Hospitality Business ME

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'FBUVSF Save energy, save money: Green Globe help light the way to creating a sustainable future *OUFSWJFX St Regis Saddiyat Island on creating Abu Dubai’s ‘first true beach resort’ 2 " Are Dubai’s diners still swayed by a celebrity chef?

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5SFOET The latest home furnishing trends from the States; how to market a jazz club; Jumeirah’s new fitness concept; the design tricks that make a menu work 5FOEFST 23 tenders you can’t afford to miss out on

GLOBAL HOTEL INDEX: Asia Pacific 65.5% - Americas 63.4% - Europe 70.5% - Middle East/ Africa 60.4% (Average room occcpancy May 2012)

$-"44*'*&% Majid Sager Al Marri, Director of Hotel Classification at DTCM, shares his vision for the hotels of Dubai

In association with...

Publication licensed by IMPZ

DESIGNER ARTWORKS FOR HOTELS AND COMMERCIAL PROJECTS TEL: 050 5382067 E: ARTWORKS.EF@GMAIL.COM WWW.UAEARTGALLERY.COM

CONTENTS

20

32

48

23

cpidubai.com

JULY 2012

04

EDITOR’S LETTER

06

NEWS WATCH EVERYTHING YOU NEED TO KNOW ABOUT THE UAE AND MENA

11

DATA WATCH THE LATEST STATS FROM THE REGION’S ANALYSTS

15

TENDERS THE REGION’S NEWS PROJECTS YOU NEED TO KNOW ABOUT

20

OPENING SOON FRASER SUITES, DOHA, QATAR

23

COVER STORY CLASSIFIED! MAJID SAGER AL MARRI EXPLAINS THE NEW HOTEL CLASSIFICATION SCHEME

29

SAVE ENERGY, SAVE MONEY GREEN GLOBE’S SUSTAINABILITY AUDIT CAN HELP HOTELS’ BOTTOM LINE, AND THE PLANET

32

GM INTERVIEW MAX WIEBERINCK DISCUSSES THE NEW ST REGIS SAADIYDAT ISLAND’S POPULARITY

35

SUPPLY & DEMAND WE LOOK AT BOTH SIDES OF THE CLEANING SUPPLIES CHAIN

40

Q&A IS A CELEBRITY CHEF STILL A DRAW FOR DUBAI’S DINERS?

48

HOW CAN WE MAKE DINING OUT MORE AFFORABLE? DANIEL DURING FROM THOMAS KLEIN MULLS THIS OVER

50

DU ENJOY BANDWIDTH ON DEMAND

57

TRENDS THIS MONTH’S BOLDEST AND BEST IDEAS AND PRODUCTS

72

COMMENT DISCOVER THE POWER OF INTEGREATED SECURITY

HOSPITALITY BUSINESS MIDDLE EAST / 1

COMMENT / EDITOR’S LETTER

Editor’s letter The future is set to be an exciting time here in Dubai

T

his month we’re looking to the future. So far the year’s been one of high hopes and excitement with a flurry of new launches and openings but the future’s even more exciting. Paving the way to ensure Dubai sits up there with the world’s best cities is the Department of Tourism and Commerce Marketing (DTCM), who have revamped the tired Guest Accommodation Classification Scheme and come up with something far reaching and comprehensive, which will help Dubai flourish as a destination for all kinds of traveller.

Read more in our exclusive interview on page 23 and as part of our future, we will be working closely with DTCM to bring you their latest news every month.

Looking to a bigger future is Green Globe, a global sustainable certification programme, that hopes to ensure properties don’t just save money but also help to save the planet (p28). Daniel During, from Thomas Klein, wonders how we can help shape the future of eating out by reconsidering alcohol licenses on page 48, whilst two panels of expert restauranteurs and Executive Chefs debate whether there is still plenty of mileage in the celebrity chef concept.

Paving the way to ensure Dubai sits up there with the world’s best cities is the DTCM Elsewhere in the magazine, Du, our exclusive telecoms partner, explores the potential opportunity for increased bandwidth as hotels struggle to cope with guests’ needs for higher and higher capacity internet connections (p50), whilst we take a look at prospective interior design trends on page 60. We find Accor and Jumeirah are also both investing in their futures, with comprehensive staff training (p62) and rolling out holistic updated fitness concepts (p68) respectively.

As the summer reaches its peak and Ramadan is nearly upon us once again, take some time to think about what you want for your future, here at Hospitality Business, we know we’re really excited about ours.

Enjoy the latest issue.

ASSOCIATE PUBLISHERS Alex Bendiouis Carol Owen Georgina Wilson-Powell EDITORIAL Group Editor: Georgina Wilson-Powell georginawp@cpidubai.com / +971 50 574 2884 Contributors: Dave Reeder Senior Designer: Christopher Howlett Photography: Cris Mejorada ADVERTISING Antony Crabb antony@cpidubai.com / +971 55 338 7639 Alex Bendiouis alex@cpidubai.com / +971 50 458 9204 Carol Owen carol@cpidubai.com / +971 55 880 3817 Rekha D’Souza rekha@cpidubai.com Shabs Khan Skhan@cpidubai.com MARKETING & COMMUNICATIONS Marizel Salvador marizel@cpidubai.com WEB DEVELOPER Louie Alma PRODUCTION Operations Director: James Rawlins Production manager: Devaprakash DISTRIBUTION Rochelle Almeida SUBSCRIPTIONS www.cpievents.net/mag/magazine.php PRINTED BY Atlas 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

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A publication licensed by IMPZ © Copyright 2012 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.

4 / HOSPITALITY BUSINESS MIDDLE EAST

JULY 2012

NEWS WATCH

30% UAE NEWS

REVENUE INCREASE IN Q1 FOR ELAF GROUP, SAUDI ARABIA

NEWS IN BRIEF FOUR SEASONS TO OPEN IN DUBAI IN 2014 Canadian brand Four Seasons has announced it will debut in the UAE in Dubai on Jumeirah Beach by mid 2014.

The property is owned by Bright Start and developed by H and H Investment and Development. It will be called Four Seaons Resort Dubai at Jumeirah Beach.

MARVEL THEME PARK PLAN RESURRECTED AT CITY OF ARABIA A good superhero never dies, and neither does it seem a plan for a superhero based theme park. The Marvel theme park (Spiderman, The Avengers, X-Men) will open Q4 2013 as part of the delayed City of Arabia development on Emirates Road. The indoor family entertainment centre is set to span 350,000 square feet and is owned and operated by Ilyas and Mustafa Galadari (IMG) Group.

4,000+ HOTEL ROOMS ADDED IN DUBAI THIS YEAR According to Ernst & Young’s latest report, Dubai has 19,000 hotel rooms (excluding hotel apartments) in the pipeline, or 32.8 per cent of the existing supply (according to STR Global), with 4,000 to come online this year. Openings this year will include the JW Marriott Marquis and Movenpick JLT.

DUBAI TOURISM INDUSTRY TO GROW 6.5% UNTIL 2021

Emirates Palace awarded Certificate of Excellence by TripAdvisor The leading Abu Dhabi hotel has been recognised by popular online site TripAdvisor, for its sumptuous suites and outstanding service.

The award is a result of ® training programmes that have developed the VIP guest service.

“TripAdvisor® is pleased to honour exceptional businesses for consistent excellence, as reviewed by travellers on the site,” said Christine Petersen, President of TripAdvisor® for Business. “The Certificate of Excellence award gives highly rated establishments the recognition they deserve.”

Oetker HOTEL Group debuts in Abu Dhabi European high-end luxury brand Oetker has announced its first steps into the Middle Eastern market with a new property in Abu Dhabi. Le Bristol Abu Dhabi will open in 2013. It follows on the heels of the latest Oetker launch in Marrakech, Palais Namaskar, which launched in April this year.

The World Travel and Tourism Council has released a report showing that the UAE’s tourism and shopping sector should grow by 6.5 per cent annually until 2021.

This expansion is aided by new shopping developments in the UAE, outside of the traditional axis of Dubai and Abu Dhabi, such as Al Shaab Village in Sharjah.

Air Arabia debuted a direct route between Sharjah and Salalh recently. The new flights have launched just in time for ‘Khareef’, the popular month of cooler weather.

SpiceJet launched in June

JULY 2012

Oetker to open in 2013 in Abu Dhabi

Spicejet takes off from Dubai

AIR ARABIA LAUNCHES DIRECT FLIGHTS TO SALALAH

6 / HOSPITALITY BUSINESS MIDDLE EAST

Emirates Palace General Manager Bugra Berberoglu also added, “Emirates Palace strives to set new standards of excellence for both service and facilities and is delighted to have once again received the international acclaim it deserves. The TripAdvisor® Certificate of Excellence is extremely important to our team as it recognises the voice of the guest and rewards our continued efforts to ensure Emirates Palace remains the world’s leading, luxury destination hotel.”

India’s Spicejet, a low cost carrier service, will now operate between Dubai, Delhi and Mumbai. The Boeing 737-800s will operate from Terminal 1, and more routes will be added in the future.

“Dubai is a good market for our airlines, which is rare to find. There has been more tourism to India besides the large Indian population in UAE who visit their homeland,” said Neil Mills, the CEO of SpiceJet.

cpidubai.com

NEWS WATCH

$700

AVERAGE VISA TRANSACTION OF CHINESE TOURISTS IN DUBAI (source: Visa)

UPS HILTON HOTELS & RESORTS WIN AGAIN Named Leading Choice Hotel Brand for Business Travellers in the Middle East

by BDRC Continental for the fifth year running.

ABU DHABI SPENDING AT RECORD HIGH The IMF has recorded the UAE capital’s spending at an all time high to around Dh314.7 billion in 2011, up from Dh260.2 billion in 2010.

UAE NO.6 FOR MILLIONAIRE HOUSEHOLDS

Saudis spend $127m on hotels in UAE A recent report from Visa called ‘Tourism Outlook:UAE’ compared tourism receipts to see who spent the most in the Emirates. Saudis spent the most in the UAE, clocking 1.1m transactions on Visa debit and credit cards in 2011, with a total spend of $336.3m. $127m of this was on accommodation (up over 80 per cent on last year).

Ahmed Gaber, Country Manager for Visa in Saudi Arabia, said: “This report highlights the ongoing appeal of the UAE as a destination for Saudi travellers, as well as underlining the importance of Saudi as a source market of considerable income for the UAE tourism industry. Visa ensures travellers can make purchases and payments securely and conveniently.”

Boston Consulting Group has found that the UAE has the sixth most millionaire households in the world, having over $1m cash, excluding property and businesses.

HERBIELAND CANCELLED A theme park based around Herbie, the sentient Volkswagen Beetle has failed to attract any interest from investors.

The project will be relocted to Arizona.

QATAR’S OLYMPIC BID FAILS Qatar’s dream of hosting the Olympics alongside the FIFA World Cup has ended. It will now focus on bringing the Olympic rings to Doha in 2024.

BOMB MAKING IN BAHRAIN The US government has expressed concern at the finding of bomb-making equipment in the Kingdom, which could escalate local tension further.

DOWNS Huge sums of Saudi rials are spent in the UAE every year

cpidubai.com

JULY 2012

HOSPITALITY BUSINESS MIDDLE EAST / 7

NEWS WATCH

53,000

ABSOLUTE SHARE PRICE PERFORMANCE: 24-28 JUNE 2012

8

6

MARRIOTT INTERNATIONAL

OMAN TO GET THREE STAR HOTEL

2

WHITBREAD

MILLENIUM & COPTHORNE

30 MORE HOTELS IN ABU DHABI BY 2015

HH HOTLES

0

ACCOR

4 HYATT HOTELS

Omran, the government company which looks after tourism development, investment and management, has approved an agreement with Duqm Special Economic Zone Authority (DSEZA) to build the country’s first ever pre-fabricated three star hotel. The hotel is a result of the increased economic activity around Duqm Port and Dry Dock.

MELIA HOTELS INTERNATIONAL

The Marriott Group has opened luxury projects in Riyadh. Marriot Executive Apartments recently launched for longer stay high end guests, whilst the Courtyard Riyadh by Marriott will open in time for Ramadan, and is based near the city’s Diplomatic Quarter.

10

INTERCONTINENTAL HOTELS GROUP

MARRIOTT OPENS TWO HOTELS IN RIYADH

share prices for the leading global hotel brands in the market. source: HVS Middle East (hvs.com)

Hospitality consultants, HVS, impart with us the most recent actitvity in

REZDIOR HOTEL GROUP

NEWS IN BRIEF

STARWOOD HOTELS & RESORTS

OTHER NEWS

BRANDED HOTEL ROOMS CURRENTLY ON OFFER IN SAUDI ARABIA (source: STR Global)

The Abu Dhabi Hoteliers group has reported that there will be no fewer than 30 new properties over the next few years including two new Marriotts, a huge Ritz-Carlton which is due to open next year and a new Edition hotel, which is another Marriott brand and five new openings from Rotana’s portfolio of brands.

-2

Thursday

52 - Week

SAUDI’S HOTEL PORTFOLIO TO GROW BY 58%

Closing share price as at:

28-June-2012

High

Low

Accor (Euro)

23.3

32.0

17.0

Hyatt Hotels (US Dollar)

35.8

44.5

29.2

STR Global have reported that number of hotel rooms within the Kingdom will increase by 58 per cent as international brands look to compete for the millions of annual pilgrims. InterContinental will increase its share by 50 per cent to 7,300 rooms by 2015, while as reported previously, Hyatt is to add eight properties, and Accor will open a 1,315 room Pullman in Makkah. In addition Starwood will increase its portfolio by five hotels.

8 / HOSPITALITY BUSINESS MIDDLE EAST

JULY 2012

-4

Source: Reuters

Intercontinental Hotels Group PLC (British Pound)

15.1

15.8

9.4

Marriott International (Euro)

37.5

40.5

24.0

Melia Hotels International

4.2

8.7

3.5

Millenium & Copthorne (pp)

475.0

526.0

368.6

NH Hotesl (Euro)

2.1

5.4

1.7

Rezidor Hotel Group (KR)

23.4

41.9

16.3

Starwood Hotels & Resorts (US Dollar)

50.3

60.8

35.8

Whitbread PLC (British Pound)

20.2

20.6

13.4

cpidubai.com

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NEWS WATCH

$98m MENA NEWS

REVENUE BROUGHT IN BY ABU DHABI HOTELS IN MAY 2012 - UP THREE PER CENT (source: Abu Dhabi Tourism and Culture Authority)

NEWS IN BRIEF

Economy chain to go into Saudi

LEBANON LAUNCHES TOURISM AWARENESS CAMPAIGN

Wyndham Hotel Group, the largest hotel company in the world has announced a franchise with the Saudi Automotive Services Company (SASCO) for 20 Super 8 hotels in the Kingdom over the next five years. The economy branded hotels will be close to highways and offer convenient access to food outlets, mosques and petrol stations.

“Super 8 is a convenient and trusted highway hotel brand, which makes it ideal for the long highways and the volume of car journeys in this market,” said Wyndham Hotel

Lebanon has kickstarted a major promotional campaign across both Western and Arab countries to help increase tourism, which contributes 20 per cent to the country’s GDP and employs 250,000 people. However the World Travel and Tourism Council puts its GDP contribution at half this amount, 10 per cent or $4.3 billion. Visitor numbers dropped to 1.6m in 2011, from 2.2m in 2010 as the country’s tourism was indirectly affected by the Arab Spring turmoil.

Group’s Regional Vice President for Middle East and Africa, Bani Haddad. “With expertise in automotive and roadside services, SASCO is the ideal collaborator to bring the brand into this market, and we believe the relationship between Super 8 and SASCO will ultimately be of benefit to road travellers throughout the Kingdom.”

These hotels will also feature Super 8’s new room concept for the MENA region which includes large family rooms with adjacent living spaces to reflect local market needs.

SWISSOTEL MAKKAH COMMENCES OPERATIONS The Swissotel Makkah is located a few steps from the Grand Mosque and offers 1,487 rooms and suites, it will be the biggest property in the chain’s portfolio.

Opening in time for Ramadan, Mohammed Arkobi VP & MD, Fairmont Raffles Hotels International Makkah is buoyant about the property’s upcoming performance, “With the most convenient location in Makkah, we anticipate Swissotel Makkah to be the preferred destination not only for pilgrims and Umrah performers but also for business travelers, who will be visiting the holy city of Makkah.”

ELAF GROUP TO BUILD FOUR MORE HOTELS IN SAUDI Elaf group of companies will construct four further properties in response to a strong first quarter performance. The additional hotels will be located in Jeddah, Makkah and Madina, resulting in an investment of around SAR400 m. The properties will be completed between 2012 and 2014.

“These projects are part of our continuous efforts to address the demands of the increasing number of tourists visiting the Kingdom. We will remain steadfast in our commitment to support the government’s move to promote Saudi Arabian tourism and help the sector become a major contributor to the country’s economy,” said, Ziyad Bin Mahfouz, President of Elaf Group.

10 / HOSPITALITY BUSINESS MIDDLE EAST

JULY 2012

SASCO signs the Super 8 deal with Wyndham Hotel Group

Al Jebel al Akhdar, Oman to be ready end 2013 The Omani resort hotel at Hail Misbhat will open in December 2013, its owners Omran have announced.

Dawood Contracting has overseen the construction of the property, working to international LEED requirement

to protect the local environment. The hotel resort will be one of Oman’s first environmentally friendly properties.

Operators Alila have planned a cliffside restaurant and a pool, 2,000m above sea level.

cpidubai.com

DATA WATCH

Data watch Global hotel data review for May 2012 from STR Global ΜAY 2012 VS MAY 2011 KEY FIGURES

ASIA PACIFIC

2.3%

OCC%

INCREASE IN OCCUPANCY FROM MAY 2012 IN ASIA

ADR

PERCENTAGE CHANGE FROM MAY 2011

2012

2011

2012

2011

OCC

ADR

REVPAR

65.5

64.0

135.85

134.56

2.3

1.0

3.3

REVPAR

88.94 86.12 2012

2011

AMERICAS

6.6%

INCREASE IN REVPAR FROM MAY 2011 IN AMERICAS

OCC%

ADR

PERCENTAGE CHANGE FROM MAY 2011

2012

2011

2012

2011

OCC

ADR

REVPAR

63..4

61.4

107.64

104.38

3.4

3.1

6.6

REVPAR

68.30 64.04 2012

2011

EUROPE

-10.5%

DECREASE IN REVPAR FROM MAY 2011 IN EUROPE

OCC%

ADR

PERCENTAGE CHANGE FROM MAY 2011

2012

2011

2012

2011

OCC

ADR

REVPAR

70.5

71.2

134.93

149.19

-1.0

-9.6

-10.5

REVPAR

95.11 106.27 2012

2011

MIDDLE EAST/AFRICA

13.3%

INCREASE IN OCCUPANCY FROM MAY 2011 IN MIDDLE EAST/AFRICA

cpidubai.com

REVPAR

OCC%

ADR

PERCENTAGE CHANGE FROM MAY 2011

2012

2011

2012

2011

OCC

ADR

REVPAR

60.4

53.3

146.32

148.68

13.3

-1.6

11.5

JULY 2012

88.39 79.30 2012

2011

HOSPITALITY BUSINESS MIDDLE EAST / 11

DATA WATCH

The hotel benchmark The Earnst & Young hotel benchmark report provides a monthly performance overview of leading hotels in the Middle East. It includes five star and four star international branded and operated properties DUBAI OVERALL MONTHLY PERFORMANCE KEY FIGURES

% OCCUPANCY DUBAI - OVERALL HOTELS

Occupancy %

6.7%

INCREASE IN ADR IN MUSCAT FROM 2011

100 90 80 70 60 50 40 30 20 10 0

Occupancy % April 2011 - April 2012

75.2

76.7

75.9

82.3

80.8

87.4

83

87.9

87.7

89.3

Jan

Feb

Mar

Apr

280

290

Mar

Apr

250

249

Mar

Apr

85.7

74.1 52.6

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

AVERAGE ROOM RATE DUBAI - OVERALL HOTELS (US$) Average Room Rate April 2011 - April 2012

Dhs290

300 Average Room Rate

AVERAGE ROOM RATE IN DUBAI IN APRIL 2012

350

250

255

249

254

274

268

217

200

193

150

189 156

158

147

Jun

Jul

Aug

100 50 0

Apr

May

Sep

Oct

Nov

Dec

Jan

Feb

241

235

Jan

Feb

REV PAR IN DUBAI - OVERALL HOTLES(US$) Room Yield April 2011 - April 2012

10.6%

250 Room Yield

INCREASE IN OCCUPANCY IN DUBAI FROM 2011

300

211

210

200

189

187

150

148 119

100

140

128 77

50 0

Apr

12 / HOSPITALITY BUSINESS MIDDLE EAST

May

Jun

JULY 2012

Jul

Aug

Sep

Oct

Nov

Dec

cpidubai.com

DATA WATCH

VARIOUS MARKETS MONTHLY PERFORMANCE (US DOLLAR) ERNST & YOUNG MIDDLE EAST HOTEL BENCHMARK SURVEY MONTHLY PERFORMANCE: 4/2012

CURRENCY: US$

OCCUPANCY

AVERAGE ROOM RATE

ROOMS YEILD

CURRENCY

2012%

2011%

CHANGE IN % POINTS

2012

2011

CHANGE

2012

2011

CHANGE

US$

38.0

16.0

22.0

272

180

51.2%

106

30

255.4&

Cairo — City

US$

49.0

26.0

23.0

92

117

-22.0%

45

31

45.9%

Cairo — Overall

US$

50.8

30.2

20.6

96

120

-19.4%

49

36

35.6%

Hurghada

US$

73.0

56.0

17.0

32

33

-1.7%

24

19

29.0%

Sharm El Shaikh

US$

77.0

50.0

27.0

50

55

-8.4

39

28

40.4%

US$

85.0

50.0

35.0

145

144

1.0%

124

72

70.7%

US$

54.0

46.0

8.0

275

268

2.5%

149

126

18.7%

US$

66.0

61.0

5.0

208

196

6.1%

138

120

14.9%

Bahrain Manama Egypt

KEY FIGURES

22%

INCREASE IN OCCUPANCY IN MANAMA FROM 2011

Jordan Amman Kuwait Kuwait City Lebanon Beirut

INCREASE IN ADR IN DOHA FROM 2011

Oman Muscat

13.3%

US$

73.0

65.0

8.0

226

211

6.7%

165

138

19.6%

US$

66.0

57.0

9.0

283

250

13.3%

188

143

32.1

Jeddah

US$

79.0

75.0

4.0

226

227

-0.7

180

172

4.8%

Madina

US$

79.0

85.0

-6.0

162

139

16.4%

129

119

8.7%

Makkah

US$

90.0

92.0

-2.0

195

234

-16.7%

176

216

-18.5%

Riyadh

US$

65.0

63.0

2.0

232

219

5.9%

153

139

10.1%

Abu Dhabi

US$

77.0

74.0

3.0

208

204

1.8%

161

153

5.7%

Al Ain

US$

76.0

60.0

16.0

144

152

-5.4%

110

91

20.5%

Dubai — Apartments

US$

88.0

86.0

2.0

120

119

0.7%

106

102

3.4%

Dubai — Beach

US$

87.0

73.0

14.0

461

404

14.1%

401

298

34.6%S

Dubai — City

US$

84.0

74.0

10.0

201

181

11.2%

170

135

25.8

Dubai — Overall

US$

85.7

75.2

10.6

290

249

16.3%

249

187

32.7

Qatar Doha Saudi Arabia

UAE

cpidubai.com

JULY 2012

Dhs208 AVERAGE ROOM RATE IN ABU DHABI

HOSPITALITY BUSINESS MIDDLE EAST / 13

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NEW SUPPLY AND SERVICE TENDERS Project name: Sheikh Khalifa Medical City - SKMC (Abu Dhabi) City : Abu Dhabi Postal/Zip Code: 51900 Country : United Arab Emirates Phone : (+971-2) 610 3699 / 610 2177 Fax : (+971-2) 610 4532 City : Abu Dhabi Nature of work: Provision of catering and food services for a hospital.

Cost of Tender Documents ($): 820 Last date of submission: July 12, 2012

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Tenders All the essential information on this month’s new and existing projects

Project name : Royal Saudi Air Force (Saudi Arabia) City : Dhahran Country : Saudi Arabia Phone : (+966-3) 879 2963 Nature of work: Provision of food catering services for a college.

Cost of Tender Documents ($): 535 Last date of submission: July 16, 2012 Project name: Shaqra University (Saudi Arabia) Country : Saudi Arabia Nature of work: Operation of Restaurants and Canteens at a university and its colleges.

Cost of Tender Documents ($): 1,335 Last date of submission: July 16, 2012 Project name: King Fahd Medical City (Saudi Arabia) City : Riyadh 11525 Postal/Zip Code : 59046 Country : Saudi Arabia Phone : (+966-1) 288 9999 ext:1449 Fax : (+966-1) 461 4006 / 467 4006 / 1458 Nature of work: Provision of food BUDGET FOR AL BAYAA catering services to patients for a TEACHING HOSPITAL, medical city.

BAGHDAD, IRAQ Cost of Tender Documents ($): 13,335 Last date of submission: August 5, 2012

$210m

Project name: Ministry of Health (Saudi Arabia) City : Riyadh 11176 Postal/Zip Code : 21217 Country : Saudi Arabia Phone : (+966-1) 401 5292/ 401 2220/ 401 5555 Ext. 1277 Fax : (+966-1) 402 6944/ 402 9876 Cost of Tender Documents ($): Provision of catering services for a health authority.

Cost of Tender Documents ($): 2670 Last date of submission: July 23, 2012

NEW TENDERS Medical & Healthcare Tender Products: All products selected

Project Name: Al Bayaa Teaching Hospital Project Project Number: WPR010-IQ Territory: Iraq Client Name: Ministry of Higher Education & Scientific Research (Iraq) Address: Kirkuk Road, Erbil City: Kurdistan Country: Iraq Email: office@mhe-krg.org Website: http://www.mhe-krg.org Description: Construction of Al Bayaa Teaching Hospital comprising (600) beds, which will be used to train physicians and other medical professionals.

Budget: $210,000,000 Status: New tender Remarks: This project is in Baghdad. The new teaching hospital will help improve healthcare services in Baghdad and throughout Iraq. US’ Hill International has been awarded a contract worth an estimated $5.2 million to provide design management and construction management services on this scheme. Duration of the contract is three years.

Project Manager: Hill International, Inc. (USA) Tender: Categories, Construction & Contracting,

Project Name: Le Meridien Hotel Mina Seyahi Refurbishment Project Project Number: OPR566-U Territory: Dubai Client Name: Wasl Asset Management Group (Dubai) City: Dubai Postal/Zip Code: 23073 Country: United Arab Emirates Phone: (+971-4) 398 6666 Fax: (+971-4) 398 8111 Email: info@wasl.ae Website: www.wasl.ae Description: Carrying out refurbishment of Le Meridien Hotel Mina Seyahi.

Status: Current project Remarks: This hotel is located on Plot No. 3925304 in Dubai Marina. Local Golden Wing Contracting has been appointed as the main contractor.

Main Consultant: Brewer Smith Brewer Gulf (Dubai) MEP Consultant: Mario Associates Engineering Consultants (Dubai)

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Structural Consultant: Brewer Smith Brewer Gulf (Dubai) Interior Design: Consultant Brewer Smith Brewer Gulf (Dubai) Quantity Surveyor: Sweett Group (Dubai) Main Contractor: Golden Wing Contracting L.L.C (Dubai) MEP Contractor: Bin Shafar Electromechanical Engineering L.L.C (Dubai) Civil Engineering Contractor: Honest Construction L.L.C (Dubai) Tender Categories: Construction & Contracting Hotels Tender Products: Civil Works Construction & Addition Works Hotel Construction Modification, Repair & Refurbishing Services

range from 1,130 square metres to 1,344 square metres. The facility will have parking spaces in the basement and (7) podium levels. One of the podiums will be used for retail facilities. Tower is scheduled to open in 2014. Dubai-based Dewan Architects & Engineers has been awarded a contract to design the tower.

Design Consultant: Dewan Architects & Engineers (Saudi Arabia) Tender Categories: Prestige Buildings Tender Products: High-rise Towers

Project Name: Delta 1 Residential Tower Project Dubai Marina Project Number: OPR567-U Territory: Dubai Client Name: Delta Properties L.L.C (Dubai) City: Dubai Project Name: Al Mohanna Trade Centre Project Postal/Zip Code: 172360 Project Number: OPR560-Q Country: United Arab Emirates Territory: Qatar Phone: (+971-4) 376 7555 Client Name: Private Investor (Qatar) Fax: (+971-4) 386 9001 Description: Construction of Al Description: Construction of Mohanna Trade Centre comprising a 21-storey Delta 1 residential tower. hotel and offices tower consisting of Status: Current project three basements, a ground floor and BUDGET FOR DREAM TOWER, DUBAI MARINA Remarks: This tower will be located (57) upper floors. on Plot 2Q, No. 392-259 in Dubai Marina.

Status: Current project Local Engineering Contracting Company has Remarks: This tower will be located in been awarded the main construction contract. Work Corniche street, near Sheraton Doha Hotel in Qatar. is yet to commence on the development due to some Local Noor Al Huda Trading & Contracting has been negotiations ongoing with the client. The project is awarded the main construction contract. Earthworks expected to be completed within (14) months after have commenced on the development. Local Al commencement of work on site.

Gazeerah Consulting Engineering Office is acting as Main Consultant: National Engineering Bureau the consultant.

(Dubai) Main Consultant: Al Gazeerah Consulting Main Contractor: Engineering Contracting Engineering Office (Qatar) Company L.L.C. - ECC (Dubai) Main Contractor: Noor Al Huda Trading & Tender Categories: Prestige Buildings Contracting (Qatar) Tender Products: High-rise Towers Tender Categories: Hotels Prestige Buildings Tender Products: High-rise Towers Hotel Project Name: Dream Tower Project - Dubai Marina Construction Project Number: OPR564-U Territory: Dubai Project Name: Headquarters Building Project Client Name: Private Investor (Dubai) Project Number: MPP2659-SAnm Description Construction of Dream Tower Territory: Saudi Arabia Client Name: Al-Abdulkarim Holding (Saudi Arabia) comprising four basement floors, a ground floor, (40) upper floors, a mechanical floors and roof.

Description: Construction of headquarters building Budget: $460,000,000 comprising 105-metre-high, 35-storey office tower.

Status: Current project Status: New tender Remarks: This tower will be located on Plot No. 392Remarks: This project will be located at Dammam 287-9E in Dubai Marina. Local S.S. Lootah Contracting in Saudi Arabia. The commercial office tower will Company has been appointed as the main contractor. have a built-up area of 54,846 square metres. Part of Work has commenced on the development. the (27) office floors will be designed for the client’s Main Consultant: Al Ajmi Engineering headquarters and remaining floors will be rented Consultants (Dubai) to external companies. Size of the office floors will

$460m

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Financial Consultant: Emirates Islamic Bank (Dubai) Main Contractor: S.S. Lootah Contracting Company (Dubai) MEP Contractor: MAG International Electromechanical Works L.L.C (Dubai) Dewatering Contractor: National Dewatering & Land Drainage Company L.L.C (Dubai) Tender Categories: Prestige Buildings Tender Products: High-rise Towers Project Name: MY Tower Project Project Number: OPR565-U Territory: Dubai Client Name: Worldwide Project Management (Dubai) Address: No. 2901, Saba Tower, Jumeirah Lake Towers, Sheikh Zayed Road City: Dubai Postal/Zip Code: 74023 Country: United Arab Emirates Phone: (+971-4) 427 0596 Email: info@worldwidepm.com Website: www.worldwidepm.com Description: Construction of MY Tower comprising five basement floors, a ground floor, two mezzanine floors, a podium, (30) upper floors, a mechanical floor, a health club floor and roof.

Status: Current project Remarks: This project will be located in Dubai Marina. Local Dubco Construction has been appointed as the main contractor. Work has commenced on the development.

Main Consultant: Dimensions Engineering Consultant (Dubai) Main Contractor: Dubco Construction L.L.C (Dubai) Foundations: Enabling & Piling Contractor International Foundation Group L.L.C (Dubai) Tender Categories: Prestige Buildings Tender Products: High-rise Towers Project Name: Al Duaa Marina Tower Project Project Number: OPR562-U Territory: Dubai Client Name: Al Duaa Holdings (Dubai) City: Dubai Postal/Zip Code : 282560 Country: United Arab Emirates Phone: (+971-4) 341 7955 Fax: (+971-4) 341 7956 Email: info@alduaaholdings.com Website: www.alduaaholdings.com Description: Construction of Al Duaa Marina Tower.

Status: Current project Remarks: This tower will be located on Plot No.

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TENDERS

392-481-31 in Dubai Marina District 3. Local Kele Contracting has been appointed as the main contractor. Work has commenced on site.

Main Consultant: Dimensions Engineering Consultant (Dubai) Main Contractor: Kele Contracting L.L.C (Dubai) Foundations: Enabling & Piling Contractor, Geo Foundation Group LLC (Dubai) Tender Categories: Prestige Buildings Tender Products: High-rise Towers Project Name: Mixed-Use Development Project Obhur District Project Number: MPP2633-SA Territory Saudi Arabia Client: Rayadah Investment Company (Saudi Arabia) Phone : (+966 1) 205 9911 Email : info@raid.com.sa Website: www.raid.com.sa Description: Design and construction of a 2.4m sq metre mixed-use development in Obhur, which includes (240 Nos.) residential towers, (1,200 Nos.) villas, a five-star hotel, hospital, clinics, mosques, commercial district, schools and municipal buildings.

Status: New tender Remarks: This project is at Jeddah in Saudi Arabia.

Client has received prequalification entries for an infrastructure package on the residential scheme and is planning to issue tender documents for the contract by July 2012. Local office of KEO International Consultants has been appointed as the project manager on this development.

Project Manager: KEO International Consultants (Saudi Arabia) Tender categories: Construction & Contracting, Hotels, Medical & Healthcare Tender products: Hospital Consumables, Hotel Construction, Mixed-use Developments Project Name: Dubai Modern Art Museum & Opera House District Project - Downtown Dubai Project Number: MPP2624-U Territory: Dubai Client Name: Emaar Properties PJSC (Dubai) Phone: (+971 4) 367 3333 Email: enquiry@emaar.co.ae Website: www.emaar.com Description: Construction of Dubai Modern Art Museum and Opera House District comprising a modern art museum, opera house, cultural facilities, including two hotels, studios and leisure facilities.

Status: New tender Remarks: This project will be located next to Burj Khalifa development in Downtown Dubai area. The Cultural District is part of Dubai’s efforts to expand

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the cultural infrastructure.

Tender categories: Leisure & Entertainment, Hotels, Construction & Contracting Tender products: Hotel Construction, Museums/ Art Galleries Project Name: Premier Inn Hotel Project Education City Project Number: MPP2614-Q Territory: Qatar Client Name: Qatar Foundation Phone: (+974) 4454 0000 Email: info@qf.org.qa Website: www.qf.edu.qa Description: Construction of three-star Premier Inn Hotel comprising four storeys, including (200) rooms.

Status: New tender Remarks:This project will be located within the Education City development on the western edge of Doha in Qatar and cover a total area of 14 square kilometres. UAE-based Dewan Architects & Engineers has been awarded a consultancy contract to design and supervise the construction on this scheme. The hotel is set to open in 2013.

Design Consultant: Dewan Architects & Engineers (Qatar) Tender Categories: Construction & Contracting Hotels: Tender Products, Hotel Construction

will contain 220 car parking spaces. Contractors have been invited to pre-qualify for the main contract on this scheme. Local YDA & Associates is acting as the design consultant.

Design Consultant: Yousif Dawood Al Sayegh Consultants (Bahrain) Tender categories: Hotels, Prestige Buildings, Construction & Contracting, Leisure & Entertainment Tender Products: High-rise Towers and Hotel Construction

Project Name: Seef Lusail Multi-use Development Project Project Number: ZPR610-Q Territory: Qatar Client Name: Qatari Diar Real Estate Investment Company (Qatar) Phone: (+974) 4497 4444 Fax: (+974) 4497 4333 Website: www.qataridiar.com Description: Development of Seef Lusail multi-use scheme covering an area of 600,000 square metres.

Status: New tender Remarks: This project is in Qatar. A new company known as Seef Lusail Real Estate Development Company (SEEF) has been established, which is a joint venture between Masraf Al Rayan and Qatari Diar. Seef Lusail will be located at the waterfront of Lusail, a distinctive 21st century iconic city, which celebrates the special cultural and geographical Project Name: JW Marriott Hotel Construction heritage of Qatar and the Gulf region. The scheme Project - Bahrain Bay Waterfront Development will feature an interactive 2.3-kilometre waterfront Project Number: MPP2597-B promenade that includes multiple worldTerritory: Bahrain class attractions catering to various age ClientName: Remza Investment group and families. The design will Company (Bahrain) take into consideration the climate Phone: (+973) 1782 2122 in Qatar, in order to have a lively and Email: info@remza.com STOREY JW MARRIOTT TO active waterfront all year long. The Description: Construction of BE BUILT IN BAHRAIN BAY hotels in Seef Lusail will cater to family, 50-storey JW Marriott Hotel on a business and luxury leisure segments. waterfront development.

One of the hotels will be a fully integrated Status: New tender resort and spa providing guests with a unique Remarks: This project will be located in Bahrain Bay leisure experience. Discussions and negotiations are Waterfront Development. It is being implemented by currently underway with global hotel brands that local Khaleej Capital a joint venture of Qatar-based will bring new concepts and ideas to Qatar. UK-based Business Trading Company and the local Remza Broadway Malyan has been awarded a contract to Investment Company. The scheme will consist of design and manage the delivery of headquarters a 50-storey tower on top of a five-storey podium, and a presentation centre in this development. with three floors of underground parking. The Aimed at visitors, the presentation centre contains development will cover a total area of 97,000 square an interactive display of the project, as well as a metres. East side of the tower will contain 276 model of Doha with future projects planned for the hotel rooms and related facilities and the west side city and an F&B outlet. Broadway Malyan’s design will contain 96 serviced apartments. Five-storey team will deliver architecture, landscape and interior podium will contain the banquet hall and meeting design services for the presentation centre, which facilities, lobbies and common areas, in addition to will comply with the Qatar Sustainability Assessment 200 car parking spaces. The underground car park

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TENDERS

System (QSAS). Design work is due to be delivered by mid-2012, with the project aiming for completion soon after.

Design Consultant: Broadway Malyan (Abu Dhabi) Master Plan Consultant: DP Architects Pte. Ltd. (Singapore) Tender Categories: Leisure & Entertainment, Hotels, Construction & Contracting Tender Products: Hotel Construction, Public Buildings, Retail Developments Project Name: Mondrian Doha Hotel Project Project Number: OPR557-Q Territory: Qatar Client: Name : Al Hamla Holding (Qatar) Description: Construction of Mondrian Doha Hotel comprising two basements, a ground floor, a podium and (25) upper floors.

Status: Current project Remarks: This hotel will be located in Lusail area of Qatar. Local SEG Qatar has been appointed as the main contractor. Construction is already underway.

Almost six floors have been completed. Local South West Architecture is acting as the design and supervision consultant. The hotel will be operated by Morgans Hotel Group.

Main Consultant: South West Architecture (Qatar) Design Consultant: South West Architecture (Qatar) Main Contractor: Societe d Enterprise & de Gestion - SEG W.L.L (Qatar) Aluminium Products Supplier: Alumco Qatar WLL Steel Products Supplier: Blue Steel Factory W.L.L Foundations, Enabling & Piling Contractor: Navayuga Engineering Company W.L.L (Qatar) Tender Categories: Hotels, Prestige Buildings Tender Products: High-rise Towers, Hotel Construction Project Name: Ramada Hotel Tower Project Project Number: MPR1388-U Territory: Sharjah Client: Private Investor (Kuwait) Description: Construction of Ramada Hotel Tower with two basement levels, a mezzanine level, three parking levels and 34 storeys of hotel rooms.

Budget ($):55,000,000 Status: Current project Remarks: This project will be built on Buhaira Corniche in Sharjah. Local Al-Hamad Contracting Company has been awarded the main construction contract on this scheme and the work has commenced. Local Bin Dalmouk Consultants is acting as the main consultant.

Main Consultant: Bin Dalmouk Consultants Main Contractor: Al Hamad Contracting Company

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Tender Categories: Construction & Contracting, Hotels Tender Products: Hotel Construction Project Name: Assila Towers Project Project Number: NPR002-SA Territory: Saudi Arabia ClientName: AMIAS Real Estate Company Ltd. Description: Construction of 60-storey Assila Towers comprising a five-star hotel with (242) rooms and (104) serviced apartments.

Status: Current project Remarks: This project is in Jeddah and will cover a built-up area of 46,949 square metres. The tower will consist of two basement levels below ground.

It is understood that the hotel will be managed and operated by Rocco Forte Hotels. Local construction company Al Saad General Contracting has been awarded the main construction contract on this scheme. Dubai-based construction firm Drake & Scull International (DSI) has been awarded an estimated $37 million turnkey contract to carry out the mechanical, electrical and plumbing (MEP) works.

Main Architect: Mohammed Harasani Architects Design Consultant: Perkins & Will (USA) Main Contractor: Al Saad General Contracting MEP Contractor: Drake & Scull International Tender Categories: Prestige Buildings, Hotels Tender Products: High-rise Towers, Hotel Construction Project Name: Al-Habtoor Palace Hotel Project Project Number: MPP2570-U Territory: Dubai Client Name: Al Habtoor Group L.L.C. (Dubai) Phone: (+971 4) 343 1111 Email: habtoor@emirates.net.ae Website: www.habtoor.com Description: Construction of 36-storey Al-Habtoor Palace Hotel comprising a 226-room luxury hotel, a fashion hotel with (424) rooms and a 996-room hotel, including a five-star spa, a sports academy, multiple theme restaurants, meeting facilities, a shopping arcade and a theatre showing productions from Broadway and Las Vegas.

Budget ($):130,000,0000 Period: 2016 Status: Current project Remarks: This hotel will be located on Sheikh Zayed road in Dubai. It will be built on the property that is currently housing the Metropolitan Hotel, opposite Al Safa Park. The new hotel will comprise two basement levels, a ground floor, mezzanine floor and four-level podium with a 36-storey tower covering a total built-up area of about 372,000 square metres.

Once completed, the complex will be one of the region’s most luxurious hotel and entertainment developments. The landmark development will include: 1,600 hotel rooms, spread between three hotels (lifestyle, luxury and main); An iconic Las Vegas-style ‘aqua’ theatre; A French provincial-inspired garden; and Food and beverage venues.

Local/Australian joint venture Habtoor Leighton Group (HLG) has been awarded a $515 million contract on this scheme. Under the agreement, HLG will be responsible for construction of the integrated hotel complex comprising a five-level podium, a 36-storey tower and a 25-storey tower within a total gross floor area of 350,000 square metres. Early works are likely to begin in June 2012. The development is scheduled for completion in second half of 2016.

Design Consultant: Khatib & Alami Consolidated Engineering Company (Dubai) Main Contractor: Al Habtoor Leighton L.L.C (Dubai) Tender Categories: Hotels, Prestige Buildings Tender Products: High-rise Towers, Hotel Construction Project Name: Dusit Thani Hotel Complex Project Project Number: SPR564-U Territory: Abu Dhabi Client Name: East & West Properties (Abu Dhabi) Address : Muroor Road, Opp. Al Jazira Club Phone: (+971 2) 813 0000 Email: ewp.info@ewp.ae Website: www.eastandwest.ae Description: Design and construction of a mixed-use complex comprising three buildings: the five-star hotel, commercial and residential buildings.

Budget ($):200,000,000 Status: Current project Remarks: This project will be located in front of Al Jazeerah Sports Club in Abu Dhabi. The 5-star hotel building comprises three basement levels, a ground floor and 39 additional floors. The commercial building comprises three basement levels, a ground floor and 36 additional floors. The residential building comprises three basement levels, a ground floor and 35 additional floors. Amenities in the project include modern food and beverage outlets, a health club, a spa, a swimming pool, and a dedicated club floor with an executive lounge. Dubai-based Al Habtoor Engineering has been appointed as the main contractor to carry out this scheme.

Main Contractor: Al Habtoor Engineering Enterprises L.L.C (Dubai) Tender Categories: Hotels, Prestige Buildings Tender Products: Hotel Construction

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HOSPITALITY SOLUTIONS

ACRYLIC GUEST ROOM ACCESSORIES SPECIAL OFFER ON STOCK CLEARENCE

SOAP DISH QUANTITY AVAILABLE: 200

AMENITY HOLDER QUANTITY AVAILABLE: 936

WATER TRAY QUANTITY AVAILABLE: 200 ICE BUCKET QUANTITY AVAILABLE: 464

TEST TUBE STAND QUANTITY AVAILABLE: 100

MEMO PAD HOLDER QUANTITY AVAILABLE: 1300

TISSUE BOX QUANTITY AVAILABLE: 340

COFFEE POD SETQUANTITY AVAILABLE: 304

BATH SALT CONTAINER QUANTITY AVAILABLE: 504

T: +971 4 420 1088

AMENITY TRAY SET QUANTITY AVAILABLE: 72

WASTE BASKET QUANTITY AVAILABLE: 340

E: SPYRO@SPYRODUBAI.COM W: WWW.SPYRODUBAI.COM P.O.BOX: 113268 - DUBAI - UAE

OPENING SOON

Main pic: Exterior of the Fraser Suites Doha

Sweet suites Fraser Suites offers five star luxury serviced apartments five minutes from Doha airport

S

ingaporean company, Fraser Suites, had the official opening of their first serviced apartments in Qatar, last month. The 138 room property is fully furnished and suited for long term guests or large families wanting an apartment stay with multiple bedrooms, rather than a hotel. Long term AVERAGE OCCUPANCY guests may stay as long as LEVELS IN JUNE 2012 one year, before renewing their contract.

The dry property is owned by the Al Hitmi Group and although each owner can style their own Fraser Suites as they see fit, the brand (which now has 64 properties all over the world), offers a global ‘gold standard’ in hotel services.

Since opening the property has seen repeat business to the tune of 40–50 per cent, with 22 per cent of guests staying for one year or longer.

To meet the needs of its primarily business guests the hotel apartments will be converting the entire first

93%

floor into a series of multi-purpose meeting rooms, to add to the current offering of two, which have been converted from suites. It will also be offering a variety of courses to its long term guests such as painting, cooking and yoga.

The hotel will then convert the top two floors (14 and 15) to a premium executive experience which will include its own check in/out, butler service and more.

ACCOMMODATION

42 studio apartments There are two types of studio apartments, Deluxe or Premier, between 50 and 86 sq m. All come with a small kitchen and living space, double bed and dining table for two.

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Key players at Fraser Suites Doha GM: Mustapha Henini Architects: NORR Group Consultants Ltd. Interior designers: Badri & Bensouda Contractors: Al Hitmi Property Development

A large bathroom with shower and bathtub is standard throughout every apartment and studio.

54 one bedroom apartments These vary between 100 and 120 sq m, depending on the Deluxe or Premier variation. Each has a large bathroom, fully fitted kitchen, living room, double bedroom and work space.

28 two bedroom apartments Around 165 sq m, with a double and a twin room and a fully fitted kitchen.

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OPENING SOON

Occupancy demographic

Clockwise from top: One of the atriums at the hotel; the gym; one of the apartments.

80% 20% EUROPEANS

GCC

Long term stay (over one month) vs short term stay (under one month)

70%

LONG TERTM

In room safe Direct dial telephone with voicemail

Also comes with a large storage room/ maid’s room.

14 three bedroom apartment A 215 sq m space which can sleep six people, with three bedrooms and three bathrooms. Fully fitted kitchen, large dining and living room area and a maid’s room with its own en-suite.

The property offers the following:

Each apartment includes: Kitchen, complete with washing machine and/or washer dryer.

Dishwasher (in everything above a studio suite) Wi-fi One or two flatscreen TVs DVD player Dining area (for between two and six, depending on room) Work station (above a studio suite)

The Café Offers juices, teas, coffees and pastries, the lobby café is a space for those staying at the hotel to host guests or meet others.

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F&B

The Restaurant The ground floor eaterie serves a buffet breakfast and a la carte lunch and dinner with a range of Arabic and international dishes.

In room dining offered between 7ammidnight.

30%

SHORT TERTM

FACILITIES

Rooftop pool overlooking the Islamic Museum of Modern Art with small kids’ pool Large gym Spa, sauna and steam rooms Two meeting rooms 24 hour concierge Three atrium lounges where guests can conduct meetings Kids’ club

Fraser Suites Doha 48675 Al Meena Street, Corniche Road, P.O.Box # 29444 Doha Qatar Tel: +974 442 43444 www.doha.fraserhospitality.com

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COVER STORY

CLASSIFIED! Majid Sager Al Marri, Director of Hotel Classification at DTCM, shares his vision for the hotels of Dubai

T

he Guest Accommodation Classification Scheme from the Department of Tourism and Commerce Marketing (DTCM) was launched at this year’s ATM, but it has been a couple of years in the making. The department’s team

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travelled to international and local destinations to gather ideas, perform benchmark studies and collate industry feedback. The result is an all encompassing system, with eight accommodation categories from hotel resort to budget, through to

timeshares and youth hostels, which reflects Dubai’s more mature and diversified hospitality industry.

“We started the previous classification, which was the first in the region in 1998. The department of tourism was started in 1997. So

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this is the first time the classification has been revised since then and Dubai has changed so much. It was time we had a more comprehensive system that includes more options.

We need to raise the bar a little bit, a lot of hotels have a large portion of the guidelines we’re requesting, by raising the bar we’ve said these are the services we’re focusing on,” says Majid Sager Al Marri, Director of Hotel Classification at the Department of Tourism and Commerce Marketing (DTCM).

As well as changing the overall categories, the new scheme goes into much more detail, and is much more precise, to bring tangible standards to Dubai’s hotel landscape. John Podaras, Director of Christie + Co explains further, “Dubai has been using a star system to grade properties, ranging from one to five to which it now adds a new lower end, ‘Budget’ category.

These grading systems which traditionally deal with the hotel hardware (size of rooms, bathrooms), number and types of facilities etc., are now quite specific in the hardware requirement (down to the presence of an internal lock for cloakrooms,

HOTEL CLASSIFICATION HISTORY There’s a long history of hotel classification, says John Podaras, Director Christie + Co. “Hotel classification systems are not especially new or uniform across the world, but they do owe their existence to the need of the consumer to rate the product so that others will have an idea of the experience before using it. Hotel classifications in Europe originated with cycling clubs at the turn of the last century that classified the inns and guests houses that the various cycling clubs would use at that time.

The WTO (World Tourism Organisation) and IH&RA (International Hotel and Restaurant Association) have been running surveys on world hotel classification systems and one of the conclusions of their 2004 survey was that ‘to be sustainable, tourism should seek to consolidate its diversity and not seek uniformity’. Consequently it makes a great deal of sense for classification systems to focus on the requirements of the specific destination and the main stakeholders of its hotel industry.”

table seat height ratio for restaurant seating, meeting room equipment etc.). These have been further enhanced by the addition of ‘soft’

Dubai’s visitor numbers

10-11m VISITORS IN 2012

9.3m VISITORS IN 2011

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service related touches such as the requirement for cultural awareness, staff uniform requirements, stipulations as to telephone manner, guest greetings and so on.”

“We have 579 hotel properties in Dubai, with a capacity of 75, 546 rooms so it’s time to focus on increasing and enhancing services.

We have worked closely with the hotel operators and management teams, across all types of categories in the draft plan, getting their feedback,” adds Al Marri.

The development of the categories for hotels has been a reaction to Dubai’s wider welcome in the last few years to a broader selection of business and leisure travellers, in not just the five star market.

“It’s a big difference and it works towards our vision for Dubai 2015,” says Al Marri. “We’re looking into the sustainability of tourism and focusing on the development of what we have as well. We’re looking at new products and avenues for tourism such as sports tourism or health tourism as we have Sports City and Healthcare City, so we need to have a system in place that can reflect all these things.”

“Hotels in Dubai, until fairly recently, tended to cater to everyone.

A limited supply meant that no matter what the purpose of visiting, guests had a limited choice of hotels and, for example, it would not be unusual for a corporate guest with business in Jebel Ali to be staying at the Forte Grand (as Le Royal Meridien was called) looking out of the club room to the beach full of holiday makers. This may not necessarily be a bad thing, but it doesn’t always address the specific needs of that market segment.

As the market has matured and Dubai has grown in size, there will be a growing need for more specialised hotels catering to specific market needs,” adds Podaras.

The classification scheme then allows for 18 designators, which hotels can apply for to differentiate themselves from their competitors,

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We wanted to create something unique, where everyone can benefit, which will help hotels sell their product internationally and help visitors choose the right place to stay Majid Saber Al Marri, Director of Hotel Classifications, DTCM

such as beach, desert, golf or conference hotel. These are also an essential aid for consumers when booking. Again they reflect the move to a more mature market within Dubai as the hotel landscape has become more secure and stable, and

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each property has a distinct idea of its unique offerings and its place within the market.

“More importantly,” says Podaras, “Designators provide tangible statistics for the amenities that Dubai as a whole can offer to particular

segments of the market and help the authorities to target specific sectors of the market, or to plan their hotel stock to meet anticipated demand in certain sectors.”

The DTCM have had an overwhelming positive reaction from

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Main picture: Majid Saber Al Marri at his office in Dubai.

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hoteliers on the designators, as they aid in promoting each hotel properly and in a focused manner.

“We meet with the industry a lot,” says Al Marri. “They are our partner in this and we appreciate their feedback. Every star category has its own co-ordinator.”

“Imposing regulatory controls is always difficult, especially when dealing with such a complex entity. The latest version of DTCM classification has gone further than any other system that we have seen to bring about a quantified quality system that offers benefits to all stakeholders and accommodates their needs,” says Podaras.

In addition to all of this, the DTCM have responded to the highend of the market’s requests on how to make anything above a five star hotel stand out, “The argument has always been on how to recognise hotels which are demonstrably a class or more above the standard (5-star). The industry has argued for at least two levels above the “standard 5-star” level, leading to self-appointed 6 and 7-star classifications,” says Podaras.

So DTCM will introduce two Accolades, at gold and a platinum level, which will distinguish the variations at the top end of the scale.

Any five star hotels, or part of a hotel within a larger five star resort can apply for these, an inspection will be done and each Accolade is valid for two years. As with all categories and designators in the new scheme the check list is comprehensive. For instance a hotel wanting a Platinum Accolade, would have to have in room check in, a daily gift at evening turn down, a la carte offered at all meals, complimentary poolside soft drinks or water and full size internationally recognised luxury bathroom amenities. ”This is something new for Dubai which makes it stands out internationally. With the industry feedback, we wanted to create something unique, where everyone

Above and right: Dubai has grown massively since the original classifications were introduced; one of 2012 biggest openings, the JW Marriott Marquis.

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COVER STORY

NEW ROOMS COMING ONLINE THIS YEAR can benefit, which will help hotels sell their product internationally and help visitors choose the right place to stay,” explains Al Marri.

In terms of bringing this new classification scheme online, the DTCM are keen to get started. The new law should be passed this year.

There will then be a six month grace period for all new hotels or conversion hotels to bring their properties in line with the new standards. After this six month grace period, all existing hotels will have one year to improve or add any services and facilities they need to hit their categories and designators.

“We will work on a case by case basis to help the hotels make this happen. A lot of them have what they need already but by 2014 everything,

for everyone should be in place,” explains Al Marri. “We expect a lot of hotels to start implementing this before the grace periods expire, because the quicker they can get accredited, the quicker they can start to use the new categories and classifications to market the hotels.

They can position themselves correctly ahead of their competitors, which is a good incentive.”

Another move forward for the department is to implement new software which connects the DTCM directly to every hotel in the emirate.

The software was launched at ATM and has seen positive uptake.

“All the services for the classifications are electronic, so the owners, GMs and PRs will all benefit as everyone has access to the hotel

Designators Airport, All-suites, Boutique, Beachfront, Beachside, Business, City, Convention, Desert, Family, Golf, Heritage, Shopping, Sport, Spa, Theme Park, Wellness profile on the shared platform on DTCM,” explains Al Marri. “Each hotel has a separate page like on Facebook, where they can apply and amend their classification application, get feedback, book inspections and have photos there. So all the communication between DTCM and each hotel will be easy and we are able to send round news or press releases instantly to everyone.”

Hotel classfication development over time

GUEST HOUSE

HOTEL BOARDING HOUSE

ROYAL COURT

RELATED

CASTLE HOTEL, SUPER-LUXURY HOTEL, CONDO, BED & BREAKFAST, VACATION OWNERSHIP, ALL-VILLA RESORT COMMUNITY

HOUSING

GRECIAN SPA

RESORT

AIRPORT HOTEL, EXCLUSIVE TRAINING CENTRE, UNIVERSITY CONFERENCE CENTRE, SUBURBAN CONVENTION CENTRE, SUBURBAN COMMUNITY HOTEL, OFFICE PARK HOTEL, SHOPPING MALL HOTEL, ROADSIDE MOTEL, LIMITED SERVICE/BUDGET, COUNTRY INN, DOWNTOWN BUSINESS HOTEL, DOWNTOWN CONVENTION HOTEL, MIXED USE ENTERTAINMENT, HI-RISE MEGATEL, BOUTIQUE HOTEL, ADAPTIVE HOTEL, CITY CLUB, WELLNESS CENTRE, ASSISTED-LIVING RESIDENCE, SENIOR RESIDENCE, EXTENDED-STAYS, ALL-SUITES HOTEL, RESIDENTIAL HOTEL, CONDO HOTEL, FULL SERVICE CONDO HOTEL

CONVENTION RESORT, RESORT THEME PARK, MEGA-HOTEL, CASINO RESORT, NATIVE AMERICAN CASION RETREAT, ECOTOURIST RESORT/RETREAT, SCENIC MOUNTAIN/BEACH RESORT, MARINA HOTEL, VACATION, VILLAGE, SKI LODGE, MULTIRESORT COMPLEX, GOLF-TENNIS RETREAT, CRUISE SHIP, MEDICAL/MINERAL SPA, FITNESS SPA, COUNTRY CLUB

ROMAN BATHS

TIME

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Adapted from “Hotel Design Planning and Development By Walter A. Rutes, Richard H. Penner and Lawrence Adams

JULY 2012

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GREEN GLOBE

80%

OF TRAVELLERS WOULD RATHER STAY IN A SUSTAINABLE HOTEL

Everyone wants to go green, but how clear is the way forward? Green Globe, the international certification scheme, intends to light your way to increased occupancy and reduced costs. Oh and it can help save the planet too

G

oing green’ might be a useful phrase to pepper marketing tools and social media with, but how much has your hotel been doing to actually become sustainable? Green Globe, a worldwide certification for the hospitality industry, reckons that 75 per cent of travellers are skeptical of operators’ green claims and 80 per cent would rather book into a sustainable compliant property. Which means if haven’t got a sustainable plan in place, you need one.

Green Globe’s representative in the Middle East, Avireal, are seeing a change towards embracing a greener future, although the region lags some way behind Europe, “Independent hotels, regional chains and owning companies are all showing

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JULY 2012

increased interest,” says Sandrine Le Biavant, Division Manager – Consulting, Farnek Avireal. “With the ever increasing DEWA tariff, the governmental pressure towards a more sustainable country, and the public image of a high CO2 emission per capita, we feel the industry is on the move to change their approach to be more conscious about the environment and the potential savings it could bring with it.”

Avireal are finding more and more managers wanting to implement sustainable policies to attract ecoconscious corporate bookings and individual travellers, and the UAE as a whole is seeing more support from within from local groups, says Le Biavant, “There are also a number of

sustainability groups in the region, such as CSR Arabia, who are heavily involved with sustainability, the Emirates Environmental Group, UN Global Compact and the Abu Dhabi Sustainability Group. In 2012 alone these groups had over 200 new companies join as members, all of which are looking to improve their sustainability efforts within their respective organisations.”

And the green traveller and tourism sector is growing, “We are moving from the ecowarrior tourists to the eco-value travellers who do not make a statement about their choice but for whom it is an obvious expectation.

Corporate clients and tour operators incorporate in to their RFPs what green initiatives or certifications the

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GREEN GLOBE

After the initial investment, sustainability starts to pay back straightaway Sandrine Le Biavant

MÖVENPICK’S WATER SAVINGS EVERY WEEK OF THE YEAR EQUATE TO THE VOLUME OF ONE OLYMPIC SIZED SWIMMING POOL

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JULY 2012

HOSPITALITY BUSINESS MIDDLE EAST / 29

GREEN GLOBE

hotel provides. A recent study by the European Institute for the Meetings Industry discovered that 38 per cent of companies have a sustainability plan which includes a strict supply chain process across the globe.”

But doing more than ‘going green’ can be a grey area. Operators who are serious about sustainability have to have a long term plan. Green Globe lays out a plan which includes 337 compliance indicators which are applied to 41 criteria. A hotel has to pass 51 per cent of these to become a partner. Once qualified a certification is valid for one year the hotel has to improve its energy saving by three per cent for it to be renewed. Avireal work as the Middle East trainers and guides to help prospective hotels pass inspection.

“Anyone can say that their hotel is sustainable and that they use energy efficient light bulbs but trust me that is only the tip of the iceberg,” explains Le Biavant. “Our first step is a Sustainability Plan, which our auditors need to view so they can see the hotel has a vision and a strategy for achieving it, which will be turned into processes integrated into the SOPs.

We are moving from the eco-warrior tourist to the ecoconscious traveller

How much will travellers pay for a sustainable stay?

19%

WILL NOT PAY MORE

14%

44%

WILL PAY 5-9% MORE

WILL PAY 15% MORE

23%

WILL PAY 1015% MORE

(source: Travel Weekly) The simplest things can help, planning aids sustainability because once it’s embedded in the SOPs, it becomes part of the DNA of the hotel or chain.”

“In terms of technology, what we see is hotels installing aerators and reducing the water flow per minute in shower heads, changing LED lights, adding sensors in key areas, adding electricity or water meters, using solar panels and integrating a procurement team to source green compliant suppliers. I was amazed to hear that one engineering team

in Dubai developed a home-made thermal envelope solution to reduce the air-conditioning consumption,” says Le Biavant.

Remember that having a sustainability plan, is about saving.

Saving water, saving energy, saving money. So ROI shouldn’t be forgotten when talking about environmental policies. Avireal reckon their partner hotels recoup their ROI between 1824 months, with 20 per cent annual energy saving on specific items.

MÖvenpick for example (see boxout) saved 8.2 per cent on their water usage in 2011 which equates to 52 Olympic–sized swimming pools.

This work with MÖvenpick has just landed Avireal, Green FM Company of the Year by FM Middle East magazine.

“After the initial investment, sustainability starts to pay back straightaway, whether it’s solar panels on the roof, or energy saving light bulbs,” explains Le Biavant. “Also you gain a competitive edge and can attract environmentally conscious travellers, a major trend today and, most importantly it is our duty to save energy and natural resources for the next generation.”

11,765

TONNES OF CO2 EMISSIONS SAVED ACROSS MÖVENPICK’S MIDDLE EASTERN HOTELS IN 2011

Sandrine Le Biavant

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JULY 2012

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GREEN GLOBE

GREEN GLOBE CASE STUDY - MÖVENPICK HOTELS, MIDDLE EAST Martin Molloy VP of Technical Services at Mövenpick talks us through the effects of Green Globe on his 25 hotels in the MENA region.

How much energy and water have you saved across the group after following Green Globe’s plans?

We have saved in 12 months approximately 11,765 tons of CO2 emissions, and 129,346 m3 of potable fresh water, whilst our occupancies rose by 8.3 per cent over the same period.

This is equivalent to the utility usage of a 200 bedroom hotel for a one and a half year period.

The wate savings every week of the year equate to the volume of one Olympic-sized swimming pool and the energy equivalent of five round-trip flights from Dubai to London.

How much investment have you put into making your hotels sustainable?

We have not overly invested; each introduced a system to ensure reduction of our carbon foot print was calculated with an attractive return of investment. Moreover, processes where introduced to ensure alignment with international best practices, as set out in the Green Globe guidelines.

What have been the most successful policies you have implemented?

Our resort in Jordan at the Dead Sea achieved during 2011, the highest Green Globe ranking out of all Global Green Globe’s certified property partners – a huge achievement for our resort and for our company.

How long has it taken to bring all your hotels into line?

All our Middle East hotels are now Green Globe certified and this milestone was achieved in 2011. By year end 2013, our aim is inspiring: to Green Globe certify all the 72 Mövenpick properties worldwide.

What are the benefits for Movenpick as a group?

It is important as a company and as individuals that we all contribute to reducing the planet we live on carbon foot print emissions. Our sustainability contributions and commitments within the various regions in which we operate,

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By year end 2013, our aim is inspiring; to Green Globe certify all the 72 Mövenpick properties worldwide

Martin Molloy VP of Technical Services

include the local communities and business partners. We enjoy seeing that our presence and contributions benefit those we work with and those communities which are our neighbours.

How do you promote this to consumers?

We promote it through our social media tools, advertising, public relations and on our website.

How do you know your guests are aware of all these policies?

When guests visit our website will find our sustainability section, describing our companies’ vision commitments and contributions towards sustainability. In addition, we have material in the rooms informing guests about our programmes.

How have you got your staff involved? How have you motivated them?

All our hotels have energy committees made up

JULY 2012

of the Mövenpick ‘energy champions’, who meet regularly to brain storm new ideas and to study and review savings and system improvements. All our hotels have staff notice boards where the engineering department posts daily the hotel’s performance vs the same period the previous year.

What’s the best thing for a hotel financially in taking permanent steps to insure sustainability?

We have witnessed very good financial returns on investment e.g. through LED bulbs which operate at around 80 per cent less power consumption vs. incandescent bulbs and that they operate at near cold condition which helps to reduce the air conditions consumption. Likewise tap water savers contribute greatly to water reductions. Both with near zero inconvenience.

HOSPITALITY BUSINESS MIDDLE EAST / 31

Above: The impressive pool area at the five star hotel.

Settling in on Saadiyat St Regis Saadiyat Island has overcome its opening period to become a busy resort full of Emiratis, expats and international guests. Max Wiegerinck, Hotel Manager, fills us in on what makes the 377 key resort tick

I

t’s Friday afternoon and the St Regis is bustling. Large groups of locals are taking tea in the lobby, laughing and joking, the family pool is packed with excited children and the beautifully designed adult pool complex is full of people soaking up the sun, recovering from a hard week at work. For a hotel that’s under a year old, there’s an impressive sense of confidence buoyed by its healthy occupancy. The property comes across as slick and professional, St Regis is going to give other luxury brands a run for their money.

HBME: What are the biggest challenges for new hotels in Abu Dhabi?

Max Wiegerinck: The biggest challenge for any new hotels in Abu Dhabi is making our potential guests aware of the great offerings available in Abu Dhabi. Especially the hotels targeting leisure guest’s need to make an extra effort to highlight what a great leisure destination it is e.g. Saadiyat Island with its pristine beach and white sand.

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HBME: How buoyant is the local market?

MW: The Abu Dhabi Tourism Authority has an aggressive calendar of events outlined for the year. These certainly help raising awareness on the destination and assist through the year and most definitely during the quieter months. The ‘Summer in Abu Dhabi’ is one such example.

HBME: How will the large amounts of rooms coming online affect occupancy?

MW: Abu Dhabi is an evolving market with an evolving clientele. The several openings in the recent past have been staggered and now offer discerning residents and visitors a wider choice be it for a weekend getaway, spa treatment or even dining. Saadiyat Island as a destination I believe offers something very new and exciting to Abu Dhabi. The amazing beach, the world class golf course and the renowned St. Regis Butler service experience at our resort differentiates us from the rest. The occupancy for our first five months of operations

has been very positive and the guest feedback has been very encouraging.

HBME: What plans do you have in place to combat this?

MW: The intuitive St. Regis Butler Service affords guests the rarest of all privileges — time – it’s a hallmark of all that we believe in. Accessible to guests via in-room phones or email from either inside or outside the hotel, the team of St. Regis Butlers bring to life the Allow Me philosophy and assist guests with every need during their stay. Additionally, our leisure facilities are unrivaled – the two-level family infinity pool caters to all guests.

Complemented with an adult-only pool for those looking to escape the heat and buzz of children, a 25 metre outdoor lap pool as well as a 25 metre indoor pool at the St. Regis Athletic Club. For the children we have a dedicated facility – the Sandcastle Club – which features an indoor children’s pool and activity based play areas as well a outdoor climbing wall

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INTERVIEW

and sand play area. And lastly, the unspoiled beach of Saadiyat where bottlenose dolphins are often seen playing along the shore and Hawksbill turtles take refuge. The fact that we don’t have any motorised watersports only adds to the pristine blue water.

Left: The entrance of the hotel resort.

Below: Max Wiegerinck.

HBME: How will the new St Regis Abu Dhabi complement or challenge your own property?

MW: Abu Dhabi today is as much a business destination as much as a leisure destination offering visitors choices to suit a palette of different travellers. The St. Regis Abu Dhabi will complement us with its location and positioning. We are Abu Dhabi’s first true beach resort.

HBME: What have been the biggest challenges and successes in being the first of a new chain to the market?

MW: The response so far has been very encouraging. Whilst we have introduced the St. Regis experience to new audiences, with us being part of Starwood Hotels & Resorts, it is great to get feedback from SPG guests, members of the group’s global loyalty programme, on their delight and excitement to have a St. Regis in the Middle East. We also have received very positive feedback on The Regal Ballroom which can cater for a gala reception for 1,800 guests. This is becoming the venue of choice for grand events and weddings. And last but not the least, our leisure facilities including the pristine beach. Most guests are pleasantly surprised at our gymnasium which is spread across 3,500sqm that includes an indoor lap pool and is one of the most comprehensive and impressive facilities I have come across as a hotelier.

HBME: What occupancy levels have you seen this year so far?

Is it on target?

MW: Occupancy for the first five months has

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The St. Regis Abu Dhabi will complement us with its location and positioning. We are Abu Dhabi’s first true beach resort Max Wiegerinck very promising. I am proud to report that we continue to meet and exceed targets, especially at weekends.

HBME: What effect will Eastern Mangroves

by Anantara have on your business?

MW: We are in two different destinations with two distinct products and we are catering to unique audiences.

HBME: You’ve been here nearly a year, what have you learnt?

MW: Moving to Abu Dhabi from Dubai introduced me to the beauty and serenity of Saadiyat Island, of which I had no prior knowledge.

It has been a delight to be associated with such a project of this scale and an honour to be able to launch the brand in the region.

HBME: What skills are needed to run a resort on this size in a city such as Abu Dhabi?

MW: No other skills then you would need in any luxury resort in the Middle East. An excellent understanding of all the cultures that represent our guests and staff, patience during an opening and a positive attitude towards the future.

HBME: Does it feel like St Regis Saadiyat Island is part of the Abu Dhabi community or does Saadiyat feel like a different destination?

MW: St. Regis is part of the blossoming Saadiyat community, which is providing a new dimension to the destination of Abu Dhabi. The hotel itself is part of a larger complex which has a residential component of 259 residences, with almost 200 already occupied. The Collection, featuring shops and cafes, is due to launch later this year and will further strengthen the sense of a community.

HBME: How has the delay on the Louvre and Guggenheim affected the hotel’s future plans?

MW: With the fact that people are moving in and around Saadiyat Island, it is becoming a living and breathing community. The beachfront is taking shape and surrounding properties are operational. Once the cultural district is completed, it will further complement the overall Saadiyat Island experience and stay true to its original vision

JULY 2012

HOSPITALITY BUSINESS MIDDLE EAST / 33

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HOSPITALITY BUSINESS MIDDLE EAST / 35

SUPPLY & DEMAND

Chandan Singh, Deputy General Manager of Dhofar General Trading, the cleaning suppliers who won the Best Green Investment Project at the 2nd Annual Arab Investmnet Summit last year talks to us about how his company operates.

What are your most popular products?

We are highly specialised in Italian hygiene tissue paper products, air care, floor care, skin care, non-woven products and state of the art dispensers.

What new ranges or new products will you be introducing to the market this year?

We have launched a campaign called Cut Back, which aims to educate people on the effective use of tissue paper, reducing excessive consumption in line with organic dispensers which were launched four months back. This award-winning product will cut the amount of paper used by 22 per cent, saving money and carbon emissions.

This year we have launched stainless steel washroom accessories which includes complete solutions for the washroom such as soap dispensers, interfold paper towel dispensers, stainless steel bin, toilet brush,

and other accessories for disabled washrooms, in the mid-range and premium range category.

How important are the markets in Dubai and Abu Dhabi for you?

Very important as the UAE is still a growth market, and with all the new openings it will continue to be a growth market, especially thanks to all the big projects on Saadiyat Island and many more.

What are your leading brands?

Our leading brands are as Celtex from Italy, Carind from Italy, Opahrdt from Germany, Nofer from Spain, Chicopee from Holland and QTS from Italy.

Do hotels pay enough attention to the quality of their hygiene care?

Hygiene is an everyday learning process and no one achieves 100 per

cent but we need to try to achieve that 100 per cent. However, credit goes to the Municipality and all their awareness work over this issue. Hotels are really inclined towards hygiene and working hard to achieve the 100 per cent success rate.

How have you seen the market change since you started in 2001?

The market has obviously changed up and down during the recession. People tend to go for cheaper products and only look at prices not quality – and the market is still going down.

What area of your business would you like to see expand?

The market still very unorganised and it needs to be more organised, which we are striving towards. There’s also areas which are untapped such as industrial, spas, gymnasiums, hospitals and many more and as a company we wish to be a complete solution provider.

How can you help hotels bring their costs down?

It’s important to use the right dispensers and the right tissue to reduce the cost and consumption. We are working to educate people and save their costs by at least 20 per cent.

How do you satisfy your customers?

As a company we always believe in satisfying customers and giving them a consultation so they can reduce their cost and consumption with our different mechanisms. Which means we work on ‘demo modalities’ to prove that we are the supplier that they can trust. We work on an annual contract basis and reckon we can save their costs by at least 20 per cent through our environmentally friendly products.

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JULY 2012

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SUPPLY & DEMAND

An ioniser to refresh and clean the air is another product which will add value to the cleaning process Latitia Lasry

How important are word of mouth referrals from your clients?

We have become a market leader in a short span of time due to word of mouth referrals as we have the best service ethics in the market, we deliver every day of the week and will support our clients to get whatever they need.

Laetitia Lasry, Executive Housekeeper, The Palace, Old Town

Nadaf Allabaksh, Executive Housekeeper, Movenpick Hotel Ibn Battuta Gate How do you arrange your contracts with cleaning suppliers?

Nadaf Allabaskh: Contracts with cleaning suppliers are done yearly and we stick with the same supplier unless there are challenges with quality. Some suppliers are corporate suppliers and some suppliers are of our own choice.

Laetitia Lasry: As much as we can, we aim not to change the cleaning suppliers to keep consistency for better results and higher guest satisfaction, especially in the long term. The cleaning supplier we work with currently we have worked with

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for the past three years.

How do you go about choosing which companies youâ&#x20AC;&#x2122;re going to use?

NA: We study the market, ask around our colleagues in the industry who are the best suppliers and get several quotations to compare, and after consulting our higher management we make the decision accordingly.

LL: We look into the reputation of the company in the market and check out what other hotels in Dubai are doing and what their the feedback on them is. Customer service is very important; someone who is flexible

and understands the function and operations of a hotel is a key factor in choosing the best supplier.

As Dubai is one of the most cosmopolitan cities in the world, it has its own trends from all around the globe, which makes it crucial for us to choose a company that has experience within the region, especially Dubai.

What products do you use most of?

NA: Chemicals, bathroom amenities, linen, paper supplies.

LL: We mostly use cleaning supplies (sponges, mops, chemicals).

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HOSPITALITY BUSINESS MIDDLE EAST / 37

SUPPLY & DEMAND

Do you have an environmentally friendly policy? Does this affect which companies you use?

NA: Yes we do have a policy in place for example on pest control and recycling.

Our hotel has a Go Green committee where we focus on how we can improve and what we can recycle.

LL: Yes we have and this is something that we are focusing on more and more every day. Some of the activities that we do in this regards are: linen getting changed only on request; the segregation of garbage; using ecofriendly chemicals.

What products or hardware would make your cleaning teams lives easier?

NA: Quality and durability because these two criteria ultimately save money. We choose chemicals that are Right: The enormous challenge that Ibn Battta Gate hotel poses to cleaning staff

38 / HOSPITALITY BUSINESS MIDDLE EAST

JULY 2012

environment friendly because they are less harmful to the environment and our staff.

LL: To have software which is linked to our management system, and to have a chemical free system is very ideal for us. Also a deep cleaning machine especially for beds and curtains would be something that will save time and get better quality results, not to mention sustaining the product for longer. An ioniser to refresh and clean the air is also another product which will add value to the cleaning process.

How do you look to reduce costs in the cleaning bill?

NA: We use the right chemicals and follow the proper directions of using the cleaning agents.

We use the right shampooing

machines for cleaning upholstery.

Quality checks are done regularly and correct action and through training for our employees.

LL: We look into the long term with new technologies and processes such as no chemical usage and introducing microfiber cloths.

What cleaning policies would you like to implement at your hotel?

NA: That we categorise the cleaning policies between the ones that need to be done daily, weekly, monthly and yearly.

LL: One of the main policies for the future that we would like to run is no more chemical usage. This will not only help the environment but will result in a better quality and sustain the product for a longer period.

Designer artworks for hotels and commercial projects. working closely with clients and interior designers we create the perfect artistic balance exclusively for your projects. consultancy mock up rooms framing turnkey projects TEL: 050 5382067 E: ARTWORKS.EF@GMAIL.COM WWW.UAEARTGALLERY.COM

Q&A FEATURE / CELEBRITY RESTAURANTS

What’s in a name?

Does having a celebrity chef on board really make a difference when it comes to fine dining?

G

ordon Ramsay, Marco Pierre White, Gary Rhodes, Sanjeev Kapoor, Pierre Gagnaire… the Middle East isn’t short of a famous name or two when it comes to choosing a place to dine. But is that association worth the financial risk, when diners elsewhere in the world seem to be moving towards quality and substance over flair and fame?

Our experts share their thoughts.

You don’t need to complicate the process and in many cases a celebrity chef or concept isn’t needed

Dubai and Doha are seeing healthy openings in association with celebrity chefs – are they still a draw for diners?

Mark Patten: I believe that with the

Mark Patten

correct concept for the current pace of Dubai’s F&B market any connection with a celebrity chef could be a positive step, as long as the concept itself is strong, it has a great foundation, background and is also in high demand.

Stefan Berg: Yes, clearly from how busy the individual restaurants are. Then again, the associated companies spend a huge amount on PR & Marketing so there had better be a return!

Marc Matar: Yes, people are generally drawn towards things that are popular

Restaurant operator experts

and things that are branded. Chefs that have reached celebrity status have branded their names very well.

Is a tie up with a ‘name’ chef still financially viable?

MP: As long as you’re not selling the shop, so to speak, in an overall big picture within a property with many restaurants so perhaps you have one or two celebrity partners. This adds value to your overall portfolio, as long as the business levels achieve and exceed expectations and the business is being managed and driven. It will have a very positive impact on your overall F&B strategy. However it needs to be managed correctly and the tie up needs to be done carefully so both parties are in a win-win situation.

SB: Unless I see the P&L’s, I can’t tell you but I can say with confidence that a celebrity chef will put a premium on revenue but is it enough to get a successful return with the high capex costs and marketing? Then again, to some business owners, prestige is more important than profit…

MM: Yes, because it is all about getting famous through good food.

What makes a successful venture with a celebrity chef?

MP:’ It is not only having the right

Mark Patten, Vice President Culinary for Atlantis,The Palm Patten has worked in Asia, the Caribbean and Europe.

He is now responsible for a team of over 400 chefs and manages the 18 major restaurants, and smaller F&B outlets across the resort.

40 / HOSPITALITY BUSINESS MIDDLE EAST

Stefan Breg, CEO, Tribe Restaurant Creators Breg set up TRIBE in Dubai in 2003, as a F&B strategy and design house. It has helped create over 275 F&B brands and Its clients include Yas Island, Cavalli Club, Jamie Oliver, Buddha Bar, Aldar and the Abu Dhabi Royal Family.

JULY 2012

Marc Matar, F&B Director, Sofitel Abu Dhabi Matar joined the Sofitel Abu Dhabi in Ocotober 2011.

He has previously worked for the InterContinental Group and also in Canada, in Montreal for Marriott Hotel Group and at Hotel Le St James.

people on the bus so to speak it is also have the right people in the right seats on the bus,’ Jim Collins said in Good To Great. It is important to read the market trends and understand what the customers and footfall is telling you. You also don’t need to complicate the process and in many cases a celebrity chef or concept is not required at all. We just opened TBJ The Burger Joint in our avenues at Atlantis and in a 25 sq foot space I am turning over an average of 500 burgers

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Q&A FEATURE / CELEBRITY RESTAURANTS

a day in an area that only cost money before. Just last month we converted another relatively small space into a very upmarket casual Asian restaurant which has been a great success in its first month of operation. Neither required outside involvement as we have the skill set already within our team and an entrepreneurial philosophy to drive the new concepts.

SB: Essential elements include tying in the chef to visit as often as required.

The tricky thing is that celebrity chefs are individuals and their priorities will change over time.

MM: Good design and layout of the F&B outlets and a unique restaurant theme along with a celebrity chef ’s recipes and procedures is essential.

Do diners expect better value nowadays than these celebrity type of restaurant tend to offer?

MP: Most definitely. The shift is towards more casual and fun F&B experiences without fuss and hype.

SB: Value is a very subjective measure, even in tough times, the high end restaurants seem to hold their own just like luxury retailing in this area.

MM: Yes, because restaurants under the flagship of celebrity chefs are expensive and people expect quality food and service.

Compared to London, New York, Paris etc., how sophisticated is the Dubai market when it comes to new restaurants capitalising on new trends?

MP: Dubai also is very quick to capitalise on what’s new and happening from new street food, casual restaurants or upmarket lounge bars with cool food.

SB: Let’s get real, whilst we should be proud of our achievements in the UAE there are few restaurants of Michelin standard (if you choose to use that measure). If there were a quality league, we would be behind London, Paris, NY and the Michelin ‘leader’, Tokyo. In terms of trends, the UAE is still a follower and it would take a sea change in the way businesses are

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JULY 2012

structured here to change that.

MM: Dubai is a land of competitors, every week a new restaurant with new concepts, new chefs, new pricing is launched. The ones that succeed have very strong marketing.

What would your advice be to an owner or operator considering employing a celebrity chef for an F&B outlet?

MP: I would recommend having a sound plan and philosophy for the big picture. A celebrity chef will not fit your market and is not required at all.

MM: You need a lot of investment and to plan the marketing strategy well.

Individuals can change, corporations providing franchises tend to sustain themselves Stefan Breg

Is hiring a celeb chef an easy road for operators wanting a high end F&B outlet?

MP: It can be very difficult as unless the concept and demand is high and the restaurant can diversify its offerings.

If it is a high end product with a very high cost associated with it, the risk of course will be much higher. As well as a good strategy and business plan with a good marketing budget, you also have to blend the owners’ philosophy with the celebrity chef ’s to ensure they are on the same path. This is imperative, I know a lot of chefs that will not allow involvement in regards to the food from the operators and that needs to be made clear early on in the discussion process.

SB: It is anything but easy. There are so many different elements each of which could jeopardise your business derived chiefly from doing a deal with a person instead of an orthodox franchise with a corporation. Individuals can change; corporations providing franchises tend to sustain themselves.

Does having a celeb on board really make a difference to the day to day offerings of a fine dining outlet?

MP: It adds value to an overall F&B strategy and when the quality is tip top already, it adds huge value and reputation to any establishment.

MM: No, I think would depend again on quality of food and service of the individual restaurants.

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CELEBRITY RESTAURANTS / Q&A FEATURE

What celeb chef restaurant do you think works in Dubai? Why? SB: It’s an impressive list ranging from Locatelli, Nobu, Jean-Georges, Rhodes to Sandoval and Marco Pierre White but the one that stands out for me is Pierre Gagnaire, recognized in San Pellegrino world’s top 50 in 2011.

MM: Gary Rhodes at Le Royal Meridien Dubai, it has a good marketing strategy.

What do you think the association of a celebrity chef can add to a fine dining restaurant here?

Frederic Kulczak: Fine dining restaurants can definitely benefit from the expertise and vision that a celebrity chef brings to his team. The responsibility as well is expanded and widens as a result with this perspective. We represent distinct culinary institutions and I am personally convinced that it creates positive memories and builds expertise, having worked for ten years in three Michelin stared restaurants.

Giles Bosquet: Having a name like Gordon Ramsay helps enormously here, the hotel and myself, because people are curious about what will be on offer. We had Maze before, which is now shut, so there’s a lot of interest in the local market. They want to see if it will be the same. We’re not, it’s a different concept. For me Gordon Ramsay has done fantastically well and he has a style of cooking that is well known around the world. His restaurants have a similar way of working and it helps because people know what’s going to go on and what they can expect.

David Hemmerle: Having a celebrity chef associated to a fine dining restaurant adds identity to the hotel.

It also complements the luxuriousness of the hotel in which the restaurant is located. Celeb chefs already have a high recognition on the market which makes the restaurant more exciting.

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Q&A FEATURE / CELEBRITY RESTAURANTS

How much extra pressure does the association of a famous name add to the actual chefs in the kitchen?

FK: The pressure is translated into responsibility, to deliver a constant standard that the guest expects.

It is that pressure that has to be considered when you take into account the requirements and character of daily tasks in the kitchen.

GB: You have pressure anyway, Ramsay doesn’t put pressure on us but it’s the guests. We want to achieve their expectations and to be as close to 100 per cent as we can. No one is ever 100 per cent perfect, but that’s the pressure. We want to get better. At the end of the day, there’s always small things that can be worked on, which is more of the reason for pressure.

People pay a lot of money to come here to eat and they expect to be blown away, whether Ramsay’s name is there or not, so we feel the pressure to give them what they want and what they’d paid for.

DH: There is definitely more pressure when working in a restaurant associated to a famous name, however, all our key resources in the team

have worked with Yannick Alléno for years all around the world and were personally trained by him. We are convinced that our entire brigade is able to learn, grow and keep consistency of the high quality cuisine required when working for a ‘name’.

Do you think people are more concerned about the quality and sustainability of their food in Dubai, or are diners swayed by a name?

FK: In Dubai, we do have fine dining restaurants which are well established.

The comparison in terms of quality/ price is of course to be considered. I don’t think that customers come only for a name, I am 100 per cent convinced that they come for an experience.

DH: People are still looking for high quality food and are getting more and more demanding when it comes to quality. Food quality is what diners keep in mind and compare, not only the name of the celebrity chef.

Do Executive Chefs get enough recognition for bringing celebrity chefs’ visions to life?

FK: Chefs are brought up to develop

Executive Chef panel

Frederic Kulczak, Executive Chef, Meliá Dubai Kulczak has worked at Sofitel JBR, Le Meridien Bora Bora and Hotel Sainte Anne Resort & Spa in the Seychelles. He has eight years working at three star Michelin restaurants in France.

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Gilles Bosquet, Chef de Cuisine of Gordon Ramsay restaurants, St Regis Doha Bosquet has overseen the launch of two Gordon Ramsay concepts at the St Regis, Doha. He has his own Michelin star earnt in France and has worked at Michelin star restaurants in France.

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David Hemmerle, Executive Chef, One & Only The Palm Hemmerle began his career in France and has worked at the three-star Le Jardin des Sens, in Moscow and Brazil. In 2010, he was selected by Yannick Alléno to join the pre-opening team at One&Only The Palm.

various elements and in this particular case, we need to understand the philosophy of whom we are representing. The recognition is in the fact of satisfying the guest, sharing and experiencing memorable gastronomic moments and journeys.

I think personally it is necessary to explain the philosophy of the one we represent and the feeling that gathers around the identity of a kitchen.

GB: Chefs are happy to be in the background, I’d rather be in the kitchen. I have to go and talk to the guests sometimes and it’s a pressure because I don’t really have time and if I go and speak to one table then I feel

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CELEBRITY RESTAURANTS / Q&A FEATURE

We want to achieve their expectations and be as close to 100 per cent as we can Gilles Bosquet

like I need to speak to them all.

DH: We get a lot of recognition directly from the guests. We are shining under the star of the celebrity chef associated with our restaurants.

Operationally, what makes a successful venture with a celeb chef?

FK: In our job, we need to and are bound to take risks. The work drives us to create and try new combinations constantly. Once I met Marco Pierre White and I proposed to him certain existing products available in Dubai.

He was surprised and interested, I believe it is our role to share our knowledge also with the celebrity chef.

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GB: With Gordon Ramsay it’s the management programme he’s put in to his restaurant to manage the people, the food, the techniques–that’s more important than what people see on their plate, that’s what makes it a Gordon Ramsay restaurant. It’s how you can manage the restaurants to the same standards across the world. The same way of cooking pastas, the same way of cooking sauces…to make sure that no matter what Gordon Ramsay restaurant you go into, the standard will be the same.

DH: The most important factor is to understand what the celebrity chef wants and what his vision is. In order

to make the concept successful, the collaboration between the restaurant team and the celeb chef is continual.

Even if the celeb chef is not on site, we work as a team.

How can you bring something new to a fine dining and a celebrity chef tie up?

FK: We need to experience the sensation, the well-being of the individual and be convinced to 200 per cent. If at the beginning itself there is not all the combination of the above, it’s difficult to cope as the celebrity chef is not a product but an identity.

DH: Depending on the location and requirements of the restaurant, we can

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Q&A FEATURE / CELEBRITY RESTAURANTS

always bring something new to the restaurant – it’s all about our creativity.

What would your advice be to an owner or operator considering employing a celebrity chef for an F&B outlet?

FK: It is not all based on the celebrity chef, we also need to bring together people who have experienced the same culinary thoughts and been brought up to go in the same direction. This is not an easy task to explain.

GB: You need to have open communication between the chef and the celebrity. A good balance between their food and your food. I’ve cooked for Gordon Ramsay many times, so I know he’s happy. He doesn’t want me to copy and paste everything he does, he wants our own personalities to

influence what we do, but to do it in his style.

DH: Having a restaurant associated with a celeb chef automatically brings a certain spirit to the hotel; however, it is important for an owner to consider if the celebrity chef ’s vision is in line with the hotels concept and flair.

DH: It depends on the chefs’ style and flexibility as well as his popularity.

The most important thing is that the operator chooses the right chef for the concept he is looking for.

Is hiring a celebrity chef an easy road for operators wanting a high end F&B outlet?

FK: I think that everybody could be

a name but a person who lives his “cuisine”. Whether he is popular or not, he has his own style.

DH: There are many international chefs in Dubai and they all bring their own touch and art of life to the gastronomic scene. Dubai is really a crossroad between Europe, Asia and Middle East and therefore one of the best places for the chefs to create and to be inspired.

a celebrity chef on certain days, it is not reserved to certain persons only.

However, being a celebrity chef implies that each and every day spent in the kitchen becomes more demanding and it is the reason why we have to consider them as elites with all their talents and vision.

What celeb chef restaurant do you think works in Dubai? Why? FK: A celebrity chef for me, is not only

I don’t think customers just come for a name, I am a 100 per cent convinced that they come for an experience Frederic Kulczak

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Challenging the W status quo of affordable dining Daniel G During, principal and managing director of Thomas Klein International asks whether the UAE will ever realise the commercial potential of the lower priced licensed restaurants

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hile out dining with a group of friends last night, we once again ended up forking out over Dhs2,000 for our meal.

The meal was OK, and between the five of us we shared three appetisers, selected five main courses, drank eight cocktails and two coffees. No wine.

No dessert. Thatâ&#x20AC;&#x2122;s US$110 per head, plus tip.

We didnâ&#x20AC;&#x2122;t complain about the cost, after all, it was an enjoyable evening out with friends and the intention was simply to enjoy a bite, a glass of wine, some interesting conversation and share a laugh.

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AFFORDABLE DINING

Interiors don’t need to be all onyx and oak, nor do we need wagyu on every menu

The issue is, that unless you have no problem with spending this kind of money every time you choose to dine out in Dubai, it’s not the intention to fork out a sizeable amount for a pleasant, but not especially memorable, experience where alcohol is part of the equation.

You can eat extremely well for that amount of money in most metropolises, including London and LA. You can also eat really well for a lot less than US$110 per head. A regular meal in a non-luxury, nonbranded restaurant will set you back between US$30-45. We’re not talking ‘fancy’ we are talking ‘eating well’.

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Unfortunately, we just don’t have that ‘luxury’ of choice in the UAE, with liquor only allowed in hotels (with a few notable exceptions).

Here, we have two choices. You either eat in a mall restaurant for Dhs100-150 per head, or you dine in a licensed restaurant where you are going to pay Dhs300 and above.

So, this begs the question, will we ever be able to dine out, with a glass of wine or a beer, for Dhs100?

I’m not talking about introducing liquor to the restaurants in malls, but reducing the ridiculous prices charged by hotel restaurants. If prices fall, it’s only logical to assume that, faced with more affordable dining, these restaurants will get more customers and it will encourage people to eat out more often.

But principally this also has the benefit of enabling the local restaurant scene to cater to the growing market of well-educated, well-travelled, young expats with salaries in the lower Dhs6,000-9,000 bracket who currently can’t afford to enjoy a decent meal and glass of wine very often, if at all.

The Emirates and Dubai especially, are undoubtedly becoming younger, with the expat crowd moving here in search of a better life. But although they may be earning more than in their home countries, they can’t afford the lifestyle they may have had elsewhere and this is a major contributor to attrition across all industry sectors.

There are three major factors that make the UAE’s dining and drinking experience so expensive: restaurants in hotels are costly to fit out; restaurants

are predominantly owned by the actual hotel owner or investor who are looking for a quick return on investment as opposed to independent chef-owners or manager-owners who see the long-term benefits; and the occasional independent restaurant operating from a hotel or licensed zone such as DIFC, is faced with extremely high rental/leasing rates which impacts menu pricing.

In my opinion, the way forward is for hoteliers to create concepts that offer good quality food at good value.

Interiors don’t need to be all onyx and oak, nor do we need foie gras and wagyu on every menu. We are equally happy with a good pizza and a beer.

On the independent restaurant front, not everyone has to be Zuma, nor does every restaurant in the city need to be located in DIFC. Good licensing exceptions here are The Irish Village and Century Village, which are both great examples of affordable dining. Will we ever see other similar initiatives spring up in the area or, is there the possibility that we follow the Bahraini example, where independent restaurants could be licensed? I’d be happy to see more Century Villages

DURING’S DEEDS An Argentinean native, During has been working in Dubai for over 15 years. He founded Thomas Klein International in 2001, following the successful development of the Wafi Pyramids complex. Thomas Klein International offers both complete business services and design services, forming a hospitality consultancy that establishes businesses that are innovative and profitable.

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Bandwidth on demand Enhancing the guest experience with affordable high-speed internet

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ook on TripAdvisor, Expedia, Yelp, or any other of the hundreds of ‘reputational’ websites where consumers make recommendations based on their experiences, and it is all too apparent that the quality of the internet connection provided to guests at hotels or customers in cafes and restaurants that frequently draws most of the criticism – or praise, as the case may be.

More than the quality of the room-service food, the comfort of the bed or the si]e of the in-room Àat-screen

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plasma TV, online polls show that 40 per cent of hotel guests see Wi-Fi availability and Internet access as a deal-breaker when choosing where to book a stay.

Broadband wireless internet access is no longer a ‘nice to have’ option, but an absolute necessity in the hospitality industry, and businesses in the sector are ¿nding it hard to keep up with soaring demand. Hotel guests now expect a replication of their in-home internet experience when they travel, and want to access their preferred applications with the same speed and quality of service.

Internet access can be prioritised for the right users at the right time, in accordance with speci¿c rules set by the hotel. This results in direct cost savings for the hotel, and a better experience for the guest.

Business case overview

Bandwidth consumption by meeting groups in hotels and convention centres is also growing signi¿cantly faster in Dubai than perhaps anywhere else in the world, creating the need for an internet solution to ensure the connection remains consistent no matter what the demand may be.

A service provider like du can supply bandwidth on demand as a managed service, in a way that guarantees availability and temporarily increases bandwidth dynamically. It helps optimise the utilisation of available bandwidth, and makes sure that access services are provisioned at maximum speed to the hotel’s staff and guests at all times. du has a customer base of hotels that use Bandwidth on Demand as a managed service to give their guests a richer experience and helps them managed their bandwidth more ef¿ciently.

With the introduction of smart phones and tablets, people have begun to arrive at hotels with multiple wireless devices in hand, putting considerable stress on hotel internet access networks. In fact, studies show that over 15% of guests are now carrying a trio of smartphone, tablet and PC devices into their hotel rooms.

Many hotels have only a few megabytes of capacity to share amongst hundreds of potential users in their guest rooms, restaurants, cafes and administrative of¿ces. This may be suf¿cient when occupancy rates are low, and is adequate for light use such as e-mail.

However, hotel guests now want fast internet access to watch high-de¿nition streaming video on their laptop, tablet or smart-phone. Teenagers want to be free to run a broadband-hungry gaming or ¿le sharing application from their hotel bedroom, while someone on a business trip may need to participate in a video conference.

The picture gets even more complex because demand for broadband in hotels changes with the time of day.

Back-of¿ce usage normally peaks during the day and in some properties after midnight, with the electronic closing of the previous business day.

Meeting rooms are normally busiest during the day.

Meanwhile, the guest rooms have the highest bandwidth demand typically in the morning and the evening.

This varied and upward demand for broadband in hotels is pushing up the need for bandwidth at an accelerating pace. A study carried out for infrastructure and networking supplier Cisco in 2010 suggested that the underlying rate of growth was around 4.4 per cent per month. This is equivalent to a compound annual growth rate (CAGR) of around 60 per cent.

In terms of the ways in which bandwidth is used in the hotel industry, various studies have revealed a Àuctuating pro¿le among guests most bandwidth is now used by guests watching streamed media of ¿lms, TV programmes and music videos.

The chart below, taken from a Cisco study, indicates a typical usage pattern seen in hotels (these were across the US, but the picture will be very similar in the UAE) is a peak download of around ¿ve megabytes per room from 10pm to 11pm, with uploads broadly constant at about

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0.75 megabytes per hour per room. Studies also reveal that most hotel chains are seriously under-provisioned.

When the available bandwidth (average connection speed averaged across all US hotels samples) is divided by the average total number of rooms in the hotel there is a broad distribution, with a mean service per room of just 220 Kbps and a median of around 22 Kbps. This median connection speed is unlikely to result in a consistently excellent customer experience.

Bandwidth in computer networking refers to the data rate supported by a network connection or interface.

Bandwidth represents the capacity of the connection.

The greater the capacity, the more likely that greater performance will follow (though overall performance also depends on other factors, such as latency).

Understanding the nature of the problem Kempinski, Crowne Plaza, Renaissance and Marriott are among many big name hotel chains leading the way forward with technology that ensures they provide the highest quality of internet services to guests. They have installed dedicated internet traf¿c management devices that combine multiple ISP services to boost connectivity and increase overall bandwidth.

In the UAE, bandwidth-on demand is one solution provided by du and being used by an increasing number of hotels, which describes a connection in which a hotel’s (or restaurant’s) available bandwidth can be increased for short periods of time on an as-needed basis. It prevents internet services from slowing during periods of high use. By increasing the capacity available in a burst to address a spike of usage, hotel and restaurant premises can provide the highest speed Internet access to guests – without having to commit to the expense of a bigger broadband pipe.

Currently, most bandwidth is sold on an access time basis, with little regard to the value of quality of service or quantity used. With bandwidth on demand, a hotel or restaurant chain would no longer buy huge amounts of bandwidth upfront; it would be bought only as their customers need it.

A hotel’s guest experience can be constrained by ¿xed bandwidth broadband provision, but thanks to du’s Bandwidth on Demand, it is possible to provision a ¿xed base-line service, on top of which the hotel can take extra bandwidth capacity on demand to suit its Àuctuating business needs, guest requirements, occupancy rates and the hosting of in-hotel special events.

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It provides the hospitality industry with a reliable and cost-effective way to balance the commercials of broadband provision with a rich guest experience.

It allows the hotel guest to subscribe to an internet service that meets their budget and expectations. One guest might want to subscribe for the duration of their stay to a premium in-room service that gives them access on a pay-as-you-go basis to a dedicated 10MB line. Another may prefer a more budget-friendly shared-access to 50MB

services. All the while they and all other guests can enjoy free in-lobby Wi-Fi access.

Such a solution provides hotels and their customers with the choices they want. It provides new revenue generation opportunities for the hotel, helps it build differentiation from the competition, while at the same time proving to be more reliable in the context of the high-speed access that hotel guests now take for granted. Internet access for business meetings can be better managed.

It allows overall usage by the hospitality business to exceed a speci多ed threshold for brief periods of time, without the hotel or restaurant chain facing a huge bill.

It effectively means hospitality businesses can deliver excellent customer experience without having to buy a more expensive higher capacity internet service. The plan provides a guaranteed high level of internet access that comes with additional bandwidth, delivered on demand and generally billed at a slightly higher rate.

Simply by installing a du management gateway

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alongside the internet ISP gateway, a hotel’s IT team can pull down burstable bandwidth on an as-needed basis.

The advantages of such a service are numerous Always available high-speed connections.

Ability to charge guests in different ways for different bandwidth packages.

Works across DS/, wireless or hybrid technology.

Provides highly reliable business centre connectivity for videoconferencing applications.

Provides highly available Internet access for one-off events and/or ad hoc meeting room connectivity.

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All internet access is password protected and secured.

Caters also to lobby and common area Wi-Fi connectivity requirements.

Billing for usage brings business OPEX EHQH¿WV As well as being able to better handle the normal peaks and troughs of everyday bandwidth requirements, bandwidth on demand opens a door to the introduction of high-de¿nition video links and conferencing suites for use in events and virtual business meetings. Quality

videoconferencing can allow a conference to import a guest speaker who is unable to travel, while preserving or enhancing the audience interaction with a live speaker.

Commonly, hotels buy their internet services from a telco or ISP as a bundle or package that is speci¿ed according to the average consumption over a speci¿ed period of time, usually a month. The problem is that they can ¿nd themselves left short at times, when demand exceeds expectations.

This is commonly seen when a hotel hosts an industry conference or large business event. Not only can the

process of provisioning the extra bandwidth needed for that event be slow, but if estimates of usage during the event fall short of demand the customer experience suffers as a result. If it is over-provisioned, the hotel and its client are charged for resources that are not utilised.

Usually an internet service provider will charge businesses a Àat rate for unlimited use, with the monthly bill set by the maximum speed band chosen by the customer – be that 4, 8, 16 or 24 MB per second. An alternative billing model is to pay for the total data transfer capacity used over a month, with a speci¿ed data transfer capacity delivered for free and with any extra bandwidth or data transfers over and above that incurring an additional charge. In both cases, the service might fall short of expectations at periods of very high usage, bandwidth could remain unused or charges may become painfully high during periods of over-utilisation.

The alternative presented by bandwidth on demand enables a hospitality business to request a boost in the available bandwidth for a short period to meet peaks in usage, without having to contract for any increased capacity that they will only need occasionally.

Both types of these quota and consumption-based billing options do not adequately address the problems of Internet traf¿c optimisation and congestion management, however. It can lead to latency, jitter, and round-trip-delay – technical characteristics of communications systems that affect their usability for particular applications.

Voice and video communications, and a variety of other applications such as online gaming and ¿nancial trading, are particularly sensitive to high latency. A difference in latency of as little as 1 or 2 milliseconds can be signi¿cant.

-itter reÀects the timing variation experienced by users of a service. So-called load balancing technology helps ensure hotels can provide the very highest quality of internet services to their guests.

Rather than buying ever-bigger capacity connections, the systems installed by these leading hotels allows bandwidth-hungry applications to be automatically routed through the best internet service available, while email and non-critical web browsing traffic can be pushed across less-expensive connections. It is one other way of ensuring better internet experience for a hotel’s guests and diners.

If you are interested in du’s Bandwidth on Demand solution, kindly email managedservices#du.ae.

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TRENDS

Trend watch: July 2012 The latest products, launches and services to make a difference to your business

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58 Product watch

Everything from the latest door locks to cool wine cellars

60 Interior design & furnishings

Take inspiration from Highpoint Market exhibition

62 HR, recruitment & training

Accor shares the details of its global training academies

64 F&B

How do you make a menu really work for you?

65 IT ADVERTORIAL

F1 Infotech share with us their hospitality solutions

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66 Marketing, advertising & branding

How do you market a jazz club in Doha? St Regis Doha tell us how it will be done

68 Fitness

Jumeirah rolls out a new fitness concept, starting at Jumeriah Emirates Towers

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TRENDS / PRODUCT WATCH

Product watch

We round up the boldest and brightest new launches and ranges from all over the hospitality world

COTTON EMPIRE Cotton Empire, a leading producer of home textiles and institutional linen in the UAE has released new ranges of towels. The Pool Towels are exclusive to hotels in the UAE, are highly durable when it comes to anti-chlorine and have good washing results. The brand also supply exclusive designs for five star hotels under their White Gold collection. ottonempire.net

PURE Pure Inspired Design provides fabrics, eco-friendly furniture, wool rugs and home accessories, designed by Samantha Cobos. She sources the finest materials from solely U.S. providers to produce high quality, natural ranges

that provide a touch of style to any hotel. The brand can also supply bespoke printed organic fabric, inspired by nature and your own colour and pattern development. pureinspireddesign.cartoncms.com

LA RIC ORGANIC LINE Five star cosmetic lines suppliers, La Ric has introduced a new organic body care line, which has already been used by Sofitel, Jumeirah and Millenium hotels. In response for a desire of more holistic, natural products the range includes shampoo, conditioner, body lotion and shower gel, can all be co-branded. The company also makes luxurious manicure and pedicure products, room fragrances and high end gift boxes. laric.eu

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PRODUCT WATCH / TRENDS

THE BEST OF THE REST

BREWING GADGETS A new UAE company will change the way coffee is made in restaurants and cafes.

Brewing Gadgets’‘pour over coffee makers’ involve various different ways of pouring the hot water over ground coffee. The range makes the most of the coffee’s aroma. __brewinggadgets.com

FOCUS WINE CELLARS Focus Wine Cellars create bespoke wine cellars for commercial needs and have clients included Marriott, Hyatt, Sheraton and Trump International.

Pictured is their latest project for Divan Hotel Istanbul, making it a feature of its restaurant.

This particular cellar holds 2,000 bottles, with an innovative air circulation system. focuswinecellars.com

DOMETIC DOOR LOCK SYSTEM Dometic Door Lock systems combine contemporary design with state-of-the-art access control technology to satisfy the highest demands on aesthetics, security and ease of use. Dometic Door Lock systems are available in two styles and four different finishes – chrome, stainless, brass

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ISOBOX® MOBILE Hupfer, the kitchen logistic solutions company, has launched a new trolley where individual boxes can be stacked horizontally or vertically to form one unit. The boxes can be equipped with a heating or cooling module, allowing ultimate flexibility for kitchen and waiting staff. ISOBOX® Mobile also comes in various designs to meet every requirement. hupfer.de

or gold – to match the interior design. Suitable for microchip or advanced proximity transponder technology, intelligent software allows easy, intuitive programming by the receptionist staff and total control by the hotel management. dometic.com

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TRENDS / INTERIOR DESIGN

A touch of home We look at upcoming furnishing trends from the United States

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dd a cosy feel to any hotel with some of these new trends, highlighted by the latest High Point Market exhibition.

Marrakech Express Eastern Accents

Buttoned Up Itâ&#x20AC;&#x2122;s all about the details, and buttons make a strong return to the floor, with furniture, especially sofas all employing this design tweak.

Hand-crafted Artisan designs are coming to the forefront, with inspirational products that look hand-made, even if theyâ&#x20AC;&#x2122;re actually not.

Vintage Market The joys of bric-a-brac and an element of kitsch are coming through to make up a vintage trend that is gaining ground across all budgets.

Marrakech Express The exotic arches, patterns, and vibrant spice influence of Morocco and North Africa have found a global appreciation lately.

Stately Scrolls For a more upmarket feel, the refined scroll elements are inspired by ancient motifs in both bold and subtle ways.

Artisan designs are coming to the forefront, with inspirational products

Vintage HGTV Home

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Vintage Halo

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INTERIOR DESIGN / TRENDS

Handcrafted Currey & Company

Buttoned Up Dwell Company

Stately Scrolls Christopher Guy

Highpoint Market High Point Market is the largest exhibition for home furnishings, held in North Carolina, America bi-annually. It has on average 2,000 exhibitors and 77,000 attendees and has over 350 categories. Buyers attend from over 100 countries. The next exhibition will be held in October 2012. www.highpointmarket.org

Stately Scrolls Kincaid Hancrafted Charleston Forge cpidubai.com

Marrakech Express Currey & Company

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TRENDS / HR, RECRUITMENT & TRAINING

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stay at a competitive level and attract depending on the country, the hotel brand and the team. Learning new talents. This is a crucial issue methods cannot always be the same for us. Hotel brands are regularly in Egypt, the UAE or Jordan. reviewing their offers and As we strongly believe in services and this keeps us on experimental learning, our toes as they rely on us these days we lean to translate and transmit more and more towards the vision and skills to the OF LABOUR COST IS INVESTED IN TRAINING informal learning and hotel teams. making sure we offer our employees the chance to What training methods do you use? informally learn as much as possible We mostly use interactive ways before, during and after their shift. aimed at facilitating operational These are not through training application. All types of methods courses, but through staff â&#x20AC;&#x2122;s day-tolinked to digital are also developing day interactions. fast. Mostly we adapt to the needs

cademie Accor Middle East is one of 17 dedicated academies around the globe, which provides continual training opportunities to Accorâ&#x20AC;&#x2122;s staff. The Middle East academy, based in Dubai is known as Tamheed. It offers courses and informal learning for first line to top line staff.

2.5-4%

How important is constant training?

The environment is changing and so are the needs and demands of our guests and employees. Only through constant learning will we be able to

LONG TERM LEARNING Valerie Brignone, Director, Tamheed Academie Accor Middle East, talks about the investment the brand is putting into its staff, by making training an ongoing commitment

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JULY 2012

cpidubai.com

HR, RECRUITMENT & TRAINING / TRENDS

With a massive shortfall in trained staff for new hotel openings in the region, does Academie Accor play a role in recruiting new staff?

It does indirectly as it allows hotels to focus on attitude rather than skills when recruiting, knowing very well that the pre-opening training organised with the Academie Accor will help reach the expected level.

What are the ethos and concepts that your university and training programmes are built on?

Our training programmes are built on Accor values, participative and

interactive methods, operational relevance and diversity. We also strongly believe in cultural specificity hence we are flexible and always give the possibility to adapt courses to take into account the local realities.

What does Accor do differently compared to other global chains?

Apart from delivering training to all levels directly in the hotels as well as in regional courses, we also focus on sustainable development (diversity, cultural awareness, etc). We adapt our courses to local realities and propose tailor-made learning development solutions to the hotels.

We are working closely with all our employees to ensure that we achieve the 21 commitments and quantifiable goals outlined in our new sustainable development programme PLANET 21 by 2015. These goals include employees training in the prevention of diseases in 95 per cent of hotels, the promotion of balanced dishes in 80 per cent of establishments, the use of eco-labelled products in 85 per cent of hotels and the reduction in water and energy use of respectively 15 per cent and 10 per cent in owned or leased hotels.

What are the most popular courses for hotel staff in the UAE? We have a few, among them: communication and presentation skills, cultural awareness and managing diversity, proximity management, finance for nonfinancial managers, ibis Players and Novotel Itineraries (both competencebased development programmes for first-level employees). All of these courses are very much in demand as well as courses dealing with attitude, customer care and sales.

How long should staff members be trained before a new hotel opening?

We also strongly believe in cultural specificity hence we are flexible and always give the possibility to adapt courses to take into account the local realities

Can you give us some examples of how your staff can develop themselves after being with Accor for a time?

We have numerous programmes aimed at developing people in their own area of specialisation such as revenue management, sales, distribution and training. We also have an International Hotel Management Program (IHMP) built to develop future general managers for the EMEA region.

Do rising guest expectations and more well travelled guests make training harder?

Valerie Brignone, Director, Tamheed Academie Accor Middle East

It does force us to be constantly updated on new trends, demands and methods. Training is not harder because of this however the investment in terms of time and budget tend to be more important.

Do you teach staff to learn more languages? Why is this important in the Middle East?

English is so important in the region that we organise English courses.

Depending on the hotel and their customer needs, we also organise Arabic and French courses. However, we are lucky in this region as our employees for the most part already speak more than one language and learning another one more is easier for them than for others in different parts of the world.

What are the most important courses in your opinion?

Without any hesitation, any course that deals with engaging teams, enhancing customer care and improving management skills. Revenue management and sales courses are also topping the list. In our industry, considering our realities, these are the topics most needed in all hotels. cpidubai.com

Hotels usually organise training sessions over a period of 16 weeks.

Starting with team building for managers to set and agree on their ambition and objectives, continuing with all specific brand courses and customer care and quality for all front lines. We do not stop when the hotel opens â&#x20AC;&#x201C; rather we continue training the team throughout the opening and after too. It is a continuous process.

How much does it cost per staff member to train?

Our hotels are asked to provision between 2.5 and 4 per cent of the labour costs for their staff â&#x20AC;&#x2122;s training investment.

JULY 2012

HOSPITALITY BUSINESS MIDDLE EAST / 63

TRENDS / FOOD & BEVERAGE

Many diners will just run down a list of items and choose the cheapest, so don’t make a big deal of the prices

Object of desire A menu that works is one of a restaurant’s best weapons. But how do you design a good one? Dave Reeder investigates

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any restaurants don’t give much attention to their menus, which is a real mixed opportunity. Most are based on cookie cutter designs, without any thought put into maximising orders and helping high-margin items to look more appealing.

Strangely, this is a world where big chains spend a lot of time and money reseearching what works – they want your mouth to water and your wallet

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to open! To first thing to realise is that menu design is more about the look and feel – crucially, it’s using sceince and research in your favour.

For most people, for example, their eyes naturally fall halfway down a page - the hot spot. Maximise your profits by putting high margin items and signature dishes here – these are the ones that make you most money from and the ones that will get your customers returning.

JULY 2012

Traditionally, menus are desigend with a hierachy that reflects the way that a meal is served – starters, mains, sides, desserts – but even here designers can use tricks to maximise sales. Research shows that people look most often at the first and last menu items in a section, so prioritise high profit dishes here.

One area that needs careful attention is the wording of your menu.

There’s a fine line to be drawn between making dishes sound appealing and completely over the top descriptions that put off many diners. So, by all means describe a fish as coming from Omani waters but resist the temptation to say it was ‘lifted at dawn as the sun kissed the Omani whitecapped waves.’

That said, let’s look at a traditional menu that works. The dinner menu from French bistrot Balthazar in New York City. It looks solid and standard, but numerous tricks have been used to make it really pop.

Before diners’ eyes fall on the hot spots, they first gravitate to the top right so Balthazar places a desirable, hot ticket item them, an expensive pile of seafood. It steps back from using photography because of the connotations with lower-rent outlets and opts for a line drawing that creates a bistro resonation. Note too that by placing the most expensive dish on the menu here it makes other dishes nearby look like real bargains – such as the smaller platter. What size is it? It doesn’t tell you but at $70 as opposed to $115, it must be a bargain, right?

Many diners will just run down a column of dishes and choose the cheapest, so don’t make a big deal of prices. By listing the price as 85 rather than Dhs85.00 you’re making the diner focus more on the menu item, not the price. The fancier the box, the more you will shift high-profit items like a cheeseboard. Use a simpler box for daily specials. Look also at how they play with portion sizes in the hors’ d’hoevres section, if you don’t specify the actual size, chances are diners will trade up.

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JULY 2012

HOSPITALITY BUSINESS MIDDLE EAST / 65

Introducing jazz Jazz at Lincoln Centre will open in September at the St Regis, Doha.

Club manager, Isabella Murgu tells us how the hotel intends to bring the improvised art form to the city

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azz isn’t everyone’s cup of tea, and even if you’re a fan of the music, chances are you won’t be able to reel off a list of well known contemporary jazz perfomers. The St Regis Doha is looking to change that.

The hotel chain has partnered with the original club, Jazz at

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Lincoln Centre, New York, who will programme set seasons of music, sending out trios and quarters to perform for two weeks at the Doha outpost, which has been closely modeled on its namesake.

“The artists will be brought in and curated from New York, so they’ll be

JULY 2012

world renowned artists which makes it very exciting,” says Murgu.

“St Regis is connected to jazz through our New York history and our original home. Jazz is an integrated part of the brand, in New York the hotel always had jazz musicians and worked with the Lincoln Centre on a number of projects. St Regis has partnered not just with Jazz at Lincoln Centre for Doha but also for other St Regis properties round the world, so we’re the first, which is fantastic.”

Fast becoming the Middle Eastern city to go to for high brow art and culture, the jazz club will be another string to Doha’s bow, but how does the hotel plan to go about marketing this niche night out?

cpidubai.com

MARKETING, ADVERTISING & BRANDING / TRENDS

St Regis has partnered with Jazz at Lincoln Centre not just for Doha but for other St Regis properties round the world as well

Isballa Murgu, Club Director, Jazz at Lincoln Centre, St Regis Doha

Jazz at Lincoln Centre: the stats

6 98 2012 DAYS A WEEK (CLOSED SUNDAYS)

PAX SEATED INSIDE

OPENING SEPTEMBER

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“Doha is very intrigued about what we’re doing, it’s developing an art and culture scene and we have a lot of expats in Doha who are jazz lovers, so we’re filling a niche. A lot of the locals are keen to embrace new music and new culture. Our Qatari owner is a big jazz lover so that has helped. The Qatari population are open minded and they travel a lot to the States so there is some awareness there,” explains Murgu.

The hotel expects the uniqueness of Jazz at Lincoln Centre to pull in GCC guests as well as locals and expats.

“Beyond Doha, people will travel from all over the GCC to have a weekend experience at the hotel, complete with live, real jazz.”

JULY 2012

And it’s not just the guests who they’re hoping to educate, the club’s staff have been trained in the genre, “The entire team has been trained in jazz music and has been listening to it for months as it’s important that they’re all knowledgeable about it as an art form and understand the artists,” says Murgu.

The 98 seat venue will have a permanent stage at the front, whilst the seating will be split between cinema style chairs and booths for groups with a bar at the back. There will be a dinner slot from 7-9pm, serving up high-end jazz inspired American classics for those that want an entire evening. The focus will be on the music as a performance, rather than as background noise. Murgu explains the how the programming will work, “We look at it as a season, so we’ll have New York programming of a few months at a time, so people will be able to plan their trips and we can communicate that information months ahead. We don’t want to just come and talk about next week.”

The hotel sees the club’s impact as more than just nightly performances.

“We’re discussing possibly doing a charity event around jazz, with tickets to an open air event. We’re also considering classes for children and awareness talks in schools about jazz.

We would like the artists to do music talks with afternoon tea, where people can get to know more about the genre and the individual artists who are playing,” Murgu says.

The hotel is also considering offering up the venue for rentals, “We would consider renting the space out, it’s a beautiful location with a huge terrace. The club is only open in the evenings so we could use the space in the afternoon as it’s on the sunset side, so a cocktail reception or high end afternoon teas would be possible. We could offer it for exclusive meetings or presentations because you have a ready made stage. This will add something new to the hotel, for a more high end option.”

HOSPITALITY BUSINESS MIDDLE EAST / 67

TRENDS / FITNESS

Talise goes global Jumeirah are rolling out a new wellness concept, called Talise Fitness, starting with Jumeirah Emirates Towers. Sports and Leisure Manager, Tim Dorrington talks us through the changes

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hat is Talise Fitness and how is it a new concept?

Talise Fitness is an extension of our global wellness brand “Talise” that also includes Talise Spa and Talise Nutrition. The Talise Fitness responsibility is to create an environment that will support the adoption of healthy lifestyles and an environment that will make our members feel part of the Talise family.

The diversity in fitness enthusiasts has increased over the past few years.

People are becoming increasingly more in tune with their personal health and wellbeing and are looking for new experiences and innovative options. The only way forward was to reconsider our approach and look for a new direction.

Beside our new approach to space design based on aspirational training zones, innovative programmes and services, Talise Fitness places members and guests at the centre of our business model. We recognise that each person is unique and we enhance our relationship with members through the use of customer relationship management tools to turn aspirations into results!

Talise will be cascaded to our properties in the GGC and globally from 2013 onwards

Why has it changed?

The implementation of a new gym at Jumeirah Emirates Towers has been planned for over a year. With the launch of the new Talise Fitness brand and the opportunity to expand into a bigger and better facilities, it was the perfect time to change and upgrade our health and fitness facilities.

Will this be rolling out to any other Jumeirah properties?

Tim Dorrington, Sports and Leisure Manager, Jumeirah Emirates Towers

Yes, Jumeirah Beach Hotel and Madinat Jumeirah are scheduled to implement the Talise Fitness concept in September 2012, it will be then cascaded to our properties in the GCC and globally from 2013 onwards.

How has guest expectation changed concerning fitness within hotels?

With the rise of chronic diseases such as obesity and diabetes, health and fitness is becoming a more prominent aspect of peoples’ everyday lives. It is important for hotels to recognise this and offer facilities and services that will live up to the expectations of the guests. It’s not just about providing the right equipment for the end user, but offering solutions aligned with member’s aspirations.

How does the new fitness and spa centre at Jumeirah Emirates Towers differ from what was on offer before?

In addition to being a brand new facility with state of the art equipment, Talise Fitness is also a much bigger facility covering 1000sq/m with seven separate exercise zones, including a dedicated functional training zone.

Talise Fitness is also a fresh new concept, which provides individuals with a new approach to physical

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activity and wellbeing. By placing the aspirations and motivation of fitness enthusiasts at its core, Talise Fitness offers ground-breaking solutions for overall wellbeing and integrates fitness into day-to-day life.

Do you think the Middle East has the same approach to fitness and the importance of keeping fit say as America or Europe?

Managing and reducing lifestyle diseases through eating right, exercise

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and supplementation is becoming a major preoccupation for individuals and corporations around the globe.

Today the wellness industry enjoys annual revenue exceeding billions of dollars and is expected to grow massively over the next few years.

Several wellness related businesses are emerging at incredible rates (supplement stores, fitness centres, natural food markets, spas and so many more).

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FITNESS / TRENDS

Rollout schedule Sept 2012: Jumeirah Beach Hotel / Madinat Jumeirah 2013: Rest of portfolio

There is a colossal existing demand for advancements in pro-active health but there is still discrepancy from an educational point of view in different part of the world. The Middle East remains behind the America and Europe, mainly because of cultural differences. However, the region is adapting fast, mentality is changing rapidly and people are becoming more and more aware of the benefits of physical activity.

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How important is it for a hotel to have a decent, authentic fitness facility to attract repeat business? Or new business?

whole, not just for the hotel guests but also to our valued tenants in the Office Tower and shopping Boulevard.

The next few years are a period of major expansion for Jumeirah Hotelsâ&#x20AC;&#x2122; operations with many hotels in the pipeline or under development around the world. Therefore, itâ&#x20AC;&#x2122;s a necessity to drive consistency in the operating and service standards to ensure our guests enjoy the same fitness experience in all our fitness facilities.

At Jumeirah Emirates Towers, many of our hotel guests are repeat guests therefore it is important that they see that we are constantly innovating and evolving as a hotel, especially with the increase in competition over the past few years. With the implementation of the new Talise Fitness facility, we hope to add value to the complex as a

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JOB WATCH

Job watch

Level: Department Head Location: United Arab Emirates (UAE) Salary Description: Attractive Posted: 21/06/2012 Start Date: ASAP Recruiter: CHA International Job Ref: 4325 A leading private/international business - group of hotels organisation in the UAE, is seeking to recruit a Chief Financial Officer/Corporate Director of Finance. The candidate should must have a Multiunit or GCC experience. They also have to have a CPA or equivalent. Past hotel experience with international chains is a must. Fluent in English, matured and wants to settle in Dubai. Any age but no older than 55 years. Salary negotiable based on experience and super expatriate benefits.

Time to move on? We can help. All jobs can be applied for through the Hozpitality website DIRECTOR OF HUMAN RESOURCES Industry: Hotels Clubs and Spas Department: HR Level: Top Management Location: United Arab Emirates (UAE) Salary Description: Negotiable Posted: 24/06/2012 Start Date: ASAP Recruiter: CHA International Job Ref: 4420 We are looking for a Director of Human Resources for a 5* hotel, newly open in Abu Dhabi.

Experience of hotel opening and Arabic speaking are a must. GCC and UAE (Abu Dhabi/ Dubai) exposure is recommended.

DIRECTOR OF FINANCE AND BUSINESS SUPPORT Industry: Hotels Clubs and Spas Department: Finance and Accounts Level: Department Head Location: United Arab Emirates (UAE) Salary Description: Attractive Posted: 24/06/2012 Start Date: ASAP Recruiter: Confidential A luxury five star hotel in Dubai, is looking for a dynamic finance professional to join their growing, motivated team as a Director of Finance and Business Support. The successful candidate is expected to carry out the Finance and Accounting functions for the company.

Their job responsibilities include achieving long term and short-term objectives, and ensuring that financial resources are effectively utilised to realise these objectives. The duties encompass managing the company’s financial affairs, directing and facilitating the day to day operations of the accounts department, preparation and consolidation of the annual and long-term Capital, Operating & Revenue budgets and business plans, developing and implementing corporate policies, systems and procedures, liaising with the owning company, following-up on joint venture accounts,

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managing risk and cash flow and comparing budget vs. actual balance sheet and providing business support to the General Manager.

GENERAL MANAGER Industry: Hotels Clubs and Spas Department: General Management Level: Top Management Location: United Arab Emirates (UAE) Salary Description: Attractive Posted: 24/06/2012 Start Date: ASAP Recruiter: Confidential We are looking for a General Manager for a renowned international hotel in Dubai.

Candidate should have 15-20 years experience with minimum five years as General Manager in branded hotels in UAE.

ASSISTANT GENERAL MANAGER Industry: Hotels Clubs and Spas Department: General Management Level: Top Management Location: United Arab Emirates (UAE) Salary Description: Attractive Posted: 21/06/2012 Start Date: ASAP Recruiter: CHA International We are looking for a Director of Operations in Dubai, UAE for a four star modern stylish hotel in Dubai (260 rooms, meetin facilities, several F&B outlets). The ideal candidate should be under 35 and stylish and trendy.

Experience in all areas of hotel operation, managing all direct reports in a professional and motivating fashion and will replace the GM while travelling. Excellent package offered for suitable candidate.

CHIEF FINANCIAL OFFICER Industry: Hotels Clubs and Spas Department: Finance and Accounts

JULY 2012

RESEARCHERS AT HARVARD SAY THAT TAKING A POWER NAP FOR AN HOUR IN THE AFTERNOON CAN TOTALLY REFRESH YOU. THEY SAY THAT BY THE TIME YOU WAKE UP YOU’LL FEEL SO GOOD, YOU’LL BE ABLE TO START LOOKING FOR A NEW JOB JAY LENO

CORPORATE DIRECTOR OF HUMAN RESOURCES Industry: Hotels Clubs and Spas Department: HR Level: Department Head Location: United Arab Emirates (UAE) Salary Description: Excellent package Posted: 21/06/2012 Start Date: ASAP Recruiter: CHA International Job Ref: 4365 One of the UAE’s leading private business groups is looking for a Corporate Director of Human Resources for the hotel division with the following criteria : t "HF CFUXFFO UP t ZFBST JO JOUFSOBUJPOBM DIBJOT XJUI NVMUJ property experience t 1SFWJPVT FYQFSJFODF BU ($$ JT B NVTU t .BSSJFE BOE IBWF B TUBCJMJUZ JO MJGF t -BX HSBEVBUF JT B QMVT t "SBCJD MBOHVBHF JT QMVT t &OHMJTI MBOHVBHF JT B NVTU t $PNQVUFS LOPXMFEHF t 1SPWFO USBDL SFDPSE PG TVDDFTT t 4USPOH QFSTPOBMJUZ The package will be determined as per a candidate’s qualifications.

GENERAL MANAGER Industry: Hotels Clubs and Spas Department: General Management

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JOB WATCH Jobs supplied by:

Level: Top Management Location: United Arab Emirates (UAE) Salary Description: Attractive Posted: 27/06/2012 Start Date: ASAP Recruiter: Confidential We are looking for a General Managerâ&#x20AC;&#x2122;s position for a 355 key, hotel opening soon in Abu Dhabi, offering a good package. European candidate with UAE experience and currently working in a reputed five star hotel chain with 10-15 years as a GM preferred.

DIRECTOR FINANCE â&#x20AC;&#x201C; DOHA Industry: Hotels Clubs and Spas Department: Finance and Accounts Level: Department Head Location: ME/GCC (Except UAE), United Arab Emirates (UAE) Salary Description: attractive Posted: 06/06/2012 Start Date: ASAP Recruiter: Amari Doha Amari Doha is part of ONYX Hospitality Group based in Thailand. ONYX offers a wide portfolio of hospitality brands, including the luxury Saffron portfolio, the market-leading Amari brand of hotels and resorts, Shama serviced apartments, and the all-new select service Ozo. As the Director of Finance you will oversee the operational running of this Pre Opening property from a finance perspective. You will have extensive contact with the General Manager and sitting on the executive team you will be expected to deliver a robust financial control function. It is also expected that you will play a commercial part in the growth of the business

GENERAL MANAGER Industry: Hotels Clubs and Spas Department: General Management Level: Top Management Location: Africa Salary Description: Attractive Posted: 21/06/2012 Start Date: ASAP Recruiter: African Management Services Company (AMSCO) A boutique four star hotel in Lagos is looking for a General Manager. They must be able

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THREE RULES OF WORK: OUT OF CLUTTER FIND SIMPLICITY; FROM DISCORD FIND HARMONY; IN THE MIDDLE OF DIFFICULTY LIES OPPORTUNITY ALBERT EINSTEIN

to manage all facets of the hotel operation, including the Rooms, Sales & Marketing, Accounting, Human Resources, and Engineering departments. t *NQMFNFOU EFWFMPQ BOE NBOBHF OFX POMJOF services and manage revenue management. t %FWFMPQ UIF IPUFM BOOVBM PQFSBUJOH CVEHFU with the FC and business plan, implementing initiatives, strategies and action plans to achieve goals. t %FWFMPQ BOE JNQMFNFOU UIF BOOVBM 4BMFT BOE Marketing plan. t 4USPOH DPNNVOJUZ GPDVT FYQFDUFE CZ GPTUFSJOH relations with key Community and Corporate groups. t %FWFMPQ )PUFM DPSQPSBUF PCKFDUJWFT BOE QMBO and implement programs to achieve these objectives. t %FWFMPQ BOE UBLF B MFBEFSTIJQ SPMF JO FGGFDUJWF and progressive performance management for all establishes personal development plans. t 1PTJUJWFMZ QSPNPUF B GVO DSFBUJWF BOE FYDJUJOH working environment. t -FBE PDDVQBUJPOBM IFBMUI BOE TBGFUZ programs, and ensures regulatory compliance.

t 6QEBUF PG CVEHFUT BOE GPSFDBTUT GPS UIF HSPVQ as required. t .POJUPS DPTUT BDSPTT UIF HSPVQ BOE JEFOUJGZ areas of problems and cost savings.

The candidate should have at least three years of experience in a similar capacity in a wellestablished hospitality organisation.

FACILITIES MANAGER Industry: Hotels Clubs and Spas Department: Engineering and Projects Level: Department Head Location: Doha, Qatar Salary Description: Attractive Posted: 18/06/2012 Start Date: ASAP Recruiter: Hozpitality Consulting We are looking for a Facility Manager for a renowned hotel company in Doha. This person will be liaising with our hotel, but is for our owners side, for their group. Salary will not be a constraint for the right candidate. The candidate should be of Engineering background, Arab and Western educated.

GROUP DIRECTOR OF FINANCE Industry: Hotels Clubs and Spas Department: Finance and Accounts Level: Department Head Location: United Arab Emirates (UAE) Salary Description: Attractive Posted: 20/06/2012 Start Date: ASAP Recruiter: Grand Belle Vue Hotel ApartmentsDubai Job Ref: GDOF The ideal candidate should be responsible for all financial accounting, ensuring accurate and timely production of monthly management information across the region. They should also be responsible for the: t *NQMFNFOUBUJPO PG (SPVQ "DDPVOUJOH QPMJDJFT t 1SPEVDF HSPVQ QMBOT BOE GPSFDBTUT t &OTVSF BDDVSBUF BOE UJNFMZ QSPEVDUJPO PG financial statements for hotels in the group and that the accounts are prepared in accordance with company policies. t &OTVSF BDDPVOUJOH SFDPSET BSF DPSSFDUMZ maintained and appropriate accounting processes, procedures and controls are in place. t .BOBHF UIF QSPDFTT UP EFMJWFS UIF NPOUIMZ business report to the board.

OPERATIONS DIRECTOR Industry: Hotels Clubs and Spas Department: General Management Level: Top Management Location: Saudi Arabia Salary Description: Attractive Posted: 18/06/2012 Start Date: ASAP Recruiter: Hozpitality Consulting We need to hire for the following key position for our client, a five star hotel in Saudi Arabia: Operations Director.

The right Operations Director candidate should have the following: t 4JNJMBS FYQFSJFODF JO JOUFSOBUJPOBM IPUFMT preferably in UAE/ME t (PPE &OHMJTI DPNNVOJDBUJPO TLJMMT BOE excellent guest relation skills t $BOEJEBUFT XIP DBO KPJO BSF VSHFOUMZ preferred.We prefer all the European nationalities and also Canadian, Australian, New Zealand or Americans with managerial skills with at least seven to eight years experience in the hospitality industry or five star hotels. Attractive salary and benefits offered to the right candidate.

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COMMENT

Discover the power of integrated security Security demands vigilance, vigilance demands integration

A

ccess control. Intrusion detection. Video surveillance and analytics. Fire and life safety. What’s wrong with these pictures?

Traditionally, these systems were set up separately – with their own hardware, software, installation, oversight, service, maintenance, administration and training. This approach is no longer viable in a world where security threats are increasing and budgets are shrinking.

Over the decades the hotel has been an attractive target for terrorism and other acts of intimidation. With two high profile incidents occurring in this part of the world in recent years the spotlight has again fallen on hotel security. As systems become ever more connected, combining optimum security management systems and integration expertise with best-in-class technology is a critical process.

Integrated security solutions allow you to control the entire security landscape from a single user interface providing faster response times, improved overall security, reduced costs, and valuably, peace of mind.

In order to understand the holistic value of integrated security solutions, it’s worthwhile recapping the evolution

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of security. Among the changes that have occurred over the past decades, software integration has giving rise to integrated solutions, and economic factors have made demonstrating return on security investment (ROSI) a requirement rather than an option.

As a result security can now be categorised as delivering three levels of value: security effectiveness, risk reduction and business efficiency from the synergy between, people and process and technology. This is a compelling factor in designing security management strategies.

The customer benefit of security effectiveness is in CapEx and OpEx cost reductions that result from integrating multiple disparate technologies onto a single, comprehensive security network. Securing the people and assets that make up a business reduces risk, ensures business continuity, and enhances reputation. Additionally, the investments customers make in security technology can be leveraged to improve business processes, reduce variable costs and increase revenues. In all the cases the real financial benefits are many.

Even in the most advanced hotels, security threats remain real. By integrating various security systems

such as Access Control, Building Management Systems and Video Surveillance Systems, an intelligent Security Management System can be created, which helps hotels improve all round safety, ultimately making everyone from staff to guests feel more comfortable and reassured.

Whether serving as a visual deterrent to crime or giving managers and security professionals tools for dealing with liability claims, employee theft or other management issues, video security offers the most practical and cost-effective solution available. For a system to meet the needs of a business location – and to be counted on 24/7 – only the most reliable equipment can be used.

Integrated Security System can also serve as a powerful management tool, assisting hoteliers to assess traffic flow, customer purchasing behavior or helping to reconcile POS transactions and so much more. No other form of electronic surveillance provides for real-time monitoring of situations, both at the location and remotely, while simultaneously providing indisputable documentation of an event.

Anant Berde is Vice President Gulf Countries, Buildings Business, Schneider Electric

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