Hospitality Business ME | 2013 March

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Trends: Industry insiders debate whether online education can ever replace face-to-face learning Feature: Revealing how technology will change tomorrow’s hotels and why the trend will span budget to luxury Interview: Sheraton Dubai Creek GM Heinz Grub on Starwood’s next step to success and how he juggles seven properties

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Q&A: The outdoors may be great, but in our unforgiving climate making the most of them isn’t easy Even more: Data, tenders, jobs and appointment news

GLOBAL HOTEL INDEX: Egypt 47.1% - Saudi Arabia 61.2% - South Africa 56.8% - UAE 81.1% (Average MEA occupancy January 2013)

LESSONS FROM THE TOP

Jumeirah Group CEO Ger Gerald lessons Lawless shares his lesson from Sheikh Mohammed and his vision for the fut future of Jumeirah Group.... even eve after his retirement

In association with...

Publication licensed by IMPZ

CONTENTS

28

04

EDITOR’S LETTER

06

REGIONAL AND INTERNATIONAL NEWS

12

DATA WATCH STATISTICS AND ANALYSIS FROM STR AND ERNST & YOUNG

16

DTCM NEWS THE DEPARTMENT’S MOST RECENT EVENTS AND INITIATIVES

18

TENDERS

20

GM INTERVIEW HEINZ GRUB ON STARWOOD’S NEXT STEPS

22

GULFOOD 2013 ALL THE NEWS FROM THE AWARDS TO THE SHOW FLOOR

28

COVER STORY JUMEIRAH CEO GERALD LAWLESS ON LEARNING FROM SHEIKH MOHAMMED AND SECURING HIS LEGACY

34

ROUNDTABLE PROFESSIONAL DEVELOPMENT AND DISTANCE LEARNING ON THE TABLE

43

THE GREAT OUTDOORS MAXIMISING OUTDOOR SPACE AND MINIMISING OVERHEADS

48

HOTEL TOMORROW THE TECHNOLOGY TRANSFORMING TOMORROW

54

PRODUCT WATCH THE LATEST PRODUCTS, SERVICES AND LAUNCHES

56

DU

61

JOBS AND APPOINTMENTS

64

COMMENT INSIGHT FROM INFOR

48

43

20

22

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MARCH 2013

HOSPITALITY BUSINESS MIDDLE EAST / 1

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COMMENT / EDITOR’S LETTER

A gimmick with soul Unlike the openings of last decade, the next generation of hotels are celebrating with style There’s an element of the counterproductive in Dubai’s most prominent USP. For all the glitz its glossy exterior imbues – attracting millions of tourists annually, whether to indulge, imitate or imagine – the reoccurring criticism of the Emirate is that is lacks soul.

So when 1300 people were invited to the opening of the world record breaking Marriott Marquis (The 355m towers in the heart of Dubai with giant diamond-shaped illuminations atop) the general expectation was for another ‘Dubai Night’.

Celebrity appearances and diamond give-a-ways aside, what happened over the course of the evening told all the guests that, perhaps, Dubai’s second dimension was also launching.

The range of entertainment, including cellos and live art, set an unexpected tone and one that, for me, signals recovered Dubai will be a city with soul.

On the other side of town, on the same night, Pullman Hotel launched

The Hotel Show 2013 Hospitality Business Middle East is proud to announce its official media partnership with The Hotel Show 2013. See page 18 for details

28 - 30 September 2013

When 1300 people were invited to the opening of the world record breaking Marriott Marquis the general expectation was for another ‘Dubai Night’ at Deira City Centre: a celebration marked with art. Global marketing SVP Xavier Louyot described the vision for guests as such: “In 2013, starting with Paris, London and Brussels, Pullman will start building with both emerging and established living artists a contemporary art collection that explores an essential aspect of our times: The re-emergence of cultural identities in a modern world marked by universality and cultural mixing.”

With 150 properties due to open region-wide this year (up from 46 last year, according to STR Global figures) perhaps it’s time to look at how new properties can add depth to the region’s image, and bring lessons in modesty from further afield, where austerity reigns MELANIE MINGAS EDITOR

PUBLISHER: Dominic De Sousa GROUP COO: Nadeem Hood ASSOCIATE PUBLISHERS Alex Bendiouis Dave Reeder EDITORIAL Editorial Director: Dave Reeder dave@cpidubai.com +971 55 105 3773 Editor: Melanie Mingas melanie@cpidubai.com +971 56 758 7834 Photography: Anas Cherur ADVERTISING Alex Bendiouis alex@cpidubai.com +971 50 458 9204 Alexander Griffin Sales Manager alex.griffin@cpidubai.com +971 50 8500727 Ankit Shukla Sales Director ankit@cpidubai.com +971 55 2572807 DESIGN AND PRODUCTION Art Editor: Christopher Howlett Production Manager: Devaprekash dev@cpidubai.com MARKETING & DISTRIBUTION Rochelle Almeida rochelle@cpidubai.com SUBSCRIPTIONS www.cpievents.net/mag/magazine.php PRINTED BY Printwell Printing Press LLC, Dubai, UAE PUBLISHED BY

Head Office, PO Box 13700, Dubai, UAE Tel: +971 4 440 9100 Fax: +971 4 447 2409 Group Office, Dubai Media City Building 4, Office G08, Dubai, UAE A publication licensed by IMPZ © Copyright 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

MARCH 2013

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NEWS WATCH

$10.4bn MENA NEWS

VALUE OF ONLINE BOOKINGS IN 2012, UP 31%

Hilton opens first Sharjah property Hilton Hotels has announced the opening of its 11th branded property in the UAE and its first in Sharjah, with the launch of the 259-room Hilton Sharjah.

Formally known as Corniche Al Buhaira Hotel, the converted property overlooks Sharjah’s biggest lagoon and is only 10km from

Dubai International airport. It will be positioned to capitalise on both Dubai tourists and visitors to the annual F1 Powerboat Racing,Sharjah International Book Fair and International Test Cricket matches.

On behalf of property owners Bin Otaiba Investment Group, HE Khalaf Bin Ahmed Al Otaiba said: “We’ve

been eagerly anticipating the hotel’s conversion into the Hilton brand and we’re delighted the property will now bear the name of such a recognised global leader. The company enjoys an impressive reputation which will add value to Sharjah’s ambitions in developing the Emirate into a key business and leisure destination.”

The converted hotel will feature 259 rooms.

50,000 hotels on TripAdvisor Business Listings

Online winners named

TripAdvisor has reported a 40% YoY growth in the number of hotels listed on the site.

To date more than 50,000 chain, boutique and independent properties have upgraded to TripAdvisor Business Listings to harness advanced marketing services and generate more business online.

Globally, there has been a more than 40% year-on-year increase in the hotel industry's adoption of Business Listings, and according to a recent Forrester Consulting Total Economic Impact study, some partners have converted up to $64 in

Hilton, Marriott and Four Seasons are the most talked about hotel chains online in forums such as Lonely Planet and Hotelguide. net, according to market research

by Maven Magnet and Brodeur Partners. Using algorhythms to account for the number of ‘likes’ and retweets a comment received, The report concluded service and location are the biggest “functional” conversation drivers, followed by rooms, recreation, and rewards programmes. Ritz Carlton scored highest for sensory relevance, covering sight (view) and taste (food).

6 / HOSPITALITY BUSINESS MIDDLE EAST

MARCH 2013

incremental bookings through the product for every dollar spent.

The news comes only months since the announcement that more than 300 million people view TripAdvisor content on partner sites through content syndication and review collection partnerships.

"We're seeing more and more brands adopt TripAdvisor Business Listings because it's a nimble solution that helps accommodations upgrade their online and mobile presence," said Christine Petersen, president of TripAdvisor for Business.

cpidubai.com

NEWS WATCH

276

HOTELS AND HOTEL APARTMENTS ARE LOCATED WITHIN 2KM OF ONE OF FIVE VVEE MEGA SHOPPING MALLS IN DUBAI.

46% Of international visitors to GCC are Hajj and Umrah visitors, driving a market worth $16.5bn to KSA.

$7.5b

Soft launch of Corp Executive Hotel Amman begins Corp Executive Hotel Amman has begun soft opening ahead of an official opening next week, marking Hospitality Management Holdings’ first step into the Levant country where it could take a sizeable chunk of the 16% occupancy increase experienced last year.

The 108 room property is located

opposite The Royal Cultural Center, Al Shmeisani. The hotel features three multi-functional meeting rooms, a ballroom and four F&B offerings.

“We believe the market is quite excited and will be impressed with what they see," said GM Emad Jawad Hussain.

Projected UAE hospitality market value by 2016. A 67% increase on 2011

$39m Investment into tourism development of Dhofar province, Oman

18.8% CAGR for Bahrain’s hospitality market to 2016

NEWS IN PICTURES - VIP LAUNCH FOR MARRIOTT MARQUIS

15.3% Increase in tourism, compared to 2011, in Jordan.

2015 Marquis global brand manager Mitzi Gaskins was joined by VIP guests Arne Sorenson, Donna Karan and Kathleen Matthews at the opening of the Marriott Marquis on February 27.

Visit www.hospitalitybusinessme.com for the full story and images.

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Kuwait’s deadline to attract one million tourism arrivals per annum All statistics sources from the ATM Roadshow

MARCH 2013

HOSPITALITY BUSINESS MIDDLE EAST / 7

NEWS WATCH

63.9%

SUPPPLY GROWTH PREDICTED FOR OMAN, THE LARGEST RATE IN THE MEA REGION

MENA African market ADR London Lord Mayor ‘impressed’ NEWS "fragmented"

by Saadiyat The North and South African hospitality market is experiencing differing rates of growth, evident in the most recent ADR rates reported

by STR Global.

Northern Africa’s ADR declined 2.1% in 2012, whilst the rest of the continent’s increased 2.6%.

The trend was replicated in occupancy rates, with Northern Africa experiencing a bounce back in occupancy with a 16.85% increase to 52% total. Its African neighbours grew only 3.9% but still reached 59.6% occupancy.

The MEA market opened 68 new hotels totalling 15,735 rooms in 2012, with a further 480 hotels still in the pipeline, totalling a grand total of 118,023 rooms.

Among other countries in the region, Oman reported the largest expected supply growth (+63.9 %) if all 4,613 rooms in the country’s total active pipeline open. Saudi Arabia, Algeria, Qatar, United Arab Emirates and Kuwait all reported expected room growth of more than 30 %.

Further market statistics from STR Global can be found on page 14.

The Lord Mayor of London, Alderman Roger Gifford, has tourd Saadiyat Island in an event hosted by Abu Dhabi’s TDIC. Greeted by TDIC chair, Sheikh Sultan Bin Tahnoon Al Nahyan, the trip highlighted “the significance of cultural exchange between the UAE and the world as Saadiyat contributes a major part in this aspect through its world-class museums, such as the Zayed National Museum being developed in collaborations with the expertise of the British Museum.”

The Lord Mayor also toured

Manarat Al Saadiyat’s exhibition, ‘The Saadiyat Story’, which depicts the development of island as it emerges as an unparalleled international destination of cultural, tourism and residential offerings.

During the tour he received an update on the Saadiyat Cultural District which will also be home to other cultural projects, including Guggenheim Abu Dhabi museum, a performance arts centre, and Louvre Abu Dhabi museum, where construction work is well underway following the recent appointment of a contractor in January 2013.

Alderman Roger Gifford toured the island with TDIC in February.

"I want Viceroy Dubai" says group CEO Bill Walshe With a promise that he “won’t rest until it happens” Viceroy CEO Bill Walshe has told Hospitality Business Middle East “Because of the importance of the destination here I want Viceroy Dubai and I won’t rest until it happens”.

Walshe made the pledge while speaking about the group’s first foray into “a truly international market”, following the opening of Yas Viceroy in Abu Dhabi, the first property outside the Americas.

8 / HOSPITALITY BUSINESS MIDDLE EAST

MARCH 2013

With properties due imminently in Turkey and The Maldives, he says further UAE expansion is inevitable.

“I would like us to come in with a resort, but one that has business facilities.

“Ideally, I would prefer to come into beach, rather than city, first.

But ultimately I do want both,” he continued.

2013 has started strong for the group with a new Manhattan property also opening last

month, Viceroy New York. Of the expansions, Walshe added: “One of the things about Viceory is that our expansion is based on opening quality hotels in quality locations.

To be honest, we could expand faster than we are doing but that would involve compromising and I’m not going to open in a B location, just to get a name over the door.”

The full interview will Bill Walshe will be published next month.

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NEWS WATCH

410 GLOBAL NEWS

ROOMS ADDED TO THE BOOMING TURKISH MARKET BY ARABIC BRAND ROTANA

Rotana steps beyond core market Rotana has announced the development of the Tango Arjaan and Burgu Arjaan, both in Istanbul, increasing its portfolio by a total of 410 rooms in the country.

Rotana will manage the hotels for the Turkish group Dap-Yapi, which markets its properties located in the Maltepe area of the Turkish city as ‘Residence-Hotels’, due to its ‘rent while you’re away’ shared ownership scheme.

Upon completion, the Burgu Arjaan - divided into two connected towers, Burgu 1 and Burgu 2 - will have a total of 222 rooms, while the Tango Arjaan

by Rotana will be a 188-key hotel. The Burgu towers will share facilities such as the lobby, lobby café, business centre, restaurant, health club, indoor and outdoor pool and landscaped areas, as well meeting and conference rooms.

“Arjaan Hotel Apartments by Rotana are designed to close the gap between hotel and home and we are entering the vibrant Turkish leisure market for the first time with this concept. The new properties will represent a milestone for Rotana the Tango Arjaan and Burgu Arjaan will be the first step in taking our brand, which is already iconic in the Middle East and Africa region, to the wider world,” Rotana president and

Located in Istanbul, Burgu Arjaan by Rotana (above) and Tango Arjaan add 410 rooms to the local portfolio.

CEO Selim El Zyr said, adding that both make “great economic sense for both residents and investors” due to the ‘rent while you are away’ scheme, which is “common worldwide but is yet to gain ground in Turkey, the properties provide an alternative

source of income for owners. The weekly, monthly and annually rented apartments will be operated and managed by a professional system and apartment owners will have the choice of an extra income by renting their places through Rotana.”

$20m makeover for Atlanta’s first Méridien

India's new Westin

Starwood Hotels & Resorts Worldwide has announced the opening of Le Méridien Atlanta Perimeter, following a 12-month, $20 million renovation. It is the first Meridien hotel in the Atlanta metropolitan area and one of nine new Le Méridien hotels slated to open within the next 12 months.

The hotel is owned by RockBridge Capital and managed

by Wischermann Partners. said Brian Povinelli, global brand leader, Le Méridien and Westin Hotels:

The Westin Chennai Velachery has opened in the Southern part of India. It is the sixth Westin hotel in India and the first out of seven new Westin hotels expected to open in 2013 across Asia Pacific.

The hotel offers 215 guestrooms and suites. GM Shrikant Wakharkar said: “We believe that business travelers, meeting planners and individuals will be delighted with our emphasis on well-being and the innovative signature services that have earned Westin worldwide recognition.”

10 / HOSPITALITY BUSINESS MIDDLE EAST

MARCH 2013

"Since its acquisition by Starwood, Le Méridien has transformed under the company into a contemporary, design-led lifestyle brand, and we are proud to debut Le Méridien in the Southeast's capital of business and culture with such great partners as RockBridge Capital and Wischermann Partners,” The 275 room hotel features the Le Méridien Hub experience, which re-interprets the traditional lobby into a social gathering place for creative people to "converse, debate, and exchange".

cpidubai.com

DATA WATCH

KEY FIGURES

77%

Egypt: Cairo focus hotel market overview

HIGHEST DECLINE IN ROOMNIGHT DEMAND, EXPERIENCED 2011

1.1%

RISE IN LEISURE SPENDING OVER 2012

CAIRO PERFORMANCE 2012

SPENDING % OF DIRECT TRAVEL & TOURISM GDP 2012

60%

DECLINE IN BUSINESS SPENDING OVER 2012

54%

700 48% 600 49.1%

50.9%

726

800

681

-4.5%

50%

40%

39%

500

30%

100

CAIRO HOTELS KPI 2006-2012

1200

90%

76%

75%

973

DEPARTMENTAL PROFITABILITY (YOY % CHANGE) 746

709

691

50%

639

30%

289

283 2010

RevPAR (EGP)

MARCH 2013

2011 Occupancy

2009-2010

-

2011-2012

-5.0%

407

12 / HOSPITALITY BUSINESS MIDDLE EAST

2009

2010 2011

0.0%

20%

2012

-10.0% -15.0% -20.0%

0%

2008

5.0%

40%

503

542

609

46% 38%

0

ADR (EGP)

Occupancy

10.0%

10%

2007

RevPAR

60%

200

2006

ADR

Cairo Downtown

70%

826

800

Heliopolis

71%

400

OF GDP SOURCED FROM TOURISM, 2008-2010

0% Giza

80% 71%

1000

10%

0

81%

600

8.4%

181

Source: WTTC 2012

627

INCREASE IN INTERNATIONAL SPENDING BY EGYPTIAN NATIONALS, SIGNALLING MORE LEISURE TIME SPENT ABROAD

International Spending

200

752

5.7%

20%

282

300 Domestic Spending

365

374

400

-25.0% -30.0% Rooms profit

F&B Profit

Hotel GOP

Source: Colliers International Analysis

cpidubai.com

DATA WATCH

KSA HOTEL MARKET INDICATORS OCT 2012 ALEXANDRIA

YEAR ON YEAR VARIANCE IN ROOMNIGHTS BY SEGMENT 2009-10

40% 20%

CAIRO DOWNTOWN

Tours / Groups

OCC

Corporate

ADR

60%

KEY FIGURES

1.9% DECLINE IN GDP CONTRIBUTIONS FROM TOURISM IN 2012

0%

30.1%

-11.7%

14.9%

REVPAR

ADR

OCC

-20%

-40% -60%

CAIRO GIZA

11M

Leisure

REVPAR

20.5%

FIT / Other

2.2%

2011-2012

100% 80%

17.9%

2010-11

TOURISTS REGISTERED IN 2012

-80%

19.1%

-10%

7.3%

REVPAR

ADR

OCC

CAIRO HOTEL CLASSIFICATION 1-star

CAIRO HELIOPLIS

Unrated

5.8%

9%

15%

5-star

TOTAL NATIONAL EMPLOYMENT IN TOURISM, 2011

18%

21.4%

0.4%

-21.9%

REVPAR

ADR

OCC

2-star

23% 4-star

9%

LUXUR 3-star

26%

-19.3%

-3.2%

-21.9%

REVPAR

ADR

OCC

69.5%

CAIRO FORTHCOMING ROOM SUPPLY

HURGHADA 350

15.9%

-4.1%

11.2%

REVPAR

ADR

OCC

SHARM EL SHEIKH

850

1,210

1,509

27.1%

-5.0%

20.8%

REVPAR

ADR

OCC

cpidubai.com

YOUTH POPULATION WILL ‘DRIVE DEMAND FOR QUALITY ECONOMY’ HOTELS

70%

AVERAGE OCCUPANCY BEFORE ARAB SPRING

Source: Colliers International Analysis

MARCH 2013

HOSPITALITY BUSINESS MIDDLE EAST / 13

DATA WATCH

45.6%

peak occupancy in Cairo, the largest gain in the report

15.1%

occupancy increase in Amman, Jordan, over 2012

14.3% occupancy increase in Oman, 2012 average

9%

occupancy increase in Jeddah, KSA, 2012 average

Data watch

Global hotel data comparison from STR Global decemBER 2012 vs decemBER 2011 key figures

-17.3% RevPAR decrease in Beirut

Asia Pacific OCC%

ADR

REVPAR

PERCENTAGE CHANGE FROM JUNE 2011

80 70

2012

2011

2012

2011

OCC

ADR

REVPAR

60 50

67.07 67.50

40 30 20

66.6

66.5

100.64

101.48

0.2

-0.8

-0.6

10 0

2012

80

2011

70 60 50 50

40

40 30 30

7.9%

occupancy increase in UAE, 2012 average

20

AMERICAS OCC% 2012

0

ADR 2011

20

10

2012

PERCENTAGE CHANGE FROM JUNE 2011 2011

OCC

ADR

REVPAR

10

80

50 60 50 40 60 40

50 30

30

20 30

10

47.9

81.76

80.0

3.0

2.1

0 10

5.1

40.30 38.33

40

20

49.3

REVPAR

0

70

20

0 10

70 60

2012

0

80 50

2011

60 40 50

50

80

30 40

40

70

30 20 30 60

11.4%

RevPAR growth 2012 in Dubai, one of four markets to see double digit growth

EUROPE

20 10 20 10

OCC% 2012

ADR 2011

2012

PERCENTAGE CHANGE FROM JUNE 2011 2011

OCC

ADR

REVPAR

50 40

0

0

10 30 0 20

REVPAR

10 50

60 0 50 80

40

40 70 30

30 60

20 20

50

53.33 51.21

40

55.0

53.5

96.95

95.71

2.8

1.3

4.1

10 10 30 0 20

0

10 0 60

2012

2011

80

50 70 40

60 50

30

40

20 30

-8.2%

occupancy decrease in Kenya, the largest drop in the MEA region

MIDDLE EAST/AFRICA OCC% 2012

2011

2012

20 10

0

ADR

PERCENTAGE CHANGE FROM JUNE 2011 2011

OCC

ADR

REVPAR

0

REVPAR

80 70 60 50 40

77.46 75.38

30

57.7

55.7

14 ďż˝ hospitality business middle east

12-14 Data watch.indd 14

10

134.14

march 2013

135.38

3.7

-0.9

2.8

20 10 0

2012

2011

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DTCM NEWS

DTCM in South Asia mega-expo For the seventh consecutive year, a DTCM delegation has travelled to New Delhi to participate in South Asia’s largest networking forum for the hospitality industry, SATTE. Mansoor Bawazir, DTCM’s head of region in the overseas promotions and inward missions department, participated along with 35 representatives from the Department

We are working to promote the medical tourism in Dubai, since Dubai has an excellent infrastructure, modern hospitals and clinics and can offer a variety of medical services to visitors in search of quality health care.”

Eyad Abdul Rahman, executrive director for media relations and business development at DTCM

of Tourism in the exhibition.

Last year’s overwhelming response set the pace for SATTE 2013, with more than 50% of the previous year’s exhibitors confirming their participation in this year’s show.

Of the growth tourism and business growth between Dubai and Asia, organisers reported Dubai received a total of 763,846 visitors

Healthy outlook for medical tourism The Department of Tourism and Commerce Marketing and Dubai Health Authority held several meetings recently to promote Dubai as a leading health destination. As part of the significant role which both DTCM and DHA are playing to boost the medical tourism comes their participation in international

16 / HOSPITALITY BUSINESS MIDDLE EAST

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specialised exhibitions and seminars.

Eyad Abdul Rahman, executive director for media relations and business development at DTCM said: “We are working to promote the medical tourism in Dubai, since Dubai has excellent infrastructure, modern hospitals and clinics and offers a variety of medical services to visitors

from India alone in 2012.

Dubai-India relations in particular have been showing signs of rapid growth, which reflects the eagerness and expansion of economies on both sides.

India has remained one of the largest trading partners of Dubai and has been posting remarkable yearon-year growth for two-way trade.

in search of quality health care.”

Laila Al Jassmi, CEO of health policy and strategy sector at DHA said: “DHA and DTCM held frequent meetings to impalement the medical tourism initiatives and achieve the vision of Dubai to build on the core strengths of the emirate, including its current network of advanced healthcare amenities, modern infrastructure and strong credentials in the tourism sector.”

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DTCM NEWS

E-boost for tourism planned H.E. Ahmed Bin Humaidan, director general of Dubai eGovernment (DeG) Department welcomed the recent visit of DG for DTCM, H.E Hilal Saeed Al Marri to discuss how best

to enhance the eTransformation of DTCM and the role that DeG could play to develop the eServices provided to government entities with the aim of serving the tourist sector in general

and contributing to easing the needs and transaction of visitors to Dubai.

DTCM is the latest government department to benefit from streamlined e-communications.

Green Exhibition dates announced The DTCM Green Exhibition will take place from April 7 – 9 to coincide with the Green Festival.

The exhibition aims to involve businesses, individuals and communities by encouraging initiatives and efforts that aim to increase ecological awareness and preserve the environment for sustainable development.

Eyad Abdul Rahman, executive director of media relations and business development said that organising this first of its kind green extravaganza in the region comes in response to the UAE’s aspirations for innovative solutions

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to environmental problems and sustainable development.

He said the exhibition is dedicated to achieving a host of goals, most notably rationalizing environmental behavior, supporting community participation to preserve and understand the surrounding environment and its interaction with biological, economic, social and cultural aspects.

He outlined ecological challenges facing the world and the importance of promoting awareness among the business community, individuals and societies. He stressed the importance of encouraging constructive

initiatives and efforts aiming at raising ecological awareness and preserve environment to ultimately achieve sustainable development.

“The exhibition will provide a precious opportunity for decision makers, business leaders and executives in government and private bodies and institutions, as well as representatives of leading international companies specialized in technology of preserving environment and sustainable energy,” noted Rahman.

For more information, visit: www. dubaigreenfestival.com

MARCH 2013

HOSPITALITY BUSINESS MIDDLE EAST / 17

Hospitality Business Middle East named Official Media Partner for Hotel Show 2013 DMG Events has named Hospitality Business Middle East magazine as Official Media Partner of The Hotel Show 2013, at Dubai World Trade Centre, from September 28 – 30.

We look forward to working with DMG over the coming months and putting together an engaging and relevant conference programme for visitors to the show

Magazine editor, Melanie Mingas

A

s part of the contract, the Hospitality Business team will produce the conference programme, official Show Guide, map and Show Daily news round-up, in addition to a special edition of the magazine, the official show preview and four co-branded roundtable discussions in the run-up to the event.

“This is a great opportunity for Hospitality Business magazine and we are excited to be working with such a landmark industry show. Since the launch of the magazine in 2012, we have worked closely with all areas of the industry to produce a title that’s both on topic and on trend and this partnership demonstrates the success of that ambition,” said Associate Publisher and Partner, Alex Bendiouis.

Magazine editor, Melanie Mingas, commented: “We look forward to working with DMG over the coming months and putting together an engaging and relevant conference programme for visitors to the show.

The Hotel Show is a major industry event and we look forward to bringing our readers and contacts closer to the action. Hospitality Business magazine may be a young title, but its relevance to the industry gains strength with every issue and partnerships like this are testament to the industry’s respect for the magazine.“ Last year The Hotel Show attracted more than 15,500 industry professionals, a rise of 9% on 2011 visitor numbers.

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Organised by DMG, The Hotel Show is the largest full spectrum hospitality and supplies event for the MENA region, bringing the best of regional and international manufacturers together with qualified buyers to meet the demands of burgeoning regional hospitality market. The esteemed event provides unmatched networking and sourcing opportunities and functions as an unsurpassed business to business platform for everyone and anyone in the industry and satisfies a growing requirement for a one stop shop for hospitality organisations. The show

will be open from 11am – 7pm, September 28 – 30, 2013.

Hospitality Business Middle East is at the cutting edge of the hospitality sector, delivering to the industry the tools and information it needs to stay on top in an increasingly competitive market. With a focus on business dynamics, it looks at the key revenue drivers and pain points of the hotel business through a mix of news, interviews, reports, buyers’ guides, networking events, round tables and analysis. In short, Hospitality Business Middle East focuses on how to drive profits up while keeping costs down

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GM INTERVIEW

With a 60-step global expansion strategy underway and the UAE set to take a lead in the plans, Hospitality Business Middle East catches up with area manager and Sheraton GM Heinz Grub, days before the launch of Starwood’s 14th Dubai property

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GM INTERVIEW

A

s far as prime locations go, Pullman Mall of The Emirates had it made. Adjoined to one of the world’s most lucrative malls and positioned to tap a top 2013 trend predicted at World Travel Market (that of the ‘mall hotel’) it was big news when Starwood and Majid Al Futtaim Properties announced a deal that would see the property reflagged under Starwood’s Sheraton brand.

The news was confirmed in December and on February 1 2013 Sheraton took charge of the 481 room property, retaining all staff, and taking the first step towards a 60-point plan for global domination.

Having already opened 20 new properties globally in 2012, over the next three years Starwood will open a further 60 in key emerging markets, such as Asia. For example, 15 new hotels will open in China alone over the coming 12 months, aiding a target of 80 properties by 2014.

As a brand, Sheraton has performed robustly in the region since the first hotel outside the US debuted in Kuwait in 1965 and today represents the most prominent brand regionally, out of nine.

Of the new hotels confirmed for MEA, the fourth Sheraton in Saudi Arabia, Sheraton Medina, will open, as will the first hotel in Tajikistan, Sheraton Dushanbe, and of course Sheraton Mall of The Emirates.

Two new hotels will also open in Adana and Bursa, Turkey.

“We are expanding like every other hotel company is expanding. Let’s face it, we are in the Middle East with very strong brands, like Sheraton, which is most probably one of the world’s best recognised hotel brands,” Dubai area manager and Sheraton Creekside GM, Heinz Grub shares.

“Our biggest expansions are in the UAE, particularly Dubai, the Northern Emirates and Saudi Arabia,” Grub adds, specifying plans for Sheraton Sheikh Zayed Road, due by 2013 end, and the 1,600 room property planned for the site of the former Habtoor Complex and Metropolitan hotel,

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Under construction Within a few years, Sheraton’s Dubai portfolio will boast another ‘mall hotel’, when a new retail and leisure development opens on The Walk, at Jumeirah Beach Residence.

While developers are promising hoteliers, restaurateurs and residents alike, an ‘enhanced community’ upon completion of the sea-side shopping centre, it doesn’t mean the ongoing construction phase has been without issue.

One of 10 hotels currently operating on The Walk, Grub says Sheraton JBR invests €400,000 annually in the restoration, repair and preservation of its beach and that communication with guests has avoided any major problems so far.

“Has [comfort] been affected? Absolutely, but the team has coped so well and it all depends on ‘how do I deal with this customer’.

“You cannot manage a massive high-rise coming up next to you, which takes the direct sun from your beach, but you can talk to the customer and find out their interests to help them find something else to do,” he adds.

also on Sheikh Zayed Road where, by 2017, St Regis and W will be in operation.

A number of other projects are also in the pipeline, but are yet to move beyond the contract stage; these are expected “sometime between 2014 and 2016”.

It seems Starwood is announcing new properties and further expansions on a near daily basis, but when asked

how he personally keeps up with the Sheraton JBR developments (while overseeing the has experienced a management of seven properties), negative impact from Grub simple responds: “I just do. It’s ongoing construction very simple: You have to choose the work locally. right people and focus on the right people. You can’t do it all alone.

“We now have a lot of trained people who we can draw from to assist us in these expansion plans and that is quite a substantial network, so to speak, of people who we have trained from entry-level. It’s a much softer approach for the operation and the individual and helps us quite tremendously when supporting these expansion plans,” he continues.

While evidently excited about the group-wide developments, when it comes to the numbers Grub maintains a very reserved approach.

Declining to share first year targets for Sheraton Mall of The Emirates, he does reveal an average 2% occupancy increase and ROOMED STARWOOD PROPERTY PLANNED FOR “slight increase in rate” THE SITE OF THE FORMER METROPOLITAN HOTEL. compared to the previous year, across the seven Dubai properties he oversees.

“Projections for 2013 are for a 6.5-7% increase on revenue, mainly driven out of rate and I think we will have a good 2013. It started well with January,” Grub adds, offering that while Dubai may be much the same, its affordability is improving, securing the stopover market so desperately needed to keep hotels, restaurants and malls ticking over

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INSIDE GULFOOD

Dishes of the week

This year saw the largest Gulfood exhibition to date, with 4200 exhibitors and many more visitors.

Hospitality Business reports the highlights of the week

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INSIDE GULFOOD

Brazil: Country of honour and growing Named as the ‘country of honour’ at this year’s Gulfood, Brazil is aiming to achieve a 5-8% increase on the current multi-billion dollar GCC export market and to return to Gulfood 2014 with even more sectors represented.

Reporting total food exports to the GCC reached $7.63bn in 2012, Rafael Abdulmassih, secretary general advisor with Arab Brazilian Chamber of Commerce and Vinicius Estrela, coordinator, image and market access unit, Apex Brazil, revealed that the growth target for 2013 is “conservative”.

“We are promoting the products that Brazil isn’t so famous for because we want to make that image clearer in the mind of buyers,” said Abdulmassih.

“The unique promotions of all these Brazilian products, that are more famous for coming from

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In numbers Market % value GCC 2012 total exports $7.63bn Food products top GCC in 2012 Meat (beef and chicken) $2.37bn Sugar $1.37bn Cereals $391m Projected growth for 2012: 5-8% conservative forecast UAE 2012 Exports $2.45bn over all exports Meats (chicken and beef) $535m Sugar $784m Natural oils and fats $22m other markets, is a unique branding exercise for Brazil. Every day when you take breakfast, lunch, or dinner, we want you to know that you are eating Brazilian food and that it is tasty, is of good quality and is

competitively priced,” he added.

Participating in Gulfood since 2003, when only the country’s fruit, beef and poultry sectors were represented, next year Apex Brazil and the Chamber of Commerce will pave the way for Brazilian bakeries, diary suppliers and chefs to enter the lucrative GCC market.

Estrela, who was responsible for closing the ‘country of honour’ deal and securing a larger and more prominent exhibition space for the Brazilian suppliers and manufacturers, commented: “In terms of business we expect two different things this year. Firstly partnerships between Gulf business and Brazil in terms of investment and secondly, to present new brands and sectors from the Brazilian market to the local gulf market, such as our famous cheese bread, which is already being implemented at coffee shops.”

MARCH 2013

We are promoting the products that Brazil isn’t so famous for because we want to make that image clearer in the mind of buyers” Rafael Abdulmassih

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INSIDE GULFOOD

Trend-setting tea drinkers Chef Christian Bravo.

The way to a country’s heart For Peruvian food exporters, Gulfood wasn’t just a trade mission for their own individual businesses, but an exercise in promoting the South American country as a gastronomically world-class destination, as famous as its own ancient wonders.

Speaking to Hospitality Business Middle East, director of the Peru Ministry of Foreign Trade and Tourism, Alvaro Silva-Santisteban, said: “Peru has been named as the leading destination in the world this year for gastronomy, beating Italy, China and Thailand. Lima has been named the culinary capital of America, competing only with New York.

“Within that perspective we are

French beef aims for 300tn/year in sales Despite the recent scandal in the European meat industry, French beef is back on the market in the UAE for the first time since 1995, and suppliers are eyeing up to 300 tonnes in annual sales.

With 13 companies represented in the Gulfood French pavilion, export manager for Gatine Viandes, Marc Feunteun, said the sale of “quality French beef products” to the UAE will compensate the lesser demand for high quality products seen in Europe.

Commenting on the impact of the recent European beef scandal on the sales projections, Feunteun added: “The products affected in Europe were the transformed products, not what we are selling here. The traceability of each client into the Emirates is fool proof.”

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trying to build on our reputation and bring people into Lima for a culinary adventure that can be experienced between our other nearby destinations,” he added.

Some of the ‘little known facts’ about Peruvian food shared by SilvaSantisteban, included the claim the potatoes are originally from Peru and that the country is a melting pot of Chinese, Japanese, Italian, Spanish and Arabic influences.

Silva-Santisteban continued: “People know Peru for its ancient wonders, but we are also rich in culinary heritage and we want to grow the 48-hour stopover market for the historical tourists to stay in Lima and experience its food and culture.”

Arend Redelinghuys, of Rooibos Ltd, one of the founder members of the South African Rooibos Council (SARC), has said the UAE represents one of two key target markets for growers and distributors of the native South African tea.

Targeting 50 tonnes in total exports to Dubai alone for 2013, Redelinghuys said equal focus would also be placed on Taiwan as both markets are influential across their respective continents.

“There are so many different markets to choose from but after a lot of research, we decided to focus on these two because trends tend to be set here,” Redelinghuys commented.

Currently, the two leading markets globally are Germany, where much Rooibos is blended and re-exported, and Japan. According the literature distributed by the council, in independent lab tests, Rooibos tea was found to have skin healing, calming and antioxidant properties.

NEWS IN PICTURES

The exhibition was opened on February 25, by H.H. Sheikh Hamdan Bin Rashid Al Maktoum and H.E Sheikha Lubna bint Khalid Al Qasimi. It marked the largest exhibition in the show’s history.

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COVER STORY

In 2012 Jumeirah Group announced a string of ambitious new properties around the world, a reshuffle of the executive board, and an extension of its flagship Dubai resort, Madinat Jumeirah. CEO Gerald Lawless reveals the plans and what it’s like to be mentored

by Sheikh Mohammed. Interview by Dave Reeder

F

or Gerald Lawless, the reserved Jumeirah Group CEO who forgoes media attention where possible to maintain focus on not just the brand, but the other 13,800 people behind it, 2013 will be a milestone year.

This month marks Lawless’ seventh at the helm of Jumeirah Group, fulfilling his instruction from Dubai’s ruling elite to head Jumeirah’s international growth strategy.

The appointment of Lawless to group CEO in August of last year was

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part of a board-wide re-shuffle that also welcomed former Virgin Group CEO Stephen Murphy, FlyDubai CEO Ghaith Al Ghaith, former Hilton CEO David Michels and Dubai Holding COO Fadel Al Ali. The move was deliberately calculated to put Lawless in the driving seat of an operation that will double Jumeirah Group’s workforce by 2017; add 15 to 20 new properties to the existing portfolio; and launch the standalone F&B outlet Noodle House across the UK (see box overleaf).

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COVER STORY

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COVER STORY

Further to this plan, properties in Baku, Azerbaijan and Kuwait continue to progress, with official opening announcements due imminently; senior appointments have been made in group-wide HR and F&B, with the first Emirati GM appointed to Jumeirah Living at World Trade Centre Residences; and the global F&B concept SupperClub has opened following its partnership with Zabeel Saray.

Looking ahead, there are ongoing negotiations for properties in Saudi Arabia, Muscat, and the Jordanian town of Aqaba. Five management contracts have been signed in China, to add to the existing Shanghai property, and Bali is also on the radar as are both North and South America.

“We are concentrating in the immediate future on the Middle East.

In five years times we will be much more significant as an operator both here and in Asia because that would be the short to medium term focus as well.

“Two to three years down the road we will have to start looking at the potential of places like South America, and the Americas generally, but if you think that we wouldn’t start focusing there from about years three from now and then you get the project and it takes a few years to build, there’s your five to ten year window.”

Speaking of desired location, he adds of his home city: “It would be great to get a top class Jumeirah hotel in Dublin.

Dublin is a top class destination.”

2013 PROJECTS OPENINGS Jumeirah Messilah Beach Hotel, Kuwait

Jumeirah Bilgah Beach Hotel, Baku

Under construction 5 hotels in China, in addition to projects in Egypt, Jordan, Morocco, Qatar and British West Indies and Jumeirah Mumbai, the first project in India.

Development pipeline 18 hotels planned for the shor term future.

Remaining true to Jumeirah’s ‘stay different’ tagline, Lawless describes properties in each of these locations as individual in terms of architecture and atmosphere, while retaining “the golden thread of the Jumeirah standard of service” “You see with all our hotels that we have not only Jumeirah in the brand name but the location name, which also gives individuality.

I think that helps to encourage innovation amongst the GMs and management teams within these hotels, whilst also applying the whole Jumeirah culture through our guidelines and principles.”

Jumeirah Creekside, Dubai.

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Acquire and inspire While the Dubai ethos to build everything fresh is clearly underpinning the expansions, Lawless doesn’t rule out the potential acquisition of existing properties, should the right one become available, as happened with Pera Palace Hotel.

“We would take over an existing property if it were the right one like we did with [Pera Palace] Istanbul. In that case, it was absolutely the right thing to do and we would certainly look at others if we had the right opportunity for a conversion. But we are being realistic in that most of the new opportunity comes from new build because most of the existing hotels already have branded management agreements with other operators, so there isn’t always that possibility.”

The surprising paradox in the relentless ambition that Lawless will drive, is that his personal approach to an expansion plan that is set on a dizzying scale, is all about realism.

Both measured and conservative in nature, not only is Lawless acutely aware of the gravity of the task in hand, but his management strategy is rooted in the empowerment of Jumeirah colleagues in order to execute growth. Jokingly describing his management style as “chaotic”,

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COVER STORY

Lawless maintains that it has been his exposure to H.H. Sheikh Mohammed that has shaped his professional development and decision making of late, an opportunity he describes as “an honour”.

“To have had the exposure I have, to see how a leader like HH Sheikh Mohammed can execute a vision.... anybody can have belief in themselves when they see what he has achieved for Dubai and this country.”

Sharing the wisdom Sheikh Mohammed has imparted to Lawless, he recalls times when Dubai’s leader has reminded him that “in the race for excellence, there is no finish line” and that “the road to success is always under construction”.

“Achieving excellence is something that he is so focussed on. The example he has given us, the establishment of Emirates Airlines, Jumeirah Group, Dubai Holding.... it has been an incredible journey.”

And that journey is far from over.

With ongoing work to essential tourism infrastructure and the Expo 2020 drive, it seems that excellence never rests.

“I really see Jumeirah as a prime partner of the drive to get the Expo 2020 in Dubai and nowhere is more appropriate than here. We are in such an incredible location and with the aviation advancements... how great it would be to bring in up to 30 million visitors over a six month period. With that seven year window to prepare, if any city in the world can do it, it’s got to be Dubai.”

Legacy For Lawless, the winning of the 2020 bid is about the only thing that could tempt him out of his impending, and well earned, retirement. Marking his 60th birthday last year, succession planning for CEO duties has begun, with the support of Dubai Holding, and it is highly likely that retirement will beckon within the decade, meaning that somebody else will be at the helm when the bulk of Jumeirah’s expansion plans come to fruition.

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IN FOCUS: GERALD LAWLESS As President and group CEO Jumeirah Group, Gerald Lawless has helped establish Jumeirah as one of the premier luxury hotel brands in the world. He joined the company in 1997 after a 23-year career with Forte Hotels, which culminated in him setting up and growing Forte’s operations in the Middle East.

Gerald is a Graduate of Shannon College of Hotel Management in Ireland and holds an Honorary Degree of Doctor of Business Administration in Hospitality Management by the Johnson & Wales University, State of Rhode Island in the US, and an Honorary Degree of Laws by the NUI Galway, Ireland. He is a member of the Executive Committee and Vice Chairman – Corporate Governance of the World Travel and Tourism Council (WTTC); member of the Global Agenda Council for Aviation, Travel and Tourism of the World Economic Forum (WEF); fellow member of the Institute of Hospitality (formerly HCIMA); member of the Advisory Group for the Global Irish Forum; member of the Dubai Holding Executive Committee and member of the Board of Trustees of the Emirates National Development Programme (ENDP).

Gerald also serves as the Chairman of the Board of Governors of the Emirates Academy of Hospitality Management, and is a former Non-Executive Director and member of the Board of NASDAQ Dubai and Travelodge.

A view of the Ocean Suite at Mina Al Salam, Madinat Jumeirah.

But in the Lawless rule book of hospitality, that’s ok. As he says, Jumeirah is about the people and properties, not the man at the top, and the existence of that succession plan he add: “Is the responsible thing for anybody in my position”.

“If I disappear tomorrow the brand will continue and life will go on,” he declares.

It’s a bold and noble statement coming from one of only a handful of people who have been pivotal in building both the physical portfolio and the brand’s values, – taking both global – since he joined the group as chair in 1997.

“As they say, graveyards are full of indispensible people. So from that point of view, the legacy that I would like to leave for Jumeirah is the advancement side and its potential with or without me, and that’s the true strength of having been involved in establishing the brand.”

Insisting that he does not in fact personally shy from the media attention and the countless awards and accolades presented to him, he does staunchly maintain that neither one is truly about him.

“I don’t have an uncomfortable

relationship with the media, I enjoy the media, but I don’t, believe it or not, subscribe to the culture of the individual from a business point of view,” he adds, referring again to his philosophy of empowerment: “I run a company that now has 13,800 employees and I have a role as far as leadership is concerned, however I try to inspire those people to achieve what they want to achieve but also give them enough space to be able to do that. “[Personally] I don’t take myself too seriously, and I love what I am doing. We all develop through the circumstances in which we find ourselves, and I had a great grounding in my career, both through my hotel school in Ireland and also working with 40 hotels over 23 years,” he continues, describing the Jumeirah break as “clearly the opportunity of my lifetime”, following what could have easily been the worst day of his career, when Forte Hotels collapsed.

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Madinat Jumeirah Aside from the physical expansion of the group as a whole, Dubai’s tourist and resident hotspot, Madinat Jumeirah, will itself expand over

COVER STORY

the coming years. The final of four phases of development. While the plans, which were announced in Q4 of last year, are still in the early stages with no contracts awarded, Lawless maintains that this will not delay completion beyond the initially projected “end of 2015”. Further pledging that construction on the lot will not disturb residents at Madinat’s other hotels, piling work will be scheduled for the summer months, and rooms at Mina Al Salam that overlook the site will themselves be closed for refurbishment, as part of the natural renovations cycle.

The area is yet to be named but architecturally Lawless describes the seven-storey complex as “an evolution of the design within the Madinat Jumeirah, the modern Burj Al Arab and Jumeirah beach”.

“We will provide some new F&B concepts and we are certainly looking as well to bring some new F&B concepts to be operated outside of Jumeirah, which we think is very much a trend appreciated by guests, where you would have a restaurant of a popular brand or popular celebrity chef,” he reveals, before reiterating the true ambition that underpins the entire area: “We would like to have one of the best beach views in the world.

“I think that Madinat Jumeirah is one of the nicest resort areas in the world. We told the architects that we wanted something that was reflective of the Gulf architecture without creating a Disney World. We want something that feels real,” he recalls of the initial ambition.

The increased capacity of the local honey-pot will also provide a new destination for the region’s share of a projected 100m outbound Chinese tourists, due to embark on a tour of the world’s most popular destinations by 2020.

Burj al Arab is already experiencing a noticeable influx in Chinese guests, a development which has seen the property ensure that a Mandarin speaking colleague is available 24 hours a day. There are no immediate plans

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IN THE NEWS: 2013 TO DATE Nadine Yetisener appointed director of recruitment Gert F. Kopera appointed SVP of food and beverage Opening schedule announced for Jumeirah Messilah Beach Hotel & Spa, the first Jumeirah property in Kuwait 10 scholarships announced by Emirates Academy of Hospitality Management for 2012 SupperClub arrives in the Middle East at Jumeirah Zabeel Saray First Emirati GM, Samer Khanfar, appointed to Jumeirah Living World Trade Centre Residences

Jumeirah Etihad Towers, Abu Dhabi. to tailor the property’s recreational or F&B offerings to this burgeoning market, beyond what is already offered for guests from every country, but the increase in business travellers from China, India and CIS countries, could influence things in future.

Challenges While good news is good news, Lawless isn’t shy to admit that regardless of the might behind Jumeirah Group, challenges are still very much part of everyday reality.

From the initial hiring spree in 1997 to the global financial crisis; once again demonstrating his predisposition to

realism Lawless is fully aware of the brand’s current position.

“The biggest challenge that we face, and we are beginning to come out of it, is in achieving our potential where development of the brand is concerned. Working on a global basis we have to make sure that we have the right infrastructure and the right organisational structure to be able to run what is not a very large company, but needs by its nature to be globally based as a luxury brand,” he shares, frankly.

“It is difficult to be flexible in a turbulent economy. We’re not an aircraft you can turn around or park for a while, but that’s the nature of the business. Our risk is reduced by virtue of the fact that our business model is on a mass-management basis as opposed to huge investments outside our home base. So from that perspective our risks are different but you still have to make sure you have the right product, that it’s finished to the right specification and that it’s run to standards that are commensurate with the brand,” he adds.

Looking ahead once again to when he passes the baton to the next Jumeirah CEO, Lawless sums up: “As things evolve and develop, as I said, my legacy will be to make sure Jumeirah goes on and on forever.”

As things evolve and develop, as I said, my legacy will be to make sure Jumeirah goes on and on forever”

MARCH 2013

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EDUCATION, EDUCATION, EDUCATION 34 / HOSPITALITY BUSINESS MIDDLE EAST

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In association with the Swissbased hotel school, Glion Institute of Higher Education, Hospitality Business magazine gathers the top 10 HR directors, training managers and education providers to debate the benefits of online learning, how to tackle the issue of a shrinking talent pool and the role of professional development in staff retention. Event hosted

by JW Marriott

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ROUNDTABLE

H

ow has training and professional development been re-prioritised in light of the global financial situation?

Savio D’Souza: Over the last year,

budgets specifically for training have increased by 15% at our property, which is positive and I would say recent economic improvements spurred that.

Current conditions in Dubai have changed drastically from a few years ago: the growth opportunities for employment have increased.

Karyn Williams-Sykes: We have actually seen a slight increase in willingness to invest in learning and development.

Hotels may have downsized, but they now invest more in the people they kept, rather than staying with the Dubai trend of throwing more people at something.

Martin Kubler: I certainly find, at least with my clients that the quality operators and those who are serious, will not lower their standards.

Robert Gilbert: In the last five years we have probably seen the level at which global brands adopt certification programmes, triple. For example, we launched a digital marketing course last year, an area that is going through massive change, and many companies have signed up to use that globally.

So we are seeing global brands adopt certification at a different level, whereas in the past certification used to be an individual decision and in many cases was paid for personally.

Now more global brands are trying

ESTELLE CHAMBOST DIRECTOR OF HR OF ACCOR MIDDLE EAST

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to mandate these, for example with revenue management.

Particularly in areas such as sales, digital marketing and revenue management, where trends change very quickly, we are seeing this more and more and there is a re-certification requirement, also.

I think part of the reason these global brands are so focussed is that these areas have a direct impact in terms of capturing revenue and managing distribution channels.

In the last five years the economy, if anything, has forced companies to focus on these areas much more.

KWS: Jumeirah does sometimes fund courses for colleagues but only in areas directly related to their work.

Lynne Bellinger: I have a client who will fund 50% of a language course and the employee has to pay the other 50%, but when the course has been successfully completed the employee is given an allowance every month for speaking that language, so there is an incentive.

From the GM perspective, how has the allocation of L&D budgets changes?

JS Anand: I don’t think it’s logical to look at training as an area you can cut in terms of budgets. Today, retention and employee expectations are challenging but at this stage for us, we are marrying the brand programmes that exist in team handling, team building, revenue management and sales, with the other offerings.

Anouk Tenten: 85% of our students,

ANOUK TENTEN PARTNERSHIP MANAGER AT THE GLION INSTITUTE OF HIGHER EDUCATION

who are working professionals, come to us on an individual basis. Of the ones sponsored by their company the most successful students are those partly paying themselves. When it comes to higher education, where a lot of effort has to be put in, you need to have that desire to grow. What we have noticed is a definite look at ROI in education in terms of what skills can we teach for tomorrow, rather than three year’s time.

Estelle Chambost: It goes back to ownership. A company doesn’t want to pay to train somebody who could end up working with another company, but what should be remembered is that this trend works either way and they will get somebody who has been trained or developed elsewhere.

RG: Part of the issue is that the hotel industry globally is very fragmented between brands, management companies and ownership. The allocation of resources specifically for training and development will always be different as long as that fragmentation remains because there will be a different philosophy at each end of that triangle.

Paarth Mathur: Guests and associates are changing every single day. We thought of all of this and moved our skills training from a physical room to an online portal, which has the capability to post an online learning module for the associate. It becomes the ‘cooler’ way of learning things and motivates associates to train. If you invest in a programme like that you will always see ROI. We have a Facebook page and every day we post a ‘standard of the day’ that all the associates can view via their smartphone. We took that aspect of learning out of the training room in order to deliver it by phone, because that’s what the associates use.

The most successful students are those partly paying themselves.

When it comes to higher education, where a lot of effort has to be put in, you need to have that desire to grow

How significant is the role of education in staff retention?

KWS: It plays a huge role and employers are now being asked by job candidates how they will support their professional development.

MARCH 2013

HOSPITALITY BUSINESS MIDDLE EAST / 35

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ROUNDTABLE

Candidates want to know about the programmes on offer and how to access them. But what candidates should also remember is that companies hire first and foremost on personality. You can teach skills.

LB: I agree. For LearnPurple in the UK we have done 11 years of research into what employers and employees want and L&D is top five every time, along with career development, communication, leadership and shared values and aspirations.

SD: Professional growth is probably a key driving factor of this current generation.

PM: From the employer’s consideration, the fact a candidate will ask how they can develop and train during their career with the organisation signals that they want a career with a company and not a job.

MK: I feel that there is increasingly a demand for development, but I find, especially from a senior perspective, that there is a lot more we could do to provide guidance. We are very much in the habit of boxing responsibilities and when one person moves into a new role, the old role has to be filled.

It has to be about the career of the employee, in the long run, in the industry, not just a company.

JA: There are employees who don’t know how to climb the ladder. Some expect to be grown within six months and others expect to become GM overnight, but it is our responsibility to manage expectation. You want

JS ANAND GENERAL MANAGER HOLIDAY INN DUBAI, AL BARSHA

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ambitious employees, but there seems to be this perspective that you can be a GM in two years regardless of the process, and that needs to be explained.

Anouk Tenten: In a way the ambition of young people to grow is so positive and if you still have those people who ask ‘I’ve done my studies when can I be GM?’ the answer should be that ‘we have, as a company, the opportunity and a plan in place’. It should be clearly managed that the combination of experience and education or training, at the right time, brings you to a new growth opportunity.

RG: In the fast paced hospitality industry, there are many people who are promoted prematurely. So now all the brands are quickly working to support these people in acquiring the necessary skill sets to do the job.

Is there an issue with ‘over education’?

MK: You can receive a CV from a person who has a number of qualifications, aspires to be GM, but

PAARTH MATHUR DIRECTOR OF HUMAN RESOURCES, SHERATON DUBAI CREEK

has never worked a day in their life.

Having gone through the MBA, I do not understand what you would gain from the programme if you are 20 and have no industry experience.

Of course you can go through it, but if I had done the online MBA in hospitality management at the age of 25, I would have wasted my money and companies would have looked at my CV and disregarded it.

KWS: To enrol on our new Master’s programme students must have a BSc and at least two years work experience.

We have turned away some BSc graduates who want to go straight into the MBA before working.

PM: It does give you some edge of understanding data, for example, because a qualification is a skill set and if somebody has gone through that qualification but cannot use what they have learned, there is the problem.

JA: Irrespective of the level of qualification, you still need to go through the ranks.

LB: I entered the work place at 17 and worked my way up. L&D is about pushing yourself out of your boundaries and comfort zone and that is what has driven me to this point, rather than education.

EC: We use blended learning to bridge the gap between theoretical and practical education and out mentorship and experience programmes are all about continuous learning, on a global scale, but that is learning not training.

It’s challenging: people think degree X will bring this employee to point X, but there is more to it.

AT: Relevance is selecting the right

MARCH 2013

Part of the issue is that the hotel industry globally is very fragmented between brands, management companies and ownership

HOSPITALITY BUSINESS MIDDLE EAST / 37

ROUNTABLE

programmes ought to be filled by working more closely together with education providers.

As hoteliers, how do you select your education partners and how important is face to face learning in this decision?

EC: We have a partnership in place

We took that aspect of learning out of the training room in order to deliver it by phone, because that’s what the associates use

programme at the right time. The Glion online MBA is a hospitality and service industry course and our students are also from outside the traditional hotel industry, like consultants, marketing managers and business owners. The curriculum is generic to any MBA, but the discussion topics are relevant to sectors in the hospitality industry that we do or want to work in.

RG: There are two issues on the table here, the responsibility of the hotel schools in managing expectations and the expectations of today’s generation.

It’s very difficult for the schools and companies to manage expectation.

They are both very mismatched.

JA: We need to look outside of the industry when hiring. I have hired people from real estate and telecoms, I have even taken a paramedic as a duty manager. It works.

PM: That has to happen to keep the talent pool fresh.

SD: The talent pool here is shrinking right now because of the competition and we are hiring the right people wherever we can find them.

MK: We are very good at looking at guest’s personalities and meeting their needs accordingly, but as an industry we are not so good at doing this with employees.

In industry, what happens after the MBA? KWS: So many companies do not have a management training programme

38 / HOSPITALITY BUSINESS MIDDLE EAST

MARCH 2013

anymore. I understand why, but I think it would be excellent to reintroduce.

RG: I would second that notion. The economy has taken hold and every year fewer companies invest in hosting a small cohort of trainees in a mentorship programme. For my generation coming out of college that was the place to go and you spent up to 18 months with a big-brand chain.

JA: From the other side, these programmes are full of people who have the qualification and already think they are GMs. That’s where the programme literally collapses. The essence of these programmes is to experience, learn and move on, but there is disconnect.

MK: And that’s between the operational reality and academia. The gap created by the lack of these mentor

KATTIRI RAJAGOPALAN DIRECTOR OF HUMAN RESOURCES, JW MARRIOTT DUBAI

with Glion Online, and we select a number of managers on an annual basis to enter the Glion Online MBA. Funding is shared for this programme and people are applying based on personal motivation.

Additionally, we have a global network developing programmes for Accor Académie and they can be easily applied to local markets. Then for areas where we don’t have the specialist knowledge in-house, we work with carefully selected partners, for example in languages. So there is flexibility to assess our needs but also partner with external providers and those decisions are based on pass rates, variety of specialisms, calibre of the tutors and price.

SD: At Mövenpick we base that decision on student convenience: what is actually being offered and the ability to link theoretical and practical training. We have both face to face and distance learning, via online.

JA: We only run programmes from within the Holiday Inn brand, but if we were to select an external partner I would have to base that decision on recommendations.

MARTIN KUBLER DIRECTOR, ICONSULT HOTELS

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â&#x20AC;&#x153;The Glion Online MBA is a perfect option, allowing me to work from anywhere and at any time.â&#x20AC;?

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ROUNDTABLE

Is learning more effective for working hospitality professionals when undertaken on or off line?

LB: Generational differences do have a lot to do with it but you should look at people’s individual motivators to learn. Different personality types have different learning styles, so to have a mix of how training is delivered is essential. People who can’t work alone won’t excel online.

JA: You cannot say classroom or online learning is more effective than the other, it’s about moderation, attitude, willingness to learn and practice.

KWS: We have feedback from our clients on this issue and generally they are saying online isn’t as effective as expected. Firstly, it’s individual and you have to manage and motivate

SAVIO D’SOUZA HUMAN RESOURCES MANAGER, MÖVENPICK IBN BATTUTA GATE

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yourself, in your own time.

MK: There are a few common misconceptions. Online learning isn’t about technology, it’s about networks and that’s why we are stuck. It’s not a virtual classroom.

AT: Glion launched the first 100% online MBA in 2010 and although we did a lot of research it was still very risky to launch then. We have found that, despite the market demand for a 100% online course, there are always people who will still want the face to face interaction. We’re talking professionals with an average age of 37 and they don’t need to be held by the hand. You have to understand the platform and outcome of online learning. People share their most relevant experience and learn to think

ROBERT GILBERT CHME CHB, PRESIDENT AND CEO HOSPITALITY SALES AND MARKETING ASSOCIATION INTERNATIONAL (HSMAI)

in a more solution-based, strategic way.

This is what is requested from a GM in this growing and competitive market.

RG: Blended learning is the way to go when people are short on time.

This industry is quite hostile to outsiders, because we think that people who spend their lives in the industry understand it, but if you can manage, you can manage

Would you take on online course as a second degree?

MK: I have met very few of my peers face to face and it’s amazing how the experience translates but all the group nuances ad dynamics of a face to face course still happen online.

I would take an online MBA again but I say that because it’s my second degree. The university environment is part of growing up and your personal development.

KWS: The networking is great face to face but for hospitality there are some, for example F&B courses, that cannot be done online.

RG: I would encourage all the hotel companies to think broadly about what professional development looks like. There are many tools and I advise looking at it as what is proprietary; what is unique to your brand?

AT: Online learning has just started to pick up, and the possibilities are endless. It can be relevant for your 2nd, 3rd, and even 4th degree, it is the practical application of education that makes online learning successful.

Hospitality Business Middle East magazine would like to thank JW Marriott for hosting this event at its JW Steakhouse, Deira.

MARCH 2013

HOSPITALITY BUSINESS MIDDLE EAST / 41

SPECIAL FEATURE/ LANDSCAPING

Naturally enhanced outdoor spaces set a tone for serenity and tranquillity that urban design cannot. Key landscaping experts

42 / HOSPITALITY BUSINESS MIDDLE EAST

MARCH 2013

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SPECIAL FEATURE/ LANDSCAPING

W

hatâ&#x20AC;&#x2122;s the greatest challenge in the maintenance of landscaped areas?

Ajayan Vasudevan, landscaping manager for QBG Services: Our greatest challenge would be the efficient management of weeds in landscape areas. It is a tough task especially during renovation and reclamation of poorly maintained areas to a better landscape or recreational platform.

Malay J. Shah, GM Belhasa Projects LLC: Managing landscapes, especially in arid and hyper-arid environments, is a real challenge, and requires innovative approaches, which include using plants that are drought, heat and salt tolerant; using the right irrigation technologies; and safely utilising treated waste water.

Additionally native plants have a great role to play in the UAE landscaping. Fragile and unfertile sandy soils are easily affected by drought and salinity problems. The Ph requirement for most of the ornamental crops is between Ph6 and Ph7, however the Ph value of soil in the UAE is at least Ph8.

Concerning landscaping techniques, the key to improving sandy soil structures for sustainable plant life and combating salinity is to surrogate missing soil colloids that we naturally find in humus and clay particles and to break up deeper soil levels, for tree and larger shrub growth, down to a depth of about 150 cm.

Good results have already been achieved with soil amendments and controlled irrigation.

Sebastien Weyer, director of engineering, Westin Abu Dhabi: At The Westin Abu Dhabi Gold Resort and Spa,

and resorts share the experience of making the most of their great outdoors, in one of the worldâ&#x20AC;&#x2122;s least forgiving climates cpidubai.com

MARCH 2013

HOSPITALITY BUSINESS MIDDLE EAST / 43

SPECIAL FEATURE/ LANDSCAPING

seasonal flowers, water irrigation control, pest control and fertilizing.

subsurface irrigation is not able to meet the required irrigation suitable for the lawn area. We overcome this problem by manual watering of the 30% of ground that is landscaped across car parking, guest room terraces, the pool surroundings and entrance road. Regarding the labour requirements for this upkeep, Proscape is contracted to meet our requirements with a skilled team of gardeners, who tend to the landscaped areas six days a week. Daily maintenance is supported by the replacement of locally sourced

How do you adhere to environmental targets, particularly for water consumption and use of pesticides and fertilizers, while preserving outdoor areas?

AV: We conduct eco-friendly workshops and seminars to create awareness amongst our clients, prospective customers and even among our operational staff. This covers various safe environmental practices such as water conservation

measures, use of soil friendly additives and minimising the use of chemical fertilizers. We also keep ourselves updated with the latest technologies and developments in all aspects related to having a safer environment to work and live in.

SW: We are saving water by using automatic irrigation systems with programming schedules, set according to the necessary requirements. All the consumables are Ministry of Environment approved and follow their MSDS.

CASE STUDY: DubaiLand’s Miracle Garden Promoted as Dubai’s newest eco-tourism attraction, DubaiLand’s Miracle Garden is a 721,000 sqft oasis, expected to attract over one million visitors in its first 12 months.

Like the majority of Dubai’s other tourist attractions, Miracle Garden is also a Guinness World Record holder for being home to the world’s biggest flower clock, longest wall of flowers measuring 800m in length by 3m in height, and the largest pyramid of flowers with a base area of 144sqm and a height of 10m.

Not only was the scale and diversity of the garden a major consideration, but so too was the environment. To minimise impact on water supplies and existing flora and fauna in the area, a ‘state-of-the-art’ eco-friendly irrigation system was installed and the second phase of the project – due to commence mid-way through this year – will see the construction of a plant nursery.

The project was executed by Akar Landscaping & Agriculture Company, whose GM Engineer Abdel Nasser Y. Rahhal, explains: “We are very proud to open Miracle Garden here in Dubai and we are confident that the well-established DubaiLand district will serve as a great location for the project. We are pleased to be working with DPG on this project which we hope will increase tourist numbers to Dubai. In addition to the environmental benefits associated with this project, the Miracle Garden will provide visitors with ample outdoor recreational space and a number of retail outlets, making it an ideal family day out.”

44 / HOSPITALITY BUSINESS MIDDLE EAST

MARCH 2013

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SPECIAL FEATURE/ LANDSCAPING

Landscaping maintenance tips from Belhasa Projects

How often should outdoor areas be redesigned?

AV: We recommed every five to six

The Coral Beach Hotel project by Belhasa.

years to avoid monotony of the garden elements. This can be stretched to an extended period for bigger landscape projects depending on the level of deterioration, modern methods, budget, etc. We would suggest deciding it based on the requirement of the end user.

MJS: This purely depends on the property owner’s personal requirement and budget. There is no hard and fast rule for redesigning outdoor areas after any particular duration. What does change is the planting from season to season, especially flowering plants.

A variety of flowering plants can be grown from October to April and very limited varieties survive the harsh summer from May to September.

SW: Minor changes are incorporated to suit the hotel’s requirements from time to time, however being that the property is so new we have not undergone any significant changes to landscaped areas so far.

The changes made so far, include the selection of some plants that were not suited to our water Ph levels and

46 / HOSPITALITY BUSINESS MIDDLE EAST

the replacement of these with further plants in different areas due to weather conditions. All were replaced with locally sourced plant species.

What is the average price per square metre for the upkeep of outdoor landscaped areas?

AV: There are a number of factors to consider and working through these will help a figure to come to mind. Roughly, most landscape maintenance costs are based on the number of employees, machineries, consumables, etc.

MJS: The average price for landscape maintenance is about AED 1-2 per square metre per month depending on the type of landscaping and area. For a larger area and areas with more lawn, this price would be reduced.

SW: We’re ensuring to upkeep the landscaping for areas including the maintenance of landscapes, specifically grass cutting, the replacement of plants, sculpting of trees and plants and irrigation.

In addition to these measures, we also incorporate seasonal flowers, appropriate fertilizers and pest control and employ the right, skilled labour force

MARCH 2013

Water Use of efficient drip irrigation system for landscapes that require water delivered in the root zone Automated irrigation system for landscapes with proper supervision by qualified staff Use sprinkler systems only for turf areas Prohibit hose watering and watering using the hose of transport tanker Irrigate early morning or late evening to maximise absorption and minimize evaporation Adopt irrigation schedule to suit season, temperature, humidity, wind and hours of sunlight Use of soil moisture additive to improve the water holding capacity The application of Mulch reduces the growth of weeds and water loss through evaporation Fertilizer Apply fertilizers based on soil test report Encourage use of organic compost fertilizers to improve the soil condition and water holding capacity Pruning Prune to remove intertwining and diseased branches only Avoid hard pruning that encourages lot of new growth thus increasing the water consumption Pesticide Wear clothes that protect you when using pesticides: long sleeve shirt, long pants and closed-toe shoes in addition to any other protective clothing or equipment required by the label Mix pesticides outdoors or in well-ventilated areas Mix only what you need to use in the short term to avoid storing or disposing of excess pesticide When applying pesticides as a spray or dust outside, avoid windy conditions and close the doors and windows of buildings.

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SPECIAL FEATURE/ FUTURE ROOMS

W

hen it comes to predicting tomorrow, it seems only the wackiest of ideas gets a look in. From the hover-cars of Back to the Future to the naive albeit crack-pot prediction that we would, by now, be taking holidays on other planets, when people try to anticipate the future it seems the possibilities truly are endless.

Making the news last month was talk that within the decade hotel room walls would feature touchsensitive capabilities allowing guests to integrate content from their own smart phones and tablets (if such humble devices still exist in our sci-fi pseudo-future) onto the very walls of their hotel room.

The ITK Experience, as developers Serrano Brothers called it, “employs futuristic technology, such as multitouch transparent wall-screens, which can be controlled via smartphone, Microsoft Surface Tablets, interactive floors and mirrors, and fingerprint payment systems.”

Referring to the combination of all this technology as “the ultimate hotel room for techies”, the overall end-user’s experience falls somewhere between a personalised induction to a Matrix-style reality and a videogamers’ dream holiday.

The true reality however, hints at a strong trend emerging for the future of hotel design.

Amin El Khalifa, MD for IT solutions provider Omnix credits the recent boom in technological capabilities with a combination of factors from the investment potential of Dubai’s hospitality industry, to the shift to High Definition TV and economies of scale.

Crucially, he adds, this a seachange from the development trends of last decade: “In the boom period technology was the differentiator between the top hotels.

With invstment in technology now unavoidable and every hotel high-tech, the primary concern of the hotels is flexible ‘future ready’ solutions that will maximise the safety of their investments,” Khalifa adds

48 / HOSPITALITY BUSINESS MIDDLE EAST

MARCH 2013

Predicting the future is an open invitation to let imaginations run wild, but according to the innovators who are shaping tomorrow the future could, as they say, already be here. Hospitality Business explores the possibilities

cpidubai.com

SPECIAL FEATURE/ FUTURE ROOMS

cpidubai.com

MARCH 2013

HOSPITALITY BUSINESS MIDDLE EAST / 49

SPECIAL FEATURE/ FUTURE ROOMS

Locked and bolted VingCard Elsafe supplies, locks, energy management solutions and safes with enhanced features.

It happens to the most organised of people; you leave the room and wonder if everything is switched off and locked up. For VingCard Elsafe, such worries are a thing of the past. Supplying safes that lock remotely, via RFID technology VingCard Elsafe has secured seven million hotel rooms globally, with both its safe and locking systems.

Manit Narang vice president and managing director, explains: “There is always demand for hi-tech security and access control solutions. It is critical to lead and pioneer innovative solutions that provide additional security benefits to guests and bring increased efficiency in hotel operations.”

Predicting the hotel room of the future as one that is centered on the guest experience , Narang adds that the hotel lock is the first step in this transformation as it is the first element a guest interacts with when entering their room and as the developer of the first ‘invisible room lock’ Narang is well placed to make his next prediction: “Technology wise, there is trend to move from the standard traditional plastic keycards (magnetic or contactless RFID keycards) towards using smart cell phones as hotel keycards. Here again, VingCard Elsafe started opening the technology solution to apply smart NFC-compatible cell phones as hotel room keycards and we see this trend moving forward rapidly.

Bathroom To some, the automisation and touchless functions of washbasins and toilets today are innovation enough, but for manufacturers and product developers they mark only the beginning of what is possible.

Introducing the iShower, the USP of this product is a 3D “amplifier switch”, activated when users swipe their hands around the edge of the interface, clockwise or counter

50 / HOSPITALITY BUSINESS MIDDLE EAST

MARCH 2013

clockwise for control of temperature and flow as well as other parameters, such as lighting.

WoW Switch 3D works on horizontal and vertical swipes in addition to other ‘custom installers’ that clients can specify directly with British-based manufacturers Unique Automation, or regional contact Omnix.

Other products from the same

manufacturer include the Corian bath, which allows bathers to pre-set temperature, fragrance and bubble preferences; the appearance of an end-of-bath TV, featuring worldwide TV channels and internet functions; and even beverage requirements.

With a nod to the bath’s less flashy heritage, the Corian also features a Whirlpool jacuzzi.

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SPECIAL FEATURE/ FUTURE ROOMS

There’s an app for that Since the introduction of the iPad, similarly functioning control panels have been installed everywhere from cars to the first class cabins of Emirates A380s.

Both Marriott and Mövenpick use touch-activated tablets to centralise the control of room features such as AC, lighting, multi-media devices and internet and following in the touchsteps of these innovations, Mövenpick Jumeirah Beach Residence, Dubai has launched a new, custom-developed app to allow guests to explore the hotel before they arrive.

Detailing amenities, room features, business facilities, restaurant menus, spa treatments and special offers, The application was specifically designed for the hotel and allows the property to update the content daily or even hourly, rapidly and effectively

disseminating information to guests.

Hotel GM Horst Walther-Jones, explains: “Today’s tech-savvy guests and customers expect easy access to information from their devices. With this iPad and iPhone app, we provide our guests with instant, convenient

information, while also creating a new platform for us to communicate with these guests. We continue to review and research the preferences of our guests in order to further enhance products that will improve guest experiences.”

building technology, Tarek Zakaria.

In its simplest form, the KNX technology will re-set the AC from 20°C to25°C on standby and switch off lighting when the guest leaves the room. When the guest returns to the room the system will switch back to the ‘comfort mode operation’ to ensure the comfort temperature is set and the

right lighting activated for the guest.

“ABB’s technology solutions include a smart control system that helps increase flexibility, security, economic efficiency and convenience. Up to a 40% energy saving can be achieved in buildings by getting the right control of air conditioning and lighting.

“As the demand for comfort and versatility in the management of air-conditioning, lighting and access control systems in hotels grows, efficient and sustainable energy usage is also an urgent necessity. The ABB KNX technology installed achieves the maximum energy saving,” Zakaria continues.

“We began to see the hotel industry starting to focus more on automated solutions five to six years ago and many companies now look for technology providing greater energy efficiency alongside convenience and usability. Buildings with energy efficient technology are easier to manage and control,” he adds.

Energy efficiency The primitive control of in-room technology may aid the guest, but one company is developing such products to add energy efficiency into the mix.

Introducing the Room Master, from ABB, the technology creates a Guest Room Management System (GRMS), by setting controls for lights, heating/AC, shading via blinds or curtains and switching of socket outlets. More advanced functions can be achieved by combining the system with a presence detector.

Communicating the settings via a KNX Bus, safety features on the devices also allow for emergency signals to be sent from the rooms to the Property Management System (PMS) or even directly to the hotel’s reception desk, when necessary.

“Energy efficiency has become a top priority for the hospitality industry as hotels are high energy consumers and have to cope the new rules for energy efficiency in the buildings,” explains ABB’s regional manager for KNX

52 / HOSPITALITY BUSINESS MIDDLE EAST

MARCH 2013

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SPECIAL FEATURE/ FUTURE ROOMS

The silver screen It’s not just the innovation of individual appliances and installations in hotel rooms, but their integration also. Leading the way for TVs with both Wifi and Widi capabilities that not only unite TV and internet services, but also act as a digital concierge, LG describes its Pro:Centric TV as a “unique and dedicated hotel data broadcasting platform” that “extends programming boundaries for hotels, including the ability to run highly customised applications”.

The open platform TV was introduced in 2010. D.Y.Kim, president of LG Electronics Gulf FZE, explains: “Since IP infrastructure was introduced five to seven years ago, the possibilities of enhancing the level of in-room entertainment changed drastically. HD content and a variety of entertainment can be streamed effortlessly since the bandwidth on IP is higher than that of RF.” Pro:Centric provides an easy

way to interface with interactive programme guides and internet data feeds, as well as applications designed to connect guests to hotel services such as room service menus and spa reservation and the ability to update on weather forecasts and other local and hotel information.

“Finding the right mix of guestroom technology is a fine balancing act. There are many different types of travellers, and LG’s aim is to create a home away from home with technology that is easy to use for guests,” Kim adds.

“The hospitality industry trend has definitely reached a stage where content and connectivity are the most important components. As long as the hotel is providing a reliable internet service in their property and hardware manufacturers are providing wireless connectivity for guest devices, then guest satisfaction can be achieved.”

Refreshing development Much more than a convenience service for guests, the hotel minibar is now an in-room marketing tool that needs to ensure its profitability.

In developing a minibar that has been certified as having the lowest energy consumption of all absorption minibars currently on the market, Dometic uses a refrigerant composed of water and ammonia that operates in silence, while also minimising environmental impact, due to its ‘Fuzzy Logic Energy Control’.

In terms of user experience, temperature can be controlled remotely and, to keep room designers happy, the entire system can be tucked away in a unit that also integrates products such as TVs and safes, or can be installed as a standalone unit, either with a glass door or changeable decor panel.

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TRENDS / PRODUCT WATCH

Product watch The most useful and innovative new designs for hospitality

DIGITAL SIGNAGE FOR AMWAJ ROTANA Advanced Interactive Media Solutions (AIMS) has installed its digital signage solutions at the Amwaj Rotana, Dubai.

The network of 32” Mirror Displays are positioned near elevators, with screen displays scheduled and controlled using SCALA 5 content

management platform. The signs allow for the display of news, entertainment, promotions and announcements for guests waiting for the lift.

Amwaj Rotana is the third Rotana – after Murooj and Towers – to adopt the SCALA platform as a digital signage network.

NEW MODERN-CLASSIC RANGE FROM SELVA Following in the footsteps of Luna, Eleganza, and Marilyn, the fourth instalment in Selva’s modern classic series, Sophia, has been introduced to the global market.

Described as “modern, with clear lines, no frills, and yet playfully cheerful”, the range will be available from Selva’s Dubai showroom after the International Furnishing Show in Cologne.

“The feedback from the visitors that was positive in every respect proved that with our modern classic, we are completely with the trend,” said CEO Philipp Selva.

RAISING GLASSES A series of new glass and tableware ranges will be introduced to the region by glass and tableware supplier, Artis.

Sourcing newly launched products from European brands such as Duralex (manufacturer of tempered glass, pictured), Libbey, Luigi

54 / HOSPITALITY BUSINESS MIDDLE EAST

MARCH 2013

Bormioli, Durobor, WNK, Tramontina, Tognana, Costa Verde and DMD, artis also promoted its offering of own-branded products.

The new catalogue and price list is available this month and all products will be on display at The Hotel Show in September.

FOH AND BOH MOBILE MAKEOVER Infor has announced the release of a new mobile application, specifically for the hospitality industry, which will improve both FoH and BoH processes.

The Infor10 Hotel Check-In iPad app enables staff to access real time information away from the check-in desk.

The app provides staff with the freedom to provide room assignments, registration cards with online signature options, credit card swipes and hotel room key generation straight from the iPad. Concierge services can also be streamlined with the app, as well as check-out, with up-todate charges, easy access to the guest folio and remote printing available.

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PRODUCT WATCH / TRENDS

ARMANI CASA RETAILER EXPANDS SHOWROOM Armani Group last month celebrated the opening of a 270sqm Armani Casa store in Dubai, that will be operated by exclusive Armani/Casa distributor, Finasi LLC, part of the Gargash Group.

The products displayed range from furniture and furnishings to accessories, dĂŠcor and fabrics, for both day and night zones.

The store, located on Al Ittihad Road Deira, Dubai, also stocks Armani/Dada products and Checkers kitchens. The original Finasi store, located next door, opened in 2009 and today sells products by Molteni&C, Dada, Citterio, Okalux, KME and Cazzaro.

Armani/Casa is present in 40 countries worldwide with a total of 63 outlets, comprising 36 single brands.

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Contact centre solutions for hospitality sector bets on cloud With the popularity of online booking systems among leisure, hotel, and travel businesses, the hospitality sector has become an early-adopter of cloud services to keep up with demand.

S

ince familiar cloud service, like online booking systems, are effectively shared across several users, they offer businesses a ‘one-tomany’ economy of scale, making them more cost-effective than if each buys, installs and manages a system on-site. Businesses sign up for cloud services and pay a monthly fee per user in return.

It’s investment-free. There’s no need to install expensive IT servers, and no IT personnel are needed on-site to maintain the set-up. A major pull of cloud is

56

this potential to reduce IT capital expenditure, because cloud services can be bought on an as-needed basis and treated as variable operating expenditure. Because these types of cloud services are housed remotely and hosted in state-of-the-art data centres guarded by high levels of security and resilience, they are extremely reliable, too.

The cloud services provider markets in the UAE, Qatar and KSA in particular are developing fast. They have now reached a point where there is a comprehensive basket of cloud services available, with pricing menus that are

designed to appeal to businesses with a wide variety of needs. As well as cloud-based reservations systems, WKHUH DUH FORXG EDVHG RIÂżFH SURGXFWLYLW\ VXLWHV RQOLQH storage systems, customer management systems, remote service desk offers and various front-of-house and back RIÂżFH PDQDJHPHQW PRGXOHV

Customer contact goes cloud The adoption of cloud-based guest and customer contact centre solutions is becoming a worldwide phenomenon, according to DMG Consulting. â&#x20AC;&#x153;The cloud-based contact centre infrastructure market is exploding - more and larger companies are moving their contact centres to the cloud WR WDNH DGYDQWDJH RI WKH PDQ\ WDQJLEOH EHQHÂżWV OLNH ORZHU VWDUW XS DQG LPSOHPHQWDWLRQ FRVWV LQFUHDVHG Ă&#x20AC;H[LELOLW\ and the freedom to focus on their core business rather than on managing in-house solutions.

Companies that needed contact centre infrastructure without large capital expenditures gave the cloud a try as a short-term solution, and soon realised there were more benefits than challenges. DMG expects to see the rapid adoption continue, even as the economy strengthens, now that organisations appreciate the benefits of these solutions. Over the last three years, adoption has nearly tripled from 2.2% to 5.9%, with the number of seats growing from 268,794 in 2008 to 871,717, as of the end of June 2012. Rapid adoption will continue to drive and speed the pace of innovation as larger companies consider moving their contact centres to the cloud.

Cloud-based contact centre infrastructure vendors are agile, innovative, and delivering new functionality to market quickly.

DMG projects that the cloud-based contact centre infrastructure market will continue to build momentum, growing by 45%, 40%, 40% and 35%, each year, respectively, between 2012 and 2015. DMG estimates that a minimum of 18% of all contact centre seats will be in the cloud by the end of 2015.

There are now reportedly more than 700 call centres in the Middle East and around 300 in the UAE, which suggests that call centres are no longer the province solely of big businesses such as Emirates Group, Abu Dhabi National Bank, or DEWA. Many large hotel and travel chains in the region also rely on call centres to manage their incoming customer service calls. Not only does it help streamline the booking operation, but helps maximise revenue per reservation too.

Managed Contact Centre Solutions from du Â&#x2021; GX EXLOW RXW D UREXVW QHWZRUN ZLWK WKH QHFHVVDU\ server and software infrastructure, supported by a VNLOOV EDVH WKDW LV DEOH WR UXQ D ÂżQHO\ WXQHG DQG IDLO safe business service operation. Â&#x2021; GXÂśV &RQWDFW &HQWUH 6ROXWLRQV DUH ,3 EDVHG SURYLGLQJ DOO WKH FRQYHUJHQFH EHQHÂżWV DVVRFLDWHG with voice and data networks in a single common infrastructure, allowing hospitality customers to reduce maintenance costs. As it is a hosted service, there is no need to purchase or manage on-site equipment and infrastructure. A hotelâ&#x20AC;&#x2122;s customer service team is able to set up sophisticated call distribution rules to ensure that guest and customer calls are directed to an appropriately skilled agent. Â&#x2021; GXÂśV VROXWLRQV DUH GHYHORSHG WR KHOS LQFUHDVH the level of customer satisfaction, by building in technology solutions such as intelligent routing and Interactive Voice Response which help keep operations smooth running. The systems will automatically identify agent status across the call FHQWUH WR HQVXUH FDOO Ă&#x20AC;RZ LV HYHQO\ GLVWULEXWHG VR WKDW customer calls are answered at the earliest possible time. Â&#x2021; GXÂśV ,QWHUDFWLYH 9RLFH 5HVSRQVH ,95 DSSOLFDWLRQ provides contact centres with automated frontend call management which provides self-service for callers by identifying and understanding their requirements and then distributing the call according WR WKH SUHGHÂżQHG FULWHULD WKURXJK WRXFK WRQH

Managed customer contact services are available from established telco providers like du and its partner ecosystem. Together these companies have proven and well-established skills which makes them well suited as cloud service provider.

Although cloud service can theoretically be delivered E\ D VXSSOLHU DQ\ZKHUH LQ WKH ZRUOG WKHUH DUH EHQHÂżWV in partnering with a supplier like a local telco. Localised presence brings a level of intimacy and understanding of customer needs, on the one hand, and promises access to a network with a global reach, on the other.

ADVERTORIAL FEATURE BROUGHT TO YOU BY

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Making the business case for cloud contact centre Adoption of cloud contact centres is gathering momentum in the Middle East hospitality sector, as the business appeal of hosted services becomes better understood.

Contact centres were originally provisioned through expensive on-site infrastructure dedicated to telephony processes and intelligent call routing.

For the last few years, however, this model has EHHQ FKDOOHQJHG E\ WKH PRUH Ă&#x20AC;H[LEOH RSWLRQ RI EX\LQJ infrastructure through different consumption models, including subscription based managed services. These options can be provisioned remotely or in the cloud.

Most contact centres still rely on premise-based equipment for most of their infrastructure. However, the buying decisions for a wide range of contact centre operations and management tools must now include some consideration of cloud suppliers. Guest and customer interactions have become more complex, incorporating a wider variety of transaction types, and hospitality businesses need include factors such as Ă&#x20AC;H[LELOLW\ VFDODELOLW\ VSHHG RI GHSOR\PHQW DQG HDVH RI administration in their purchasing decisions.

This is increasingly important, as latest research indicates that 74% of consumers now use at least three contact channels when interacting with a hospitality companyâ&#x20AC;&#x2122;s customer service.

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contact centres targeted small hotel and travel chains with the argument that the cloud would help them look â&#x20AC;&#x2DC;bigâ&#x20AC;&#x2122; at a relatively low cost. The conventional wisdom has been that cloud contact centre services are best suited to the low end of the market, to small or informal centres that have limited growth prospects and extremely tight budgets. That assessment is not as accurate as it once was, and may lead some contact centres to make GHFLVLRQV EDVHG RQ D Ă&#x20AC;DZHG QRWLRQ RI ZKDW KRVWLQJ RIIHUV and where or when it is the most appropriate solution.

When the total cost of ownership is compared for multiple configuration possibilities for both cloud and premise-based equipment for contact centres, it becomes clear that there are no one-size-fits-all solutions. The best deployment option for any given centre depends variously on size, available budget, technology readiness, the interoperability of existing assets, and, most notably, the range of additional applications that a centre might choose to deploy on top of the core call-routing infrastructure.

In its early days, cloud infrastructure appealed to hospitality companies that did not have the capital expense budgets to invest upfront in automatic call distributor and voice recognition systems. The ability to ÂľSD\ DV \RX JRÂś IRU EDVLF IHDWXUHV ZDV DQG VWLOO LV D YHU\ attractive proposition for small and growing hotel chains.

The contact centre universe was divided between

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mainly large centres that relied on virtualisation and economies of scale to afford full-featured call routing, and smaller ones that either used ad hoc systems to handle interactions or operated without technology solutions.

In recent years, vendors have begun adding complex applications such as work force optimisation and analytics to their basic call routing suites. This has occurred in both the cloud and on-premise worlds. This has allowed cloud vendors in particular to move up the value chain and target their offerings to larger centres in more complex environments, ones that would rarely have considered cloud solutions before.

Building on the advantages of cloud One advantage to a cloud-based service can be the shortterm price break that allowed a company to quickly ramp up an infrastructure for a limited period without having to carry the long-term cost of technology ownership and the personnel to manage it.

Over time the range of features in cloud offerings has LPSURYHG D JUHDW GHDO DQG WKH RYHUDOO FRVWV HYHQ RQ D SD\ DV \RX JR EDVLV QRZ IDOO LQWR FRPPRGLW\ WHUULWRU\ The range of products now on the market presents a reasonable, functional alternative to premise-based systems. Other applications are moving toward the cloud because they are relatively new and do not have a strong,

established constituency for on-premise deployment.

Speech analytics, for example, can be costly and timeFRQVXPLQJ WR GHSOR\ RQ SUHPLVH JLYHQ WKH KHDY\ &38 DQG PHPRU\ UHTXLUHPHQWV 7KH FORXG SURYLGHV EHWWHU &38 resource allocation and more of a grid-type computing environment.

With the hospitality sector constantly needing to offer a personalised service, customer service becomes a key differentiator, and some cloud customer service solutions are very good at incorporating customer profile data into call routing decisions. These solutions combine data that is pulled from different applications and will organise and analyse that data to give contact centre agents the fullest of views of the guest or prospective guest.

Information on previous reservations and past stays, billing details, and guest preferences about room service WR 9,3 VHUYLFHV FDQ EH PDGH DYDLODEOH WR UHVHUYDWLRQ DQG customer service staff.

The red boxes opposite, illustrate how the hosted deployment model of cloud appeals to the operational PLQG VHW RI EXVLQHVV (QWHUSULVHV LQWHUHVWHG LQ Ă&#x20AC;H[LELOLW\ and scalability may gravitate towards cloud-based systems as they can obtain access to leading-edge technology without maintenance contracts or timeconsuming product upgrades. Cloud-based systems RIIHU VRPH FRPSHOOLQJ VWUDWHJLF EHQHÂżWV )RU H[DPSOH

ADVERTORIAL FEATURE BROUGHT TO YOU BY

59

FORXG WHFKQRORJ\ DOORZV FHQWUHV WR FKDQJH WKHLU VWDIÂżQJ model, as it is easier to provide technology to distributed agents. This essentially virtualizes a contact centre into a group of contact centre assets that exist in different physical locations but function as a single, fully integrated, seamless contact centre operation. By using virtual contact centres as an adjunct to existing in-house and outsourced operations, enterprises can eliminate facilities costs, reduce overheads, access new agent talent, and reduce agent churn.

7KH FRQWLQXLW\ EHQHÂżWV RI WKH FORXG DUH DOVR LPSRUWDQW Many hosting providers are able to support uptime of between 99.99% and 99.999%, providing a level of performance guarantee that betters the on-premise average. Clear disaster recovery plans are also vital, and hosting providers typically have the ability to back up customer data in secure data centres.

Todayâ&#x20AC;&#x2122;s hospitality business is likely to look at the spectrum of applications that it is using and see cloud deployment as an attractive option. They will see lower

risk and cost of the pay-as-you-go cloud option as very appeal. These trends have the potential to upend the traditional notions about how companies can and should buy and budget for technology.

The choice of whether to deploy contact centre infrastructure via premise-based technology or cloudbased services involves many variables. Research shows that there are situations in which large, multi-site service RUJDQLVDWLRQV FDQ EHQHÂżW IURP FORXG EDVHG VROXWLRQV In fact, as the table above demonstrates, the more applications and functions an enterprise includes with WKH FRUH URXWLQJ SODWIRUPV WKH EHWWHU WKH FRVW SURÂżOH IRU hosting compared to traditional premise-based systems.

Any hospitality company looking to hedge a movement into complex multichannel interaction environments or to ensure that its technology stays at the cutting edge of innovation would also be wise to consider cloud solutions.

For more information, please contact du at managed.services@du.ae

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60

APPOINTMENTS NEWS

with Mondo Hospitality where she was corporate sales manager for three properties.

Eyeing Swamy’s experience with Emirates Towers, Coral Hotels and Resorts, the Dhow Palace, Dusit Princess, Traders and Royal Ascot, she has been appointed to help Park Regis secure its competitive edge ahead of the thousands of new rooms due to open in Dubai over the coming 12 months.

“With wide knowledge of the Dubai hospitality sector, Ruth will be a welcome addition to the business development team,” said GM Scott Butcher.

Appointment news The latest appointment and promotion news from the region NEW RAFFLES DUBAI GM BEGINS Andrew Abram has been named as the new GM of Raffles Dubai by Raffles Group president, Peter French.

Joining the team in late January, Abram joined Raffles from the Mandarin Oriental Group, where he has held a number of positions since 2003, most recently at the Mandarin Oriental Dhara Dhevi in Chiang Mai. He joined the group as resident manager of The Excelsior Hong Kong, and went on to lead the renovation and reopening of the Mandarin Oriental Jakarta, where he was GM for eight years.

DOUBLE APPOINTMENT FOR BIN MAJID HOTELS Bin Majid Hotels, which owns four properties in Ras Al Khaimah, has announced the appointment of both a new director of operations and director of F&B. Juan Carlos Gonzalez will work at the Mangrove Hotel and F&B director Berk Ozkeresteci, will work across the portfolio, following a 13 year career with Sheraton, Hyatt, Rotana, Kempinski and Rixos.

Dr. Ali Kasapbashi, group GM, said: “We would like to welcome Mr. Carlos and Mr. Berk to our team. Both will definitely be an asset to the whole operations of the group with their experience and expertise in ensuring the highest guest satisfaction. We are confident that both will play an instrumental role in helping us achieve our business targets.”

Ruth Swammy.

MAROOJ ROTANA HEADS NEW HR Al Murooj Rotana Dubai has announced the appointment of Wissam Beiruty (below) as the 5-star property’s HR director. Beiruty joined the company in 2003 as a HR trainee at the Rotana Corporate Office before moving on to Al Ain Rotana in 2004, Towers Rotana in 2005 and Amwaj Rotana Dubai in 2008.

“I am highly optimistic that with our combined hard work, dedication, passion and experience, we can all look forward to bringing the unique and wonderful experience of working with Rotana to existing and new colleagues,” he commented.

KEEPING COMPETITIVE EDGE Ruth Swamy has begun her new role as business development manager at the Park Regis Kris Kin Hotel Dubai, following time Andrew Abram, Raffles Dubai.

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JOB WATCH

Job watch

stakeholders, ensure they can be delivered operationally and within budget. You will measure guest satisfaction through research, industry benchmarking and feedback channels and use insights to drive strategy.

Time to move on? We can help. All jobs can be applied for through the Hozpitality Web site EXECUTIVE CHEF Industry: Hotels Clubs and Spas Department: Food and Beverage Service Level: Top Management Location: Africa Salary Description: Expats Required Start Date: Immediately Recruiter: CHA International An Expat Executive Chef urgently needed for a 5 star Luxury Hotel in Sharm El-Sheikh, with a fantastic view over the Red Sea. It has from 7-9 Restaurants, about 7 outdoor swimming pools and more.

Skills required: The candidate must be highly experienced in All Inclusive Hotels and Resorts.

At least 5 years work experience in 5-star Hotels in the same position (Executive Chef).

Must be fluent in English.

Hard Worker.

Cost effective.

Create new Menus and new concepts.

Urgently send your updated CV and recent photograph, Only shortlisted candidates will be contacted.

DIRECTOR OF SALES AND MARKETING, DOHA, QATAR Industry: Hotels Clubs and Spas Department: Sales and Marketing/PR Level: Corporate /Group, Department Head Location: ME/GCC (Except UAE), United Arab Emirates (UAE) Salary Description: Attractive Recruiter: Hozpitality Consulting The ideal candidate will have a proven track record in a similar role in Leading Large International Hotels in the Middle East.

This position is accountable for managing the total sales efforts, This includes the generation of all revenues consistent with the company objectives; implementation of sales performance management systems; Revenue Management systems, and market segmentation analysis for Group, Corporate, Wholesale, and Transient. Additionally,

62 / HOSPITALITY BUSINESS MIDDLE EAST

this position is strongly involved with Key Customer relationships and takes an active role in the business community by being involved in the various trade organizations.

DIRECTOR OF F&B, 5-STAR Industry: Hotels Clubs and Spas Department: Food and Beverage Service Level: Department Head, Top Management Location: Europe, ME/GCC (Except UAE), United Arab Emirates (UAE) Salary Description: Attractive salary and benefits Recruiter: Hozpitality Consulting Qualifications 5 Star Experience is a must Last 5 years Experience in same position as Director of Food & Beverage 5 Star Hotel Basic Salary: AED 16,000 – 18,000 per month Family Status: (Spouse+2 Children) Including Medical Insurance & Air ticket Entitlement Accommodation: 2 Bedroom Apartment of Allowance amounting to AED 7000 per month.

Transportation Allowance: AED 1000 per month Telephone Device: Blackberry with Company line Bonus : 1-3 month above the revenue budget

SALES MANAGER Industry: Hotels Clubs and Spas Department: Sales and Marketing/PR Level: Middle Management, Top Management Location: United Arab Emirates (UAE) Salary Description: Attractive Salary/ Benefits Recruiter: The Royal International Hotel Female/ Male candidate, preferably Arab national with Hotel experience in the UAE for atleast 3 to 5 years. Competent, productive portfolio in Abu Dhabi, has a valid driving liscence in the UAE. Duties & Responsibilities: The position is accountable proactively soliciting and handling sales oppurtunities.

Ensures business is turned over properly and in a timely fashion for proper service delivery.

Assists in leading all day to day activities related to sales with a focus on long term & valued-based customer relationships that enable achievement of sales objectives.

Achieves personal sales goals.

HEAD OF GUEST EXPERIENCE Industry: Airlines, Hotels Clubs and Spas, Travel Industry Department: Customer Service, General Management/ GM, Travel Management Level: Corporate /Group, Department Head Location: United Arab Emirates (UAE) Salary Description: Attractive salary and benefits Recruiter: Etihad Airways This leading role will be responsible for the strategic brand and experience development of the end-to-end journey on Etihad. You will design environments/experiences that meet guest needs/expectations, brand strategy/values and, while working with key

MARCH 2013

Please apply with your CV and photo.

I’VE MISSED MORE THAN 9,000 SHOTS IN MY CAREER. I’VE LOST ALMOST 300 GAMES. 26 TIMES, I’VE BEEN TRUSTED TO TAKE THE GAME WINNING SHOT AND MISSED. I’VE FAILED OVER AND OVER AND OVER AGAIN IN MY LIFE. AND THAT IS WHY I SUCCEED,” MICHAEL JORDAN, SPORTSMAN

VICE PRESIDENT F&B Industry: Hotels Clubs and Spas Department: Food and Beverage Service, Head Office/Corporate Level: Corporate /Group Location: Worldwide, Africa, Asia Salary Description: Highly competitive Recruiter: CHA International Vice President Food & Beverage for a well known Hotel Operator with properties in Sudan, Libya, Kenya, Dubai, Zambia and Pakistan.

The company includes some international branded properties as well as the “House brand” which has already established itself to a highly respected brand.

All properties have extensive F&B operations, incl. various themed restaurants and all have large banquet and catering facilities. The

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JOB WATCH

post is based at the regional Head Office in Islamabad This position requires a “youngish” candidate with Multi Unit exposure, preferably with some experience in South East Asia and/or Africa.

GM, CARIBBEAN RESORT Industry: Hotels Clubs and Spas Department: General Management/ GM Level: Top Management Location: Worldwide, Americas North and South, Caribbean, Europe Salary Description: Attractive Recruiter: FJ Recruiting and International Consulting Service

HEAD OF BFE MANAGEMENT AND PROCUREMENT Industry: Airlines, Travel Industry Department: Engineering and projects, Travel Management Level: Corporate /Group, Department Head Location: United Arab Emirates (UAE) Salary Description: Attractive salary and benefits Recruiter: Etihad Airways Duties & Responsibilities:To support Vice President Commercial Technical in managing all contracts for line fit aircraft and retrofit programs in regard to aircraft/ equipment BFE (Buyer Furnished Equipment) and provide support to administer required BFE material in support of meeting on dock date requirements. Ensure that all technical products & services associated with BFE equipment are accomplished in accordance with the data and quality standards specified by the relevant GCAA regulations (i.e. Parts IV & V) and the corporate governance defined within the EY Manual of Authority.

Duties & Responsibilities: An exciting opportunity has arisen for a talented Spa Director. The main purpose of this role is to strategically direct the progress and performance of the Spa through sales and marketing. You will be responsible for taking ownership and responsibility for financial growth and development and controlled performance as well as ensuring a positive, motivated and focused team. It is essential that you have very good people skills and are fully customer focused. A good command of the English language (verbal and written) is required as well as proficiency in MS Office packages.

Position is department head A, contract is married. Schooling is available.

Full expat benefits, tax-free salary, yearly flights, incentive program, medical and life insurance, pension plan

“I’M REALLY VERY SELF-CONFIDENT WHEN IT COMES TO MY WORK. WHEN I TAKE ON A PROJECT, I BELIEVE IN IT 100%. I REALLY PUT MY SOUL INTO IT. I’D DIE FOR IT. THAT’S HOW I AM.” MICHAEL JACKSON

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-Willing to join immediately.

- Age 45 plus better with high level of maturity -Strong supervisory and Managerial skills -Good in Training -Business Oriented -Salary and benefits according to experience Please send your CV with photo urgently.

DIRECTOR OF ROOMS Industry: Hotels Clubs and Spas Department: Front Office/Rooms Division Level: Top Management Location: Africa Salary Description: Competitive Recruiter: CHA International Duties & Responsibilities: The Resort is one year old & after a very successful Opening in 2011 the Team need a hands on , very communicative and high end, professional new Team Member.

With 550 Rooms which are placed directly on the water front , with 16 F&B Outlets & 1 Casino & a wonderful aqua park design, the Resort is the largest in the Region.

This role requires a high end 5* background , with 3 years’ direct experience and Eniglish and French language skills ( Arabic would be a plus) Apply to: eva@cha-international.com Please be kindly informed that only Candidates with all mentioned requirements are contacted

THAI GENERAL MANAGER Industry: Hotels Clubs and Spas Department: General Management/ GM Level: Top Management Location: Worldwide, Asia, ME/GCC (Except UAE), United Arab Emirates (UAE) Salary Description: Attractive Recruiter: Hozpitality Consulting Duties & Responsibilities: We are now looking for a Thai GM who have many years of experience in GM position and have the background knowledge in Rooms, Sales and F&B. salary 120,000 Baht.

The hotel has 150 rooms and suites, there are two restaurants within the hotel and located on the edge of the City’s Chinatown district, a five –minute walk from the Hua Lampong mainline railway station and the MRT SUBWAY’S Hua Lampong terminus.

CFO / CHIEF FINANCIAL OFFICER Industry: Hotels Clubs and Spas Department: Finance and Accounts, Head Office/Corporate Level: Corporate /Group, Top Management Location: Dubai Salary Description: AED 35,000 net basic ++ Family Package Recruiter: CHA International Duties & Responsibilities: Preferably of Indian nationality; aged between 40-50 years old; international and multi property experience.

Please apply with your CV and photo urgently.

DIRECTOR OF SPA - 5 STAR RESORT DUBAI Industry: Hotels Clubs and Spas Department: Spa and Health Club Level: Department Head, Top Management Location: United Arab Emirates (UAE) Salary Description: Attractive salary and benefits Recruiter: FJ Recruiting and International Consulting Service

Duties & Responsibilities: We are looking for an Arabic General manager, with hands-on approach and hard working, for our client, a renowned hotel in Al Ain.

GENERAL MANAGER (ARABIC), AL AIN, UAE Industry: Hotels Clubs and Spas Department: General Management/ GM Level: Top Management Location: United Arab Emirates (UAE) Salary Description: Attractive salary and benefits Recruiter: Hozpitality Consulting

MARCH 2013

HOSPITALITY BUSINESS MIDDLE EAST / 63

COMMENT

A seven-star future?

Technology driving personalised service in Middle East hotels.

S

ome of the most iconic images of the Middle East feature its most prestigious hotels whether it’s the Burj al Arab or Atlantis The Palm with its world renowned aquarium.

But behind such well known pictures is the need to consistently deliver levels of services that match up to the grandeur of the buildings and the expectations of guests. Technology has been a key tool in delivering these levels of excellence for many hotels around the world and the Middle East is no exception.

One of the most profound shifts of recent times has been that many customers now expect, if not demand, the ability to interact with service providers (and that includes hotels) via their mobile device.

According to a study by Ipsos, four out of five US smartphone owners use a mobile phone to help with shopping and 70% use their phone in store. Applying those figures to the travel industry and hotel “purchases” might seem a little far fetched but according to Jupiter Research, by 2015 over 750 million users will either have a ticket delivered to their mobile phone or buy a ticket with their phone, compared to 230 million today.

In 2010 airlines issued 160 million mobile boarding passes. By 2013, this will be 480 million. Today 30 airlines

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offer mobile boarding passes and half of these also offer mobile ticket booking and purchasing.

Against this backdrop it is vital that hotels offer the ability to book rooms and outline preferences and requirements via mobile devices across a range of operating systems. The smartest hotels will then plug this intelligence straight into the property management systems (PMS) enabling access to this information at all guest interaction touch points within the hotel.

Whilst certain services such as VIP pick-up and transfers from the airport extend beyond the hotel, the first opportunity to personally interact with a guest is upon their arrival at the hotel itself. If that experience is defined by waiting in queue before delays with checking in and key issue, guests form negative associations and ultimately, the hotel misses an opportunity for service excellence.

By comparison, the technology now exists to meet guests on arrival, escort them to any area of the hotel, check them in and take their preferences for their stay using tablet PCs. This not only drastically reduces (if not eliminates) queues, but also provides a superb opportunity to pull a great deal of information from the guest whilst offering them a VIP type experience.

This also confers many operational benefits as reception staff are no longer chained to a specific desk, releasing personnel to other tasks.

However, the personalisation that would result from a single interaction would be limited. The ideal situation is to integrate guest preferences across issues such as the room, dining, leisure facilities and entertainment. This necessitates an integrated set of systems from the check in desk to restaurant to spa and in the room itself.

Consolidated into a single guest profile this becomes a very powerful tool to improve the guest experience.

Additional services and facilities can be recommended with confidence and the stay tailored to precise preferences, leading to increased repeat business and growth.

Beyond the individual level, there is also the need to need to track hundreds and thousands of preferences in a meaningful way. Hospitality has long been one of the most advanced users of CRM technology in this regard.

However, luxury hotels cannot rest on laurels and across the Middle East the predominance of luxury marques means that this customer data will be a key weapon in the war for repeat custom among the ultra-wealthy.

At a more mass market level, there is also now the opportunity presented by social media sites. On one hand, social media has created a new distribution channel and opened a deep well for marketing research. On the other, however, social media has changed the way travellers determine where they will stay—particularly leisure travellers. Again it is critical that the intelligence gleaned from these sites can be accessed by those at a given hotel—especially those as iconic as those found in the Middle East.

Hotels in the Middle East have a truly exciting future with powerful growth ahead. Technology is set to play a key part in driving that growth by enabling a truly personalised experience before arrival, throughout the stay and after departure Andrew Turton, director of sales, APAC and MEA, hospitality solutions, Infor

cpidubai.com