. Of the major European markets STR Global tracks, all but one (Warsaw) are projected to report RevPAR growth during 2014.

DECEMBER 2013

HOSPITALITY BUSINESS MIDDLE EAST / 17

GM PROFILE

W

With first birthday celebrations taking place this month, Al Ghurair Rotana’s newly appointed GM, Timur Ilgaz, reveals what can be expected in the property’s second year

hen Al Ghurair Rotana, the two tower property adjoined to the Al Ghurair Centre Mall Dubai, opened late in 2012 it hit a 100% occupancy rate within weeks. With 628 rooms, apartments and suites, it was no easy feat but thanks to a 5-star leisure and business hybrid it was also no one off.

Al Ghurair marks Rotana’s largest room inventory in a single project, and upon opening – on 12/12/12/ – took the chain’s total number of rooms in Dubai to 3795, making the Emirate the operator’s most significant single city market.

In addition to the massive inventory, the hotel also boasts four F&B outlets, six meeting rooms, a large and fully equipped spa and ballroom.

The hotel has been described by Rotana’s most senior management as

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“a milestone property with landmark design of the highest quality” and is the first Rotana property to be lavished in 5-star interior design, making it a design flagship for other properties.

One year on, with the hotel’s first birthday celebrations round the corner and a new GM leading the team, the standard business model is diversifying beyond the extended stay and GCC family markets.

DECEMBER 2013

Despite generating 18% of total revenue from MICE facilities (both corporate and social events) and a further 20% from F&B (a figure skewed due to the ratio of rooms to restaurants), the philosophy for year two of operations is far from “if it isn’t broken…”

The aim is to fine tune everything about the hotel, learning from the lessons of year one to improve the quality of guest areas and enhance experiences.

“We are learning together; growing.

Our business model has been decided and it will continue in the same way, however we can offer much better services,” Ilgaz shares.

Keeping things fresh, restaurant concepts applied to all-day dining venue Liwan and the hotel’s flagship fine dining restaurant, Shayan, will change every quarter to create

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GM PROFILE

WE ARE LEARNING TOGETHER; GROWING. OUR BUSINESS MODEL HAS BEEN DECIDED AND IT WILL CONTINUE IN THE SAME WAY, HOWEVER WE CAN OFFER MUCH BETTER SERVICES cpimediagroup.com

DECEMBER 2013

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GM PROFILE

experience-based themes. For example, Shayan’s Iranian menu – prepared by an Iranian chef – will included themed dining packages and cultural entertainment, leveraging the hotel’s no-alcohol business model to emphasise this.

A similar model will be applied to Zen The Spa – a key revenue generator at the hotel and a competitor of some of Dubai’s best known spas – with seasonal offers based on health and wellbeing, rather than beauty per se.

It’s part of capturing a larger share of Dubai’s growing tourism industry, but without succumbing to “volume driving” price cuts.

Approaching the emirate’s increased supply as an opportunity to drive interest in Dubai’s most authentic district, Ilgaz analogises: “In the retail industry shops of similar categories can stand side by side and all still do very well. It’s the same with hotels.

On the contrary the challenge is not capturing the volume of visitors, it’s keeping up with the pace of Dubai’s growth. It’s a surprising city and we are trying to be very active in the market to keep up with the pace of growth.

Continuing to identify the real challenges, Ilgaz adds: “What is contradictory, however, is the hotels who slash rates to capture a bigger share of the market. There are some cases you can see around at the moment and their YoY results will show they made a mistake in doing this,” he continues.

DTCM SAYS THAT 65% TO 70% OF DUBAI’S VISITORS ARE HERE FOR LEISURE, EITHER DIRECT OR LEISURE ORIENTED, SO DUBAI’S BUSINESS HAS PARALLELS WITH MY OWN EXPERIENCE has had experience in properties in Kazakhstan, Canada, Czech Republic and Turkey, among others, ranging from 100% leisure to 100% business.

Combined, he says the experience of such extreme accommodation types complements what he has found in the local market here.

“DTCM says that 65% to 70% of Dubai’s visitors are here for leisure, either direct or leisure oriented, so Dubai’s business has parallels with my own experience.

“Hotel management as a passion of mine and all I have ever wanted was to be a good hotelier.

Insider insight Succeeding opening GM Mark McCarthy, who has moved to Rotana’s Aarjan apartments in Dubai’s Media City, Ilgaz joined Al Ghurair three months ago, following nine years in the UAE with Rotana.

Turkish born, the business administration and economics graduate hails from a family of hoteliers and has 28 years’ industry experience to date.

Having worked with several others chains prior to joining Rotana, Ilgaz

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DECEMBER 2013

Looking forward to the second year of operations at Al Ghurair Ilgaz says the support from senior management will facilitate the development of the hotel’s MICE business, as well as other segments, leading to an overall increase in average rate and occupancies.

“There is a huge task at hand but I’m very happy with the challenge. No achievement is the achievement of one person alone. We really believe in team work and we work hand in hand.

Together with department heads and executive management we work hand in hand on the same challenges.”

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Four Seasons Hotel | Pudong, Shanghai, 2013

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COVER STORY

With a global portfolio target of 150 hotels, Sofitel is riding “a wave of growth”. That is, so long as the whole world doesn’t go crazy, says global CEO Robert Gaymer Jones

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COVER STORY

F

or a luxury hotel chain that culled 117 of its properties less than five years ago, it’s somewhat surprising to hear news of new openings, brand debuts and associations with Karl Lagerfeld rolling off the tongue of the global CEO as if recent memory deceives him.

The industry is well versed on events following the appointment of Robert Gaymer Jones to Sofitel in 2007: While many chains were refocusing on markets that presented new growth opportunities, Sofitel was about to leverage its key USP in order to enhance it.

A tricky exercise in brand management to say the least, in any industry at any given time, today the past truly is old news and the future is firmly fixed on three things: Creating “the best hotel in Jeddah”; introducing Dubai’s first So; and cementing a 150 strong portfolio globally.

“I was worried at first,” Gaymer

We have been fortunate to ride a wave of growth, with only a few pockets of low or zero growth and next year those locations will all change

Jones confesses. “We had to change people’s perception and to do that when they perhaps have a negative perception of a brand you have to do something quite extraordinary. That’s why we took the difficult decision to cut back as much as we did,” he continues, adding in summary that some of the hotels before that period “were not representative of what we wanted to have”.

“I think we are the only company to take a decision of that level, but it was the right decision. Although it was complicated.”

It wasn’t just about disassociating with properties that no longer matched the future direction of Sofitel, it was of equal importance to align with brands that did and for this element of the project Gaymer Jones turned to the luxury lifestyle sector.

Recruiting the prestige of Hermès, Christian Lacroix, and Karl Lagerfeld, what happened next put

Sofitel’s first Dubai property. the je nais se quoi back into an ailing force. Touching everything from the design of bars to bath towels, the exercise even took Sofitel’s top directors behind the scenes at Chanel to analysis the élan vital of luxury.

The artist’s favourite, Sofitel So Bangkok.

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COVER STORY

STAR QUALITY “It took a lot of convincing, but [the design] houses believe in the brand and work together [with us]. They would never authenticate with you unless they thought you were going to deliver on the experience. Karl Lagerfeld would never sign a contract with you unless he knew you would be true to his brand and personality.”

Creating the perfect equation from influences and influencing appeal, what Sofitel’s design team did next was not so much inspired by the runway’s biggest names, but endorsed by them.

“They create the look and feel of the hotel and then operations will direct it.

“Many chains will have in the basement of their corporate office, room option A, B, C and D and they tell developers to choose which one they like, and that’s ‘design’. But we give our designers a blank canvas and tell them to design an atmosphere that is aligned to the French style of hospitality, fashion and design and what we feel luxury is. We talk to them about Chanel, Hermès, Louis Vuitton. They create.”

In Singapore Karl Lagerfeld is the “signature designer” of a 134-room So branded property set to open imminently. Tasked with capturing and creating the “ultimate touch of refinement” Lagerfeld will fuse

I think we are the only company to take a decision of that level, but it was the right decision.

Although it was complicated

The official signing of Sofitel Jeddah, a former Westin now tipped to be “the best hotel” in the city.

So’s ‘art de vivre’ philosophy with urbanism and individuality. For Gaymer Jones the statement touch is the resulting Lion’s Seal emblem and a bar decorated with books, rather than bottles, inspired by Lagerfeld’s affinity to literature.

It’s the third So to open, with others in Mauritius (emblem by Kenzo Takada) and Bangkok (emblem

by Christian Lacroix) and further hotels in Mumbai, Rio de Janeiro and Sydney. And Dubai.

“There is opportunity to develop more in Dubai, with Sheikh Zayed Road coming up March 2014 and I would like to put a So into Dubai,

Sofitel, The Palm, Dubai

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which is a more edgy lifestyle brand that has been very well received in all its markets,” Gaymer Jones explains.

THE BEST IN THE KINGDOM With the prestige of luxury comes expectations of excellence and that’s exactly what is on the cards for Saudi Arabia. Aiming for nothing less than “the best hotel in Jeddah” upon the successful renovation and conversion of the city’s former Westin.

Owned by Al Tamiuz Hotels and Resorts, the hospitality arm of the Saudi conglomerate owned by the Al Harithiya family, as Gaymer Jones explains the project, he describes

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COVER STORY

an alignment of ambitions between the two: “It’s really interesting because they made a commitment to completely renovate Jeddah’s former Westin and that took around two years. We said ‘this is what we will need to create the best hotel in Jeddah’ and they completely closed it and have been working with us to achieve that.

“They are putting the necessary capital into the hotel to really make it what it should be, which is the most beautiful hotel in Jeddah,” he adds, hinting there may be more such partnerships to come as he reiterates: “They’re the people you want to manage hotels for”.

The signing, currently second of a possible four, marks a strong commitment to Saudi Arabia, and is indicative of the worth Gaymer Jones sees in the demand for luxury there.

Other properties include the new opening in Al Khobar and two further opportunities exist in Mecca and Medina, each with different owners.

Leveraging the religious and leisure, business, domestic and international markets, Gaymer Jones says the focus is also on creating brand affinity to drive international

Sea view: Suites at Sofitel JBR, in the heart of Dubai’s beachside neighbourhood, overlook The Palm Jumeirah.

GCC business to other properties in Europe, Asia and the Americas.

“Once we have done these we have covered Saudi Arabia, so I can’t see us necessarily doing more. We will have created an awareness of our brand, which is important to us…. as we develop more hotels across this market,” he adds, promising with a smile that occupancy in Jeddah will outstrip that of Starwood.

“We have been fortunate to ride a wave of growth, with only a few pockets of low or zero growth and next year those locations will all change. That’s the hotel business. So long as the whole world doesn’t go crazy we’re ok.”

In reference to which he ranks the top performing markets globally as South East Asia, but not China; Morocco but not Egypt; UAE, Saudi Arabia, the Americas and European hotspots Paris, London and Rome.

But if riding a “wave of growth” how many hotels is enough? In the eyes of Gaymer Jones, it’s a task that will never be complete as he adds and removes the highest calibre properties from the portfolio as performance – both business and aesthetic – dictates.

“I would like to get to about 150 hotels and then I would find that if one isn’t meeting standards we would drop it and take another. Constantly we are raising the bar and it creates a competitiveness between the owners, hotels, managers, club members, to really continue the focus on the best. I don’t want to be the biggest hotel company, I want to create great experiences for people. And places for me to go on holiday.”

So by Sofitel, Singapore.

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VP SPOTLIGHT

but closer to the shore,” explains Viceroy Hotels regional president, Anton Bawab.

The project was showcased at CityScape Global back in October, in spite of the three year sale of units so recently being concluded by SKAI Holding, who were officially welcomed to the project in May and generated more than $600m from the sale of rooms.

“Without going into the details of the financing packages, it had so much to offer for a healthy real estate market. It was a surprise and it was a positive boost for the developer,” he adds. The 10 F&B areas, spa, health club, beach club and other public areas will be retained by the developer.

The investor model allows buyers to purchase hotel rooms, which are then leased back in exchange for 40% of the room revenue. Current market conditions estimate investors will earn an annual return rate of 12%.

“We didn’t expect it to take three years to sell out but the hotel is a combination of great product, great

The current collection also includes properties in Anguilla, St. Lucia and New York.

design, credible developer and great value,” Bawab relays, adding that the hotel is unique in that is it not “French Polynesian or Turkish”, he continues: “It will be Viceroy, with a great sense of a place but without a face full of overt branding. I don’t know if I can articulate if any better than that.”

Commenting on the popularity of Viceroy’s design model and product aesthetics, Bawab explains: “If you look at Viceroy’s portfolio we offer pretty timeless design. For example Santa Monica, we have maintained the product but the design is still the same as it was over a decade ago, despite its age.

DRIVING DEMAND A self-confessed Viceroy aficionado, Bawab has been employed by the American chain for three years, a role that developed from his previous post in Mubadala’s resale hospitality unit; where he gained considerable insight into Viceroy’s other Middle East market, Abu Dhabi.

This year marked the third Grand Prix

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DECEMBER 2013

on Yas Island since the hotel group took over operations of the iconic Yas Viceroy, one of seven hotels currently located on Yas. If there is any time when a hotel is under the watchful eye of the world, it is over this weekend. Admitting the commercial importance of the event to the hotel, Bawab doesn’t take it for granted and maintains that F1 may fill the hotel, but complacency won’t bring guests back the following year.

And it certainly won’t help them sell out the corporate hospitality packages, which provide a significant revenue stream for the operator. Although figures of the percentage this contributes towards total revenue are closely guarded.

Sales tactics over this period are about driving value and while Viceroy’s own logo may not be prominent in its hotels, those of Cavalli Club and Cirque du Soir are, pulling in overnight guests and 20,000 day time visitors.

“Over that weekend there are 40 million eyes on the island and the F1 cars pass under our rushbar 55 times.

But there are seven other major events weekends throughout the calendar that are equally important and you can only fill so many rooms at a time,” he comments with measured enthusiasm, before revealing guests are still of a 50:50 leisure to business ratio.

The success of Yas Island has been down to its successful merger of these

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VP SPOTLIGHT

two guest profiles: An intangible make or break that underpins every element of operations.

“We quickly recognised the success of the Yas Viceroy Abu Dhabi is more than the success of the hotel, it’s the success of Yas Island,” he says of the benefits of this particular A++ location.

“It takes the island to more than a race venue, it’s an entertainment hub.”

When approaching new developers and owners, Bawab admits that selling an intangible concept on an intangible dream – for example the experiential Viceroy product and the status of a location – is a challenge, but it’s far from impossible.

While no official announcements have been made, Bawab does pledge that more than two new properties will be revealed before 2013 end, in addition to the earlier announced Viceroy Dubai and Viceroy Cape Verde, although at the time of going to press no further details were available.

Viceroy Maldives, at Shaviyani Atoll, 192km from the capital island of Male.

He says: “One wants to be announced, but things move at different speeds and with permits, financing, there are many things that affect the signings. We have no issues waiting for the right property to come along to have that opportunity to be involved from the

start. It gives us chance to get our feet on the ground before the brand opens. There are many opportunities but everything has to be done to meet specific criteria. We have been successful in what we have done so far and we have things in the pipeline to be announced.”

THE YAS STORY

150

A mere 25sqkm, Yas Island is currently in the midst of a $37bn development project, and 2013 marked a turning point for the flagship destination that is home to the first Ferrari branded theme park, an award winning water park and the UAE F1 race track.

It has successfully emerged from its developer’s crash-triggered financial controversy to become a premiere destination for entertainment, relaxation and events.

When construction began in 2007 it was estimated to take seven years to complete, but with the plan ever evolving there is still more to be done.

The highly anticipated Yas Island Mall, slated to be one of the largest in the region, will open in H1 2014 and a further 13 hotels are planned to be added to the current stock of seven; despite these only just seeing demand match supply.

Under the current plan, the finished island – construction is estimated to be completed Q4 2018 – will feature 20 hotels, a 1400 berth marina and more housing.

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CHEFS WORKING THROUGHOUT F1

4000KG OF FOOD ARE COOKED FOR CONSUMPTION AT YAS VICEROY

20,000 DAY VISITORS PASS THROUGH THE HOTEL

DECEMBER 2013

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Three-in-one

In just four years, the Speciality Food Festival has grown by 300%, making it the fastest growing event for the fine food and gourmet sector in the region. This year, three gourmet food shows welcomed more than 350 exhibitors from 55 countries

T

housands of trade visitors attended the niche food shows - The Speciality Food Festival, SEAFEX and Sweets & Snacks Middle East - at the Dubai World Trade Centre after the trade shows were officially opened by HH Sheikh Majid Bin Mohammed Bin Rashid Al Maktoum, Chairman of the Dubai Culture and Arts Authority, last month.

“The overwhelmingly positive response we have received from both exhibitors and visitors confirms the success of the shows at consistently delivering contracts and customers

across the spectrum of the industry,” commented Trixie LohMirmand, Senior VP of DWTC. This year’s shows attracted top players in the food services industry both from the region and further afield, with national pavilions from Korea to Germany using the event as a platform from which to enter a highly-lucrative market. Fine dining restaurants are only one driver of demand in this increasingly mature market, which is underpinned by strong regional economic growth, a diverse range of expatriate

Safe and sustainable seafood requires healthy and productive marine ecosystems, which requires efforts from the wide range of ocean users.”

Paul Holthus, founding President and CEO, World Ocean Council

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residents drawn from all corners of the globe and a growing regional tourism industry. Fine ingredients and premium food products from quality organic produce to specialist beverages and artisan cheeses were on display from participating countries including Argentina, China, Chile, Egypt, France, Germany, Philippines, South Africa, Spain, Tanzania and Vietnam. Key brands who exhibited include Chef Middle East, Swiss Bakery and Unifrutti.

Mike Walden, commercial director at 4 Corners General Trading said: “The show encourages the actual end-user of the products to interact with suppliers and discuss their requirements. We really welcome this as we always try to bring completely new products to the market.”

The Chef ’s Corner, presented by the Baking and Pastry Guild, remained one of the show’s highlights with Dubai’s top restaurants sharing fresh ideas and concepts using speciallyselected products and ingredients from participating exhibitors.

Following the highly-successful inaugural event, SEAFEX - the region’s most influential seafood industry trade show - opened with a 38% increase in year-on-year exhibitor space.

With many of the GCC’s markets in the world’s top ten in terms of per capita consumption, the show offers unrivalled networking and business development opportunities. Tarun Rao, commercial manager of Gulf Seafood believes it to be “the must attend event for the seafood industry in the region”.

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ROUNDTABLE / FF&E IN FOCUS

L-R: Wael El Behi, GM, Hawthorn Suites by Wyndham; Saleem Anwar, business dev, Casa Shamuzzi; David Cook, founder, UAE compare; Leila Abdulrahim, director, HBA; Denzil Parmar, head of business dev, Global Interiors; Satish Pamini, assistant business dev manager, Global Interiors; Tarek Ardakani, manager, Bond Interiors; Philippe Montaubin, hotel cluster GM, Accor.

OBSTACLE TO OPPORTUNITY

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ROUNDTABLE / FF&E IN FOCUS

H

oteliers, how do you select your partners, contractors, suppliers and consultants?

Wael El Bahi: To open

Hawthorne Suites by Wyndham at Jumeirah Beach Residence the project began in February 2013 and was completed by June. I began as GM at the end of September and we opened on November 5. It wasn’t a flawless process and the project management (PM) wasn’t handled property so there is work we now have to revisit, but we can’t change that. In order to achieve the turnaround we returned to suppliers and contractors we had used previously and had a quick decision making process. From the franchise perspective, the involvement of the brand in the aesthetics is very limited.

Philippe Montaubin: As an international group we have standards that must be applied. The owners we sign agreements with have three choices: We come up with technical services in advance and the owner can source themselves or come back to us and use our contacts. Alternatively, the owner can handle all FF&E sourcing and we handle the OS&E side, but not all owners see the definition between FF&E and OS&E. Thirdly, we have an option for the owner to let the GM handle project management, but that’s a different ball game.

FF&E is one of the most costly expenditures in the launch of a hotel, but often comes at the end of a project when budgets are depleted and the official opening is looming.

Adding to this, the announcement of Expo2020 could spark a situation similar to the previous boom, leaving the UAE wide open to second rate contractors and suppliers. Hospitality Business investigates

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Do you ever find that when referring to your international brand guidelines for certain elements of an FF&E requirement, that you have difficulties sourcing specific items in this market?

PM: The actual sourcing not too much.

The main difficulty we find is that many of the owners and groups we work with have other businesses that could come into conflict with our referencing because they want to use their own brands.

Tarek Ardakani: FF&E is underestimated and often kept until the end of a project. You will also find that work is tendered for misleading prices, again underestimated, and then value engineered before everything goes back to the drawing board.

DECEMBER 2013

Sometimes the value engineering looks better, but it’s always the first specification that isn’t high enough.

David Cook: One issue to contend with is the variations during the build.

If you take a project with a $10m build price perhaps 20% of that goes towards FF&E to get everything fitted out and looking fantastic. However, by the time the tenders go out you have already used so much of that budget you could have only $800,000 left so you either go for what you can get or spend more.

Leila Abdulrahim: This has a lot to do with the process of construction, so the focus is about scheduling the construction and tendering the next phase of work as the project progresses. In reality what you can actually specify, for example a chandelier, will depend on the strength of the ceiling and it all needs to be considered together. In addition, the lead time is never accounted for.

PM: The lead time is dependent upon variations, which can occur at any time and push back the whole project.

Additional works are understandable, but variations impact time and budget.

TA: Let’s go back to the assets of the project. The calculations are made and this is where designers have to start thinking that FF&E and all these other things have to be included while also having a contingency that does not exceed a certain percentage.

Contractors love variations because they make money, but for us it disrupts the schedule for that job and other work we have coming in. If we go back and budget with a 7% variation then I think we can minimise the FF&E price issues a little better.

LA: If we were to take that approach and add that to an already tight budget, those initial customisations that we made to meet the budget and specifications are made even more difficult.

In addition to the pricing, with FF&E coming at the end of a project, so close to the opening date, you just end up with compromise.

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ROUNDTABLE / FF&E IN FOCUS

Are there any specific areas in the hotel where these issues tend to occur more often?

All: All of them!

Saleem Anwar: In terms of a physical area in the hotel the lobby can be problematic. In the process of the FF&E project, the approval of samples and mockups can also be troublesome as you are dependent on so many parties.

LAR: People don’t realise how complicated FF&E is and the principle becomes reaction not action. You have items that are tied to the structure, such as curtains, chandeliers, lights, and if the construction is mismanaged these can end up being screwed into dry wall because the contractor didn’t reinforce it.

Fabric is one of the highest cost items and needs to be fire retardant, ordering that takes time and if it’s too expensive you need to go back to the supplier and renegotiate. A certain type of stone needs delivery time management and that is down to good PM, which unfortunately is often handled by the client or contractor.

Companies like us stayed and in an Arab culture, where everything is about who you know and reputation, that’s very important between the owner and contractor, while also being a member of the management and scheduling when decisions need to be taken - deciding on colours and schemes and they get consultants and their friends over and they are all experts in interior design – that is the challenge! The colour coded time charts contractors work too are nice to look at but need to be stuck to and reinforced with strong decision making.

LA: It’s not just about being proactive,

Philippe, as a GM who has been thrown into the project management role, how did you deal with such challenges?

PM: Luckily I have opening experience, but as the person liaising

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there is a lack of project managers who willingly speak back to their client and admit when something isn’t possible. Clients don’t always understand the full extent of what is involved in these projects but they are still involved. So you have project managers afraid to say no and then sending that problem right the way back down the chain.

PM is also about advising on what is not right to do.

SA: PM is key to any project.

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ROUNDTABLE / FF&E IN FOCUS

DC: I feel like my job is primarily

People have a culture here where they do not want to deliver bad news

spotting liars and that is literally as straight to the point as I can be. If you have a big project on your lap every contractor wants it. There are times you know that elements of a tender bid are impossible to meet but without a consultant clients will spot check three or four elements of the document and as long as they are what they should be it’s a good quote.

In reality what a lot of contractors are doing it under quoting on the things they know the client will look at but vastly over quoting on unit prices elsewhere. A similar approach is taken to researching realistic lead times.

Satish Pamini: We also find this going the other way when the client will give us, the company doing the work, four months to complete a project but then they’ll half it. So you need to reprice to import things via air freight, rather than ship and it knocks out everything, but you have to work to it.

PM: You have to have a strong relationship with your owner in order

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to say no to something like that.

LA: and it’s your responsibility to tell them that.

DC: I think that one thing both the contractor and client really appreciate is honesty. If I am hired to deliver a particular project by a particular time and I think it’s achievable or I have serious concerns I will raise them so we can put penalties into the contracts to protect all the other parties.

If you feel the contractor is working to too tight a budget build in a contingency. I know what contractors can and cannot do and if I think they are working to a tight budget I will advise the client to plan for a 5% contingency in order to avoid issues and plan that into the contracts.

LA: I agree but people have a culture here where they do not want to deliver bad news.

TA: People here also want to execute projects fast, just to say ‘we can build fast’.

LA: This happens today and it’s more of a publicity stunt to rush through the construction or fit out of a project in

order to get to a certain set end date when a huge event will take place.

They like to be able to say ‘this opened within X amount of weeks’.

You can easily end up with something that is nothing like the original design, you’re just trying to make it work for the target date, which in itself has more to do with prestige and public relations, then after that you go back in and fix it.

With the Expo2020 announcement only days away, do you worry that, similarly to during the previous boom, the UAE will be wide open once more to second rate contractors and fit out firms who wish to exploit a buoyant market?

SA: Since the last recession hoteliers have become well aware of the costing and quality factors. Its true the market will be populated with new entrants however their reach will be limited or for a shorter time. To survive in the market, one has to compete with both price and quality.

LA: Because we have gone through it and seen the companies who came

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Heinz Grub Area Manager of Starwood properties in Dubai

Samer Khanfar GM, Jumeirah Living Dubai World Trade Centre Residence

Gerald Lawless President and Group CEO, Jumeirah Group

Majid Al Marri

Hospitality Business ME magazine The choice of the professionals To advertise please contact: vass.mafilas@cpimediagroup.com+971 55 887 0720 Alex Mafilas, Bendiouis, alex.bendiouis@cpimediagroup.com 50 458 9204 Vass vass.mafilas@cpimediagroup.com +971+971 55 887 0720 Ankit +9715555257257 2807 vass.mafilas@cpimediagroup.com+971 55 887 0720 Ankit Shukla, Shukla, ankit.shukla@cpimediagroup.com ankit.shukla@cpimediagroup.com +971 2807 Ankit Shukla, ankit.shukla@cpimediagroup.com +971 55 257 2807 Read every monthly issue free of charge via: www.hospitalitybusinessme.com Read every monthly issue free of charge via: www.hospitalitybusinessme.com

DTCM

ROUNDTABLE / FF&E IN FOCUS

I would really appreciate it if contractors, before bidding, had evidence to prove their projected lead times

here just for money and all left when the market crashed, companies like us stayed and in an Arab culture, where everything is about who you know and reputation, that’s very important.

These people will come, and they might get pieces of work from the new developers and new owners, but the grounded companies will be fine.

42 / HOSPITALITY BUSINESS MIDDLE EAST

TA: We see business is picking up and payment terms improving, but people are more concerned about what they are paying for. They want to know prices aren’t inflated.

LA: What we have to do now as interior designers is micro manage the sub-contractors and suppliers and inspect everything. We have to

DECEMBER 2013

push ourselves into those factories to see the products as they are being made and most of the time we have to sneak in. Sometimes you’re chasing round the country on evenings and weekends, whatever it takes, just to check quality but this is what we have to do. You need that experience because it’s not just about aesthetics.

TA: Problems occur when the owner is pushed for time either because of an opening event or interest payments from the bank and corners are cut in order to meet a deadline.

We had a client who insisted on proceeding with inferior flooring material, albeit with a different contractor because we would not do that element of the project. Seven days before the opening it peeled and they had to strip it all out and replace it. Be straight forward with the client.

LA: It’s a common problem. Yes a business has to make money but reputation, especially in the Arab world, is part of your profit and you can never compromise that to make more money.

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ROUNDTABLE / FF&E IN FOCUS

In order to achieve the turnaround we returned to suppliers and contractors we had used previously

Denzil Parmar: You have to have a relationship with the client. We as a company, even when there is no defects liability, will still follow up.

We speak to the people who are using the areas and furnishings, as well as the decision makers to make sure everything is still ok.

TA: Another problem we face is when the contractor company belongs to the hotel owner.

LA: We had a recent refurbishment job where we found a lot of leaks in the walls behind the guest rooms. When we removed the walls we discovered the drywall behind wasn’t properly joined but when you close that wall the problem is out of sight. That’s what happens with speed, I have turned down top brand jobs because the lead time would compromise the company’s integrity, and our reputation with the owner and operator.

TA: I have a solution to propose. For the discerning clients, present a full mock up room as part of the design fees, with interchangeable elements that allow them to see everything as it will be in the real completed room.

They can make certain changes there

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DECEMBER 2013

and then and it gives the consultant leverage. They will save much more money.

PM: Many owners just want the design and then they make their own mock up room because they want to be involved in the interior design.

If you could change one thing about how FF&E is executed in hotels what would it be?

DP: Lead time SP: It’s your reputation at stake more than money

LA: Access to see work in progress.

Don’t hide the work WB: Consistency PM: Coordination between the all parties involved.

DC: I would have said the same thing, but I would really appreciate it if contractors, before bidding, had evidence to prove their projected lead times and to say that so long as an order is placed by this date, we can deliver by this date.

TA: Knowledge of the consultant and who is quoting and the integrity of the person who is quoting. Many times we quote as per specification and we lose a job to somebody who is 40%

less on paper, but they haven’t met the specification.

LA: Then there is the reverse where you specify wood from three different suppliers, and the contractor goes to one supplier to get quotes for all three.

Communication is another issue.

We once had a project that included a huge chandelier. We were checking the order and that everything was fine, we were very doubtful and something seemed not quite right. One day we were on site and we saw a big circle of workers and cleaning personnel sitting on the carpet threading crystals and putting it together.

This was a beautifully designed chandelier that never made it to the proper manufacturing process and this was a very big hotel.

Instead pieces came from china and they had people sat on the floor putting it together. The end project is not good!

Hospitality Business Middle East would like to thank Novotel Al Barsha, Accor’s newest property in the UAE, for hosting this discussion in its custom designed meeting rooms.

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SPECIAL FEATURE

DURAVIT A hot, relaxing bath is particularly inviting on a cold, wet day at this time of year, we increasingly use the bathroom as a place of retreat, somewhere to warm up or simply as a quiet place for reflection and enjoyment, and the situation is not different in hotels.

With its feminine elegance, the

Happy D.2 range creates a stylish backdrop in the bathroom. The optimum slope of the backrest offers a comfortable position when reclining and ensures a feeling of total wellbeing. The free-standing adaptation is a sophisticated eye-catcher for the bathroom and is joined in the range

by Puravida, Nahho and Blue Moon.

LUXURY VISIONS A luxurious shower with high grade cosmetics isn’t complete without the most luxurious of bathrobes.

One of the most famous talking points of a hotel room, the humble bathrobe is no longer the functional extra used after bathing, but an essential mark of quality worn for all manner of relaxation.

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The William bathrobe from Luxury Visions is a full cotton, styled and embroidered masterpiece, available in traditional white with the option to include brand logos. It is complemented with Bellora Soap, wrapped in linen packaging of 200g/ each and produced with Talco, Lino and Amber scents.

DECEMBER 2013

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SPECIAL FEATURE

The essential, at a glance guide, to our top pic of bathroom product innovations

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SPECIAL FEATURE

AXOR In collaboration with Nendo Design, Japan, and Front Design, Sweden, Axor, the designer brand of Hansgrohe SE, has launched its latest ShowerProducts.

Nendo draws inspiration from an emotional living space outside the bathroom, while Front explores the technical origins of the water installation. Deriving from the Axor “WaterDream”, a conceptual project initiated by Axor that seeks out alternative visions for the bathroom space, the new products pave the way for alternative visions of the bathroom as a living space.

It’s not the first time Axpr has employed the expertise of top designers, in cooperation with the bathroom specialists, leading product designers, architects and interior designers develop their vision for the bathroom as a living space.

PACKING 90 SRL Discreet, functional and hygienic, the Hygienic Bag® dispenser, the historical product and strong point of Packing 90, is the Italian manufacturer of bathroom dispensers.

Measuring mm 97x137x25mm, the box is made of ABS plastic material, available in standard

48 / HOSPITALITY BUSINESS MIDDLE EAST

finishing coloured white, chrom, brushed, black and gold.

Other finishing is available upon request, as is personalisation with brand logos.

Suitable for the 25 bags refil, this little and beautiful unit is easy, stylish and of course Made in Italy …our philosophy!

DECEMBER 2013

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Exquisitely

British

Tradition endures - and this also applies to Bronnley. ADA complements the well-known British luxury brand‘s high standard of excellence by producing HONEY BLOSSOM, using only the finest, natural ingredients and a precious extract of honey, royal jelly and propolis. Body care for the most discerning tastes. ADA. Taking care all the way.

Your personal contact: Britta Hadler · Phone +971 (0) 4 380 6065 · info@ae.ada-cosmetics.com · www.ada-cosmetics.com

SPECIAL FEATURE/ MARKETING

Running an establishment is one thing but creating the fanfare to consistently drive crowds is quite another. Marketing heads from the top chains tell Hospitality Business that it’s not what you do, but how you do it

TALL ORDERS When opening the tallest hotel in the world, records alone are not enough to draw in the crowds. Briefed with the tallest of tasks, JW Marriott Marquis director of marketing, John Farrelly, headed the marketing team for the hotel launch.

A pinnacle in his career, Farrelly recalls the February 2013 event – where crowds were entertained by British singer Leona Lewis while mingling with the likes of Donna Karan and senior Marriott executives – as being designed to create a buzz, both locally and globally.

“It was a complex campaign that involved 12 months of research and

CONTENT IS KEY With a growing portfolio of 2-star to 4-star hotels across the MENA region, Golden Tulip regional director of sales and marketing, Viviane Khoury says the integration of content marketing is key to the success of overall marketing activities, particularly in such an increasingly competitive market space.

“The most successful campaigns have been the ones reaching directly to our end consumers, which is in the case of hotels, the guest. In order to reach our guests we use social media platforms where we can communicate to the audience, respond quickly and

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JOHN’S TOP TIPS 1. Assess and research the competition so you truly know and understand their strengths and weaknesses.

2. Identify how you can differentiate against the competition and ensure your communications focus on this.

3. In this extremely busy market, where it is hard to stand out against so many great 5-star products, being innovative is essential.

planning and included many different stakeholders. The impact we achieved was tangible, the awareness generated,

both locally and globally, significantly increased enquiry levels to the hotel from customers and the media.

VIVIAN’S TOP TIPS 1. Know your target market and communicate appropriately with each group.

2. Ask Why? Once you know the audience, know why you are developing content for them and what the aim is.

3. Use professional and simple tools and stick to your style guide.

share experiences and flash sales.

Online being the trend nowadays it is the platform audiences and potential guests are using on a daily basis as part of their everday lives and it’s essential to tap into it.”

DECEMBER 2013

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SPECIAL FEATURE/ MARKETING

OUT OF THE BOX At The Rezidor Hotel Group, synergy between revenue, sales and marketing teams was a key driver for executing a cross selling campaign, that has now been extended to a year-long initiative and has generated over $1m in incremental revenues across all hotels in the Middle East and SubSahara Africa.

Encouraging all teams to cross sell to sister properties, regional marketing manager for the Middle East and Sub-Sahara Africa, Stephanie AbouJaoude, explains: “Based on our focus areas and focus hotels, we have identified key properties and have put together a promotional calendar, created and produced all necessary promotional tools for all teams and with full guidance and support, we have lead and tracked this campaign which quickly turned into a successful cross-selling incentive programme.

Following its success this programme has also been implemented across our other regions.”

Continuing to stress the importance of monitoring such activities, AbouJaoude says that daring to be different, “can be unnerving but the rewards can be significant”.

Adding to the innovation Rezidor has now evolved from B2C and B2B, then C2C through social media, finally adopting B2E, business to employees, within the marketing equation.

“It’s a little clichéd perhaps, but marketers need to be able to think out of the box which means approaching problems in new, innovative ways,” she adds.

STEPHANIE’S TOP TIPS 1. Think outside the box and approach problems in new ways 2. All data is useful and it’s vital to track and monitor all campaigns 3. Take risks. Daring to be different can be unnerving but the rewards can be significant.

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SPECIAL FEATURE/ MARKETING

BUDGET TO BANK BUSTER

Since its opening Landmark’s CityMax Al Barsha has been known for quality rooms without the excessive price tag, but in the appointment of GM Walter Knight, Landmark found that the property could add much more value to the local community, not to mention its accounts.

The brains behind theme nights such as Moscow Mondays, Football Frenzy and other adhoc evenings that see sports stars including Chris Gayle and the J9 World Legends team welcoming guest to the hotel’s F&B outlets, Knight’s theme evenings have seen revenues driven from AED1000/ night to anything up to AED55,000/ night.

“Being based in a hotel we’re looking to attract international guests but also external and both need something new and interesting catering to their needs because this is what makes it interesting and exciting for people to come back to.

“If it’s regularly scheduled then guests can plan around the event.

Quizzes and theme nights are a good example of this.

“A lot of outlets fail because they begin a promotion to achieve a higher return but don’t commit over a long enough time period. It takes more than a couple of weeks. You have to speak to people to find out what works and what doesn’t.”

WALTERS TOP TIPS 1. Promotions have to be colourful and relevant to the audience you are targeting.

They also have to run for long enough to get the message out 2. Budget demands may seem high, but look for opportunity to leverage the event for example with signed memorabilia auctions.

3. Plan in advance and communicate with your audience via print, online and social media.

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DECEMBER 2013

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The Pro Chef ME magazine - the magazine for professionals

SASCHA TRIEMER, EXECUTIVE CHEF, ATLANTIS, THE PALM

MIDDLE EAST

Published by

If you work as a chef, restaurant manager, sommelier, banqueting manager or catering manager for a four or five star restaurant in the UAE, then apply for your free monthly copy of The Pro Chef Middle East, the magazine for fine dining professionals.

For all advertisment related enquires please contact the following: Sales Director: Ankit Shukla ankit.shukla@cpimediagroup.com +971 55 2572807

Vass Mafilas vass.mafilas@cpimediagroup.com +971 55 887 0720

Read every monthly issue free of charge via: www.cpidubai/com

SERVICES AND SUPPLIES

Services and supplies The world’s most useful and innovative new designs, delivered to you, every month

RAK CERAMICS STRENGTHENS KSA OPERATIONS RAK Ceramics, the UAE born ceramics manufacturer – which is also the largest in the world – has cemented its commitment to Saudi Arabia, with the debut of its 2014 range at Saudi Build.

The range comprises: These Gres Porcellanato floor tiles are available in sizes of 14.5 x 120cm and 19.5 x 120 cm; wood finish Sequoia tile available in 19.5 x 120cm and 14.5 x 120cm sizes and three colours; Chip Wood; Cargo Wood; The Stone Collection;

the Cementina Décor addition to the concrete collection; and Vietnam, which is made with stencils of various geometrical flowers, suiting a contemporary design style. The tiles are produced in 60 x 120cm formats for both wall and floor applications.

“Saudi Arabia is an important market for us and accordingly we are launching our 2014 range of tiles and showcasing our other products during Saudi Build,” said Massaad.

“We have carefully customised and selected

our wares to cater to the market demands of the kingdom as we continue to offer pioneering designed products that combine functionality with aesthetic appeal,” he added.

RAK Ceramics also this month won the Golden Prize for Best Official Website in the industry at the 7th UAE Excellence Awards, for best website concept, creativity, navigation, content, aesthetics and interactivity. The award was collected by Abdulla Mahmood, pictured below.

Abdulla Mahmood - UAE Web Awards

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DECEMBER 2013

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SERVICES AND SUPPLIES

DUTECH ISO CERT

L-R: Giulio Bonazzi, President and CEO of Aquafil and Rob Boogaard, Acting President and CEO of Interface EMEAI.

DUTECH, a leading Dubai based ICT service provider and a fully owned subsidiary of Dubai World, announced that it has been awarded the internationally recognised Information Security Management Standard, ISO/IEC27001:2005 certification.

This official certification is registered and accredited by Lloyd’s Register Quality Assurance (LRQA), one of the world’s largest vendors of independent assessment services and the United Kingdom Accreditation Service (UKAS), the UK’s sole national accreditation body.

HYBRID APP FROM RITZ-CARLTON INTERFACE HEALTHY SEAS Carpet tile manufacturer Interface, is participating in Healthy Seas, a Journey from Waste to Wear, new initiative designed to address the growing environmental problem of marine waste.

Interface is the first flooring company to participate in this global programme, founded by yarn manufacturer Aquafil, conservation group ECNC Land & Sea Group, and Dutch manufacturer Star Stock, as part of Interface’s long-term ‘Mission Zero’ sustainability goal.

The Healthy Seas initiative aims to provide a solution by bringing together

businesses, NGOs, divers, fishermen and other stakeholders to recover the fishing nets and recycle them into ECONYL® yarn that can be used for a wide range of textile products, including carpets, swimwear, underwear, high-tech clothing and sportswear.

Other waste-to-value initiatives Interface is working on include the like-for-like recycling of old carpet tiles into new carpet products through its breakthrough ReEntry™ 2.0 process, and the creation of a community-based supply chain for discarded fishing nets in partnership with The Zoological Society of London.

The Ritz-Carlton Hotel Company and Sayidaty one of the region’s leading Pan Arab female weekly magazines have entered a partnership with a leader in image-recognition and augmented reality, Blippar, bring physical magazines to life in a three dimensional digital experience launched from the printed page.

The technology enables smartphone and tablet users to unlock digital content experiences on screen and engage with The Ritz-Carlton through an augmented reality experience initiated by Ritz-Carlton print ads. The Blippar trigger image sits within a six page article in Sayidaty, as well as the iPad edition. The article showcases The Ritz-Carlton ‘Let Us Stay With You’ campaign.

PROFESSIONAL DEVELOPMENT TOOL LAUNCHED grow.ME, has become the first company in the MENA region to be certified to use a new professional development and assessment tool, Lumina Spark.

The tool is a solution for team managers looking to build on traditional psychometric assessments and stereotyping personality tests, by embracing opposing personality traits within individuals and doesn’t place people in the traditional limited boxes.

The company says it has already found the

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tool popular for recruitment and development.

As advances in social media have enabled individuals to present potential employers and partners with the image they wish to project, which may not always be the reality, this has presented a new series of challenges for organisations. Lumina Spark addresses this issue in two ways, by increasing the self awareness of the individual and by flagging any inconsistencies and concerns to the company.

SIAL EMIRATI CAVIAR Caviar sturgeon meat producer, emirates Aquatech has introduced its Emirati caviar to the regional market at SIAL Middle East, held in Abu Dhabi last month.

Aquatech operates the world’s largest and one of the most technologically advanced indoor recirculating sturgeon and caviar farms, at 56,000sqm.

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APPOINTMENT NEWS

Appointment news

The latest appointment and promotion news from the region FIRST HAWTHORNE ME GM NAMED

management subsidiary of Ajman-based R Holding LLC. He held the position for more than two years and established the property’s reputation as the preferred hotel in the Downtown area by both local and international visitors.

El Behi said: “Hawthorn Suites by Wyndham in JBR will open in two phases.

Our grand opening will happen very soon.

Wyndham Hotel’s first Hawthorn Suites branded hotel will be managed by Wael El Behi. The new city resort, is due to open by 2013 end.

Prior to this appointment, El Behi was General Manager of Ramada Downtown Dubai, another property owned and managed by R Hotels, the hotels and hotel

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DECEMBER 2013

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APPOINTMENT NEWS

As the General Manager of Hawthorn Suites

by Wyndham my main task is to oversee the full operation of the hotel.

“The challenge for me and my team is to get ready for operation in a very short period of four months, I am confident that we will achieve our goal because we have a good brand, a prime location and the great value for money. I am very happy to share that we are getting positive feedbacks from the market and specially our business partners who are working with us to promote the property to our target markets.”

SOFITEL AL KHOBAR GM NAMED Bringing 13 years’ of industry experience in the Middle East, Fares Yactine has been appointed to the role of GM at the 229 room Sofitel Al Khobar The Corniche.

Yactine joins the team at Sofitel Al Khobar The Corniche from Sofitel Thalassa Sea and Spa in the Kingdom of Bahrain, where he held the position of hotel manager for over two years.

“I am pleased to be joining such a prestigious property,” commented Yactine. “I look forward to building on the impressive reputation the property has established over the years, as well as making the hotel the preferred destination for guests travelling to the Gulf coastline.”

Fernandez started her career in the food and beverage industry in 1995 and since then has worked for some of the most prestigious hotels in the world, including InterContinental Hotels Group in Spain, Oman and France. Fernandez has also overseen operations for a number of Michelin-star restaurants, reaching exceptional guest satisfaction scores and developing unique concepts to improve guest experience.

Her most recent experience was as EAM, F&B, at Hotel Las Amèricas Resort in Columbia, where she oversaw a team of 250 staff members.

Fernandez holds a degree in Business Administration and Hotel Management from Centro Superior de Hosteleria de Galicia in Spain, which is certified by L’école Hôtelière de Lausanne. A Spanish national, Fernandez is fluent in English, Portuguese and French, in addition to her mother tongue.

The Sheik Zayed Road hotel also runs the Care For People Project, under which Shangri-La Hotel, Dubai is working with four trainees from the UAE Down Syndrome Association (UAEDSA).

The four colleagues work in various departments, including training, engineering, culinary and housekeeping.

Each trainee is accompanied by an occupational therapist with the aim of learning new skills and gaining valuable career experience in the hospitality industry.

SENIOR EXEC TEAM UNVEILED FOR IRAQ

Rotana has named is senior team heading the 5-star Karbala Rayhaan by Rotana, in Iraq; the only 5-star hotel in a city which currently attracts 12m visitors, mostly for religious and business purposes.

General Manager Nader Mobader, a hospitality player with 18 years’ of industry experience in Asia, Africa and the Middle East, will be supported by Ali Kamar who has been appointed to the role of Rooms Division Manager, and Wissam Injibar who takes on the position of Director of Sales, and Hassan Salameh as Executive Chef, overseeing the daily operations of the F&B department encompassing the hotel’s four dining outlets and one meeting room.

Mohamad Haj Hassan, Rotana’s Area Vice President – Iraq, Saudi Arabia and Sudan said the opening of the new Karbala property is a realisation of Rotana’s strong commitment to Iraq, one of the most promising emerging markets in the Middle East.

He added: “Iraq is a market that holds a great deal of interest for Rotana, and we wanted to make sure that the right team was in place to consolidate our reputation for service and excellence when we opened our second property in the country.”

SHANGRI-LA GM FLIES IN FROM CHINA Shangri-La Hotel and Residences, Dubai last month welcomed a new GM, Gerhard Hecker.

Previously GM of Shangri-La Hotel, Jakarta, Hecker has been with the company seven years, where he joined the preopening team for Futian Shangri-La, Shenzhen in China.

F&B HEAD FOR KEMPINSKI MOE Ahead of the opening of its new signature tapas restaurant at the end of last month, Kempinski Mall of The Emirates, Dubai, announced the appointment of F&B operations manager, Barbara Fernandez.

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JOB WATCH Jobs supplied by:

Job watch Time to move on? We can help.

All jobs can be applied for through www.Hozpitality.com

ACCOUNTS PAYABLE SUPERVISOR Industry: Hotels Clubs and Spas Department: Finance and Accounts Level: Supervisory level Location: United Arab Emirates (UAE) Recruiter: Hozpitality Consulting Preferably Indian nationals with at least 2 years GCC experience and 4 years overall experience in a similar role within a reputed 4 to 5 star property. Candidates must be proficient in hotel Accounting / POS systems and sound knowledge of accounting norms. Salary is AED 4,000 plus full hotel benefits.

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HOTEL MANAGER Department: General Management/ GM Level: Top Management Location: United Arab Emirates (UAE) Recruiter: Ayla Hotel 1. Applicable Skills - I. Leadership, II. Liaison, III. Communicative 2. Specific Duties and Responsibilities: In hotels, the Hotel Manager is the executive manager responsible for the overall operation of a hotel establishment.

- i. Revenue, ii. Cost Elements, iii. Marketing and Sales, iv. Day-to-day Operations, v.

Effective Planning, vi. Staffing, vii. Organizing,

viii. Decision Making, ix. Services, x. Legal Responsibilities

WHAT WOULD YOU DO IF YOU WEREN’T AFRAID? SHERYL SANDBERG

GENERAL MANAGER (TRAVEL & TOURISM)DUBAI Industry: Airlines, Travel Industry Department: General Management/ GM, Travel Management Level: Corporate /Group, Top Management Location: United Arab Emirates (UAE) Recruiter: Confidential Key Responsibilities of the Position: t Promote and market the business. t .BOBHF

DECEMBER 2013

HOSPITALITY BUSINESS MIDDLE EAST / 59

JOB WATCH Jobs supplied by:

budgets and maintain financial records.̓t Supervise the sales of travel products and tour packages, with a special focus on LOCAL TOURS. t 4PVSDF QSPEVDUT BOE EFTUJOBUJPOT UP meet consumer demands for bespoke travel BOE TVTUBJOBCMF UPVSJTN ̓t %FBM XJUI DVTUPNFS JORVJSJFT BOE BJN UP NFFU UIFJS FYQFDUBUJPOT ̓t Liaise with external and internal parties and establish long term business relations with such QBSUJFT ̓t 0WFSTFF UIF TNPPUI FGGJDJFOU SVOOJOH PG UIF CVTJOFTT ̓t /FHPUJBUF BHSFFNFOUT XJUI business partners e.g. overseas travel partners, air lines, hotels and other stakeholders. t Analyze market and re-focus business plan in response to market changes Skills: t 'MVFODZ JO &OHMJTI &GGFDUJWF Communication skills t &YDFMMFOU .BOBHFSJBM & Organizational skills t $PNQVUFS "DDPVOUJOH Software proficiency t "CJMJUZ UP CVJME BOE manage teams. t 3FTJMJFODF UP DPQF XJUI pressure at peak times.

F&B MANAGER Industry: Hotels Clubs and Spas, Restaurant/ Bars and cafÊ Department: Food and Beverage Service Recruiter: Media One Hotel, Dubai Media One Hotel is a refreshing dose of different. Whether it’s work or play, the hotel is buzzing with ultra trendy food & beverage outlets, state-of-the-art conference facilities and sleek and stylish rooms. A world away from being ordinary Are you creative, fun loving, cool to work with, quick on your feet, have a great sense of humor, love music, night life and trendy new concepts?

We need a European F&B Shift Leader with a fun loving attitude who can keep the place charming and have a great customer service behaviour.

You’ll love our atmosphere. Our dress code is trendy, too.

Minimum Requirement: t "U MFBTU UXP ZFBST PG XPSLJOH FYQFSJFODF BT B TIJGU MFBEFS JO B PS TUBS IPUFM t 7FSZ HPPE LOPXMFEHF BCPVU #FWFSBHFT t 1SJPS FYQFSJFODF PS USBJOJOH JO HVFTU SFMBUJPOT t /BUVSBM 4NJMF and excellent communication skills. If you think you fit the bill, you should definitely apply and TFOE VT ZPVS $7 EXECUTIVE CHEF Industry: Hotels Clubs and Spas, Restaurant/ Bars and cafÊ Department: Food Production/ Kitchen

60 / HOSPITALITY BUSINESS MIDDLE EAST

Level: Corporate /Group, Department Head, Top Management Location: Africa, Europe, ME/GCC (Except UAE) Recruiter: CHA International Be fully in charge in overseeing and directing all aspects of the kitchen operation in a 5-star Luxury hotel in the quiet Heliopolis of Cairo, Egypt. Keep up with market trends t &OTVSF UIBU BMM CVGGFU BOE QMBUJOH BSF executed with fresh, attractive designs that BSF DPOTJTUFOUMZ QJDUVSF QFSGFDU t 5IF IPUFM features spa services, swimming pools, 300+ guestrooms, and 9 F&B outlets serving a wide range of cuisine including Egyptian, Lebanese, Italian, Indian, Sushi, and French JOTQJSFE BGUFSOPPO UFB t " WFSTBUJMF &YFDVUJWF Chef is needed with at least 5 years similar experience in the Middle East, Egypt preferred PG DPVSTF t 5IF QPTJUJPO JT SFTQPOTJCMF GPS overseeing 100+ cooks and 40+ stewards as a patient trainer who communicates clearly in a manner that will motivate the team &VSPQFBOT BSF IJHIMZ FODPVSBHFE UP BQQMZ t For immediate consideration, please submit ZPVS EFUBJMFE BOE VQ UP EBUF $7 JODM B TIPSU portfolio of your work via email to nancy@ cha-international.com In the subject line please write “Executive $IFG /80%w GPS SFGFSFODF DUBAI – FOOD & BEVERAGE DIRECTOR / MANAGER Industry: Hotels Clubs and Spas Department: Food and Beverage Service Level: Top Management Recruiter: Apt Resources, Dubai Additional details: Our client, a reputed global chain of hotels is seeking for qualified and dynamic hoteliers to join their pre-opening team. Candidates for the above mentioned role must have excellent track record in the hospitality segment and should have relevant experience from a reputed 4 to 5 star chain.

DIRECTOR OF HUMAN RESOURCES Industry: Hotels Clubs and Spas Department: Human Resources (HR) Level: Top Management Recruiter: Apt Resources, Dubai Additional details:Â Our client, a reputed global chain of hotels is seeking for qualified and dynamic hoteliers to join their pre-opening team. Candidates for the above mentioned role must have excellent

DECEMBER 2013

I‘VE LEARNED THAT MAKING A ‘LIVING’ IS NOT THE SAME THING AS ‘MAKING A LIFE MAYA ANGELOU

track record in the hospitality segment and should have relevant experience from a reputed 4 to 5 star chain.

DOHA, QATAR – F & B DIRECTOR Industry: Hotels Clubs and Spas Department: Food and Beverage Service Level: Top Management Recruiter: Apt Resources, Dubai Additional details: t &YDFMMFOU DPNNVOJDBUPST XJUI UIF BCJMJUZ UP multitask and think quickly under pressure t &OTVSF UIBU PQFSBUJPOBM TUBOEBSET BSF met t 3FTQPOTJCMF GPS NBOBHJOH GPPE DPTUT upholding menu standards and controlling JOWFOUPSZt $SFBUF FWFOU TQFDJGJD NFOVT GPS occasions such as banquets, conventions and catered meetings AREA DIRECTOR OF SALES & MARKETING HYATT HOTELS SITUATED IN DUBAI Industry: Hotels Clubs and Spas Department: Sales and Marketing/PR Recruiter: Grand Hyatt Dubai Reporting to the Area Director/ General Manager for Hyatt Hotels in Dubai, the Area Director of Sales and Marketing is accountable for the strategy and execution of all Sales and Marketing related activities for Grand Hyatt Dubai.

In addition to acting as primary counsel to the Directors of Marketing within the area, the Area Director of Sales and Marketing works closely with Divisional and Area Specialists in Revenue. The Area Director of Sales and Marketing is responsible for Grand Hyatt Dubai to achieve annual revenue budget forecasts for Rooms and RMSI Targets, in addition to supporting all Hyatt Hotels in Dubai with coordinated Strategic Marketing activities aimed at maximizing brand visibility in identified key source markets (including MICE), and achieving sustained business growth within the region.

Key selection criteria for this position includes, but is not limited to: A university degree or equivalent in Marketing or )PTQJUBMJUZ 5PVSJTN NBOBHFNFOU t .JOJNVN 4 years work experience in the capacity of Director of Marketing, or Director of Sales in a MBSHF TDBMF IPUFM PQFSBUJPO t $PNQSFIFOTJWF understanding of the MICE business Market t %FNPOTUSBUFE TUSBUFHJD DBQBCJMJUZ TPMJE problem solving, administrative and interpersonal skills.

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TENDERS

Tel: (+971) 2 634 8495 www.EmiratesTenders.com

Tenders All the latest tenders information you need to know about

NEW TENDERS

Client Name: Council of Ministers General Secretariat (Kuwait) Address: Seif Palace Bldg., Gate No. 4 City: Kuwait Country: Kuwait Phone: (+965) 180 0008 Ext. 2501 / 2803 / 2348 Fax: (+965) 2222 1417 Nature of work: Provision of Cleaning PALM JUMEIRAH HOTEL and Hospitality Services.

PROJECT Cost of tenders ($):2145 Last date of submission: November 10, 2013

$53M

Client Name: Ministry of Public Works (Kuwait) Address : Ministry of Public Works Bldg., 3rd Floor, 6th Ring Road

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DECEMBER 2013

City: Safat 13001 Postal/Zip Code: 8 Country: Kuwait Phone: (+965) 2538 5520 / 2538 5530 Fax: (+965) 2538 5219 / 2538 5234 eMai : hmansour@mpa.gov.kw Nature of work: Provision of Hospitality Services.

Cost of tenders ($):75 Last date of submission: November 11, 2013 Client Name: Family Development Foundation (Abu Dhabi) Address: Al Mushrif City: Abu Dhabi Country: United Arab Emirates Phone: (+971-2) 409 0169 Nature of work: Provision of hospitality services (Buffet) for the activities and events of a Government authority

during the year 2014.

Cost of tenders ($):545 Last date of submission: November 17, 2013 Client Name: Department of Finance - Purchasing Administration (Abu Dhabi) Address : Corniche Street, 7th Floor, Office No. 703 City: Abu Dhabi Postal/Zip Cod : 246 Country : United Arab Emirates Phone: (+971-2) 810 1000 / 810 1551 Fax: (+971-2) 810 1999 Nature of work: Provision of daily food buffet services for the staff of a Government authority.

Cost of tenders ($):820 Last date of submission: November 13, 2013

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TENDERS

Client Name: Ministry of Interior (Saudi Arabia) Address: Al Washm Street, City: Riyadh 11134 Postal/Zip Code: 2933 Country: Saudi Arabia Phone: (+966-1) 401 1944 / 401 1111 Fax : (+966-1) 403 1185 http://www.moi.gov.sa Nature of work: Provision of catering services for a ministry.

Cost of tenders ($):1335 Last date of submission: December 17, 2013 Client Name: Ministry of Health (Dubai) Address: Muhaisna 2, beside Etisalat Academy, Sheikh Mohd. bin Zayed Road Cit : Dubai Postal/Zip Code : 1853 Country: United Arab Emirates Phon : (+971-4) 230 1000 http://www.moh.gov.ae Nature of work: Provision of catering and nutrition services for hospitals in all medical regions.

Cost of tenders ($):1360 Last date of submission: November 18, 2013

NEW & CURRENT PROJECTS

Project name: Entisar Tower Project - Sheikh Zayed Road Description: Construction of Entisar Tower comprising more than (100) storeys offering (444) serviced apartments, including a 112-key hotel.

Client: Meydan L.L.C (Dubai) Country: UAE Status: New Project Project name: Stella Dubai Hotel Project - Dubai Marina Description: Construction of Stella Dubai Hotel comprising three basements, one ground floor and (30) additional floors.

Client: Private Investor (Dubai) Country: UAE Consultant: Conin Incorporated Consultants (Dubai) Status: New Project Project name: Dubai Modern Art Museum & Opera House District Project - Downtown Dubai Description: Construction of Dubai Modern Art Museum & Opera House District comprising a modern art museum, an opera house, cultural facilities, including two hotels, studios and leisure facilities.

Client: Emaar Properties PJSC (Dubai) Country: UAE Consultant: Atkins & Partners Overseas (Dubai)

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Status: New Project Project name: Tiara Hotel Project - Palm Jumeirah Description: Construction of a Hotel comprising two mixed-use buildings, including a dedicated 216-room hotel as well as 116 residential apartments.

Client: Zabeel Investments L.L.C (Dubai) Country: UAE Contractor: Arabtec Construction L.L.C (Dubai) Budget ($): 53,000,000 Status: Current Project Project name: Al Baleed Resort Project Description: Development of a high-end resort comprising (30) hotel rooms and (106) pool villas.

Client: Musstir (Oman) Country: Oman Contractor: Carillion Alawi L.L.C (Oman) Budget ($): 13,000,000 Status: Current Project

Project Description: Carrying out expansion of Muscat City Centre Mall.

Client: Majid Al Futtaim Investments (Oman) Country: Oman Contractor: Douglas OHI (Oman) Budget ($): 15,000,000 Status: Current Project Project name: Kempinski Hotel Project - The Wave Development Description: Design and construction of five-star Kempinski Hotel comprising (309) rooms and (77) hotel apartments.

Client: The Wave Muscat S.A.O.C (Oman) Country: Oman Contractor: Carillion Alawi L.L.C (Oman) Budget ($): 300,000,000 Status: Current Project

$300M

Project name: The Address The Boulevard Tower Construction Project Project name: Abraj Kudai Mixed-use KEM PINSKI THE WAVE Downtown Dubai Towers Project Description: Construction of Description: Construction of 340-metre, Abraj Kudai mixed-use towers comprising a total 63-storey The Address The Boulevard Tower comprising of (12) buildings ranging in height from 30-45 storeys. a 5-star hotel and serviced apartments consisting of Client: Ministry of Finance (Saudi Arabia) studios, one-two-three and four-bedroom apartments.

Country: Saudi Arabia Client: Emaar Properties PJSC (Dubai) Consultant: Dar Al Handasah (Shair & Partners) - Saudi Country: UAE Arabia Consultant: Atkins International (Dubai) Contractor: Saudi Binladin Group (Saudi Arabia) Contractor: Brookfield Multiplex Constructions Middle Budget ($): 3,500,000,000 East L.L.C (Dubai) Status: Current Project Status: Current Project Project name: Marsa Malaz Hotel - Costa Malaz Project name: Muharraq Seef Mall Project Description: Construction of a five-star hotel comprising Description: Design and construction of Muharraq two basement levels, a ground floor and five additional Seef Mall comprising two floors offering approximately floors offering (281) rooms.

30,000 square metres of retail space with ample parking Client: United Development Company q.s.c. (UDC) – underneath on the ground level, including an open air Qatar amphitheatre that will be used for public and cultural Country: Qatar events.

Consultant: Arab Engineering Bureau (Qatar) Client: Seef Properties (Bahrain) Contractor: Construction Development Company - CDC Country: Bahrain (Qatar) Contractor: Almoayyed Contracting Group (Bahrain) Budget ($): 56,000,000 Budget ($): 45,000,000 Status: Current Project Status: Current Project Project name: The Ribbon Mall Project - Motor City Project name: Lebanon Waterfront City - Phase 1 Description: Construction of a new shopping mall Description: Development of Lebanon Waterfront City, comprising (11) retail units and (16) new food and a master-planned mixed-use community comprising beverage outlets. six towers, various pedestrian plazas and a lively marina Client: Union Properties PJSC (Dubai) promenade - Phase 1.

Country: UAE Client: Majid Al-Futtaim Properties (Dubai) Status: New Project Country: Lebanon Status: New Project Project name: Muscat City Centre Mall Expansion

DECEMBER 2013

HOSPITALITY BUSINESS MIDDLE EAST / 63

COLUMN

Food trends, franchises and supply chain

By Daniel G . During, principal and Managing Director, Thomas Klein International

I

t is funny how everything in Dubai works in waves…big waves that is.

The real estate wave, the Russian tourist wave, the gourmet burger wave…and now the Spanish tapas wave. Seville’s pioneering work back in 1999 has been seconded 10 years later by the likes of Toro Toro, who brought tapas to a new dimension.

Now, it looks like everyone is jumping on the Tapas bandwagon... from Bapas at the H Hotel, to Fuego in Souk Al Bahar, to the new Salero due to open at the Kempinski MOE. So it seems that the drinks and ‘food to share’ concept that started hundreds of years ago in Spain and is present in almost every international city, is finally taking momentum in

64 / HOSPITALITY BUSINESS MIDDLE EAST

DECEMBER 2013

Dubai, and it’s about high time!

Latino restaurants seem to be next in line after tapas…it seems that after the Arab invasion of Al Andaluz, the Andalucians are now getting back to Arabia!

Dubai still seems to reflect on what is happening in the world, and follows emerging trends a year or two later. While gourmet burgers have already reached their peak elsewhere, we are still bringing foreign concepts into Dubai. Krush, Umami Burger and 5 Guys are only a few of the names already signed for Dubai or negotiating their entry, so it looks like we will have some 50 international brands stores and only one local brand: Burger Rebel - voted best burger in Dubai on numerous

occasions, yet hidden away in the sombre corridors of Wafi Mall.

Dubai is still fixated on brands and importing big names, even for something as non-proprietary as a burger. I must agree with Chef Izu Ani of La Serre, who, in a recent interview strongly stated that Dubai needs more entrepreneurial chefs to open their own restaurants, and less brands brands brands. It’s the same banner I have been flying for the last 10 years, and this approach is applicable to the fine dining scene in as much as it is true to casual dining.

On the supply chain side, while the world is going locavore and every civilized city tries to consume from within its vicinity and county to reduce transport and to encourage local businesses, we are still totally dependent on importing goods.

Unfortunately the government has done little to encourage local production, possible during our winter months, and if we consider that many countries can’t produce in their 7 or 8 months of winter due to weather conditions, our 4 months of summer seem very small in comparison. From watermelons to figs, from duck and veal, we could be producing our own food, thereby reducing carbon footprint and shipping costs that ultimately reflect on the price of food we pay in restaurants.

That being said, I believe we in Dubai will eventually get there and be the trend setters instead of the trend followers.

Hopefully after the burgers and the tapas we will move onto healthy dining, protein-rich filling salads, serving offal, single proposition restaurants, superior dining at affordable prices, quality comfort food, food trucks, proper 24 hour restaurants, re-purposed interiors, recycling, locavore eating and of course social responsibility, all which are already high on the list of the global trends.

As we say here, Inshallah bukra… maalesh

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