Hospitality Business ME | 2013 May

GLOBAL HOTEL INDEX: Asia Pacific +0.5% - Americas +2.4% - Europe +2.8% - Middle East and Africa +6.1% (Regional room occupancy increases 2012 average)

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Thomas van Vliet on Paramount Hotel’s $1bn Dubai property

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Tackling hygiene issues in staff accommodation

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The insider’s guide to how labour markets are changing

A DIFFERENT CLASS

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As Jumeirah Group aims to hit a 13% senior management nationalisation target, the group’s first Emirati GM, Samer Khanfar, talks about being the most watched appointment of 2013

Staying on trend and on budget, in association with The Hotel Show

In association with...

Publication licensed by IMPZ

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CONTENTS

28

24

34

48

20

24

28

34

44

48

crowne plaza gm bill sheppard on heading dubai’s ‘newest property on the inside’ and the changes underfoot at the hotel’s top F&B outlets

ceo of Paramount Hotels And resorts thomas van vliet, reveals plans for the first branded hotel in dubai and explains why the group is looking east for step two

jumeirah’s first emirati gm talks about the group’s year of nationalisation and enticing young emiratis to the hospitality industry

from the growth of the industry to the predicted impact of technology developments, top suppliers and hoteliers talk interior design

panlists discuss the issue of hygiene in staff accommodation and its impact on guests, ahead of our hospitality hygiene summit on may 27

recruitment markets are changing, but how will china and the internet ensure the safe transition to a new recruitment model?

GM profile

VP spotlight

cover story

roundtable

cpimediagroup.com

Q&A

MAY 2013

special feature

REgulars 04 Editor’s comment

06 news 12 data 16 dtcm news 18 tenders 52 product watch 56 du 62 appointment news 63 jobs 64 column

hospitality business middle east � 1

48-52 Special feature - Labour markets_NEW.indd 48

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COMMENT / EDITOR’S LETTER

Challenging times

2

013 is the year the Emirates National Development Programme is promoting the recruitment of Emirati nationals to the private sector, specifically the hospitality industry.

The enticement of nationals into the private workforce is a strange predicament for a country to be in, no less because of the staunch protectionist attitude displayed towards jobs – any jobs – in economies that are still reeling from the events of 2008.

Periodically, this issue re-occurs, but ENDP could fundamentally change the landscape of the industry, and no doubt how the UAE is perceived by foreign visitors.

However, as more and more hotels promote their commitment to the drive it transpires that, off the record, many believe the achievement of these goals won’t be as straight forward as recruiting university graduates and internally promoting existing Emirati associates.

The issue doesn’t lie with the hospitality industry they say, but the salary expectations of the public sector. How can Emirati nationals in the hospitality industry be

Hospitality Business Middle East official media partner

28 - 30 September 2013

The issue doesn’t lie with the hospitality industry they say, but the salary expectations of the public sector compensated in a way that competes with their public sector peers but does not decentivise their hospitality industry colleagues?

And really, is the onus with the hospitality industry to raise standards for one group of associates, or with the government to closer align itself with the private sector?

Until this issue is addressed, the recruitment of Emirati nationals into developmental roles that will eventually bring them to the leadership positions envisioned for them, will face challenges.

Following last month’s cover story about women in the industry, it feels positive to be able to share another story of workforce diversity, but until the widening gap between public and private sector is realised, and perhaps some fundamental changes are made to social benefits and the perceptions of certain career choices, it could be difficult to even the playing field and attract the next generation to the industry.

I’d love to hear your thoughts MELANIE MINGAS, EDITOR

PUBLISHER: Dominic De Sousa GROUP COO: Nadeem Hood ASSOCIATE PUBLISHERS Alex Bendiouis Dave Reeder EDITORIAL Editorial Director: Dave Reeder dave.reeder@cpimediagroup.com +971 55 105 3773 Editor: Melanie Mingas melanie.mingas@cpimediagroup.com +971 56 758 7834 Photography: Anas Cherur ADVERTISING Alex Bendiouis alex@cpimediagroup.com +971 50 458 9204 Alexander Griffin Sales Manager alex.griffin@cpimediagroup.com +971 50 8500727 Ankit Shukla Sales Director ankit@cpimediagroup.com +971 55 2572807 DESIGN AND PRODUCTION Art Editor: Christopher Howlett chris.howlett@cpimediagroup.com Production Manager: Devaprekash devaprakash@cpimediagroup.com MARKETING & DISTRIBUTION Rochelle Almeida rochelle@cpimediagroup.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 2013 CPI. All rights reserved. While the publishers have made every effort to ensure the accuracy of all information in this magazine, they will not be held responsible for any errors therein.

4 / HOSPITALITY BUSINESS MIDDLE EAST

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MAY 2013

5/1/13 3:21 PM

“A guest sees more in an hour than a host does in a year.”

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NEWS WATCH

14,000 MENA NEWS

TOTAL NUMBER OF NEW STARWOOD ROOMS GLOBALLY BY 2018

60% growth on Starwood horizon Starwood, the international American operator, is to add 14,000 new guest rooms to its existing 22,000, by opening 50 hotels over the next five years.

The announcement, made by the group’s executive team at the end of a one month relocation of senior management for an “immersion trip” to the region, will signal a 60% growth in inventory and push towards the 100 properties milestone in the Middle East and Africa.

Within three years, the growth could also see Dubai clinch another world record – this time for having the highest concentration of Starwood branded hotels in the world, ahead of current leader New York State.

Speaking to Hospitality Business Starwood SVP Guido E. De Wilde, also named Dubai as the perfect market to introduce the Aloft brand to.

At a glance Portfolio growth of over 60% in the UAE with 12 new hotels, including six in Dubai, bringing Starwood’s portfolio to more than 30 hotels across the country. Starwood’s growth plans in the UAE also include expansion into Sharjah and Ajman.

Rapid expansion across Saudi Arabia with six new hotels slated to open by 2015 bringing Starwood’s portfolio to 15 hotels in this key developing market.

The re-entry of Starwood into Iraq with the milestone signings of three hotels across three brands in the city of Erbil, located

“We are actively working to introduce the brand in Dubai because we need it here. Aloft brings a little style into the 3- and 4-star segment, so stay tuned. I think we should be

in the re-emerging Kurdistan area of the country.

Momentum in Nigeria with two new Starwood hotels, under the company’s Four Points by Sheraton brand.

Addition of two new hotels in Algeria with a new Sheraton hotel in Annaba and Four Points by Sheraton in Oran.

The launch of Starwood’s Aloft Hotels brand in Saudi Arabia and Iraq. Aloft will also open its second property in the UAE in emirates of Sharjah.

able to announce something over the coming months in Dubai,” he said.

By 2017, Starwood will operate more than 130 hotels in MEA, marking some key milestones (see box).

Ritz Carlton marks ‘sunrise’

Historical souk unveiled for Abu Dhabi The Municipality of Abu Dhabi City has unveiled images of a new 150,000 sq.m heritage-themed tourist destination.

The mixed-use, water front souk will take advantage of Abu Dhabi’s extensive waterfronts, while incorporating a traditional retail souk; F&B, entertainment

6 / HOSPITALITY BUSINESS MIDDLE EAST

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MAY 2013

and leisure outlets; and an open air performance space.

The Municipality will soon be inviting tenders from developers and operators for the traditional souk, and four district community centers in Bani Yas, Shawamekh, Samha and Nahda, which will be funded through long term BOT models.

The president and COO of Ritz Carlton Hotels, Herve Humler, has officially inaugurated the new wing of Ritz Carlton, JBR Dubai – a 148 room extension to the existing property, named “Shorooq” after the Arabic term for sunrise.

At 15 years old, the property was Ritz Carlton’s first in the UAE and Humler, celebrated the milestone with more than 300 guests and associates to mark the ‘rebirth’ of the hotel on April 10.

“This is an especially poignant moment for me and for all at The Ritz-Carlton, as the rebirth of this hotel marks our 15th anniversary in the United Arab Emirates and none of this would have been fulfilled without sharing the same vision with the owners- Mohammed Saeed Almulla and Sons Dubai,” said Humler.

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’

NEWS WATCH

1500

ADDITIONAL AIRLINE SEATS MADE AVAILABLE BETWEEN SUADI ARABIA AND OMAN

IHG Opens Fourth Crowne Plaza in Oman Intercontinental Hotel Group has opened a 213-room beachfront hotel at Duqm, Oman, it’s fourth in the Sultanate, located to capture travellers from the new Duqm Commercial Port and upcoming Duqm International Airport, due 2014.

Known for capitalising on new desitnations, it was IHG that opened Muscat’s first 5-star hotel in 1997, InterContinental Muscat Pascal Gauvin, COO, India, Middle East and Africa added: “Thanks to its focus on growing its travel tourism industry, Oman continues to be an important market for us in the Middle East. With the new opening of Crowne Plaza Duqm, we now operate hotels spanning from Muscat right down to Salalah. We are delighted to now be open in Duqm as it continues its exciting expansion.”

InterContinental Muscat Hills and Holiday Inn Muscat Airport are also in the development pipeline. The

A rendering of the project. IHG opened Muscat’s first 5-star hotel in 1997, InterContinental Muscat news comes as the Oman Ministry of Tourism announced plans to capture an four million tourists from Saudi

Arabia, mainly through advances in aviation, with 1500 seats per week recently added, and cheaper visas.

Nationalisation focus for Jumeirah Group Marking its ‘Year of Emiratisation’ Jumeirah Group participated in the UAE Annual Careers Fair April 30 – May 2 to recruit more Emirati associates.

Face to face interviews were held during the fair for a number of departments, including human resources, operations, security, communications and marketing.

Jumeirah Group is aiming to increase its Emirati representation to 13% across its senior management by year end; bringing the group-wide total to 19%. Positively, 44% of the existing Emirati workforce is female.

A directive from HH Sheikh Mohammed bin Rashid Al Maktoum, the nationalisation drive is part of the Emirates National Development Programme (ENDP), the goals of

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06-10 News.indd 7

which are to integrate young UAE Nationals into the private workforce, “for the prosperity of the private sector and wellbeing of the nation”.

In signing up with ENDP, private

companies will receive advice on setting recruitment targets and “filtering the application pool”.

Turn to page 28 to read an exclusive interview with Jumeirah’s first Emirati GM.

MAY 2013

HOSPITALITY BUSINESS MIDDLE EAST / 7

4/30/13 9:15 AM

NEWS WATCH

1.8bn MENA NEWS

NUMBER OF GLOBAL TOURISTS PREDUCTED BY 2030

NEWS IN BRIEF

Hotel interior market to hit $9.2b

ROOM FOR ONE RE-THINK

With the construction industry inching back to normality towards the end of 2012 and the hospitality market close behind, up to 20% of project budgets could be allocated to interior design, according to predictions by The Hotel Show organisers, DMG Events.

It is estimated interior contracting and fit outs in the GCC will reach $9.2 billion by 2013 end, with investment across the sector also set to increase to 17%, up from 12.5% in 2012.

The Hotel Show 2013 will feature exhibitors across five core profiles, including: Interiors & Design, Operating Equipment & Supplies, Technology & Facility Management, Outdoor & Resort Experience and

TI’ME Oak Hotel & Suites will this month unveil its plans to reconfigure existing rooms to increase inventory by 37% for corporate season. The additional 59, re-designed rooms for single occupancy can also be adjoined to a family room or can convert back to apartments for high demand leisure market periods.

“While demand for our existing twobedroom suites is extremely high during the summer months and GCC family travel season, we are now witnessing heavy demand for one-bedroom suites and regular deluxe rooms, especially during the corporate season,” said Mohamed Awadalla, TI’ME Hotels Management VP, citing ROI within 12 months.

Designs will be unveiled at ATM 2013.

the newest addition, HORECA, representing hotels, restaurants and café supplies and equipment.

The Hotel Show will also look at investment, architecture, and hotel construction.

Christine Davidson, Exhibition Director at DMG Events, commented: “The 2013 edition of The Hotel Show, reflects the strength of the region’s robust hospitality industry and as the largest hospitality event of its kind, it is well placed to act as a barometer for the entire sector. The expansion of our content programme, is indicative of the renewed confidence and activity in the sector.”

GHA’S BOOST TO DUBAI The Global Hotel Alliance, the founder of multi-brand loyalty programme GHA Discovery, has relocated its head office from Geneva to Dubai, in recognition of the city as “the centre of the modern hospitality industry”.

The remarks, made by CEO Christopher Hartley, come as Rixos Hotels joins the alliance, boosting its total rooms to 80,000 across 59 countries.

Hartley added: “Dubai is the modern hub of hospitality, which is evident from the presence of all the major brands in the region, and the growth and development that the city is currently experiencing.”

UNWTO SCHEDULED FOR ATM The UNWTO will participate in a ministerial forum, titled “Tourism and Aviation: Building a Common Agenda for Growth” at this month’s ATM. The role of air transport is central to the future development of tourism and the economy. UNWTO forecasts international tourists to reach 1.8 billion by 2030, 52% of which will arrive to destinations by air, and issues such as taxation, regulation, visa facilitation or climate change require a strong aviation and tourism agenda.

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Up to 20% of project budgets could be allocated to interior design

Housekeeping chemical regulations required Codes of Practice as stringent as those applied to food hygiene are required for the regulation and control of the chemicals and equipment used by housekeepers, according to a leading industry expert.

Speaking to Hospitality Business magazine, member of the council of experts, Tatjana Ahmed remarked that cleaning equipment and chemicals should be subject to more stringent controls to ensure the safety and wellbeing of hotel guests: “There are products such as bleaches

that shouldn’t be used in hotels, and cleaning cloths are being used for days on end without washing. I think the municipality needs to step and say this isn’t acceptable,” Ahmed remarked.

Some of the most toxic chemicals are deemed unsafe in other countries, including alkylphenol ethoxylates (APEs), phosphates and Butyl cellosolve.

The topic will be discussed in greater detail during the Hospitality Hygiene Summit, to be held May 27. Email Amy. Linney@cpimediagroup.com to register.

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NEWS WATCH

500

HYATT PROPERTIES GLOBALLY

GLOBAL Hyatt to target international Gulf travellers NEWS US-based Hyatt is to target international gulf travellers, by doubling its inventory in France and adding two major new properties in Saudi Arabia.

Already boasting a global portfolio of 500 properties, within Hyatt’s Saudi Arabia pipeline are the 257-room, 37-suite Hyatt Regency Riyadh Olaya, and Hyatt Regency Mecca, offering 628 guestrooms, in addition to meeting facilities, several dining venues, a Regency Club lounge, a spa and fitness center, and 24-hour in-room dining.

Hyatt’s four newly branded French properties are expected to be fully converted by late April of this year, drawing heavily from the Gulf States as many travellers identify France as a preferred summer travel destination.

The hotels will add more than 1700 rooms to Hyatt’s existing hotel portfolio in France, which includes Park Hyatt Paris Vendome, Hyatt Paris Madeleine and Hyatt Regency Paris Charles de Gaulle. “Over the last few years, the demand in the luxury market in Saudi Arabia

has been very strong. Business travellers are facing challenges to reserve branded accommodation.

Hyatt is a very deep rooted brand within the Saudi culture as we served

the market for 23 years between Jeddah and Riyadh until 2003,� said Tareq Daoud, regional VP of global sales for ME Hyatt Hotels and Resorts, Southwest Asia.

Hilton hits 1m likes Phuket ordered to track foreigners Hilton Hotels and Resorts has become the first hotel brand to reach one million ‘likes’ on facebook.

Posting on the social networking site when the milestone was first reached, a discount of 20% was given to followers.

The development is particularly significant in the engagement vs bookings debate. Yet in terms of facebook fame, Hilton still lags behind these giants:

Other likes on Facebook t N .D%POBMET t N 4VCXBZ t N "VEJ t N &NJSBUFT

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Hotels in Phuket have been ordered to being recording all foreign tourists, via daily report to Phuket Immigration. Failure to do so could result in hotels being raided.

The system was launched two years ago, but is only now becoming mandatory.

The order has come from Phuket Immigration Superintendent Sunchai Chokkajaykij, who commented: “According to the Immigration Act B.E. 2522, hotel, apartment and resort owners and staff must report the identity of each foreign guest to the immigration office within 24 hours of the guest checking in.� “If they do not start filing the daily reports to us, they will be fined up to

2,000 baht. If they know the foreigner is illegally in the country and still allow that foreigner to stay, they will be charged with harbouring an illegal immigrant and face up to 10 years imprisonment,� he warned.

Hoteliers could be fined or raided.

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DATA WATCH

$213.52 $255.14 ADR, MEDINAH, KSA

$246.37

ADR, JEDDAH, KSA

ADR, DUBAI, UAE

$98.53 ADR, CAIRO, EGYPT

Hotel Price Trends

Last month Hotels Combined published its Hotel Price Trends report, concluding that Middle East hotels have seen the highest price rise globally, YoY 2012/3. Here are the figures in full KEY FIGURES

+66% GLOBALLY, THE HIGHEST PRICE RISE WAS SEEN IN ALANYA, TURKEY

+30%

INSIGHTS: BIGGEST PRICE RISES USD CITY

Dec/Jan/Feb 2011/2012*

Dec/Jan/Feb 2012/2013*

% Change

Dec/Jan/Feb 2011/2012*

Dec/Jan/Feb 2012/2013*

% Change

ALANYA

$26.76

$44.56

+66%

TRY 48.52

TRY 79.71

+64%

SOUSSE

$32.03

$46.44

+45%

TRY 47.33

TRY 73.07

+54%

MAMARIS

$42.44

$58.28

+37%

TRY 77.16

TRY 104.43

+35%

BINTAN

$197.07

$270.54

+37%

IDR 1,766,387.84 IDR 2,602,529.24

+47%

VILAMOURA

$68.21

$88.96

+30%

EUR 50.61

+35%

GLOBALLY, THE BIGGEST FALL WAS EXPERIENCED IN SPAN

+6%

KUWAIT CITY SAW MENA’S MOST SIGNIFICANT PRICE RISE

-24%

DECLINE IN ADR SEEN IN BEIRUT, YOY

Kuwait City Up 6% YOY

Beirut Down 24% YOY

REGION TRENDS: BIGGEST MOVERS: MIDDLE EAST AND NORTH AFRICA USD

LOCAL CURRENCY

CITY

Dec/Jan/Feb 2011/2012*

Dec/Jan/Feb 2012/2013*

% Change

Dec/Jan/Feb 2011/2012*

Dec/Jan/Feb 2012/2013*

% Change

KUWAIT CITY

$199.11

$211.74

+6%

KWD 55.42

KWD 59.72

+8%

MARRAKECH

$92.39

$97.87

+6%

MAD 780.05

MAD 843.98

+8%

SHARJAH

$91.46

$97.08

+6%

AED 335.99

AED 356.67

+6%

ABU DHABI

$171.29

$179.90

+5%

AED 629.25

AED 660.92

+5%

AMMAN

$105.05

$109.06

+4%

JOD 74.75

JOD 77.59

+4%

AL KHOBAR

$174.76

$182.34

+4%

SAR 655.53

SAR 684.12

+4%

DOHA

$178.44

$183.63

+3%

QAR 651.00

QAR 670.40

+3%

AQABA

$125.11

$127.92

+2%

JOD 89.02

JOD 90.99

+2%

JERUSALEM

$137.20

$137.47

0%

ILS 511.16

ILS 524.54

+3%

FUJAIRAH

$189.28

$187.69

-1%

AED 695.36

AED 689.56

-1%

RAS AL KHAIMAH

$222.20

$214.52

-3%

AED 816.29

AED 788.12

-3%

TEL AVIV

$136.63

$131.56

-4%

ILS 510.29

ILS 502.74

-1%

CASABLANCA

$103.76

$93.67

-10%

MAD 881.20

MAD 804.80

-9%

BEIRUT

$172.06

$130.39

-24%

LBP 261,889.85

LBP 198,878.62

-24%

12 / HOSPITALITY BUSINESS MIDDLE EAST

12-13 Data watch.indd 12

EUR 68.29

*Average price trends

GLOBALLY, THE LOWEST OF THE TOP FIVE RISES WAS REPORTED IN VILAMOURA, PORTUGAL

-32%

LOCAL CURRENCY

*Average price trends

MAY 2013

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DATA WATCH

YEAR TO DATE - FEBRUARY 2012 VS FEBRUARY 2011 ASIA PACIFIC REVPAR

OCC%

ADR

PERCENTAGE CHANGE FROM MARCH 2011

2012

2011

2012

2011

OCC

ADR

REVPAR

62.5

68.0

135.50

130.94

-8.1

3.5

-4.8

84.76 89.07 2012

2011

ADR

REVPAR

PERCENTAGE CHANGE FROM MARCH 2011

2012

2011

2012

2011

OCC

ADR

REVPAR

58.8

57.7

110.94

106.82

1.9

3.9

5.8

65.28 61.68 2012

EUROPE ADR 2011

2012

2011

OCC

ADR

REVPAR

59.2

57.7

124.80

129.36

2.7

-3.5

-1.0

ROOMS IN MEA PIPELINE

+103% SUPPLY GROWTH PREDICTED FOR RIYADH

PERCENTAGE CHANGE FROM MARCH 2011

2012

120,524

2011

REVPAR

OCC%

491

HOTELS IN MEA PIPELINE

AMERICAS OCC%

KEY FIGURES

73.87 74.59 2012

2011

+63%

SUPPLY GROWTH PREDICTED FOR JEDDAH

MIDDLE EAST AND AFRICA OCC%

REVPAR

ADR

PERCENTAGE CHANGE FROM MARCH 2011

2012

2011

2012

2011

OCC

ADR

REVPAR

66.4

62.4

176.55

171.53

6.4

2.9

9.5

YTD February 2013 Rev PAR

117.24 107.05 2012

YTD February 2013 % Change

$100,00

8

$80,00

6

$60,00

4

2011

+42%

SUPPLY GROWTH PREDICTED FOR MUSCAT

+38%

OCC ADR REVPAR

SUPPLY GROWTH PREDICTED FOR ABU DHABI

2

$40,00

0 $20,00

-4 ASIA PACIFIC

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12-13 Data watch.indd 13

+26%

-2

0

AMERICAS

EUROPE

MENA

-6

ASIA PACIFIC

AMERICAS

EUROPE

MAY 2013

MENA

SUPPLY GROWTH PREDICTED FOR DUBAI

HOSPITALITY BUSINESS MIDDLE EAST / 13

4/29/13 1:36 PM

DATE WATCH

Turkey’s tourism target HOTEL PRICE TRENDS TURKEY’S 2012 /3 YOY % ADR FLUCTUATIONS

BY HOTELS COMBINED

+66% ALANYA

(CITY)

+37% MARMARIS

+26% BELEK

+22% KUSADASI

+18% ISTANBUL

+16% KEMER

+11% ANTALYA

+6% BODRUM

+4% SIDE

This year, Turkey will aim to attract 33m visitors, generating $25bn in tourism revenues.

STR Global reflects on recent performance

T

urkey is on track to receive a record breaking 33m inbound tourists this year, generating $25bn in revenue.

The projections, sourced by Association of Turkish Travel Agencies (TURSAB), were made ahead of the Turkey & Neighbours Hotel Investment Conference.

Mehmet Önkal, co-organiser of the conference, said this year’s tourism crop will make the industry a “key player” in the nation’s economic growth. Önkal, who is also Managing Partner, BDO Hospitality Consulting, cited WTTC figures suggesting the sector directly created more than two million jobs in Turkey last year, and contributed 10.9% to the nation’s GDP (Gross Domestic Product).

WTTC’s Executive Director, Geoffrey Breeze said inbound visitors accounted for half the sector’s GDP contribution. He also noted that the GDP attributed to domestic tourism grew 4.9%, almost double the rate of the international contribution, presently pegged at 2.5% per annum.

“If the growth in domestic tourism continues at around 5% each year, then by 2023 this will account for 59% of total GDP contribution,” Breeze said.

Meanwhile, buoyant figures

Marriott Wyndham Radisson Jumeirah Viceroy Hilton’s Doubletree Holiday Inn Express Shangri-La

released by Turkey’s Ministry of Culture & Tourism suggest that international visitor numbers could, on average, top 50 million per annum in the upcoming decade, increasing year-on-year revenues in excess of $50bn respectively.

Echoing his sentiments Eric Danziger, President & CEO, Wyndham Hotel Group, said: “We are investing a significant amount of time and resources into developing our presence in Turkey, and the neighbouring markets.”

COUNTRY: TURKEY, TRACT: ISTANBUL, CURRENCY: TRY - TURKISH LIRAS This Year

% Chg

This Year % Chg

This Year % Chg This Year

% Chg

This Year

% Chg

This Year

% Chg

Total 2010

72.6

14.9

273.23

-7.3

198.23

6.5

12,018,235

0.8

8,719,287

15.9

2,382,385,785

7.4

Total 2011

69.7

-4.0

360.12

31.8

250.84

26.5

12,454,644

3.6

8,675,235

-0.5

3,124,124,867

31.1

Total 2012

72.5

4.0

354.12

-1.7

256.65

2.3

13,032,967

4.6

9,445,492

8.9

3,344,859,996

7.1

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14 Data watch.indd 14

Across Turkey, some of The chains investing in 120,000 rooms across 1000 new properties up to 2015, include:

MAY 2013

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DTCM NEWS

Green with success Tourism Environmental Training held at Jebel Ali Golf Resort More than 100 hospitality professionals attended a two day Tourism Environmental Training, part of H.H. Sheikh Mohammed bin Rashid Al Maktoum’s Green Economy initiative, at Jebel Ali Golf Resort, on March 27 – 28.

The workshop included high end speakers from all around the world, including Prof. Geoffrey Lipman of Victoria University at the prestigious Oxford Brookes, who introduced delegates to the idea of ‘travelism’ and the challenges Dubai could face as it

develops into a green destination.

Lipman, who was part of the panel that crafted Agenda 21 for Travel and Tourism in the WTTC, has spoken at a number of summits, including Rio Earth Summit and Johannesburg World Summit on Sustainable Development Prof. Lipman said during his presentation: “Our industry was not seen as a major polluter so was under limited pressure to embrace the new sustainability mindset. The big thing was notices in hotel bathrooms saying

you could choose not to change the towels every day to save the planet.

“Now, after Rio+20, we have seen another big sustainability shift to green growth. Not so much a defined set of initiatives, guidelines or even policies, but a multi decade journey, with periodic checkpoints, to create sustainable consumption, production and investment patterns for every activity on the planet,” he continued.

The event was hosted by Jebel Ali Golf Resort, which only last year was awarded the Dubai Green Tourism Award, presented within the hospitality sector in order to encourage environmentally friendly initiatives and practices.

During an introductory keynote from GM Fredrik Reinisch, the hotel’s

The next stage is to build relationships with the various government departments and unify them to help serve the hospitality industry as a whole” Shaikha Al Mutawa, DTCM Director of Business Development and Chairperson of the Dubai Green Tourism Award committee

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MAY 2013

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DTCM NEWS

Dubai Culture takes charge of heritage sites

The ‘Aquaponics’ sysstem uses fish to fertilize the plants.

Aquaponics system was unveiled: a revolutionary method for growing plants, by fertilizing them with the waste water from fish, living in the ‘garden’.

Reinisch said: “I’m proud to be called an eco-friendly destination and I strongly encourage the whole team to do all they can to aid our cause. This training was another step in the right direction and sets an excellent example of different organisations working together for the greater good”.

The training event, part of the Dubai Green Tourism Festival, was organised by Shaikha Al Mutawa, DTCM Director of Business Development and Chairperson of the Dubai Green Tourism Award

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committee (pictured left), with the aim of educating the hospitality industry about the tools, resources and knowledge available to make them greener.

“When we look to the tourism industry, we are not just looking at hotels, but Dubai as a destination. So that’s malls, tour operators... what we are doing at the moment is, now the knowledge platform is created, the next stage is to create green teams in each hotel that participate with our programme, so the properties have the empowerment to become green.

“The next stage is to build relationships with the various government departments to help serve the industry as a whole,” she added.

In accordance with Law 6. 2008, Dubai Culture, has taken charge of 15 heritage and archeological sites from DTCM, including museums, the heritage village and artifacts dating back to 3000BC His Excellency Helal Saeed Almarri, Director General of DTCM said: “The safeguard of historical and archaeological sites is a national duty.

These sites are of great importance in preserving the history of the UAE and give a vivid portrayal of the country’s traditions – it is our responsibility to ensure that people of all generations are able to learn more about our heritage.

“Their transfer is indicative of the close collaboration between DTCM and Dubai Culture. A key part of our work is the promotion of the historical sites of Dubai including a number of activities and events that contribute to, as well as highlight the importance of, preservation the nation’s heritage.”

The historical and heritage sites in the emirate include Dubai Museum, Sheikh Saeed’s House, Hatta Heritage Village, Heritage Village and Diving Village, and Majlis Ghorfat Umm Al Sheif, among others.

HE Helal Saeed Almarri, Director General of DTCM

MAY 2013

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TENDERS

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

NEW TENDERS Client name: King Fahd University of Petroleum & Minerals (Saudi Arabia) City: Dhahran 31261 Postal/Zip Code: 5056 Country: Saudi Arabia Phone: (+966-3) 860 0000/ 860 2500 / 860 2023 Fax: (+966-3) 860 2345 eMail : ajmal@kfupm.edu.sa Website: http://www.kfupm.edu.sa Nature of work: Carrying out operation of canteen and restaurant for a university.

Cost of Tender Documents ($): 0 Last date of submission: May 4, 2013

Pro Sha Des Bait Clie Aut Cou Con Con Bud Sta

Tenders All the latest information about the tenders you need to know about

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Client name: Ministry of Information (Kuwait) City: Safat 13002 Postal/Zip Code: 193 Country: Kuwait Phone: (+965) 2246 2289 Fax: (+965) 2246 2296 Website: http://www.media.gov.kw Nature of work: Provision of Iftar and Suhur meals for a ministry.

Last date of submission: April 15, 2013 Client name: Ministry of Foreign Affairs (Saudi Arabia) Address: Nasseriya Street City: Riyadh 11544 Postal/Zip Code: 55937 Country: Saudi Arabia Phone: (+966-1) 406 7777/ 405 5000/ 441 6836 Fax: (+966-1) 403 0645/ 403 0159 eMail : information@mofa.gov.sa Website: http://www.mofa.gov.sa Nature of work: Provision of catering services for cafeterias and restaurants inside the building of a PARAMONT HOTEL, ministry.

BY DAMAC Cost of Tender Documents ($): 135 Last date of submission: April 8, 2013

$1bn

Client name: Royal Saudi Air Force (Saudi Arabia) Address: III, Building No. 670, King Abdul Aziz Airbase, Dhahran International Airport City: Dhahran Country: Saudi Arabia Phone: (+966-3) 879 2963 Provision of catering services for the employees of a military authority.

April 14, 2013

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MAY 2013

Client name: General Administration for Drug Control (Saudi Arabia) City: Riyadh Country: Saudi Arabia Phone: (+966) 1476 6168 Fax: (+966) 1479 1681 eMail : www.gdnc.gov.sa Nature of work: Provision of cooked subsistence for employees participating in Hajj works for a government authority.

Cost of Tender Documents ($): 135 Last date of submission: April 13, 2013 Client name: Al Diwan Al Amiri (Kuwait) Address: Sief Palace, Bldg. 100 City: Safat 13001 Postal/Zip Code: 1 Country: Kuwait Phone: (+965) 188 8881 Fax: (+965) 2243 0559 eMail : amirsoffice@da.gov.kw Website: http://www.da.gov.kw Nature of work: Carrying out management and utilization of a restaurant for the provision of food services for a Government authority.

Cost of Tender Documents ($): 180 Last date of submission: April 7, 2013

NEW AND CURRENT PROJECTS Project Name: Meydan City Description: Development of a mixed-use scheme comprising a shopping mall, villas, apartments and hotels.

Client Name: Sobha Group (Dubai) Country: UAE Budget: $3,000,000,000 Status: New Project Project Name: Palm Jumeirah Description: Development of a resort comprising a hotel and villas on two plots of the crescent in Palm Jumeirah.

Client Name: Al-Osaimi Real Estate Investment Company (Kuwait) Country: UAE Consultant: Khatib & Alami Consolidated Contractor: Engineering Company (Dubai) Budget: $450,000,000 Status: New Project Project Name: Hilton Waldorf Astoria Hotel Project Doha West Bay Description: Construction of a 42-storey Hilton Waldorf Astoria Hotel.

Client Name: Hilton International

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TENDERS

Project Name: Al Bait Hotel Project – Sharjah Description: Construction of luxurious 5-star Al Bait Hotel.

Client Name: Sharjah Investment & Development Authority (Shurooq) Country: UAE Consultant: Godwin, Austen Johnson Architects Contractor: (GAJ) - Dubai Budget: $27,000,000 Status: New Project Project Name: Tilal Complex Expansion Project - Phase 3 Description: Carrying out expansion of Tilal Complex consist of Muscat Grand Mall, offices, freehold apartments, four-star quality hotel apartments and a 5-star hotel - Phase 3.

Client Name: Al Madina Real Estate S.A.O.C (Oman) Country: Oman Budget: $129,000,000 Status: New Project Project Name: Damac Towers by Paramount Project - Downtown Dubai Description: Construction of Damac Towers by Paramount comprising a five-star hotel and branded serviced apartments.

Client Name: Damac Properties (Dubai) Country: UAE Budget: $1,000,000,000 Status: New Project Project Name: Sheraton Doha Hotel Refurbishment Project Description: Carrying out refurbishment of the existing five-star Sheraton Hotel.

Client Name: Katara Hospitality (Qatar) Country: Qatar Budget: $192,000,000 Status: New Project Project Name: Karbala Town Development Project Description: Development of a complete town comprising 40,000 housing units, hotels, schools, clinics and other facilities in the city of Karbala.

Client Name: National Investment Commission (Iraq) Country: Iraq Contractor: Bloom Properties (Abu Dhabi) Budget: $3,500,000,000 Status: Current Project

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Project Name: DoubleTree by Hilton Hotel Project Al Khobar Description: Construction of DoubleTree by Hilton Hotel comprising (158) rooms featuring a variety of business and leisure amenities, including extensive meeting facilities of two boardrooms, a conference hall and two meeting rooms as well as a health club and swimming pool, two appealing restaurants and a lounge.

Client Name: Hamad Abdul Aziz Al Mousa Trading (Saudi Arabia) Country: Saudi Arabia Contractor: Hamad bin Abdulaziz Al Mousa Group (Saudi Arabia) Status: Current Project Project Name: Banyan Tree Hotel & Resort Project - Jebel Sifa Description: Design and construction of three-storey Banyan Tree Hotel & Resort comprising a total of (239) rooms.

Client Name: Muriya Tourism Development Company (Oman) Country: Oman Contractor: Muriya Real Estate (Oman) Budget: $220,000,000 Status: Current Project

Project Name: Al Baleed Resort Project Description: Development of a high-end resort in Al Baleed Village comprising a total of (136) rooms and associated facilities.

Client Name: Musstir (Oman) Country: Oman Contractor: Carillion Alawi L.L.C (Oman) Status: Current Project

Project Name: Tourist Resort Project - Al-Zorah Development (Phase 1) Description: Construction of a tourist resort comprising a five-star hotel consisting of (154) rooms, including a theme park and golf course, private suites and villas, in addition to four restaurants and a spa.

Client Name: Al-Zorah Development Compnay Ltd P.S.C (Ajman) Country: UAE Consultant: NORR Group Consultants International Ltd. NILE TOWERS Budget: $4,000,000,000 5-STAR HOTEL CONSTRUCTION Status: New Project

$140m

Project Name: Muharraq Theme Park Project Description: Construction of a Theme Park featuring an ice arena, aquarium, karting track and amusement rides, including large green areas, restaurants, a fitness club and gymnasium, an elderly centre and family resting areas.

Client Name: Muharraq Municipality (Bahrain) Country: Bahrain Budget: $47,000,000 Status: New Project Project Name: The Address Residency Sky View Twin Towers Project Description: Construction of 50-storey The Address Residence Sky View twin tower complex atop a ground podium, including a 180-room business hotel, residence and (532) serviced apartments.

Client Name: Emaar Properties PJSC (Dubai) Country: UAE Consultant: Skidmore, Owings & Merrill LLP

Project Name: Nile Towers Project Description: Construction of 23-storey Nile Towers comprising a five-star hotel tower and a residential tower.

Saudi Egyptian Construction Company (SECON) – Egypt Country: Egypt Consultant: EHAF Consulting Engineers (Egypt) Contractor: Arabtec Construction L.L.C (Egypt) Budget: $140,000,000 Status: Current Project Project Name: Marina 101 Tower Project - Dubai Marina Description: Construction of 432-metre-high Marina 101 Tower comprising 6 basement levels, a ground floor, 101 additional floors offering (252) one-bedroom units, (204) two-bedroom units, (42) three-bedroom units and eight duplex penthouses, including a 5-star hotel across the first 32 floors, while 58 floors will be reserved for hotel apartments.

Client Name: Sheffield Real Estate (Dubai) Country: UAE Consultant: National Engineering Bureau (Dubai) Contractor: TAV Construction (Dubai) Budget: $381,000,000 Status: Current Project

MAY 2013

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4/29/13 1:51 PM

GM PROFILE

FIT FOR ROYALTY

After the successful update and re-launch of its budget brand, Holiday Inn, IHG is turning its attention to Crowne Plaza. Deira GM, Bill Sheppard, talks through the creation of Dubai’s ‘newest hotel from the inside’

W

hen IHG first laid claim to Deira’s former Marriott Renaissance, the goal was clear: To drive return for property owners Mohammed and Obaid Al Mulla and enhance service delivery for guests.

The re-brand of the property marked IHG’s commitment not only to Dubai but to its then 53million loyalty programme members, who would now have a choice of three Crowne Plaza properties in the Emirate.

The re-brand also marked the start of a refurbishment programme – originally priced at $55m for the Deira property alone, the budget today is a closely guarded secret – with additional rooms added and some new key management appointed.

Among those appointments was GM Bill Sheppard, who this year celebrates 10 years with IHG. Sheppard also holds the position of director of operations for Dubai, overseeing Crowne Plaza Dubai, Holiday Inn Dubai – Downtown, Holiday Inn

It doesn’t happen overnight. Our room designs are not knee-jerk reactions to the latest buzz

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MAY 2013

Sharjah and the Holiday Inn Bur Dubai – Embassy District.

In the past, Sheppard, an Australian and Swiss dual-national, has worked in Saudi Arabia, the United States, Netherlands, United Kingdom, Australia, New Zealand and most recently Egypt.

At this property, Sheppard is not only tasked with the responsibility of the aforementioned drive on owner return and service delivery, but he is also at the helm of the refurb.

Of the task at hand in Deira, he says: “The refurbishment is based on consumer insight across all geographies; the US, Europe Middle East, Far East. We take those inputs and begin to work out the core elements of customer expectation that need to be built into the room design. It doesn’t happen overnight.

Our room designs are not knee-jerk reactions to the latest buzz. It takes 18 months to go from design to finalised concepts.

“The second piece of the puzzle is that Crowne Plaza is a global brand in the middle of a refresh process.

We went through the whole Holiday Inn rebrand only a few years ago and

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GM PROFILE

IN BRIEF

10

refurbishment but a fullblown rebuild.

“There are refurbishments where you look at the room to see what you can keep and then there are rebuilds where everything is taken out, and that’s what we did here; every tap, every toilet, every tile, every light fixture, every piece of furniture. The rooms were back to bare concrete and all you could see were the walls and floors. Then we put everything in new, including the linen, towels and amenities. Even the coat hangers,” he continues.

Those guest rooms are now completed – with the total number increasing from 37 Suites, 41 Clubrooms and 203 Deluxe rooms to 302 rooms and suites in total, a count inclusive of the most luxurious suite of them all, the Royal Suite.

NUMBER OF YEARS BILL SHEPARD HAS BEEN WITH IHG

now Crowne Plaza is going through the same.”

REBUILDING FROM THE INSIDE More than just the home of Spice Island and Harry’s Bar – both of which are to undergo significant facelifts this year (see box) – Crowne

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Plaza Deira has significant MICE facility offerings, and in addition is looking to capture the burgeoning luxury market by overhauling guest rooms to such an extent that only the TVs and telephones have remained.

In fact, so thorough is the project, Sheppard no longer describes it as a

TOUCH OF ROYALTY The two storey, 256sqm suite features its own living room, kitchen, business and entertainment technology, and two bedrooms, all linked with a spiral staircase and decorated in keeping with what

MAY 2013

GUEST ROOMS Refurbishments complete. The hotel now has 302 rooms and suites, including the Royal, Presidential, Executive and Junior Suites.

HARRY’S BAR Due to reopen this month, the trademark wall and ceiling coverings will be gone and replaced with a decor theme Sheppard promises will provide “a slightly more contemporary feel”.

SPICE ISLAND Due to close this month, the details are closely under wraps, but the flagship restaurant is due to be closed for five months. Regular diners will receive sneak previews of the new look in the run up to the re-launch Plans for the lobby and reception areas are yet to be released.

HOSPITALITY BUSINESS MIDDLE EAST / 21

4/29/13 1:53 PM

GM PROFILE

302

There are refurbishments where you look at the room to see what you can keep and then there are rebuilds, where everything is taken out, and that’s what we did here

Crowne Plaza describes as NUMBER OF ROOMS AND SUITES IN TOTAL “modern opulence”.

Interior design was contracted to WA International who, based on the international market research, then added touches such as rainforest showers in both en suites.

It’s not the only suite on offer at the hotel. Meeting the other part of IHG’s luxury market objectives, the Presidential Suite, Executive Suite, Junior Suite, Executive Club Room and Deluxe Room have also been completely re-designed.

Far from a signal that Dubai’s infamous and hedonistic luxury tastes are back, Sheppard maintains that with the total number of visitors growing, the luxury market is naturally growing alongside.

“It has been a wonderful “It’s not a shift in the types of journey for me, as a GM who has traveller, just more of the generic traditionally worked in established mix,” he comments. hotels, to go through a refurb while Reflecting on his first 18 months at retaining customer satisfaction the Deira jewel, Sheppard concludes: and meeting owner expectations in

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MAY 2013

terms of revenues.

“By the end of 2013, we will have the newest hotel from the inside.

Everything from our guest rooms, to the lobby and restaurants will have changed.”

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5/2/13 9:15 AM

VP SPOTLIGHT

READY FOR THE CLOSE-UP

Continuing the trend for big-screen tie ups, Paramount Hotels CEO Thomas van Vliet gives a first glimpse of the $1bn development due to open its doors in a little over two years

W

PARAMOUNT CLOSE-UP

e may be only five months into the year, but a clear trend has emerged in Dubai that nobody predicted six months ago.

Inspired by the glamour – and no doubt commercial franchise opportunities – of big screen names such as Marvel, Cartoon Network and Universal Studios, Paramount Hotels and Resorts LLC has launched its first hotel, in Dubai’s Downtown district, with an eye on completing the $1bn four-tower project by the end of 2015.

Developed by Middle Eastern residential giant DAMAC, one tower will comprise of the Paramount Hotel & Residences with the remaining three towers housing DAMAC Maison, a Paramount co-branded serviced hotel residences.

Although Paramount landed in the region a year ago, the project was officially launched at ITB Berlin in early march, marked with a media

Paramount Picture’s fist film, Les Amours de la Reine Élisabeth was released in 1912, paving the way for literally thousands of films including The Godfather, Titanic and Dubai-based Mission Impossible: Ghost Protocol.

Now bringing a taste of Hollywood glamour and ‘California lifestyle’ to the tourism market, Dubai’s Paramount Hotel will be closely followed by others in China, Europe, the UK and elsewhere in the Middle East, says company CEO Thomas van Vliet: “Warm service, design, entertainment, F&B and spa concepts will combine to mark a new chapter for the brand and set a rare standard in luxury hospitality,” he adds.

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MAY 2013

24-25 VP Spotlight.indd 24

Thomas van Vliet, Paramount Hotels CEO. reception in Dubai days later. It’s a project that’s full of all the key buzz words – coinciding with Paramount’s 101st birthday, the $1bn Dubai project will be the first Paramount Hotel in the world, occupying four 252m towers, co-located with DAMAC Maison.

“Being in Dubai and having shareholders from around the world, there was a lot of focus in developing something in Dubai,” says CEO Thomas van Vliet.

Yet despite planting a flag in the Middle East, the ambition for the group will see tens of properties open worldwide, covering China’s Hainan Island, Thailand, Oman, Qatar, India, Russia, UK, Brazil and the Caribbean.

“The timeline of the openings will depend on many things, but we are happy to have already secured two deals in our first year of operation,” van Vliet adds.

That second deal is for aHainan Island property, a destination with direct access to a market van Vliet is particularly excited about.

“Hainan Island will become one of the most visited destinations in the world, purely because of the volume of domestic tourism in China. As the wealth of the Chinese population

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VP SPOTLIGHT

THE PARAMOUNT HOTEL – HOW IT WORKS

grows, so too with the desire to travel and Hainan Island is already a popular destination. Adding a resort such as Paramount will only increase this demand,” he qualifies.

Inside the glamour Dubai’s Paramount Hotel is so far planned to have seven F&B destinations – each purveying the qualities of the ‘California lifestyle’ promised by Paramount. It is estimated that 2000 staff will be needed for the hotel, based on a 1:2 ratio, with senior recruitment set to begin within six months and it is promised guest rooms will be among some of the most high-tech on the market, combining entertainment and technology.

A personal fan of technological touches, van Vliet is pledging touchactivated, automated and pre-loaded controls to keep the interactive and immersive big-screen experience

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Paramount Hotels and Resorts FZ-LLC, was established and registered in Dubai in 2012, having secured an exclusive, long-term agreement with Paramount Licensing Inc., the licensing division of Paramount Pictures Corporation, to establish a chain of Paramount-branded hotels, resorts and residences. While not an investor, Paramount will oversee the creation of this new hospitality concept.

Comprising one tower with a 540-room hotel and resident accommodation, and three DAMAC Maison branded towers of 1400 serviced apartments, the ‘mixed tower’ will be managed

by Paramount Hotels and Resorts , whereas the one, two and three bedroom serviced hotel residences will be managed by DAMAC Maison, the hospitality division of DAMAC Properties.

The four towers which make up ‘DAMAC Towers by Paramount’ are brought together with a multi level plaza, offering a selection of themed F&B concepts, MICE facilities, a screening room, wellness and fitness centres, swimming pools, kids club, retail, and merchandise all featuring the Paramount brand or select partner brands.

Each tower stands at 250m.

Serviced Hotel residences will feature fully-fitted kitchens and services that includng valet parking, concierge, housekeeping, in-room beauty treatments, a child minding service and kids club.

In addition owners can elect to add their residence in the ‘rental pool’ whilst they are away, generating rental returns.

The lobby at Paramount Hotel Dubai will provide guests with an impressive welcome, while pool and outdoor areas are uniquely themed.

unique to each guest, by tapping into the Paramount film library.

The official word from Paramount assures of “creative usage of transformational elements like digital signage, media mapping and lighting effects throughout the public areas that will be complemented by accents of local colour.”

Communal guest areas will feature semi-private screening rooms – reserved specifically for Paramount Pictures films – and a business centre with individual booths for both

business and leisure use, in addition to more standard and pool and retail facilities.

The vision is to create something for everyone, anyone, who may be a fan of one of the hundreds of films Paramount has released in the 101 years since it launched.

As van Vliet describes: “We work to a philosophy we call ‘Collaborativity’.

It’s a combination of collaboration and creativity that brings together a lot of people to direct and design a unique experience that will be unmissable.”

MAY 2013

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COVER STORY

A DIFFERENT CLASS

To lure more Emirati graduates into the private sector HH Sheikh Mohammed has declared 2013 the ‘year of nationalisation’. Taking the lead for the hospitality industry, Jumeirah Group is aiming for 13% of its senior management to be UAE nationals by year end. The group’s first Emirati GM, Samer Khanfar shares his thoughts

A

s the first Emirati GM appointed by Jumeirah Group, Samer Khanfar could possibly become one of the industry’s most watched appointments of 2013.

Born and raised in Dubai, with a passion for tourism and travel and an eye for business, Khanfar has risen through Jumeirah Group from retail outlet manager at Souk Madinat Jumeirah, to what he describes as “the natural role” of GM at Jumeirah Living Dubai World Trade Centre Residences; currently the group’s only serviced apartments property in the region with 132 staff. Occupancy remains around 100% for much of the year.

“From the earliest age, I simply had a passion for the industry. I have always enjoyed travelling and

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MAY 2013

having the opportunity to join a company like Jumeirah, that not only encourages Emiratisation but looks after its Emirati colleagues in terms of training, development and mentoring.... I thought ‘this is where I want to be’. ” Having already served the group for seven years, Khanfar will now have the opportunity to combine skills acquired during his tenure as retail outlet manager and director of retail at Souk Madinat, and director of property at Jumeirah Living World Trade Centre Residence, to enhance the offering of Jumeirah Living in an increasingly competitive serviced apartments market.

With the likes of Mövenpick, Gloria Hotel and Fraiser Suites launching more serviced apartment properties

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COVER STORY

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MAY 2013

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4/30/13 9:19 AM

COVER STORY

TARGET 2013 – JUMEIRAH IN NUMBERS

over the coming years – not to mention the seemingly back-toback launches of similar offerings from property developer DAMAC, and longstanding offerings from The Address and Armani Hotel – Khanfar’s development of Jumeirah Living will be key to retaining the brand’s market foothold.

Realising the scale of competition, PERCENTAGE INCREASE IN he has already put plans into place to THE NUMBER OF EMIRATIS not only expand the property on its WORKING IN JUMEIRAH existing site but to boost popularity FROM 2010 TO THE END OF even further by introducing a “a 2012. different class” of guest room.

Revealing some of the closely PERCENTAGE OF guarded plans, he explains: “The EMIRATISATION details will be kept secret until the TARGET ACROSS COMPANY POSITIONS new apartments are ready, but they will be really impressive and based

BY END OF 2013. on our ‘Stay Different’ promise, to deliver an exhilarating PERCENTAGE experience to the guests.

INCREASE OF “It doesn’t matter if we are a REPRESENTATION hotel or serviced apartments, IN MANAGERIAL this is the promise our group is POSITIONS BY END committed to.”

OF 2013.

Changes will not only be based on the discerning needs of the international business traveller and their family, but the continued momentum of the Expo 2020 bid.

“We have long and short stays and we do have guests who travel for the exhibitions at WTC , so naturally we PERCENTAGE OF JUMEIRAH’S are looking to accommodate more of EXECUTIVE LEADERSHIP ARE them. We are hoping to expand the UAE NATIONALS. property, then an increase of the room inventory is on our agenda, but it’s still PERCENTAGE NATIONAL WOMEN IN drawing board stages.

“We are also looking to enhance THE WORKPLACE. how we meet the needs of business travellers and also we will have an enhanced room category with much higher standards, even higher than the current standard,” he says, hinting at in-room business centres and even further enhanced concierge facilities for the business traveller’s family.

Currently, the property’s two towers consist of 377 residences, including a number of serviced apartments, ranging from a 90m2 one bedroom simplex to a four bedroom duplex gallery of 386m2.

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13

50

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What is the Emirati National Development Programme?

The objective of the Emirates Nationals Development Programme (ENDP) is to integrate young UAE Nationals into the private workforce, “for the prosperity of the private sector and well being of the nation”.

The objectives will be achieved by forging stronger partnerships with the private sector and support offered by ENDP includes filtering the application pool to source relevantly skilled candidates for openings; vocational and educational training programmes for managers; and publicising each company’s achievements.

Visit www.endp.ae for more information

The serviced apartments are also fitted out with designer furniture, modern artworks and the latest technology and appliances, for both business and leisure guests.

In addition to the floor-to-ceiling windows offering breathtaking views across the city, a host of resident’s services are offered, including 24 hour concierge, security, restaurant and housekeeping; and range of chargeable ‘A la carte services’ available on either a permanent, semi-permanent or ad-hoc basis, including apartment housekeeping services, maintenance contracts, catering requirements and the supply of flowers and plants.

“To upgrade this, we are talking top notch luxury apartments. If you compare this property with Burj Al Arab, nothing can beat that but we are trying to touch that; a touch of the ultra luxury but in a home. A different class,” he promises.

LUCKY NUMBER 13 Khanfar’s appointment in January 2013 ties in with Jumeirah Group’s ‘year of nationalisation’, which strives to achieve a 13% target for UAE nationals in senior management by the end of 2013. As such, Khanfar is likely to become the unofficial face

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COVER STORY

of the initiative, at least for aspiring Emiratis. He shares: “I have seen huge growth within the group over the seven years I have been here and as part of Dubai Holding, Jumeirah Group is a dynamic and growing company that took the lead with nationalisation and is now a pioneer for young Emiratis.”

The nationalisation drive is part of the Emirates National Development Programme (ENDP), the goals of which are to integrate young UAE Nationals into the private workforce, “for the prosperity of the private sector and well being of the nation”.

A directive from HH Sheikh Mohammed bin Rashid Al Maktoum, it is branded as a catalyst to revolutionise the private sector, based on mutually cooperative partnerships that will support the identification, recruitment, and retention of UAE nationals.

In signing up with ENDP, private companies will receive advice on setting recruitment targets and “filtering the application pool”.

Jumeirah Group CEO Gerald Lawless and Ernst & Young managing partner Edward B Quinlan have already lent their names to the campaign.

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About Samer Khanfar Samer Khanfar, who was born and raised in Dubai, joined Jumeirah Group in 2006 as a Retail Outlet Manager. Samer’s career in Jumeirah progressed rapidly, first as retail manager of Souk Madinat Jumeirah, building the Souk’s performance as a high-end commercial centre, then as director of retail, and finally as director of property at Jumeirah Living World Trade Centre Residence.

He holds a Diploma in Retail Management from Stonebridge Associated College (UK), a Diploma in Property Management from Ashworth College (USA) and a Certificate in Hotel Real Estate Asset Management from Cornell University (USA).

Jumeirah’s own targets are to increase the number of Emiratis in the group by 41.2%, bringing the groupwide total to 19% and increasing representation in positions of senior management by 13% (see box).

Positively, 44% of the existing Emirati workforce is female.

“I have felt this about my career since I started the company – onwards and upwards. There will always be opportunities and it’s up to the individual person to choose that opportunity. If I wasn’t ambitious I could stay here forever, but wanting to develop and grow there are always opportunities.

“In terms of next steps, I could be assigned to run another business or operation, perhaps at a higher level or the same, and I would still pursue that with enthusiasm and happiness,” he adds.

While ENDP has been in effect for some time – announcing the 100th appointment mile stone in October of last year – this year will see increased focus on attainting its goals for all companies who seek recruitment and training support from the programme.

Says Khanfar: “We consider the other hotels in the market as our colleagues and they should consider initiatives that would advance the recruitment of nationals. How they go about that is up to them, but we at Jumeirah Group are fully committed to Sheikh Mohamed’s declaration that

2013 will be the year of Emiratisation.

“At Jumeirah Group we now have a national development team to oversee the recruitment of Emiratis and spreading the word about the hospitality industry and the opportunities here with Jumeirah,” he adds of the Emirates Academy initiated programme.

STRONG START With his diverse experience and industry knowledge, and considering the current Madinat expansion programme is set to incorporate Jumeirah Living’s second development in Dubai – and only the third in the world – it’s not just that Khanfar’s future prospects are bright, but his continued career progression looks set to fire a spark in the imaginations of many young Emiratis.

Disclosing that his next step with Jumeirah could take him anywhere in the group, or indeed the group’s growing global portfolio, he says: “The hospitality and travel market is in continuous growth and the industry is the future of our country, contributing around 14% to the economy.

“Our leadership, at the very earliest stage, invested wisely and in a big way in this industry and I think that was visionary in terms of the future of the region. It’s a good choice, it’s a great career, and there are many opportunities.”

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Heinz Grub GM, Sheraton Dubai Creek and Area Manager of 7 Starwood properties in Dubai

Samer Khanfar GM, Jumeirah Living Dubai World Trade Centre Residence

Gerald Lawless President and Group CEO, Jumeirah Group

Omer Kaddouri Executive Vice President & COO Rotana

Hospitality Business ME magazine The choice of the professionals To advertise please contact: Alex Bendiouis, alex@cpimediagroup.com +971 50 458 9204 Alexander Griffin, alex.griffin@cpimediagroup.com +971 50 8500727 Ankit Shukla, ankit@cpimediagroup.com +971 55 2572807 Read every monthly issue free of charge via: www.hospitalitybusinessme.com

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ROUNDTABLE

Atti Abuassi Co-founder and director, A&T Group

W

hat is the greatest challenge when approaching an interiors project for the hospitality industry?

All: Budgets.

Marcos Cain: Too often the budgets set

can only afford 3-star quality. Those client expectations are really difficult to manage, and what happens is that all the other disciplines are fighting to maximize what they can achieve from the project, so everybody is going through a value engineering exercise.

It’s a common problem.

Naia Stuyck: Price cuts from the initial budget affect things, but I find it very dangerous when the value engineering process happens without us, because the end result is not what you think it will be and it’s not what has been specified.

The budget affects the project in two ways: Firstly, in the design, then secondly in what’s coming up.

That’s why it’s important to finalise the budget, even before the operator contract is finalised.

Brian Vickery: Many budget issues are due to the inability to deliver a proper brief, which contributes to ROI. Compounding this is the issue of setting a budget that is realistic of the financial goals and brand standards we are all trying to achieve, and then bringing these elements to a point where we can deliver the best possible product to the identified market sector.

It’s all about the process at the end of the day, and having procedures in place that ensure objectives are aligned and that you have enough money to achieve what you want to achieve. Where value engineering does occur, it must happen through design and not construction. To value

Mark McCarthy GM, Al Ghurair Rayhaan & Arjaan

by Rotana Dubai

Marcos Cain Managing director, Stickman Interiors

Mr Mohamad Kafel Design manager, McNally Design International

Richard Gosling General Manager, Hilton Sharjah

In association with:

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arthy hurair Arjaan Dubai

ROUNDTABLE

Pawel Makowski Development manager Middle East, Stylis

Peter Rietveld Managing director Barr+Wray

Naia Stuyck, Design Manager, Hyatt International South West Asia Limited

Brian Vickery VP, Construction design and engineering, Paramount Hotels and Resorts

Faten Alsarraf, Owner and managing director, Final Fix

Mariam Al Johar Senior project manager FF&E Dept Parker Company

In association with The Hotel Show, hospitality design specialists discuss the impact of successful budgeting, the education of owners and how the adoption of design and build models will keep a project on track

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engineer through construction risks a finished product that will ultimately dilute the impact of the brand.

It’s a very fluid environment but it’s all about organisation prior to execution.

Faten Alsarraf: There are two main issues concerning operators, owners and budgets. Sometimes the owners who want to build a hotel don’t have any idea about the operator, they just know it’s a 5-star brand. When I worked on Al Raha Hotel in Abu Dhabi all the construction was done and the MEP in place but then a new operator was appointed and they began to make structural changes and even demolished parts. That could have been avoided.

The other thing is the budget isn’t revealed to the interior design company. They brief you for ‘high end’, you present that to them, then they respond by saying they only want to spend half of that price.

Mariam Al Johar: As a procurement firm we always have a disagreement with designers. Firstly we don’t know the cost and we try to value engineer and the client says fine, but when we go back to the interior design firm to discuss things they claim elements haven’t been specified. I face this issue repeatedly.

NS: We have so many meetings with owners and they don’t know about interior design but they do know about money. So they say ‘this is great, but we will only pay half of it’. I think the person who is setting the budget, the owner, needs to be educated in the hotel business.

FA: We have to educate owners, based on our previous experience, about the importance of knowing their budgets.

Richard Gosling: All hospitality companies are fairly similar but each brand is trying to differentiate itself in new ways and that has an effect on the design process. Everybody has the same HACCP and Civil Defense obligations, but it’s important for us to be involved in that from the beginning. It’s interesting to hear about the budget problem because

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I find it very dangerous when the value engineering process happens without us, because the end result is not what you think it will be Naia Stuyck

appointing the operator at the start is the best protection for that.

When value engineering comes into construction it might compromise the fire safety or MEP, and that will come back to you sooner or later whether it’s within five years because things don’t work properly, or worse.

As an operator I’m getting quite good at noticing things that operationally don’t make sense and sadly sometimes you can see value engineering! As Hilton is an American company, where local regulations aren’t as stringent as those set by NAFPA, we use the NAFPA regulations instead, and we are bound by our management agreement to respect the more stringent of the two.

So I do have to reiterate the importance of knowing the operator at the earliest stage.

MC: There’s also an issue in the reengagement of on-hold projects, that are now back online, but with the budget that was set five years ago.

Over that time, things change.

Mark McCarthy: There was some cost cutting here when the recession hit.

Some decisions were made on this

MAY 2013

project that fortunately we were able to revisit at the later stages, after the appointment of another design team.

We were fortunate because it was quality before price and the project still came in under budget.

What are the main trends and client demands emerging currently?

Peter Rietveld: We hope to develop a trend for design and build. Everything comes back to money and a lot is wasted in the design and development process. However, it means owners will need to direct their contractors at an earlier stage. We often face enormous delays in decision making.

To go for tender at the schematic design stage and let who you choose develop things from there, will save enormous amounts of time and ultimately, money.

FA: I have built this company on the design and build concept because it’s very successful. First you save time on the tender process, because you don’t need to make 500 spec sheets to give somebody else, secondly you’re working with your own team. The other thing is the cost.

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There are a lot of hidden costs that only those involved in production understand.

Pawel Makowski: That is why the crucial point – that is missing here in the market – is good communication at the design stage, between the producer and the designers. What we have faced here, especially in Saudi Arabia, the design had been approved and there were 1000 people involved in production, but there were basic mistakes in the materials and the connections between those materials.

FA: The designer may care about how it looks but how to manufacture, run and maintain something, there is the problem; and it all comes down to money.

AA: That’s why we don’t do the design side of things now, just the fit out.

You must hire professional interior designers, with a good reputation, and as a fit out contractor I prefer to work on that model.

PR: If you want to cut costs and stay on budget then the design and build option may be more appropriate because the operation is still going to be the same and operation for an operator is very important. Many

places are designed for the owner and not the operator.

MC: Through experience I have found that when the GM arrives they may have a very different vision to what has already been created. Often I think bringing the GM in earlier would solve this, so concepts are developed correctly.

When we worked on The Cook, The Meet, The Brew for Shangri La Group and Kerry Properties, that was a five year project, during which the brand identity was developing alongside the restaurant. When the GM came on board it was found he had not been briefed properly in relation to what had transpired to achieve the deadline and what would ultimately bring us to the end result.

MM: My suggestion would be to have an operational team in there from the beginning. You only notice once you have your department heads in and the place is open that, perhaps this is a strange place for an office and people have to walk through this area, for example.

MK: I agree. The design team has their own criteria to follow, but the hands on team thinks more in terms

Where value engineering does occur, it must happen through design and not construction, because to value engineer through construction risks a finished product that will ultimately dilute the impact of the brand Brian Vickery

of revenues and practicalities and all sorts of things that we aren’t aware of.

RG: No GM knows much about architecture and design and vice versa, so there is a bit of an education process on both sides. We have found that having the GM signed up as soon as possible does help.

These GMs are essentially sat on building sites, but they are working with the design and construction team and from my place, on a conversion property, it was a worthwhile experience to be part of.

The architecture and construction guys got to see my side of things and we found that the formula worked well for us.

How would you advise a GM whose next career ambition is to handle an opening?

RG: You have to learn a new language: What is MEP, NAFPA, FLS? You have to have an open mind, be receptive to new ideas and have patience and understanding of the dynamics and politics in the situation. Realise that the chief engineer is sometimes the most challenging person on the project to understand, but enjoy the process and benefit from the wealth of experience you will undoubtedly accrue.

On a conversation property such as Hilton Sharjah, how did the brand ensure safety standards were met when the construction was already complete?

RG: Our process is that we come to the property and raise a PIP, outlining everything that needs to happen before we can raise the Hilton flag. We’re very firm about this because once the flag goes up, the ramifications of something going wrong there, especially in fire life safety, obviously can be very severe.

Luckily we have owners who appreciated that, knew the industry, and knew that there was no point cutting corners at the beginning and adopting that penny wise pound foolish mentality.

Two main trends are emerging in interior design. The first is the integration of technology in guest rooms and the

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Final Fix Interiors / quality is our goal Final Fix Interiors LLC located in Dubai with a branch in Kurdistan Region of Iraq, provides a complete line of interior design & Fit out services for Hotels, Private Villas, Royal Palaces, Yachts, Restaurants and other facilities in the UAE, Iraq, the other GCC countries. The company works with more than 5,000 vendors worldwide of furniture, fabrics, Lightings, hard finishes, artwork and other commodities, and also has its own production facilities for Joinery, furniture, upholstery & curtains located in Dubai. The company founded by Mrs. Faten Issa Alsarraf in 2009, she heads one of the region’s most successful and versatile full-service Interior design & Fit Out firm. Born in Basrah/ Iraq in 1966, graduated from the College of Architecture in Baghdad University on 1989, worked in the field of Architecture & Project Management for 9 years before she got her Master Degree in Interior Design on 1998 and started working on Interior Design & Fit Out field since then. The team of Final fix Interiors (Architects, Interior Designers and FF& E designers) provide the clients with the best services using their vast experience in hospitality & residential projects.

Why Final Fix Interiors ?

We pride ourselves to be the only that can manage the project from the beginning, coordinating with the consultants to make the necessary changes to the architectural layouts to reflect the interior design concept, developing the interior design in close coordination with the MEP, AV, CCTV engineers, providing full set of drawings with details & specifications that gives a proper guide to all the contractors, avoiding mistakes that could happen during the execution of the work, saving the time & cost for our clients. In addition to the above, we provide full services of fit out work and turnkey projects using our factory located in Dubai which has more than 500 staff and the best machinery including 3D CNC machines. We work closely with our clients to provide them with the best services with high quality and meeting their budgets & time.

Our New Branch in Kurdistan region of Iraq: Our New branch in Kurdistan region of Iraq has been opened in 2012, we completed 2 projects so far, and our team there are ready to provide our clients in Erbil, Suleimaniya & other cities at that region with our best services especially in Hospitality sector. Our office is located at Suleimaniya city, Salim Street.

Contact details: Faten Issa Alsarraf, Managing Director, Final Fix Interiors LLC. Head Office - UAE: Villa G3U7 - Al Wasl Road - Jumeirah1 - Dubai/ UAE, Tel. +971 (0) 4 3422888, Fax +971 (0) 4 3422122, E mail: faten@finalfix.ae, Web: www.finalfix.ae Iraq Branch: Office B1F4 – 01, 4th Floor, City Star Building, Salim Street, Suleimaniya - Kurdistan Region – Iraq, E mail: info@finalfix.ae, Mob. +964 (0) 7714631995

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second the sourcing of sustainable materials. How are these two concepts affecting design?

PM: We have faced many difficulties with technology. A designer may just send the device outline and we have to do the rest, as a fit out, and then we have to educate ourselves on how it will work and integrate. The designers should be going into those details and explaining to us as the fit out contractor what they want.

MC: There are threats in this issue – how do hoteliers update design guidelines with innovation, which progresses every year, when the documents themselves don’t?

BV: I’m writing revision number one on Paramount’s currently and we are approaching those standards from an open perspective vs prescriptive, because it’s very difficult as an owner/ operator to meet your own standards.

How can you do everything in your book on every hotel project globally when each is so different?

BV: We will look at our design standards from a wider point of view and because we have a creative DNA, we established most of ours on base standards. Really, we are saying to our designers: ‘There is no box but here is the basis to work from’.

Keeping that wide we can adapt to changes, hopefully with a little more open mindedness and with a greater perspective as to how technology becomes the enabler to the guest experience, not the over taker or the over rider of that experience.

When value engineering comes into construction it might compromise the fire life safety or MEP, and that will come back to you sooner or later whether it’s within five years because things don’t work properly, or worse Richard Gosling

Coming back to sustainability, how is this integrated into standards?

PR: I think budgets perhaps should be based on the running cost of the hotel, not the investment costs. In Europe they are based on a 25 year lifecycle and it works better.

The operating equipment should always be based on running costs because you will save an enormous amount during the operating process.

FA: I find AC systems are very important to look at in the beginning.

Nobody thinks beyond 10 years, the maintenance and running costs, or potential problems.

I believe how the operation is executed is just as important as the running cost of that operation. The

MC: The other questions would be classification. What’s your opinion on the 5-star rating?

BV: It’s an ongoing conversation in our office. From a classifications perspective, it’s very difficult because everybody is talking about 5-star, and what it means to the operator and guest. At the end of the day it’s what you can deliver as a service. Classifications for us are about who you align yourself with in the market place.

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MM: The DTCM standards have been in draft form for the last five years, and they have become much more specific over that time, so for example there are tiers of 5-star ratings.

BV: I recently looked at the 5-star standards for hotels in Ireland and then compared those to the DTCM standards, just to see where the delta is, and that was an interesting exercise.

MAY 2013

end of the design process is not the end of the story.

MC: This would have to go to government as well. If we for example do a feature wall with LED lights that has 1000 points and we are asked for 30amp on each point, even though the whole wall might be connected to one power source also at 30 amps, you see the regulations don’t make sense.

But there’s your budget gone, and your design gone.

Atti Abuassi: I think the real point here is that the industry as a whole doesn’t have a representative body.

There are other bodies and regulatory frameworks for development projects but nothing for interior designers.

What trends are emerging in the procurement of FF&E? Miriam Al Johar: We always have challenges between the designers and owners. We usually go to the specific source to get our prices. We understand the designer has worked very hard, and we would also like to work with suppliers capable of delivering, but unfortunately when cost comes in this is always a no no.

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That’s where value engineering comes in and we enlist manufacturers we are comfortable to work with and manufacturers who can deliver the standards specified. For the designers it’s taking a lengthy period to conclude that part of the process.

When the cost is restricted we don’t have a choice; we have to be honest with the client and be on their side.

AA: What happens when you receive a spec sheet from a designer with one nominated supplier or manufacturer, how do you deal with that?

MJ: We still contact the supplier, get the prices and ask if they can meet the specifications within the budget we have. Ultimately it’s the client’s choice and we have to go with the client.

We are usually given a model to work with and then we get a briefing on the number of rooms and we will procure the room, ask for the specification, present it to the client.

At the same time we will get a cost from the manufacturer and we work with the client. If they still want value engineering we will pursue that route. If it meets the budget we will buy from the source, but this isn’t always possible.

To go for tender at the schematic design stage and let who you choose develop things from there will save enormous amounts of time and ultimately, money Peter Rietveld

What will hotel rooms look like in five years and what will drive this trend?

MC: You’ll design your own room.

It’s all about content, you carry it, it’s everywhere, and when you enter this space it will interact.

NS: What we are also doing at Hyatt is logging guest preferences, so we know what they want in the mini-bar and their preferred pillow, for example.

It’s about personalising service while being more interactive, incorporating self service, and also enhancing the experience of guests through a new strategy to re-focus the experience on the destination, rather than the brand.

Each property is different from the next, so we are trying to adapt our brand to the requirements of each property.

RG: On the other hand, looking at technology, people will use their

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phones to book the room, the key card will be sent to their phones and their preferences and content will also be controlled through those devices. So in that respect, things are actually becoming impersonal now because more often that chance to interact with guests is being eliminated.

MM: The number of devices that even families travel with, means that hotels will have to increase

their broadband offerings. We are stuck between increasing an already monstrous bandwidth – at a cost to us and the guests – or allowing everybody to use the service for free, but compromising the quality of that service.

Hospitality Business magazine would like to thank Rotana Al Ghurair for hosting the discussion in Iranian restaurant Shayan.

In Focus: Al Ghurair Rotana Al Ghurair Rotana is the chain’s first five star property and is used a benchmark for interior design standards across the group. design manager Mohammed Kafel, explains how goals were achieved during the design process: “We had an enormous focus on detail during this project, and after the introduction of the Rotana design team, HoDs were enlisted to assist with quality assurance aspects. The housekeeping director would visit and test every material proposed, from ceramic tiles to the stone and fabrics. Each was put through different tests; from leaving vinegar and oil on tiles for days to see what happens, to putting fabrics through 100 cycle washes.

“It’s a big eye opener to see all this from

MAY 2013

their perspectives, but as a result a lot of problems were ironed out at the very start and design deadlines were met.”

As the design developed, Rotana’s own in-house team were involved and GM Mark McCarthy’s team, from F&B to spa and housekeeping, were brought in to avoid mistakes.

“Luckily, the owners are US educated in construction management and also have an interest in design. When new interior designers had to be appointed, and budgets were re-thought during the recession, the situation was handled well. Deadlines were still met and the budget was respected, value engineering was minimised and the project was a success.”

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Show gathers momentum The Hotel Show 2013 is set to support solid growth in the region's hospitality industry. As gradual economic growth continues across the GCC, the hospitality industry has begun to thrive yet again with increased spending in 2012 and significant growth expected in 2013

H

elping to fuel the region’s hospitality sector’s everincreasing growth, The Hotel Show - the leading hospitality and supplies show in the MENA region - is returning for the 14th consecutive year, offering a comprehensive calendar of events that will directly benefit the hotel and hospitality industry.

With the construction industry inching back to normality towards the end of 2012 and the hospitality market close behind, the year ahead looks increasingly positive for hospitality suppliers, in particular interiors which constitute around 10-20% of project value. According to Christine Davidson, Exhibition Director at dmg :: events, which runs the show, “Industry estimates suggest that interior contracting and fit outs in the GCC will reach $9.2b by the end of this year with investment across the sector also set to increase to 17%, up from 12.5% last year.”

This highly adaptive market has driven a rethink of The Hotel Show, which is expanding to provide a complete 360 degree look at the industry from construction, refurbishments and fit out to management and operations.

Organised by dmg :: events, the first event in the calendar is the highly anticipated Middle East Hotel Awards, to be announced on May 22nd. “For the first time, we are separating the award announcements away from The Hotel Show, in order to give a clearer focus on the region’s hospitality achievements,” explains Davidson.

“We’ve also taken the opportunity to expand award categories and our judges, drawn from various

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segments of the industry, are busy now assessing nominations across 11 categories, which include Best Outdoor Area, Best Hotel Apartment, Best Technology Integration, Best Convention, Conference and/or Banquet Facility and, of course, the keenly fought for Best Hotel award.”

With the awards celebrating outstanding achievements in the hotel and hospitality sector over the past 12 months, The Hotel Show will follow on 28th-30th September at Dubai World Trade Centre, alongside a high profile industry conference featuring keynote speakers from a variety of specialised disciplines. Themes explored in the 14th edition of The Hotel Show will include latest industry developments, trends and the changing face of tourism in the region.

Davidson continues: "The 2013 edition of The Hotel Show reflects the strength of the region's robust hospitality industry. As the largest hospitality event of its kind, it is well placed to act as a barometer for the entire sector. The expansion of our content programme is indicative of the renewed confidence and activity in the sector."

The show will feature exhibitors across five core areas, including Interiors & Design, Operating Equipment & Supplies, Technology

& Facility Management, Outdoor & Resort Experience and the newest addition, HORECA, for hotel, restaurant and café supplies and equipment. It will also look at investment, architecture and hotel construction.

Again, as part of the rethink and refresh, the established and respected Middle East Spa Awards will take place during The Hotel Show. And a new show, The Leisure Show, will co-locate alongside the show this year, featuring the latest pools, spas, fitness and sports equipment. It will incorporate Pool & Aqua Leisure, Health & Fitness, Resorts Parks & Attractions and Outdoor Sports & Adventure.

“We’re convinced that both events will offer everything a resort hotel or leisure facility needs,” Davidson insists.

“In fact, The Hotel Show continues to help foster sector growth in the Middle East and offers visitors a direct route to the professionals responsible for the some of the largest and most impressive properties in the world. As a key forum in the industry calendar, we are looking forward to delivering an extensive programme of essential information, future trends and inspiration for hoteliers, restaurateurs, owners and developers."

MAY 2013

We are looking forward to delivering an extensive programme of essential information, future trends and inspiration for hoteliers, restaurateurs, owners and developers.”

Christine Davidson, Exhibition Director

HOSPITALITY BUSINESS MIDDLE EAST / 43

5/1/13 2:41 PM

Q&A

Ahead of The Hospitality Hygiene Summit on May 27, panelists Tajana Ahmed from Hyatt and Nadaf Allabaksh from Mรถvenpick, share their concerns on the impact of poor hygiene in staff accommodation, and give their top recommendations for setting, and upholding, standards

44 / HOSPITALITY BUSINESS MIDDLE EAST

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MAY 2013

www.cpimediagroup.com

4/29/13 2:19 PM

Q&A

W

hat is the most pressing issue when tackling hygiene problems in staff accommodation?

Nadaf Allabaksh: One of the biggest challenges we constantly face is maintaining high standards of hygiene amongst such a multicultural staff. As dictated by their respective cultures and backgrounds, their hygiene and cleanliness standards greatly differ. Also, addressing these issues can impose an issue of its own, and it requires a great deal of cultural sensitivity.

Tatjana Ahmed: There are times when routine maintenance inspections are scheduled and the accommodations cannot be entered as staff are resting.

This causes inconvenience and makes a routine inspection quite lengthy as there is a constant need to follow up.

How can accommodation supervisors maintain hygiene levels with such a diverse mix of people?

NA: In order to maintain impeccable hygiene standards at the staff accommodation, we employ the “multidisciplinary approach”. This approach entails that comprehension and awareness of the best cleanliness and hygiene amongst employees are imperative.

The importance of hygiene is communicated through posters, notice boards, as well as formal conduct rules and policies. These policies allow the supervisors to evaluate whether the hygiene standards at the employee accommodation comply with the hotel’s requirements and also aid the employees to understand the hotel’s expectations in terms of their personal cleanliness.

In addition to clear and concise communication, we also execute

www.cpimediagroup.com

44-46 Q&A.indd 45

Hospitality Hygiene Summit When: May 27, 2013. 9am – 5pm Where: Habtoor Grand Beach Resort Dubai Marina Tatjana and Nadaf will contribute to the morning panel sessions: Hygiene in action: HoD issues looking at recreation, guest/public areas, staff accommodation Hygiene: Best practice in guest areas – focusing on housekeeping regulation and the maintenance of guest areas To register your attendance email Amy.linney@cpimediagroup.com

periodic pest controls and apartment inspections to ensure that the hygiene levels are up to a standard.

Furthermore, the combination of these practices urges the employees to adhere to good hygienic practices regardless of what their respective cultures and backgrounds may be.

TA: Regular inspections by the housing supervisors are in place to assess whether the room is clean and safe by our set standards. If anyone does not maintain their space, they will be advised to do the needful. Roommates have to share their cleaning responsibilities. Any maintenance issues need to be reported by the staff itself and will be taken care of by the maintenance department right away.

We also provide a laundry service for towels and bed linens on a clean for soiled basis. This makes it easy for our staff to exchange their linens on a regular basis. An on-site laundry mat is accessible 24/7 so any staff can do the washing of their private clothing at any time convenient to them.

The cleaning of public areas is contracted out and closely supervised.

In general, staff do take pride in the appearance of their accommodation no matter from which nationality they are; and do what is required to keep their place clean and well maintained.

How important is the quality of staff accommodation when it comes to retention and HR turnover?

NA: The quality of staff accommodation plays a major role in both staff retention and HR turnover. After long working hours, it is imperative for employees to have a safe, impeccably clean and healthy environment to return to. Poor housing conditions are a major cause of unwanted accidents and illnesses and can also lead to high employee dissatisfaction, low morale and high turnover.

TA: A safe and well-appointed place to live and play is very important. Staff spends most of their free time and days off in the staff accommodation and it becomes a home away from home. Therefore we need to ensure that the place is tailored to their needs and creates a sense of belonging.

The way the accommodation is assigned to the individual staff is very important as well, as everyone requires a certain amount of privacy. If this is achieved, it adds an

“If the accommodation provided is not in tip top shape, you will not be able to expect your staff to care too much about the guests’ well being too” MAY 2013

HOSPITALITY BUSINESS MIDDLE EAST / 45

5/1/13 1:37 PM

Q&A

Hotelier’s top hygiene concerns in staff accommodation Pest infections Illness Adequate servicing of AC Food and water storage Maintenance of leisure areas additional benefit to the staff.

We provide all the necessary for our staff to have a comfortable stay in the accommodation. From swimming pools to a gym which operates 24/7 and grounds to play basketball, football and cricket.

Even tennis courts and barbeque areas are provided. Supermarkets, small restaurants with homedelivery service, pharmacy and hairdresser are all available within the accommodations proximity. The areas are very green and provide tranquility.

The cleaning of the public spaces is contracted out and are well maintained at any given time.

How can the quality of hygiene in staff accommodation affect the hotel and its guests?

NA: If the employees neglect adhering

“The importance of hygiene is communicated through posters and notice boards, as well as formal conduct rules and policies” 46 / HOSPITALITY BUSINESS MIDDLE EAST

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to good cleanliness practices at staff accommodation and do not have an instilled sense of hygiene, they are likely to implement the same standards at work, hence directly jeopardizing the health of guests. This can also have a negative impact on the reputation of the hotel and can as well eliminate the possibility of turning guests into loyal customers.

Moreover, poor living conditions can also lead to illnesses amongst the employees and in turn amongst guests.

TA: If the accommodation provided is not in tip top shape, you will not be able to expect your staff to care too much about the guests’ well being too.

Staff are effected by the way they live and often pass on the same regime and culture to their work place.

www.cpimediagroup.com

5/1/13 1:37 PM

The Pro Chef ME magazine - the magazine for professionals

SASCHA TRIEMER EXECUTIVE CHEF ATLANTIS, THE PALM

MIDDLE EAST

Published by

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

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

Associate Publisher: Alex Bendiouis alex@cpidubai.com +971 50 458 9204

Read every monthly issue free of charge via: www.cpidubai.com Pro Chef - for hbme NEW.indd 1

4/1/13 12:56 PM

SPECIAL FEATURE

Challenging traditions An influx of guests from new markets, changing visa regulations and an ever expanding pipeline of new developments, have thrown recruiters into chaos. But, say the experts, China and the internet could just save the day.

48 / HOSPITALITY BUSINESS MIDDLE EAST

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MAY 2013

cpimediagroup.com

4/29/13 2:39 PM

SPECIAL FEATURE

Y

ou have a problem. Like every other hotel chain currently in existence, yours has announced huge expansion plans that will call for hundreds – if not thousands – of new staff to be sourced, hired, brought into the country and trained in a matter of months.

It’s a task HR director Yasmin Akhbar faced ahed of the opening of the tallest hotel in the world, the Marriott Marquis, when 1200 associates were needed within six months.

Once fully open, this hotel alone will require 2000 staff for its 1608 guest rooms and 14 F&B outlets.

But when Akhbar and her team began their recruitment trips to traditional source markets such as Thailand and India, a change in visa qualifications meant the whole strategy had to be rethought.

“We faced challenges when we were looking to finalise the recruitment process, and we found visa restrictions in countries we wanted to hire from, such as Thailand and India. Thailand’s new minimum wage legislation meant we had to be quick and flexible to see where we wanted to find people from.

“We were quite careful not to review the budgets to much because when we were comparing salary ranges and the compensation package, I would say we are in the top 25% of the market already,” Akhbar continues, adding

that when it became impossible to source associates with the right skills in traditional markets, attention turned to local talent from specialty restaurants and other hotels.

Thailand isn’t the only country to enforce measures to ensure its nationals are treated fairly when working abroad.

In November 2012, Filipino Labour Secretary Rosalinda Baldoz, praised an initiative in Dubai to secure a minimum wage of $400/ month for workers from the Philippines in the Emirate, following similar activity in Saudi Arabia.

With 700 staff to recruit over the coming months for new properties in Dubai and Riyadh, Mövenpick Hotels will be turning to its key markets: Philippines, India, Sri Lanka, Egypt, Kenya and Nepal, and North Africa will also be targeted for the new Mövenpick Hotel Riyadh.

“One challenge we face in the recruitment process would be the visa application and transfer process,” admits Frances Smith, VP of Human Resources MEA, Mövenpick Hotels and Resorts. While these problems are not faced in Thailand and India, where problems do arise, talent is sourced locally to simplify visa processes.

Yet, Smith does not see this resulting in a change to where talent is sourced from.

“We do not foresee significant changes in our primary recruitment markets in the near future.

However, we have been exploring such markets as South America and Africa, being that the English language is a strong suit among its people, and we value their natural passion for warm service.

“In Dubai, 50% of our staff is locally hired. The figure is less in other Middle Eastern countries, but we do try to hire locally as much as possible,” she adds.

It’s a similar story for Fairmont Hotels. Requiring hundreds of new colleagues for the opening of Fairmont Ajman, regional director of HR (MEA) Rachel Moosa utilises a transfer and refer strategy.

“As well as the transfer of colleagues from existing properties in the Middle East, Fairmont has a very robust employee referral program where we give significant rewards to our colleagues for referring successfully hired friends or family members,” she explains, adding that in 2011, 65% of management and leadership vacancies were filled internally.

CHINA CALLING Yet this whole trend could soon be turned on its head and the industry could find itself looking even further east.

Recruiting by numbers

g

Staff recruited for the opening of Marriott Marquis, the worlds tallest hotel

Chinese outbound travelers by 2020

People directly employed in the hospitality industry globally cpimediagroup.com

48-52 Special feature - Labour markets.indd 49

Chinese people live and work outside of China MAY 2013

HOSPITALITY BUSINESS MIDDLE EAST / 49

4/29/13 2:39 PM

SPECIAL FEATURE

Last year outbound tourism from China generated $102bn, making it the most lucrative source of visitors in the world. Because China now has the largest outbound tourism market in the world, it may soon need the largest number of hospitality professionals to match.

As a direct result of China’s growing wealth, hotels – particularly in the Middle East – are keen to recruit mandarin speaking associates in order to cater to this growing, and affluent, demographic, says Smith: “In cases where a hotel attracts large numbers of guests from certain nationalities, we do ensure that we have hotel professionals on board who speak their native language. This is the case especially when English is not always sufficient.

“For example, in destinations such as Dubai, the Chinese leisure and corporate visitor-base is growing steadily. With China expecting to produce over 100 million outbound

The approach is to continuously recruit to maintain a robust talent bank Rachel Moosa, Fairmont

Recruitment markets and economic empowerment

% of staff recruited locally

Movenpick

Marriott Marquis

Global internet users Other

20% Online 15% 65% Not developing world

Primary recruitment markets Philippines, India, Sri Lanka, Egypt, Kenya, Nepal, India

online

50 / HOSPITALITY BUSINESS MIDDLE EAST

48-52 Special feature - Labour markets.indd 50

Potential new markets South America, South Africa, China, Russia.

MAY 2013

cpimediagroup.com

4/29/13 2:39 PM

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THE MIDDLE EAST HOTEL AWARDS

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HosBus_MEHA_207x270 Untitled-2 1 14April.indd 1

AWARDS WILL BE PRESENTED ACROSS THE FOLLOWING CATEGORIES: ³ Best Lobby, Reception or Public Lounge ³ Best Restaurant or Food & Beverage Outlet ³ Best Convention, Conference or Banquet Facility ³ Best Hotel Suite ³ Best Indoor Fitness or Leisure Facility ³ Best Technology Integration ³ Best Outdoor Facility ³ Best Sustainable Initiative ³ Best Hotel ³ Best Marketing Campaign ³ Best Hotel Apartment

@thehotelshow facebook.com/thehotelshow

16/04/2013 4/17/13 12:02 13:59 PM

SPECIAL FEATURE

travellers by 2020, the importance to recruit colleagues from China is key in order to tap into this important market.”

There is also a marked increase in spending from Russian and Brazilian travellers globally, who spent $443bn and $22bn respectively in 2012.

“Emerging economies continue to lead growth in tourism demand” says UNWTO secretary general, Taleb Rifai.

“The impressive growth of tourism expenditure from China and Russia reflects the entry into the tourism market of a growing middle class from these countries, which will surely continue to change the map of world tourism,” he adds.

ONLINE REVOLUTION As these patterns continue to impact the industry, they also bring about new trends; as a result of the changing source markets, the traditional ‘recruitment trip’ is soon to be a thing of the past, as new source markets, driven by wealth, turn to the internet to apply for their next career opportunity.

Today one third of the world’s total population is online. With 45% of those users under the age of 25, they are no doubt thinking about both careers and travel.

“Online recruitment is most definitely a way forward. Today, companies are far more accessible to candidates than they were about ten years ago. It is a tremendous advantage to be able to reach so many more people with the advanced

It is important to set effective filters to ensure that we receive qualified applications Frances Smith, Mövenpick recruitment tools we now have,” says Smith of the approach adopted

by Mövenpick. However, she also cautions: “It is important to set effective filters to ensure that we receive qualified applications from individuals who truly wish to be a part of the organisation.”

Fairmont’s Talent Acquisition System (TAS) streamlines recruiting by enabling the Fairmont Talent Management Team to have the ‘right

WORLD INTERNET USAGE, JUNE 2012 REGION

POPULATION

% ONLINE

Africa

1,073,380,925

15.6%

Asia

3,922,066,987

27.5%

Europe

820,918,446

63.2%

Middle East

223,608,203

40.2%

North America

348,280,154

78.6%

South America/ Caribbean

593,688,638

42.9%

Oceana/ Australia

35,903,569

67.6%

52 / HOSPITALITY BUSINESS MIDDLE EAST

48-52 Special feature - Labour markets.indd 52

MAY 2013

talent in the right role at the right time’,” says Moosa.

She adds: “Fairmont has moved away from the traditional targeting of specific countries with recruitment trips, and instead uses more online solutions. The approach is to continuously recruit to maintain a robust talent bank, as well as actively share talented candidates across the company.

Fairmont’s key to distinguishing themselves from other brands continues to be their dedication to providing a warm and engaging level of service that is both intuitive and professional.”

No doubt another curve ball is on the horizon, but from the current position recruitment is changing at a rapid pace and as a result workforces will become truly diversified, as the impact of social and economic empowerment resonates across the world

cpidubai.com

5/1/13 1:39 PM

Index_2013_Generic_Ad_Hospitality_Business_207x270mm.ai

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3/4/13

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20 - 23 May 2013

Dubai World Trade Centre

www.indexexhibition.com

For more information about exhibiting at the INDEX International Design Exhibition 2013, contact us: Tel: +971 (0)4 438 0355 Fax: +971 (0)4 438 0357 Email: info@indexexhibition.com

Untitled-2 1

4/29/13 4:00 PM

SERVICES AND SUPPLIES

Services and supplies

x

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

DEMAND FOR PAPER TOWELS GROWING

Chandan Singh, Dhofar Global deputy GM.

Around 98% of Dhofar Global’s business is generated by sales of paper towels, versus a negligible 2% of hand dryers, says Chandan Singh, the firm’s deputy GM, following the publication of survey results that concluded consumers opt for paper towels when offered a choice.

The trend has also received scientific backing.

Tests conducted by a team of scientists at the University of Westminster, established that the potential for cross-contamination of other washroom users as a result of using jet air dryers, which expel air at speeds of up to 400 mph, was significant, with micro-organisms blown up to two metres away. In June 2012, the Mayo Clinic published a comprehensive study concluding that – from a hygiene perspective - paper towels were superior to driers.

PACOJET MARKS 25 YEARS A new and improved Pacojet has been developed to mark the 25th anniversary of manufacturer Cheftools. Fundamental to the new model is a new Swiss-made ‘brushless’ motor with a five-year warranty, which is more efficient and quieter than its predecessor. Software has also been upgraded to detect and prevent overfilling beakers, and the new machine senses and recovers overfilled beaker contents without the need to thaw. The new machine is equipped with colour graphic display and automatic cleaning cycle with progress monitored on the display.

KNX SMART CONTROL GAINS MARKET SHARE A KNX enabled switch introduced by ABB last year, that can save up to 40% in energy, has gained market share according to the firm.

The minimalist Millennium, was crafted to meet the needs of hotel operators and owners, while also being easy for guests to use.

The KNX technology implemented in the switches, is a smart control system that helps increase flexibility, security, economic efficiency and convenience.

54 / HOSPITALITY BUSINESS MIDDLE EAST

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KNX allows guests to adjust lighting, curtains and AC. Up to a 40% energy saving potential can be achieved in buildings by getting the right control of air conditioning and lighting, features ABB call “urgent necessities” The four metal finishes compliment all styles of décor and interior designs from brushed stainless steel, silk black, matt gold and antique gold. The range has 75 different products which cover all the needs and demands of any project.

PACKAGING REINVENTED A new interlocking food packaging solution, Towerpac, designed for staff meals, self-service counters and international airlines has been launched for niche restaurants and gourmet caters across the region.

So confident in the product are manufacturers Al Bayer, that AED15m was invested in its production line, following three years of R&D. Designed to interlock via screw mechanism, Towerpac is also available in a flat based version.

The containers range in size from 1oz to 24oz.

Nidal Haddad, Group CEO, Al Bayader International said: “We have a responsibility towards our customers to help their business grow and thrive in a challenging market. If we have to reinvent products and processes to make it happen for them, then that’s what we’ll do.”

cpimediagroup.com

4/30/13 9:41 AM

SERVICES AND SUPPLIES

xxxxxxx

FOH AND BOH STREAMLINED BY TECH FIRM INFOR Business application software provider, Infor, has launched Infor HMS Hotel CheckIn, an hospitality management application for the iPad, that expands Infor’s suite of applications for the hospitality and gaming industries.

The application empowers staff to get out from behind the desk and in-front of guests, with the real-time information necessary to provide enhanced, personalised service from anywhere in the hotel.

“Consumers are growing increasingly accustomed to using their mobile devices to manage their daily activities, and with Infor HMS Check-In, hotels are able to offer this service to their guests,” said Stewart Applbaum, senior vice president and general manager of Hospitality at Infor.

“Enabling many hotel functions on mobile devices will help hotels better communicate, allowing them to respond to guest questions and needs in real-time, giving them a leg up on the competition.

Providing a more personalised experience to guests will help increase overall satisfaction, encouraging more repeat visits.,” he added.

ASPREY AWARDED GLOBAL CONTRACT EGE CARPETS PROMOTES SIX PRODUCT CERTIFICATES Following the implementation of environmental management systems (EMS) across manufacturing plants in Herning, Gram and Vejle, Denmark, products from the manufacturer are now in receipt of six product certifications.

Sustainable construction through LEED No dangerous substances through BASTA Healthy indoor climate through Danish Indoor Climate Labelling Cleaning quality through INSTA 800

These are: Environment, health and security through CE marking Lifecycle analysis through BRE

“EMAS goes further than ISO 14001 in its requirements for performance improvement, employee involvement and communication with stakeholders,” said regional MD Michael Bogsted.

cpimediagroup.com

54-55 Supplies and services.indd 55

In-room amenities supplier, Asprey, has formed an alliance with Ritz-Carlton Hotels to distribute its products in rooms globally.

Asprey, which has held a Royal Warrant in the UK since 1781, will distribute its Purple Water amenities range in guestrooms, including signature scent, Purple Water.

In addition to experiencing the in-room line of Asprey Purple Water, Ritz Carlton guests have also been able to purchase Purple Water items from Ritz-Carlton gift boutiques in hotels across the Americas, since March 12.

MAY 2013

HOSPITALITY BUSINESS MIDDLE EAST / 55

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mobile booking application, providing discounts and promotions exclusive to mobile bookers, a strategy aimed at capturing incremental demand while avoiding FDQQLEDOLVDWLRQ RI RWKHU GLVWULEXWLRQ FKDQQHOV ,Q KRWHOV technologies across lobbies and guestrooms are H[SDQGLQJ IXUWKHU RIWHQ WR VKRUWHQ WKH VHUYLFH WLPH UHTXLUHG IRU VHDVRQHG WUDYHOOHUV YLD DXWRPDWLRQ ZKLOH IUHHLQJ XS KRWHO VWDII WR DQVZHU WUDYHOOHUV¶ TXHVWLRQV Tablets have been launched as standard tools at the SURSHUWLHV RI PDMRU KRWHO EUDQGV DOORZLQJ JXHVWV WR check in, check out and interact with room service, housekeeping and concierge services. Tablets have also EHHQ XWLOL]HG E\ JXHVWV WR UHVHDUFK DUHD DWWUDFWLRQV make dining reservations and print boarding passes. ,7 PDUNHW ZDWFKHUV VD\ WKDW RQH RI WKH PDMRU WUHQGV LQ ZLOO EH WKH DUULYDO RI WUXO\ PRELOH ,QWHUQHW 7KLV WUHQG ZLOO EH VXSSRUWHG E\ WKH LQFUHDVLQJ DYDLODELOLW\ RI quality content, which will drive usage among users.

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7KH EHQH¿WV RI GHSOR\LQJ D PRELOH :L )L KRWVSRW VHUYLFH ZLWK GX¶V PRELOH EURDGEDQG VROXWLRQV DUH Â&#x2021; (DV\ WR VHW XS DQG XVH 7KHUH LV QR QHHG WR LQVWDOO DQ\ FOLHQW VRIWZDUH RQ D :L )L HQDEOHG GHYLFH Â&#x2021; $OZD\V DYDLODEOH DOZD\V FRQQHFWHG VHFXUH DFFHVV all that is needed is a user name and password LVVXHG WR JXHVWV IRU WKHP WR FRQQHFW Â&#x2021; 'HYHORS QHZ VWUHDPV RI DGGLWLRQDO UHYHQXHV 0RELOH Wi-Fi could attract more customers to a hotel as people increasingly seek to connect with email and social networking anytime and anywhere when they are travelling. Â&#x2021; $FFHVV KLJK VSHHG LQWHUQHW FRQQHFWLYLW\ )URP HDFK mobile hotspot location, guests can access the internet at high speeds which adds to the overall guest experience.

Importance of WiFI Internet 7KHVH ODWHVW SHUVRQDO 0L )L DOVR FDOOHG µLQWHOOLJHQW PRELOH KRWVSRW¶ GHYLFHV ZRUN ZLWK WKH H[LVWLQJ GX cellular 3G network and receive the wireless signals that allow Internet connectivity. The device then shares that FRQQHFWLRQ WKURXJK :L)L LQ D UDGLXV RI PHWHUV IHHW

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0RVW 0LGGOH (DVW H[KLELWLRQ FHQWUHV KRWHOV FDIpV DQG other businesses in the hospitality sector already know how important wireless WiFi hotspots have become in delivering excellent customer experience. :LWK WKH LQWURGXFWLRQ RI VPDUW SKRQHV DQG WDEOHWV people have begun to arrive at hotels with multiple wireless devices in hand, putting considerable stress on hotel Internet access networks and traditional, licenceEDVHG JDWHZD\V ,Q IDFW VWXGLHV VKRZ WKDW RYHU RI JXHVWV DUH QRZ FDUU\LQJ D WULR RI VPDUWSKRQH WDEOHW DQG PC devices into their hotel rooms. &LVFR RXWOLQHV QHZ ZD\V IRU KRWHOLHUV WR LQWHUDFW ZLWK JXHVWV ZKR FDUU\ ZLUHOHVV VPDUWSKRQHV RU WDEOHWV Â&#x2021; ,QGRRU ORFDWLRQ EDVHG VHUYLFHV 0RELOH DSSOLFDWLRQV SURYLGH ZD\ ¿QGLQJ FDSDELOLWLHV IRU JXHVWV GLVSOD\LQJ ³WXUQ E\ WXUQ´ GLUHFWLRQV DQG LQGRRU PDSSLQJ LQIRUPDWLRQ throughout the property. Location services can DOVR SURYLGH FRQWH[WXDO LQIRUPDWLRQ WR GHOLYHU PRUH personalised and relevant services to guests exactly when they need it. Â&#x2021; 7DUJHWHG ORFDWLRQ EDVHG PHVVDJLQJ +RWHOLHUV FDQ deliver personalised messages, based on current ORFDWLRQ WR WKH XVHU¶V VPDUWSKRQH RU WDEOHW )RU H[DPSOH JXHVWV LQ D UHVWDXUDQW FDQ ¿QG WKH PHQX DQG UHVWDXUDQW LQIRUPDWLRQ Â&#x2021; ,QWHJUDWLRQ ZLWK RWKHU KRWHO V\VWHPV DQG DSS XVDJH ,QWHJUDWLRQ ZLWK RWKHU V\VWHPV RSHQV XS D UDQJH RI additional scenarios. For example, hotel guests can use the loyalty app to change their itinerary and make mobile purchases that can be posted back to the hotel guest IROLR LQ WKH 3URSHUW\ 0DQDJHPHQW 6\VWHP 306 ,Q addition, apps can prompt the guest to launch the loyalty app when connecting to the network. Â&#x2021; $GYDQFHG DQDO\WLFV 'HWHFWLQJ DQG DQRQ\PRXVO\ WUDFNLQJ :L)L VLJQDOV IURP JXHVW GHYLFHV DOVR SURYLGHV KRWHOLHUV ZLWK YLVLELOLW\ DQG DQDO\WLFV LQWR JXHVW Ã&#x20AC;RZ DQG EHKDYLRU WKDW FDQ EH XVHIXO WR LPSURYH WKH JXHVW H[SHULHQFH )RU

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The picture gets even more complex because demand IRU EURDGEDQG LQ KRWHOV FKDQJHV ZLWK WKH WLPH RI GD\ %DFN RI¿FH XVDJH QRUPDOO\ SHDNV GXULQJ WKH GD\ DQG LQ VRPH SURSHUWLHV DIWHU PLGQLJKW ZLWK WKH HOHFWURQLF FORVLQJ RI WKH SUHYLRXV EXVLQHVV GD\ 0HHWLQJ URRPV DUH QRUPDOO\ busiest during the day. Meanwhile, the guest rooms have the highest bandwidth demand typically in the morning and the evening.

In the 2013 Lodging Technology Study, which describes ZKLFK WHFKQRORJ\ SURMHFWV ZLOO EH WRS SULRULWLHV IRU KRWHOLHUV LQ LW ZDV UHYHDOHG WKDW RI KRWHOLHUV¶ RYHUDOO ,7 EXGJHWV ZLOO EH LQ JXHVW URRP WHFKQRORJ\ IRFXVLQJ ¿UVW RQ WiFi access and then bandwidth. currently, most bandwidth is sold on an access time EDVLV ZLWK OLWWOH UHJDUG WR WKH TXDOLW\ RI VHUYLFH RU TXDQWLW\ used. With bandwidth-on-demand, a hotel or restaurant FKDLQ ZRXOG QR ORQJHU EX\ KXJH DPRXQWV RI EDQGZLGWK XSIURQW 7KH\ FRXOG EX\ LW RQO\ DV WKHLU FXVWRPHUV QHHG LW $ KRWHO¶V JXHVW H[SHULHQFH FDQ EH FRQVWUDLQHG E\ ¿[HG EDQGZLGWK EURDGEDQG SURYLVLRQ EXW WKDQNV WR GX¶V %DQGZLGWK RQ 'HPDQG LW LV SRVVLEOH WR SURYLVLRQ D ¿[HG EDVH OLQH VHUYLFH RQ WRS RI ZKLFK WKH KRWHO FDQ EXUVW H[WUD EDQGZLGWK FDSDFLW\ RQ GHPDQG WR VXLW LWV Ã&#x20AC;XFWXDWLQJ business needs, guest requirements, occupancy rates and WKH KRVWLQJ RI LQ KRWHO VSHFLDO HYHQWV It provides the hospitality industry with a reliable DQG FRVW HIIHFWLYH ZD\ WR EDODQFH WKH FRPPHUFLDOV RI EURDGEDQG SURYLVLRQ ZLWK WKH ULFKQHVV RI JXHVW experience.

It allows the hotel guest to subscribe to an Internet service that meets their budget and service expectations.

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In the UAE, bandwidth-on-demand is one solution provided by du and being used by increasing numbers RI KRWHOV ZKLFK GHVFULEHV D FRQQHFWLRQ LQ ZKLFK D FXVWRPHU¶V KRWHO RU UHVWDXUDQW DYDLODEOH EDQGZLGWK FDQ EH LQFUHDVHG IRU VKRUW SHULRGV RI WLPH RQ DQ DV QHHGHG EDVLV ,W SUHYHQWV ,QWHUQHW VHUYLFHV IURP VORZLQJ GXULQJ SHULRGV RI KLJK XVH %\ LQFUHDVLQJ the capacity available through short term bursting to address a spike in usage, hotel and restaurant premises can provide the highest speed Internet access to guests without having to commit to the H[SHQVH RI D ELJJHU EURDGEDQG SLSH

D FRPSOLPHQWDU\ ,QWHUQHW VHUYLFH IURP D VKDUHG SRRO ZLWK OLPLWHG EDQGZLGWK $QRWKHU PD\ SUHIHU WR SD\ D premium in order to be moved into a pool with increased bandwidth. A third guest may opt to subscribe to an ,QWHUQHW RIIHULQJ RQ D SD\ DV \RX JR EDVLV WKDW JLYHV WKHP access to a bandwidth pool dedicated solely to them and provisioned to the hotel only on demand. A VIP or Loyalty guest may get provided a premium service at no charge.

Such a solution provides hotels and their customers with the choices they want. It provides new revenue JHQHUDWLRQ RSSRUWXQLWLHV IRU WKH KRWHO KHOSV LW EXLOG GLIIHUHQWLDWLRQ IURP WKH FRPSHWLWLRQ ZKLOH DW WKH VDPH WLPH SURYLQJ WR EH PRUH UHOLDEOH LQ WKH FRQWH[W RI WKH KLJK VSHHG DFFHVV WKDW KRWHO JXHVWV QRZ WDNH IRU JUDQWHG ,QWHUQHW DFFHVV IRU EXVLQHVV PHHWLQJV FDQ EH EHWWHU managed. It allows overall usage by the hospitality EXVLQHVV WR H[FHHG D VSHFL¿HG WKUHVKROG IRU EULHI SHULRGV RI WLPH ZLWKRXW WKH KRWHO RU UHVWDXUDQW FKDLQ IDFLQJ D KXJH ELOO ,W HIIHFWLYHO\ PHDQV KRVSLWDOLW\ EXVLQHVVHV FDQ GHOLYHU excellent customer experience without having to buy a more expensive higher capacity Internet service. The plan SURYLGHV D JXDUDQWHHG KLJK OHYHO RI ,QWHUQHW DFFHVV WKDW comes with additional bandwidth, delivered on-demand without lead times or paperwork and generally billed at a slightly higher rate.

Simply by installing a du management gateway DORQJVLGH WKH ,QWHUQHW ,63 JDWHZD\ D KRWHO¶V ,7 WHDP FDQ pull down burstable bandwidth on an as-needed basis.

7KH DGYDQWDJHV RI VXFK D VHUYLFH DUH QXPHURXV Â&#x2021; $OZD\V DYDLODEOH KLJK VSHHG FRQQHFWLRQV Â&#x2021; $ELOLW\ WR FKDUJH JXHVWV LQ GLIIHUHQW ZD\V IRU EDQGZLGWK SDFNDJHV DQG IXOO\ DXWRPDWH WKH SURFHVV WKURXJK \RXU 306 &06 RU $FWLYH 'LUHFWRU\ Â&#x2021; :RUNV DFURVV '6/ ZLUHOHVV RU K\EULG WHFKQRORJ\ Â&#x2021; 3URYLGHV KLJKO\ UHOLDEOH EXVLQHVV FHQWUH FRQQHFWLYLW\ IRU YLGHRFRQIHUHQFLQJ DSSOLFDWLRQV Â&#x2021; 3URYLGHV GHGLFDWHG RQ GHPDQG EDQGZLGWK IRU RQH RII events and/or ad hoc meeting room connectivity without WKH KDVVOH RI SDSHUZRUN RU OHDG WLPHV Â&#x2021; $OO ,QWHUQHW DFFHVV LV SDVVZRUG SURWHFWHG DQG VHFXUHG Â&#x2021; &DWHUV DOVR WR OREE\ DQG FRPPRQ DUHD :L)L FRQQHFWLYLW\ requirements.

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2013 UNITED ARAB EMIRATES 20 - 23 May 2013 Dubai World Trade Centre

www.indexexhibition.com

nature increases in popularity in the Middle East Significant growth and demand for varied textural finishes across surfaces, including tiles and flooring

INDEX goes green Key interior design trends identified ahead of exhibition opening at Dubai World Trade Centre May 20 - 23

I

NDEX International Design Exhibition, the region’s largest and longest running design and interiors exhibition, is shaping up for another successful edition. Since its inception 23 years ago, the show has attracted the world’s leading interior designer brands, eager to showcase their latest products and designs to the regional architecture and design community. The premier interiors and design exhibition in the Middle East and North Africa will take place at the Dubai World Trade Centre Monday May 20 - Thursday May 23.

INDEX will cover all interior and exterior design sectors under one roof, occupying 20,000sqm of exhibition space organised in seven

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product-specific show sections: Furnishing; Kitchen & Bathroom; Lighting; Outdoor Living; Objets; Surfaces & Finishes; and Textiles.

INDEX KEY TRENDS 2013:

The continued growth of green and environmentally-friendly products – including recycled and up-cycled objects and materials Custom made lighting and fittings and a happy marriage of the well coveted classical decorative chandeliers with a modern contemporary twist Automation technologies, already shaping new trends in the design sector Organic and imperfect textures, reflecting a shift to geologicalinspired designs as the science of

For the first time, in collaboration with the International Interior Design Association (IIDA), INDEX will host the INDEX & Office Exhibition Product Design Awards and The Middle East Interior Design Competition.

Open solely to exhibitors, the INDEX & Office Exhibition Product Design Awards honors manufacturers and designers for excellence and innovation in product design for the residential and commercial office industries.

The Middle East Interior Design Competition is open to interior designers and architects. The competition rewards outstanding interior design/architecture projects in the Middle East and encourages new ideas and techniques in the design and furnishing of interior spaces.

Further information on the show and pre-registration form are available at www.indexexhibition.com or on the show’s Facebook pages www.facebook. com/INDEXDubai

Look out for: Artist’s Avenue Featuring artists and galleries displaying their best work in a dedicated area that will have a specific hospitality and residential focus. Visit the gallery booths in Hall 8, co-located with the luxury brands section of the show

cpimediagroup.com

4/30/13 11:40 AM

JOBS WATCH

Job watch

many years of experience in GM position and have the background knowledge in Rooms, Sales and F&B. salary 120,000 Baht.

Date required 1st October 2012.

The hotel has 150 rooms and suites, there are two restaurants within the hotel and located on the edge of the Cityâ&#x20AC;&#x2122;s Chinatown district, a five â&#x20AC;&#x201C;minute walk from the Hua Lampong mainline railway station and the MRT SUBWAYâ&#x20AC;&#x2122;S Hua Lampong terminus.

Please apply with your CV and photo urgently.

Time to move on? We can help. All jobs can be applied for through the Hozpitality Web site CLUB FLOOR SUPERVISOR Industry: Hotels Clubs and Spas Department: Front Office/Rooms Division Level: Supervisory level Location: United Arab Emirates (UAE) Salary Description: Attractive Recruiter: Sofitel Resort & Spa, The Palm Sofitel Resort & Spa, The Palm is a Polynesian themed resort, comprising 361 rooms & suites and 182 serviced apartments.

Similar experience needed in 5 star hotels/ resorts. Candidates with experience in UAE preferred. Outstanding ability to create, maintain & motivate a team. Good English communication skills and Excellent Guest Relation Skills.

Rixos Hotel in Dubai at Palm Jumeirah is currently looking for German Speaking Guest Relations Officer to join their dynamic and energetic team. Candidate should preferably have previous experience in a 5 star/ international hotel chain in a similar role within the UAE

HEALTH AND SAFETY SUPERVISOR/ MANAGER Industry: Hotels Clubs and Spas Department: Hygiene and Safety Level: Middle Management, Supervisory level Location: United Arab Emirates (UAE) Salary Description: Good Salary and Benefits Recruiter: The Royal International Hotel Qualifications: Â&#x2021; Hotel background is a must. Â&#x2021; Interprets well with advanced HACCP Procedures. Â&#x2021; Has a safety, health and environment experience/certificates & testimonials. Â&#x2021; Arab National or sub-continent.

HOTEL HR MANAGER Industry: Hotels Clubs and Spas Department: Human Resources (HR) Level: Department Head Location: United Arab Emirates (UAE) Salary Description: Up to AED 8,000 plus free accommodation and other hotel benefits Recruiter: Apt Resources, Dubai Job Ref: 01xcl04 Location: Dubai, UAE Industry: Hospitality/hotel/tourism Department: HR / Training & Development Minimum experience in same role: 3 years Minimum experience in same industry: 5 years Nationality: Indians / Filipino Education: Degree/ Hotel Management Salary: Up to AED 8,000 plus free accommodation and other hotel benefits are provided Additional Details: t .VTU IBWF HPPE FYQFSJFODF JO SFQVUFE IPUFMT Knowledge in recruitment and administration. t "CJMJUZ UP USBJO TUBGG t 'BNJMJBS XJUI 6"& MBCPVS MBX

GERMAN SPEAKING GUEST RELATIONS OFFICER Industry: Hotels Clubs and Spas Department: Customer Service, Front Office/ Rooms Division Level: Staff- Line level, Supervisory level Location: United Arab Emirates (UAE) Salary Description: attractive salary and benefits Recruiter: Rixos Palm Jumeirah

GENERAL MANAGER (THAI) 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 Posted: 20/04/2013 Start Date: asap Recruiter: Hozpitality Consulting We are now looking for a Thai GM who have

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FRONT OFFICE MANAGER-AJMAN Industry: Hotels Clubs and Spas Department: Front Office/Rooms Division Level: Department Head Location: United Arab Emirates (UAE) Salary Description: Attractive salary and benefits Posted: 20/04/2013 Start Date: asap Recruiter: Confidential We are currently looking for the following position for a renowned international hotel group with hotels in Dubai and Ajman:Front Office Manager The right candidate should have the following:Â&#x2021; Similar experience in international hotels needed for this position preferably in UAE/ Middle East. Â&#x2021; Good English communication skills and Excellent Guest Relation Skills Â&#x2021; Positive attitude and willingness to learn and grow

THE WORST DAYS OF THOSE WHO ENJOY WHAT THEY DO, ARE BETTER THAN THE BEST DAYS OF THOSE WHO DONâ&#x20AC;&#x2122;T EMANUEL JAMES â&#x20AC;&#x153;JIMâ&#x20AC;? ROHN

MAY 2013

INTERIOR DESIGNER Industry: Hotels Clubs and Spas Department: Engineering and projects Level: Department Head, Middle Management Location: ME/GCC (Except UAE) Salary Description: attractive Posted: 20/04/2013 Start Date: asap Recruiter: Regency Group Holdings, Doha Regency Group Holding is one of Qatarâ&#x20AC;&#x2122;s oldest and largest business entities encompassing several divisions across a spectrum of industries and a portfolio that includes several internationally acclaimed brands.

Summary: Involved in the design or renovation of internal spaces, including structural alterations, furnishings, fixtures and fittings, lighting and colour schemes.

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INDUSTRY INSIDER

Six tech trends Andrew Turton of Infor’s Middle East Hospitality team outlines the six technology trends managers and directors should track to achieve savings and improvements CLOUD / SOFTWARE AS A SERVICE (SAAS) Software delivered as a service, rather than held on premise is already a mainstream technology topic and despite being a new concept in the hospitality sector, it is already big news. But cloud tech is no fad.

As well as the low capital expenditure of the cloud and the cultural “fit”, there is also the fact that implementation timetables can shrink from months to days, resulting in immediate and obvious benefits in obtaining time to value.

Additionally upfront investment is lower with the cloud as there are no initial hardware costs or associated expenses such as full time, in-house IT staff to maintain the system.

MOBILITY There has often been the expectation that because hotels are fixed entities, mobile technologies may have minimal impact. However, this myth has been laid to rest as tablets, mobile phones, smartphones and laptops have become critical tools on both sides of the check-in desk.

Low capital expenditure investment for mobile hardware and much reduced software costs mean that mobile is a viable option for small independent properties, too. looking to develop customer service as a competitive edge.

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SOCIAL Social media has had a profound impact upon the hospitality industry.

Trip Advisor has become one of the main sources of information for people researching holidays, hotels and leisure facilities. Meanwhile, newer social tools like Facebook or Twitter are quickly becoming just as influential.

For any hotel to not at least monitor social media is tantamount to willingly flying blind.

The online reputation of a property is business critical. It does not however, stand alone as a marketing department concern, but relates directly to daily operations. As such, social media monitoring MUST be interfaced with the hotel management systems so that swift, appropriate action can be taken.

PERSONALISED SYSTEMS Customers expect their experience within a hotel to be totally personalised to them: from the welcome message on the television screen and food preferences to additional services such as personal training or flowers in the room.

This quickly creates a huge range of valuable customer preference data that needs to be fed into the hotel management system in order to deliver a personalised, high quality service for each return visit. This is not just a case

of linking the customer relationship management system into the hotel operations - it is embedding the process of capturing guest preferences and proactively using that data.

For example, if a guest comments on the facilities in the room to someone on the front desk as they leave for the day, the data can be passed to the relevant operational team for the issue to be rectified and the guest notified upon their return - delivering a truly personalised service at all levels of the stay.

INTEGRATION Each specialist hospitality area has, traditionally, operated an individual software system. Whilst this approach has delivered specific functionality, it has also led to silos of information.

Integration offers the possibility of being able to “revenue manage” guests across all areas of their stay: this requires transaction level interfaces but need not be complex to use. Critically it aligns the marketing-based personalised offering with the financial outcome of the revenue secured.

On a wider scale, there are developments towards a complete open industry approach, connecting central reservations systems via the HTNG open interface standard, whilst other CRM applications can be linked via flexible web services integration with open API’s that are compliant with industry standards.

GLOBALISATION In the 21st century, hotel companies will need to adopt different management approaches to survive and develop amidst high levels of economic uncertainty. As international trade and business expand, there is no question that international links will become more important for the hotel industry. This means that the technology systems in use - especially those in large chains - must account for the global perspective.

This may be something as relatively simple as issues of scalability or international languages, or something as complex as accounting for different regulations and working practices in different countries

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