Hospitality Business ME | 2014 September by Hospitality Business ME

89GLOBAL HOTEL INDEX: Asia Pacific 67.3%/ $116.9 - Americas 65%/ $117.04 - Europe 67.2%/ $137 - MEA 62.3%% / $167.51 (Occupancy %/ADR $ August 2014)

INSIDE INDUSTRY INTERVIEWS GMs Chantel Moore and Tarek Mourad, and Anantara’s new leadership team

INVESTMENTS ,VVXH r 6HSWHPEHU r ZZZ KRVSLWDOLW\EXVLQHVVPH FRP

+ FDSLWDO ƮRZV UHSRUW DQG investing in a greener hotel

ROUNDTABLE Tablet computers and the guest experience

CHANGING THE RULES Ritz-Carlton’s president, COO and founding member, Herve Humler, on new territories and new brand associations

CONTENTS

NEWS & DATA 04. Editorial board 06. News 72

09. Data 18. DTCM

PROCUREMENT

INDUSTRY

20. The era of healthy hotels

42. Orient express

41% of travellers are concerned about weight gain. How are hotels reacting?

'NROHS@KHSX !TRHMDRR meets Anantara’s new Abu Dhabi leadership team

24. The suited candidate

50. Industry analysis

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FDI and the UAE hospitality sector

28. Supplies and Services

Cover star Herve Humler on The RitzCarlton’s next era

30. Supplier Spotlight

54. Changing the rules

Legrand on the marriage of technology and design

60. Roundtable

INVESTMENTS

66. Trend Talk

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"NQONQ@SD "21 GNTRDJDDOHMF DƧBHDMBHDR revenue management and Arabic booking

How does the iPad support luxury hospitality? 16 top hoteliers debate

Outbound Middle East investment in Europe up 25%

72. Re-creating Burjuman

34. Five minutes with French operator Accor

GM Chantel Moore on leveraging the KNB@KHSX NE !TQ #TA@HŗR E@UNTQHSD ANTSHPTD hotel

34. Investing green

76. The Istanbul icon

Andrew Forte on Hilton’s LightStay RBGDLD SN ANNRS ANSSNL KHMD OQNƥSR

GM Tarek Mourad lifts the lid on opening SGD MDVDRS 1@ƨDR GNSDK HM (RS@MATK

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SEPTEMBER 2014

PUBLISHING PANEL

PUBLISHER

DIRECTOR OF SALES BUSINESS DIVISION

DOMINIC DE SOUSA

SARAH MOTWALI sarah.motwali@cpimediagroup.com D: +971 04 440 9113 M: +971 (0) 50 678 6182

GROUP CEO NADEEM HOOD

COO SALES MANAGER HOSPITALITY BUSINESS ME

GEORGINA Oâ&#x20AC;&#x2122;HARA

EDITORIAL GROUP DIRECTOR OF EDITORIAL PAUL GODFREY paul.godfrey@cpimediagroup.com D: +971 04 440 9105

JULIE CAULTON Email: Julie.Caulton@cpimediagroup.com D: +971 04 440 9112 M: +971 (0) 56 778 9793

PRODUCTION MANAGER ASSOCIATE PUBLISHER HOSPITALITY DIVISION

JAMES THARIAN

DAVE REEDER dave.reeder@cpimediagroup.com M: +971 (0) 55 105 3773

WEB DEVELOPER, HOSPITALITY DIVISION

GROUP MANAGING EDITOR

DISTRIBUTION MANAGER

MELANIE MINGAS melanie.mingas@cpimediagroup.com D: +971 04 440 9152

ROCHELLE ALMEIDA

LOUIE ALMA

PRINTED BY Printwell Printing Press LLC, Dubai, UAE

ASSISTANT EDITOR SOPHIE MCCARRICK sophie.mccarrick@cpimediagroup.com D: +971 04 440 9150

PUBLISHED BY

SENIOR GRAPHIC DESIGNER HOSPITALITY DIVISION CHRIS HOWLETT

PHOTOGRAPHER HOSPITALITY DIVISION ANAS CHERUR

ADVERTISING GROUP SALES DIRECTOR CAROL OWEN carol.owen@cpimediagroup.com M: +971 (0) 55 880 3817

In association with...

SEPTEMBER 2014

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EDITOR’S LETTER

TAKING FIRST PLACE W

hen it comes to being world class, Dubai has it nailed. In its brief history, Dubai has not only imported, created and built everything any functioning modern city could boast, but it has done so to that all important standard – world class. We’re not talking records. Dubai may hold the record for the city that holds the most records, but it’s the emirate’s ability to break standards that really stands out on the world stage. Yet it wasn’t until 2012, that Dubai became internationally recognised for its world class hotel staff. Last issue Olga Velceva – who today holds the position of Burj Al Arab guest services manager – wrote about the experience of being named AICR international receptionist of the year in Prague in 2012. Her achievement marked an important milestone in the recognition of Dubai’s hospitality industry. As she wrote in Hospitality Business: “We are not just the front desk agents our guests refer to during their stay, we are their allies and their accomplices in making their dream vacation come true”. The competition returns next month and I am proud to say I will be on the judging panel; helping the industry to find its next champion. Yet in the two short years since Velceva took home The David Campbell Trophy, the guest experience has

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changed dramatically, as more and more hoteliers depend on technology to reach out to, and engage with, their guests. We live in a time of incredible flux and technology is dramatically shaping our lives as consumers, but how that has infiltrated the hospitality industry, has too, fundamentally changed it. While capital expenditure has previously barred innovation, today we have brands like Radisson Red, which in beating the evolution of the simple television will now project user content onto a screen. We have guests who, instead of hanging their breakfast order on the door before going to bed, can order via iPad without leaving their seat. Consider the news last month that Aloft Cupertino, California, now has “robot butlers” to deliver room service and laundry, and the idea of ‘automated luxury’ is becoming an experience in itself. What will be interesting to see next, is how seamless the integration of such guest services will be when they meet the notion of traditional luxury. While Burj Al Arab itself has chosen to fuse the two by covering its iPads in gold, the real clincher will be seeing how the allies and accomplices behind the front desk step in when R2D2 cannot comprehend that hospitality, as Velceva says, is a feature of character. MELANIE MINGAS GROUP MANAGING EDITOR

SEPTEMBER 2014

EDITORIAL BOARD

THE INDUSTRY EXPERTS SHAPING YOUR MAGAZINE Hospitality Business magazine’s top industry contacts who assist in guiding the direction of the magazine to create the most relevant content possible

Christopher Hartley CEO, Global Hotel Alliance Chris Hartley is CEO of Global Hotel Alliance (GHA), an organisation based on a business model similar to that of the airline alliances. Chris was one of the pioneers behind the launch of GHA in 2004, and since 2006 he has overseen its development into the world’s largest alliance of independent hotel brands. Today GHA has 23 member brands and over 420 hotels in 63 countries.

Mark Fraser Managing Partner, Taylor Wessing Mark Fraser is Managing Partner of Taylor Wessing (Middle East) LLP and head of its construction and dispute resolution practices. Mark has advised on a range of development and infrastructure projects in the Middle East, Asia and Europe covering the hotel and entertainment, transportation and energy sectors.

Karyn Williams-Sykes Director of Professional Training and Development, The Emirates Academy of Hospitality Management In the past six years in professional training and development, Williams-Sykes has designed, developed and delivered a wide range of soft skills training to many organisations, both within and beyond the hospitality industry and holds an MBA from the University of Leicester.

Tatjana Ahmed Chair and founding member, UAE Professional Housekeepers Group and

Martin Kubler Founder, Iconsulthotels FZE Martin Kubler is a hotel GM turned hospitality and service industries consultant with more than 15 years’ executive-level management experience in 3-,4-, and 5-star hotels in Europe and the Middle East. Martin runs Iconsulthotels FZE, an ultraANTSHPTD BNMRTKSHMF ƥQL VGHBG RODBH@KHRDR in assisting small and medium hospitality and service industries companies and international hospitality and service industries professionals.

Fabian Schmittmann President, AICR Dubai Section Fabian Schmittmann leads the Association NE %QNMS .ƧBD ,@M@FDQR @MC RRHRS@MS Managers of 4- and 5-star hotels. Founded in 1964 it has developed into an international fellowship with sections in 18 BNTMSQHDR ^3GD #TA@H RDBSHNM NE SGD ("1 V@R founded in 2005 and has grown to become @M DWBHSHMF @BSHUD MDSVNQJ ENQ @KK 1NNLR Division Executives working and living in the city. Schmittmann is also Director of Front .ƧBD @S SGD ,HKKDMMHTL HQONQS 'NSDK #TA@H

executive housekeeper Grand Hyatt Dubai Tatjana Ahmed is a member of the Council of Experts for Hyatt International, assisting hotels in the South/West Asia region during the pre-opening stage to set up the Housekeeping Department and implement brand and procedural standards. An award winning housekeeper, Ahmed is the founding member of the UAE Professional Housekeepers Group.

SEPTEMBER 2014

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NEWS

1 / Anantara to recruit up to 35,000 QHZ VWDƪ M@MS@Q@ 'NSDKR BNTKC QDBQTHS TO SN MDV RS@Ƥ ADENQD SGD DMC NE SGD CDB@CD RGNTKC BTQQDMS DWO@MRHNM @MC acquisition proceed as planned. 3GD ƥFTQDR FHUDM AX ,@QJ $KDSQ BKTRSDQ &, 2HQ !@MH 8@R (RK@MC @MC /@SQHBJ !NSG &, NE 0@RQ K 2@Q@A @BBNTMS ENQ^ BNMƥQLDC NODMHMFR RTBG @R SGNRD HM 0@S@Q @MC .L@M @R VDKK @R OK@MR SN DWO@MC SN SGD ,@KCHUDR @MC EQHB@ "TQQDMSKX NE SGD FQNTOŗR OHODKHMD HR HM SGD ,HCCKD $@RS VGHBG VHKK AD TRDC @R @ ROQHMFAN@QC HMSN EQHB@M @MC (MCH@M .BD@M SDQQHSNQHDR 2OD@JHMF SN^ 'NROHS@KHSX !TRHMDRR $KDSQ R@HC ř3GDQD HR @ GTFD FQNVSG OHODKHMD QHFGS MNV ENQ M@MS@Q@ 6D G@C @ '1 KD@CDQRGHO BNMEDQDMBD B@KK QDBDMSKX @MC ENQ SGD K@RS RHW LNMSGR VD G@UD ADDM S@KJHMF @ANTS MDDCHMF @MNSGDQ ODNOKD )TRS NUDQMHFGS SG@S G@R FNMD SN Ś

2 / Abu Dhabi Chinese visitors up 14% R NTSANTMC SQ@UDK EQNL "GHM@ SN AT #G@AH BQD@SDR @ 8N8 HMBQD@RD HM GNSDK ODQENQL@MBD 8@R (RK@MC #DRSHM@SHNM ,@M@FDLDMS QDUD@KDC HS HR MNV ENBTRDC NM ENQLHMF KNMF SDQL SHDR VHSG "GHMDRD SQ@UDK OQNEDRRHNM@KR 2OD@JHMF @S 3GD "GHMDRD 5HRHSNQ 2TLLHS K@RS LNMSG "KHUD #VXDQ CHQDBSNQ 8@R (RK@MC #DRSHM@SHNM ,@M@FDLDMS R@HC ř6HSGHM SGD K@RS XD@Q SGD NTSANTMC SQ@UDK L@QJDS EQNL "GHM@ SN AT #G@AH G@R FQNVM AX @KLNRS CDL@MC HR L@RRHUD Ś #TQHMF SGD DUDMS SGD HRK@MCŗR RDUDM GNSDKR QDUD@KDC SNS@K @UDQ@FD NBBTO@MBX ENQ ' SGHR XD@Q QD@BGDC BNLO@QDC VHSG @OOQNWHL@SDKX K@RS XD@Q "GHMDRD UHRHSNQR @BBNTMSDC ENQ @QNTMC GNSDK FTDRSR HM HM AT #G@AH @ ƥFTQD SG@S V@R @QNTMC GHFGDQ SG@M SGD OQDUHNTR XD@Q @BBNQCHMF SN AT #G@AH 3NTQHRL @MC "TKSTQD TSGNQHSX C@S@ (M OQHK AT #G@AH R@V FQNVSG EQNL "GHM@ CQHUD FTDRS ODQENQL@MBD SN @ HMBQD@RD NM SGD OQDUHNTR XD@Q

3 / Millenium and Copthorne to recruit 10,000 in Middle East LAHSHNTR DWO@MRHNM OK@MR ENQ SGD ,HCCKD $@RS VHKK RDD ,HKKDMMHTL @MC "NOSGNQMD 'NSDKR QDBQTHS MDV RS@Ƥ LDLADQR NUDQ SGD BNLHMF ENTQ XD@QR QDUD@KDC (@M '@MCX CHQDBSNQ NE GTL@M QDRNTQBDR ENQ ,HCCKD $@RS @MC EQHB@ ,HKKDMHTL @MC "NOSGNQMD 'NSDKR BBNQCHMF SN '@MCX SGD FQNTO HR SGD řE@RSDRS FQNVHMF HM SGD ,HCCKD $@RSŚ @MC @HLR SN DWSDMRHUDKX ANNRS HSR ,$ NƤDQHMF NUDQ SGD BNLHMF RHW XD@QR 'D R@HC ř3GD XD@Q UHRHNM ENQ ,HKKDMHTL @MC "NOSGNQMD HR SN L@M@FD OQNODQSHDR HM SGD ,$ QDFHNM VGHBG HR VGX VD @QD HM SGD OQNBDRR NE S@JHMF NM RTBG @ K@QFD @LNTMS NE MDV DLOKNXDDR Ś .E SGD OQNODQSHDR RDS SN K@TMBG HM SGD QDFHNM SGD FQNTOŗR 2STCHN , AQ@MC VHKK CDATS HM 1HX@CG 2@TCH Q@AH@ HM 0 VHSG @ JDX GNSDK KNB@SDC NM *HMF 1@GC 1N@C

SEPTEMBER 2014

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NEWS

4 / Three new Carlson Rezidor brands for Dubai

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5 / 700 Citymax hotel rooms to be added by 2017 +@MCL@QJ &QNTOŗR "HSXL@W 'NSDKR G@R QDUD@KDC HS VHKK @CC GNSDK QNNLR HM SGD 4 $ AX VHSG SGQDD MDV OQNIDBSR MNV TMCDQ CDUDKNOLDMS HM #TA@H @MC 1@R K *G@HL@G 1TRRDK 2G@QOD ".. "HSXL@W 'NSDKR R@HC ř6HSG LHC L@QJDS GNSDK CDUDKNOLDMS GHFG NM SGD @FDMC@ ENQ ANSG FNUDQMLDMS @MC OQHU@SD RDBSNQR HM SGD 4 $ "HSXL@W 'NSDKR HR BTQQDMSKX DWO@MCHMF HSR RTBBDRRETK ŖATCFDS AQ@MCŗ ATRHMDRR LNCDK VHSGHM SGD 4 $ VHSG OK@MR SN QD@BG NTS HMSN SGD &"" HM SGD MDWS EDV XD@QR Ś 3GD K !@QRG@ KNB@SDC OQNODQSX VHKK AD SGD ƥQRS SN NODM @CCHMF QNNLR SN "HSXL@WŗR #TA@H ONQSENKHN %NKKNVDC AX SGD 1@R K *G@HL@G OQNODQSX VGHBG VHKK AD KNB@SDC AX SGD BQDDJ HM SGD K -@JGDDK @QD@ @MC ƥM@KKX SGD RDBNMC #TA@H GNSDK VHKK NODM HM !TRHMDRR !@X

6 / 5.8m tourists hit Dubai H1 2014

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1DOQDRDMSHMF SGD GHFGDRS MTLADQ NE UHRHSNQR DUDQ @BGHDUDC CTQHMF SGD ƥQRS RHW LNMSGR NE @ XD@Q @ QDBNQC L SNTQHRSR UHRHSDC #TA@H GNSDKR CTQHMF )@MT@QX SN )TMD SGHR XD@Q #3", reported. &TDRS MTLADQR @BQNRR @KK #TA@H GNSDK DRS@AKHRGLDMSR GNSDKR @MC GNSDK @O@QSLDMSR QD@BGDC CTQHMF SGD ƥQRS G@KE NE SGHR XD@Q VGHKD FTDRS MHFGSR ƥFTQDR R@V RSD@CX FQNVSG @MC VDMS TO AX ENQ GNSDKR @MC ENQ GNSDK @O@QSLDMSR 3GD @UDQ@FD KDMFSG NE RS@X HMBQD@RDC @BQNRR SGD AN@QC VHSG @M @UDQ@FD NE C@XR KDMFSG NE RS@X HM GNSDKR HMBQD@RDC SN C@XR @MC GNSDK @O@QSLDMSR SN C@XR %TQSGDQLNQD QDUDMTDR ENQ GNSDKHDQR @MC GNSDK @O@QSLDMS NODQ@SNQR R@V RHFMHƥB@MS FQNVSG VHSG SNS@K ƥQRS G@KE QDUDMTDR QD@BGHMF ʙ AM TO AX 'NSDKR @MC GNSDK @O@QSLDMSR QDONQSDC HMBQD@RDR HM QNNL QDUDMTD @R VDKK @R % ! @MC NSGDQ QDUDMTD VGHBG QNRD AX

SEPTEMBER 2014

ADVERTORIAL

FIGURES

Pull and tear here

IN FIGURES

400SQM 2THSD RHYD @S SGD MDV 1@кеDR (RS@MATK up from 62sqm in a standard room, pg 76

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SEPTEMBER 2014

DATA

STR GLOBAL: CITY SNAPSHOT STR Global preliminary data from key global cities, July 2014 SINGAPORE STR Global’s preliminary July data for Singapore indicate positive performance in the three key performance measures. Singapore was the only city over the course of July 2014 to achieve positive results across all key performance metrics. Based on daily data from July, Singapore reported: Increases in supply (+1.8%) and demand (+4.4%); 2.5% increase in occupancy to 87.4%; 1.3% increase in average daily rate to SGD288.95; and 3.9% growth in revenue per available room to SGD252.41.

LONDON

SYDNEY

STR Global’s preliminary July data for London indicate mixed hotel performance, specifically:

STR Global’s preliminary July data indicate a mainly negative trend for Sydney, reporting:

Increases in supply (+2.7 %) and demand (+0.8 %); 1.9% decline in occupancy to 86.0%; 9% increase in average daily rate to GBP145.22; and 1.0% decrease in revenue per available room to GBP124.94.

An increase in supply (+0.8% ) and a decline in demand (-1.2%); 2.0% decrease in occupancy to 81.5%; 5.4% decrease in average daily rate to AUD178.55; and 7.3% decline in revenue per available room to AUD145.55.

“Although occupancy declined, the British capital achieved levels above 85% in this measure for the second year in a row, and the biennial Farnborough Air Show helped drive rates for the month” Elizabeth Winkle, managing director of STR Global

“ADR was the primary cause for the overall drop in hotel performance compared to June 2013, when the International Congress of Movement Disorder Society was held and produced strong rates for the market” Elizabeth Winkle, managing director of STR Global

SEPTEMBER 2014

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DATA

Dubai’s worst month According to STR Global data, Dubai hotels experienced their worst performance in 18 years in July 2014 With the combined effects of Ramadan, large volumes of outbound travel and soaring summer temperatures, Dubai’s hotels experienced their worst performance in 18 years in July 2014. The impact of naturally low occupancy was no doubt influenced also by a huge

increase in supply. At 8.3% The number of new properties opening was almost three times higher than the number of openings in London, which in the global key cities group experienced the second highest supply over the same period.

Based on daily data from July, Dubai reported:

+8.3%

increases in supply

-4.5%

decreases in demand

5.0%

increase in average daily rate to AED638.66

11.8 %

decline in occupancy to 45.4 percent

-7.4%

decline in RevPAR to AED290.23

“Dubai reported the lowest occupancy levels of any month for the last 18 years, when STR Global began tracking hotel performance for the market” Elizabeth Winkle, managing director of STR Global.

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SEPTEMBER 2014

Material supplied by

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SEPTEMBER 2014

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hotel in Al Khobar, Saudi Arabia is looking for an executive chef with

LEISURE AND RECREATION

retail, and who are familiar with

to delivering a high level of

similar experience in star hotels in

MANAGER

the customs and conditions of

customer service, be career

the Middle East. Candidate must

INDUSTRY: Hotels Clubs and Spas

working in the GCC, who have a

oriented and have the ability

be below the age of 50 and Swiss

DEPARTMENT: Animation and

good knowledge of import, export

to work under pressure. They

or German nationality will be

Recreation

and shipping.

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preferred. Salary package includes

LOCATION: Saudi Arabia

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experience. SOUS CHEF

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INDUSTRY: Hotels Clubs and

TRAVEL MANAGER

Ç&#x2022;67$5 686+, &+()

START DATE: ASAP

Spas

INDUSTRY: Airlines, Travel

INDUSTRY: Hotels Clubs and

RECRUITER: Hozpitality

DEPARTMENT: Kitchen

Industry, Hospitality

Spas

Consulting

LOCATION: Kuwait

DEPARTMENT: Travel

DEPARTMENT: Food Production/

ADDITIONAL DETAILS: A 5-star

SALARY DESCRIPTION:

Management

Kitchen

hotel in Al Khobar, Saudi Arabia

Competitive Salary and other

LOCATION: United Arab Emirates

LOCATION: Kuwait

is looking for a recreation and

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(UAE)

SALARY DESCRIPTION:

leisure manager who has similar

START DATE: ASAP

SALARY DESCRIPTION:

Competitive Salary and other

experience in Middle Eastern star

RECRUITER: CHA International

Competitive salary offered

EHQHĂ´WV

hotels. Candidates with previous

ADDITIONAL DETAILS: A luxury

START DATE: ASAP

experience and training will be

collection and 5-star landmark

RECRUITER: Planet Travels &

RECRUITER: Hozpitality

preferred.

hotel in Kuwait is looking

Tours Dubai

for a western sous chef. An

Additional details: Planet Travels

Consulting ADDITIONAL DETAILS: A sushi

MARKETING AND

attractive package is negotiable

& Tours Dubai is currently looking

chef is required for a 5-star

COMMUNICATIONS MANAGER

EDVHG RQ H[SHULHQFH %HQHĂ´WV

to recruit a travel manager for

resort in Kuwait. Candidate

INDUSTRY: Hotels Clubs and Spas

will include health insurance,

their travel department. The

must have previous leadership

DEPARTMENT: Sales and

accommodation, and annual

candidate must have the ability to

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Marketing/PR

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liaise with airlines regarding fares,

DQG D GLSORPD FHUWLĂ´FDWLRQ LQ D

LOCATION: Bahrain

have a minimum of two years

WKH\ ZLOO VXSHUYLVH WZR RIĂ´FHV LQ

culinary discipline is an asset.

SALARY DESCRIPTION: Attractive

of experience working in the

Sharjah and Dubai, overseeing

This candidate must also have

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same position, must have strong

sales and operations for the same.

a proven track record of cost

START DATE: ASAP

personality, strong ability to

This person must be able to come

control including equipment,

RECRUITER: Hozpitality

assert oneself, be hands on, have

up with unique and different sales

labor and wastage to meet

Consulting

strong organising talent and high

strategies to gain more market

the quality goals and the hotel

ADDITIONAL DETAILS: An

ability to work under pressure.

share.

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international hotel based in

is a must and German and Arabic

Bahrain is looking for a marketing

FRONT OFFICE MANAGER

PERSONAL ASSISTANT TO CEO

is a bonus.

and communications manager.

INDUSTRY: Hotels Clubs and Spas

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DEPARTMENT: )URQW 2IĂ´FH

DEPARTMENT: Administration and

DIRECTOR OF SALES AND

in writing, speaking and negating

Rooms Division

Secretary

MARKETING

in English, and Arabic language

LOCATION: Asia, ME/GCC

INDUSTRY: Hotels Clubs and Spas

is an advantage. This person

(Except UAE)

DEPARTMENT: Sales and

must have at least 3 years of

SALARY DESCRIPTION: Attractive

Marketing/PR

experience in a similar role and

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salary offered

LOCATION: Bahrain

have the ability to analyze data

START DATE: ASAP

SALARY DESCRIPTION: Attractive

and establish appropriate action

RECRUITER: &RQĂ´GHQWLDO

RECRUITER: Hozpitality Consulting

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plans.

ADDITIONAL DETAILS: A 5-star

ADDITIONAL DETAILS: A

international hotel is looking

personal assistant to the CEO is

START DATE: ASAP RECRUITER: Hozpitality

PROCUREMENT OFFICER

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required for a 5-star resort in the

Consulting

INDUSTRY: Retail and Hotels

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Maldives. Candidates of Spanish,

ADDITIONAL DETAILS: A

DEPARTMENT: Purchasing

operations to include, but not

Canadian or Swiss national who

renowned 5-star international

LOCATION: Qatar, Middle East

limited to, guest service and

are native English speakers will be

hotel in Bahrain is looking for a

SALARY DESCRIPTION:

registration (check-in/check-out),

preferred. Candidates should have

director of sales and marketing.

Competitive salary offered

room inventory and availability,

similar experience in star hotels.

Candidates with similar

START DATE: ASAP

guest service standards, product

hospitalitybusinessme.com

SEPTEMBER 2014

TENDERS

TENDERS All the latest tenders information you need to know about

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

entertainment attractions.

CONSULTANT : Dar Al Handasah

CLIENT : Aqaba Special Economic

Consultants (Shair & Partners) -

Zone Authority - ASEZA

Qatar

(Jordan)

CONTRACTOR : Six Construct

COUNTRY : Jordan

Ltd. (Qatar)

CONSULTANT : Rubicon Group

%8'*(7 Ç&#x201C; Ç&#x201D; : 300000000

Holding (Jordan)

STATUES : Current Project

PROJECT NAME : Doha JW

a new Zoo, covering an area of

CONTRACTOR : Arabtec

Marriott Hotel Project

750,000 square metres.

Construction L.L.C (Jordan)

PROJECT NAME : City

DESCRIPTION : Construction

CLIENT : Public Works Authority -

%8'*(7 Ç&#x201C; Ç&#x201D; : 1600000000

Walk Project - The Avenue

of Doha JW Marriott Hotel with

ASHGHAL (Qatar)

STATUES : Current Project

Development - Phase 2

51-storey and three basement

COUNTRY : Qatar

levels.

CONSULTANT : Mace

PROJECT NAME : %XWWHUĂľ\

commissioning, testing and

CLIENT : Marriott International

International (Qatar)

Pavilion & Bridge Construction

completion of a high-quality

(Qatar)

%8'*(7 Ç&#x201C; Ç&#x201D; : 63000000

Project - Noor Island

family entertainment and retail

COUNTRY : Qatar

STATUES : New Project

DESCRIPTION : Construction of

development covering an area of

EXWWHUĂľ\ SDYLOLRQ DQG EULGJH

over one million square feet.

CONSULTANT : MZ & Partners

DESCRIPTION : Construction,

(Qatar)

PROJECT NAME : Madinat Al-

CLIENT : Sharjah Investment

CLIENT : Meraas Development

%8'*(7 Ç&#x201C; Ç&#x201D; : 130000000

Fahaheel Project - Phase 2

& Development Authority

(Dubai)

STATUES : New Project

DESCRIPTION : Development

(Shurooq)

COUNTRY : UAE

of a large mixed-use waterfront

COUNTRY : UAE

CONSULTANT : AECOM Middle

PROJECT NAME : Jumeirah

VFKHPH FRPSULVLQJ D Ă´YH

Wanders Architects (Dubai)

East (Dubai)

Beach Hotel Expansion Project -

star hotel, a conference and

CONTRACTOR : Waagner Biro

CONTRACTOR : Al-Futtaim

Phase 5

event hall, shopping centers,

Emirates Contracting L.L.C

Carillion (Dubai)

DESCRIPTION : Construction of

international entertainment

(Dubai)

%8'*(7 Ç&#x201C; Ç&#x201D; : 250000000

an ultra-luxury resort comprising

venues, etc.

%8'*(7 Ç&#x201C; Ç&#x201D; : 10000000

STATUES : Current Project

(350) hotel rooms with panoramic

CLIENT : Tamdeen Real Estate

STATUES : Current Project

beachfront views, including

Company (Kuwait) Kuwait

recreational marine facilities that

CONTRACTOR :Ahmadiah

PROJECT NAME : Saadiyat Island

Emirates Redevelopment

encompass spas, health clubs,

Contracting & Trading Company

Beach Resort Project

Project

elevated tennis courts, a world-

(Kuwait)

DESCRIPTION : Construction

Carrying out redevelopment of a

class sports complex and a range

%8'*(7 Ç&#x201C; Ç&#x201D; : 210000000

RI D Ă´YH VWDU EHDFK UHVRUW

Shopping Mall, which will add a

of ocean-facing retail, food and

STATUES : Current Project

comprising (295) rooms, including

further 25,000 square metres of

conference facilities with capacity

gross lease area (GLA).

beverage outlets.

PROJECT NAME : Mall of the

CONSULTANT : Jumeirah

PROJECT NAME : Westin Hotel

to accommodate (800) guests, a

CLIENT : Majid Al-Futtaim

International (Dubai)

Project - Deira City Center

spa and (11) luxury villas.

Properties (Dubai)

UAE

DESCRIPTION : Construction of

CLIENT : Sheikh Suroor Projects

COUNTRY : UAE

Broadway Malyan (Abu

a new Hotel comprising (272)

Department (SSPD) - Abu

CONTRACTOR : Khansaheb Civil

Dhabi)

rooms.

Dhabi

Engineering (Dubai)

STATUES : New Project

CLIENT : Majid Al-Futtaim

COUNTRY : UAE

%8'*(7 Ç&#x201C; Ç&#x201D; : 275000000

Properties (Dubai)

CONSULTANT : Khatib & Alami

STATUES : Current Project

PROJECT NAME : Hilton Garden

COUNTRY : UAE

Consulting Engineers (Abu Dhabi)

Inn Hotel Project - Al Jubail

CONSULTANT : KEO International

CONTRACTOR : Ghantoot

PROJECT NAME : Osaimi

DESCRIPTION : Construction

Consultants (Dubai)

Transport & General Contracting

Apartments Building &

RI D Ă´YH VWDU KRWHO FRPSULVLQJ

%8'*(7 Ç&#x201C; Ç&#x201D; : 40000000

Establishment (Abu Dhabi)

Beach Resort Project - Palm

(125) rooms featuring a range

STATUES : New Project

%8'*(7 Ç&#x201C; Ç&#x201D; : 250000000

Jumeirah

STATUES : Current Project

DESCRIPTION : Development of

RI IDFLOLWLHV LQFOXGLQJ D Ă´WQHVV center and an outdoor pool.

PROJECT NAME : Red Sea

CLIENT : Hilton International

Astrarium Theme Entertainment

PROJECT NAME : Khalifa Stadium

villas on two plots of the crescent

(Dubai)

Resort Project

Upgrade Project

in Palm Jumeirah.

COUNTRY : Saudi Arabia

DESCRIPTION : Development

DESCRIPTION : Upgrading of

CLIENT : Al-Osaimi Real Estate

CONTRACTOR : Faisal Al-Ansari

of Red Sea Astrarium theme

an existing Stadium to increase

Investment Company (Kuwait)

Contracting (Saudi Arabia)

entertainment resort comprising

seating capacity to 60,000

COUNTRY : UAE

STATUES : New Project

four world-class hotels, and

spectators from the current

CONSULTANT : Khatib & Alami

expansive retail and dining

45,000.

Consolidated Engineering

PROJECT NAME : New Doha Zoo

district, a theatre, a 4D cinema,

CLIENT : Aspire Academy for

Company (Dubai)

Project

waterpark and an entertainment

Sports Excellence (Qatar)

CONTRACTOR : OMIS

DESCRIPTION : Construction of

district that includes (16)

COUNTRY : Qatar

Contracting Company (Sharjah)

SEPTEMBER 2014

a resort comprising a hotel and

hospitalitybusinessme.com

TENDERS

Tender Name

Description

Client

Region

Tender Cost (USD)

Post Date

Closing Date

Catering services

Provision of Catering services of the Spring Camp

Kuwait Petroleum Corporation (KPC)

Kuwait

268

8/27/14

9/18/14

Catering & Food Services

Provision of catering and food services for a hospital.

Sheikh Khalifa Medical City SKMC (Abu Dhabi)

Abu Dhabi

543

8/27/14

9/18/14

Cafeteria & Cafe Utilization

Utilization of a cafeteria and a cafe for the provision of catering services

Kuwait National Assembly (KNA)

Kuwait

1071

8/27/14

9/15/14

Cooked Nutrition Services

Provision of nutrition services for a hospital

Hail Health Affairs (Saudi Arabia)

Saudi Arabia

1067

8/26/14

9/21/14

Catering services

Provision of Catering services

Ministry of Awqaf & Islamic Affairs (Kuwait)

Kuwait

268

8/26/14

9/2/14

Health food services

Provision of Health food services

Ministry of Health (Oman)

Oman

8/26/14

9/14/14

Restaurant Rental

Rental of a restaurant

Ministry of Electricity (Iraq)

Iraq

8/26/14

9/14/14

Manpower Supply

Provision of Food & Beverage Service staff Male & Female for large scale Banquet Functions

Dana Club (Qatar)

Qatar

8/26/14

8/31/14

Cooked Nutrition Services

Provision of nutrition services for a hospital

Qassim Health Affairs (Saudi Arabia)

Saudi Arabia

267

8/24/14

9/10/14

Cooked Nutrition Services

Provision of nutrition services for a hospital

Hafr Al Batin Health Affairs (Saudi Arabia)

Saudi Arabia

267

8/24/14

9/14/14

Cafeteria Utilization Services

Utilization of a cafeteria site for the provision of fresh smoothie juice

Kuwait University

Kuwait

179

8/21/14

9/16/14

Kiosk Setup & Catering Services

Setting up of Kiosk and Selling of Food and Refreshment Items

Philippine School (Oman)

Oman

8/21/14

9/2/14

Catering services

Utilization of a site for provision of catering services

Public Authority for Industry PAI (Kuwait)

Kuwait

8/20/14

9/25/14

Catering services & cleaning supplies

Provide catering services and cleaning supplies

Iraqi Drilling Company (Iraq)

Iraq

8/20/14

9/11/14

Catering and Housekeeping Service

Provision of Catering and Housekeeping Service

Petrochina International (Iraq)

Iraq

100

8/18/14

9/4/14

Catering and Housekeeping Service

Provision of Catering and Housekeeping Service

Petrochina International (Iraq)

Iraq

100

8/18/14

9/4/14

Food Tools

Supply of Food Tools.

Abu Dhabi Police General Headquarters

Abu Dhabi

8/17/14

9/2/14

Catering Services-801

Provision of Catering Services.

LUKOIL Overseas Baltic Limited (Dubai)

Dubai

8/17/14

8/30/14

Pre-Cooked Snacks

Supply of pre-cooked VQDFNV DW WKH KHDG RI么FH

Dubai Electricity & Water Authority (DEWA)

Dubai

8/14/14

9/3/14

Catering Services

Provision Catering Services.

Ministry of Health (Oman)

Oman

8/13/14

9/21/14

Catering Service

Provision of catering food items of bakery, grocery, canned fruits and vegetables, dairy items and frozen items for an airline company.

Oman Air (S.A.O.C)

Oman

256

8/12/14

8/31/14

Cooked Nutrition Services

Provision of Cooked Nutrition for Hospitals.

Health Affairs Directorate (Saudi Arabia)

Saudi Arabia

270

8/11/14

9/16/14

Youth Skills Development

Development of Youth Skills for the Supervision and Leadership Jobs in the Hotel Sector.

Higher Commission for Tourism (Saudi Arabia)

Saudi Arabia

8/10/14

9/7/14

Coffee Shop Equipment & Operation

Supply of Equipment and Operation of Coffee Shop.

Ministry of Education (Saudi Arabia)

Saudi Arabia

8/10/14

9/7/14

Nutrition Services

Provision of Nutrition Services.

King Abdul Aziz University (Saudi Arabia)

Saudi Arabia

800

7/30/14

9/8/14

Nutrition Services-15

Provision of Nutrition for Hospital.

Baha Health Affairs (Saudi Arabia)

Saudi Arabia

2670

7/30/14

9/22/14

hospitalitybusinessme.com

SEPTEMBER 2014

DATA

GLOBAL PERFORMANCE Global hotel performance analytics from STR Global, June 2014 ($) OCC%

ADR

REVPAR

% CHANGE FROM JUNE 2013

2014

2013

2014

2013

2014

2013

OCC

ADR

REV PAR

Middle East/Africa

61.3

61.7

142.80

138.68

87.57

85.55

-0.6

3.0

2.4

Middle East

65.7

66.4

167.62

165.51

110.20

109.82

-0.9

1.3

0.3

Northern Africa

55.4

56.4

88.10

81.53

48.82

46.02

-1.8

8.1

6.1

Southern Africa

56.0

56.4

119.24

118.39

66.82

66.77

-.06

0.7

0.1

OCC%

ADR

REVPAR

% CHANGE FROM JUNE 2013

2014

2013

2014

2013

2014

2013

OCC

ADR

REV PAR

$VLD 3DFL頭F

66.4

67.3

112.44

111.87

74.61

75.26

-1.4

0.5

-0.9

Central & South Asia

54.5

52.5

101.62

106.61

55.35

55.93

3.8

-4.7

-1.0

Northeastern Asia

67.6

67.4

98.28

97.29

66.46

65.57

0.4

1.0

1.4

Southeastern Asia

64.6

72.0

133.94

132.84

86.48

95.60

-10.3

0.8

-9.5

Australia & Oceania

69.6

68.6

161.67

155.79

112.56

106.83

1.5

3.8

5.4

OCC%

ADR

REVPAR

% CHANGE FROM JUNE 2013

2014

2013

2014

2013

2014

2013

OCC

ADR

REV PAR

Europe

75.1

75.0

154.60

143.95

116.14

107.90

0.2

7.4

7.6

Eastern Europe

66.4

70.4

119.36

122.04

79.29

85.86

-5.6

-2.2

-7.7

Northern Europe

80.6

79.4

153.77

135.70

123.99

107.73

1.6

13.3

15.1

Southern Europe

72.2

70.6

155.34

144.90

112.21

102.28

2.3

7.2

9.7

Western Europe

74.0

75.0

165.52

160.17

122.50

120.18

-1.4

3.3

1.9

OCC%

ADR

REVPAR

% CHANGE FROM JUNE 2013

2014

2013

2014

2013

2014

2013

OCC

ADR

REV PAR

Americas

71.2

69.3

118.63

113.27

84.46

78.50

2.7

4.7

7.6

North America

71.5

69.5

117.09

112.40

83.76

78.15

2.9

4.2

7.2

Caribbean

65.4

64.8

172.41

164.80

112.74

106.86

0.8

4.6

5.5

Central America

52.0

55.5

107.83

107.43

56.11

59.67

-6.3

0.4

-6.0

South America

59.9

62.9

187.08

133.10

112.00

83.70

-4.8

40.6

33.8

SEPTEMBER 2014

hospitalitybusinessme.com

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DTCM

Hospitality Federation established Directive from H.H. Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai and Chairman of the Executive Council of Dubai,to position the UAE as a world leader in providing highlevel hospitality services especially in terms of excellence, quality and creativity DTCM, Zaâ&#x20AC;&#x2122;abeel Palace Hospitality and Dubai World Hospitality Championship, in line with the directives of H.H. Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai and Chairman of the Executive Council of Dubai, the Dubai World Hospitality Championship revealed the establishment of UAE Hospitality Federation to position the UAE as a world leader in providing high-level hospitality services especially in terms of excellence, quality and creativity. The Federation aims to make the local hospitality sector competitive in the international arena and develop

the skills and capabilities in the hospitality and culinary sectors while providing them with the best training in accordance with the global standards. The Federation will also facilitate the exchange of experiences and ideas regarding international cooperation and communication. The announcement was made during a prestigious Suhoor, held in Ramadan and included details of the second competition, to be held October 30 to November 2 at Dubai World Trade Centre. Similarly to the inaugural event, DWHC 2014 will consist of five

SEPTEMBER 2014

competitions, including International Competition, Hospitality Sector Competition, Emirati Competition, Gulf Products Competition, and Gulf. The Emirati competition will consist of four categories: Traditional Cooking, Professionals, Amateurs, and Kidsâ&#x20AC;&#x2122; Category. In total, 12 teams will be participating in the International Competition representing the UAE, Bahrain, Saudi Arabia, Kuwait, Qatar, Oman, Egypt, Jordan, Lebanon, Tunisia, Algeria and Morocco. More than 400 chefs participated in year one, but that is expected to rise to 1,000 in 2014.

hospitalitybusinessme.com

DTCM

H.E. Ahmed Bin Hareb Al Falahi, General Manager of Za’abeel Palace

Majid Saqr Al Marri, Director of Hospitality Sector & International

Hospitality and the President of Dubai World Hospitality Championship

Competition

“The Federation is an essential goal of the Dubai World Hospitality

“The 2nd edition of DWHC is characterised by the participation of the

Championship. In order to enhance the hospitality services in accordance

GCC states and Arab countries will include activities and competitions in

with the highest international standards, we have to strengthen the

cooking and hospitality that will highlight the UAE and Gulf heritage and

education sector, establish national hospitality brands, support the

culture. “The Hospitality Sector Competition has a huge turnout as it is

industry to gain a foothold in the regional and international markets, and

the most important event that enables chefs to achieve new milestones

offer professional trainings to UAE nationals.”

that will be registered in their names.”

Ahmed Sharif, Vice-President of DWHC “The UAE Hospitality Federation is the first of its kind in the region. It is a new major achievement added to the UAE’s bright history, while reflecting its interest and commitment to invest in Emiratis. Since it is the first global event that celebrates the antiquity of the UAE’s local heritage, we have been keen to encourage Emirati talent by forming an elected Emirati cooking team, which will represent the UAE in all international competitions. Headed by Chef Musabbeh Al Kaabi, the team comprises seven of the UAE’s well-known chefs, including Chef Ali Salem.”

hospitalitybusinessme.com

SEPTEMBER 2014

With 20% of the UAE now living with type two diabetes and 41% of travellers concerned about holiday weight gain, Sophie McCarrick examines how hotels are adapting to dietary demands

PROCUREMENT

s the ever-health and figure conscious traveller of today begins to ditch yesterday’s notion of holiday-splurging and post-vacation detoxing, hotel guests now strive to maintain healthier lifestyles whilst on the road. Initiating a rising demand for healthy menu eating options in hotels across the Middle East, in-house chefs and F&B professionals reveal they are now reviewing their menus and the products they use in response to both consumer trends and the continued rise of type 2 diabetes in the region. Looking to the root of where this trend began, Conor Hadlington, director of F&B at Shangri-La Hotel, Dubai, comments: “In recent years the public has seen a wave of information on healthy eating, particularly on television. We have witnessed these influences change our guests, who have a greater consciousness and appreciation for quality food, prepared in a healthy way. Hotels have had to adapt to the dietary requests of guests, to better cater to their needs. We now customise menus and offer foods that are gluten free and low in cholesterol and sodium.” When considering guest requests, Hadlington notes that he is witnessing demand not only for healthier ingredients but also specific cooking methods, in relation to a move away from deep fried foods, and towards locally sourced and organic produce. But not all orders are quite so straight forward. He reveals: “The oddest request was for a bowl of hot water to be placed on the table so that each item could be washed in the water to remove any trace of oil before eating.” Adapting to such demands, Hadlington has implemented new menus at Shangri-La, Dubai to suit new palettes and dietary requirements. “In all of our restaurants, we have a range of vegetarian options, low calorie options and nut-free or alcohol-free dishes. In addition, our chefs are trained to accommodate to guests’ individual needs,” he explains. It’s a trend repeated in room service orders – a staple of the business travellers’ diet. Noting that, he concurs: “Healthy food is usually less complex and often requires less cooking time or preparation than heavier, less healthy items. The majority of raw ingredients are fast to prepare and light vinaigrettes can be

Alison McLaughlin, Fitness 02; Conor Hadlington, DoFB Shangri-La Dubai; Sebastian Nohse, JW Marriott Marquis.

made fresh and fast. Steaming items such as vegetables and fish as opposed to frying is very easy and efficient. Currently I consider 50 to 60% of our overall hotel food orders to be healthy options.” Further supporting his theory, Sebastian Nohse, director of culinary at JW Marriott Marquis Dubai, says that healthy eating options on a room service menu are as practical as any other item. Fresh and local Customers today want to know where their food is coming from, they are interested in biodynamic farming and organic BDQSHƥB@SHNM ADKHDUDR -NGRD 3N B@SDQ SN SGHR GD R@XR )6 ,@QQHNSS Marquis Dubai has placed greater focus on local organic farming and now works with local supplier RIPE. “We select different seeds from the RIPE range including tomatoes, baby carrots and turnips and then they grow them especially for the JW Marriott Marquis Dubai. We have our own dedicated plot of land at RIPE. “We select our other products based on certifications so we can follow the supply chain back to each individual farm. Also we are careful to ensure oils are trans-fat free and without monosodium glutamate,” Nohse explains. Although he only considers 15 to 20% of the hotel’s overall food orders to be selected with health in mind, he notes that

THE NUMBER CRUNCH

Parents concerned about healthy holiday food, according to data from Starwood

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Of the vitamins and enzymes our bodies need are found in the juice from raw fruits and vegetables

Of guests concerned about holiday weight gain, according to data from Starwood

SEPTEMBER 2014

Of the UAE population lives with Type 2 Diabetes, the 15th highest score globally

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many dishes are prepared with naturally healthy ingredients, regardless of the reasons behind their selection. In terms of accommodating to the fresh and local demand, Alban Daubenton, director of food and beverage at Amwaj Rotana Jumeirah Beach, Dubai explains that as more international hotel brands begin to source healthy produce for their menus, suppliers in turn have been boosting their stocks, making it easier for culinary teams in the region to source the necessary items. At Amwaj Rotana, healthy options now constitute about 1525% of the menu. “We now also indicate to guests that they can substitute certain ingredients for alternative options, e.g. gluten free pasta. These include not just the menus at our restaurants but also in room service and banqueting, in addition to healthy options on our beverage menus.” Despite the growing trend he estimates only 10% of overall guest orders are healthy choices. Pounds to pennies In his experience, Royal Rose Abu Dhabi executive chef, Vangelis Boulis, explains that the thought of expanding or altering hotel menus to cater to healthy trends is sometimes seen as an expensive, time consuming matter. However what many hoteliers are not realising is that food dishes prepared in a healthy way on average take a minimum of 25 minutes to prepare. “It doesn’t have to be a complicated matter. Incorporating ingredients such as fresh vegetables, fish and virgin olive oil, and cooking using methods such as grilling and poaching can make a huge difference,” he says. While the idea of healthy food appears to be status quo, executive chef Paul Doyle at the Shangri-La Hotel, Qaryat Al Beri, Abu Dhabi disagrees. Although healthy eating is receiving more attention recently, it is a concept that he first experienced at Shangri-La nearly ten years ago, and has evolved significantly since the days of ‘low-fat’. “If anything, we are noticing guests coming into outlets with more dietary requests and an increase demand for gluten-free foods with reduced saturated fat and salt. We’re also further developing our vegetarian options, which currently account for approximately 10% of our menus,” Doyle comments. “When considering healthy eating options, it’s not just about low-fat dishes, it’s about considering all possible health conditions now and being able to cater to them,” he adds.

Chef Paul Doyle -Shangri-La Abu Dhabi; Royal Rose executive chef Vangelis Boulis; and Rashi Chowdhary, nutritionist.

the UAE population lives with type 2 diabetes, ranking the UAE in the top 20 worldwide. Living with diabetes also significantly increases the risk of cardiovascular disease and stroke,” she explains. Furthermore, Rashi Chowdhary, Dubai-based nutritionist, comments: “Due to the Middle East’s culture of food deliveries, late night dinners and inactivity because of the hot weather, the region is now witnessing eight year olds with type 2 diabetes and one out of four adults is now diabetic. “The accessibility to processed junk food is taking a massive toll on overall health and wellbeing, and increasing awareness of this information is driving forward the need for healthy eating menus in all hospitality outlets,” she adds. While studies show that the health and wellness industry is estimated to be worth $1 trillion by 2017, McLaughlin comments: “Personally, I think there is no price you can put on health.” McLaughlin believes hotels in this region no longer have an option and they must offer healthy menus or suffer from a lack of business. She says: “Hotels in the Middle East have guests from around the world who are all part of the ‘healthy food movement.’ Restaurants are even starting to accommodate other health movements, such as the offering of organic food, so it is only a matter of time until hotels promoting local and fresh foods will be the norm in the hospitality industry.” With the international market witnessing an influx of healthdriven initiatives and ‘healthier’ dining options such as lettucewrapped burgers, as opposed to processed bread, or sweet potato baked fries over regular deep-fried fries, Chowdhary notes in agreement that it’s time for hotels to get on board. “When considering how much the healthy eating movement is effecting the dining industry, hotels can no longer ignore the trend. It’s now an unavoidable part of all F&B outlets, and it’s inevitable that all hotel restaurants must offer healthy options in order to retain their popularity,” she concludes.

It is only a matter of time until hotels promoting local and fresh foods will be the norm

Expert eaters According to Alison McLaughlin, managing partner of Fitness 02 and registered dietician and nutritionist, the driving demand for healthy eating options in the UAE has been fuelled by the rise in type 2 diabetes. “Unhealthy eating patterns are a contributing factor to the prevalence of diabetes in the region. Approximately 20% of

SEPTEMBER 2014

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THE SUITED CANDIDATE 1HZ KRWHOV GHPDQG QHZ VWDƪ Sophie McCarrick examines what makes today’s candidate attractive to hoteliers

SEPTEMBER 2014

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nly those in the industry know how demanding a job in hospitality really is, requiring strong skill-sets, the ability to work unsociable hours with patience, and the need to undertake lengthy and costly training. Any HR director knows first-hand that recruitment is far from a straight forward process and that finding the ‘ideal’ employee requires time and specialised knowledge. But not every HR director knows how the pitfalls along the way are changing. Executive director of human resources for Fairmont Raffles Hotels International (FRHI), MEAI, Rachel Moosa, reveals that top indicators of whether a candidate will be successful lie within their engagement and job passion, customer focus, attitude, responsibility capabilities and their commitment to hard work. She explains: “Engaged, productive, long-tenured colleagues are better equipped to deliver the kind of authentic and warm service that drives guest loyalty to our hotels, and in turn builds loyalty to our brands, it’s a big cycle.” Specialising in recruitment within the MENA region, chief executive officer of EOS Recruitment firm, Kamal Al Samarrai, notes that there are a range of criteria asked for across the hospitality industry. “Requests vary from hotel to job function, however the constant priority in this region is the need for proficient English language skills. One word that we are hearing more from our clients is ‘longevity’ in employees, with proven records that they’re not jumping from job to job,” Samarrai says. Going the distance As alien as the concept of longevity has been in such a transient market, its growing prominence in the minds of employers and employees, demonstrates a two way process at work. At the Novotel Dubai Al Barsha, general manager, Philippe Montaubin says that a candidate’s attitude is what sells them the most, and he expects a prospective employee to come to the table with a career plan.

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Kamal Samarrai EOS

Rachel Moosa FRHI

“I pay particular attention to work history, it’s always very interesting to see how long a person has been employed in previous positions. Also, an often forgotten point of interest is ‘hobbies’. Knowing what people do in their free time gives insight to personality. Main points looked for are language abilities, attitude, grooming and potential growth. We also consider gender balance in our company, so it’s equal,” Montaubin comments. An applicant can look perfect on their CV, yet upon meeting them verbal and visual cues such as eye contact, body posture and voice tone, portray differently says Rony Masri, human resources manager, Radisson Blu, Dubai

SEPTEMBER 2014

Media City. “The candidate must be able to reflect their portrayed character and charisma during the interview, they should have the capability of demonstrating their expertise. Furthermore, communication proficiency is vital, in a peoplebased industry the key to success is communication. Also an entrepreneurial approach in owning situations and creative thinking are equally important in determining a high potential candidate,” he concurs. “Opportunities arise daily, and if we are not vigilant in creating brand loyalty among our workforce, we will lose our high potential employees. Competition is at its peak and the war for talent is not won easily, especially when considering the ambitious outlook of candidates now,” Masri adds. While at FRHI, the key to longevity is the pairing of natural talent, drive and training. Moosa confirms. “FRHI’s motto is to ‘hire for talent, train for skills’. Natural talent and strengths can be developed and result in greater job satisfaction, productivity and longer length of tenure.” Going online

In the evolution of the recruitment process, many old practices have fallen by the wayside, including that of the printed job advert, and in the digital landscape companies are changing tactics. Part of the FRHI hiring process now involves an online assessment via the company’s new recruitment platform, ‘The Talent Acquisition System’. “This system enables the organisation to attract, select and hire using the ‘right talent in the right role at the right time’ approach. The system is multilingual and provides the ability to search and mobilise from a global prospective pool of internal and external candidates. Currently there are more than half a million profiles in the system,” says Moosa. Relating to the influence of technology, Montaubin also believes the use of social media has had an impact on the employment process. It’s an issue which also hit the news last month as an international study by PwC revealed that one third of young people would be happy for an existing or prospective employer to monitor their social media profile, in return for job security. In its conclusion, PwC also predicted social media monitoring by employers would rise over the coming decade. Montaubin remarks: “An advantage to employers now is that when we receive a CV we’re able to search online for the candidate and retrieve additional information from the likes of Linkedin, Facebook, etc. This in turn could be either instrumental or detrimental to the selection of the candidate. We also now use Skype, which allows face

The most important question asked during an interview? Rachel Moosa: Why do you want to work for FRHI Hotels & Resorts? Philippe Montaubin: Why should I hire you? What will you bring to the company? Rony Masri: As a company, how can we help bring out the best in you?

PROCUREMENT

Philippe Montaubin, Novotel Dubai, Al Barsha.

Rony Masri, Radisson Blu, Dubai Media City.

to face interviews with international candidates.” Noting another change, Samarrai explains hotels are now becoming more independent when it comes to hiring. “Large HR departments that do most of the sourcing themselves only go to recruiters when they can’t find the ideal candidate. We now see clients come to us and block a half day of back to back interviews, hiring on the spot, even expat staff through Skype. The pace has really changed,” Samarrai adds. The next generation As methods and trends in recruitment change, so too do the applicants and Gen Y’s hunt for fast promotion, high salaries and varied experience, present a number of challenges in a hotel’s search for the ‘perfect’ candidate. Compounded in the Middle East region especially, Montaubin also reveals experiencing difficulties in an employee market where demand is higher than the supply of jobs. He says: “We get a lot of under qualified candidates applying for positions, or we get applicants

SEPTEMBER 2014

expecting salaries that are way above market standards. In this region, particularly in Bahrain and Oman we face recruitment challenges when up against the legal obligation of minimum local quota, restrictions on some nationalities, and lastly and sadly the political unrest of the region frightens some candidates who don’t know what it’s actually like here.” The need for visas is another road block recruiters face. Samarrai comments: “In this country we don’t have free staff walking around in the street that we can pick up and put in a venue, everyone has to be sourced. The biggest challenge is finding enough candidates to fill demand, and although jobseekers are looking for roles no matter what industry, it’s the ability to source the right candidate that’s the difficulty. Currently, we have a 60% first round interview rate with a hiring rate of around 40% in hospitality.” Up against challenges, Moosa notes that the way around this is for recruiters to focus further on internal recruiting and to continuously maintain a robust talent bank. Again proving that the key in today’s market is longevity. Concluding, she explains: “In 2011, approximately 65% of our management teams came from internal candidates and, just over a year ago, Fairmont The Palm’s opening required hundreds of employees; 25% of whom transferred to the property from within the company.”

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18 - 21 MAY 2015 CELEBRATING 25 YEARS OF DESIGN Presenting international dĂŠcor, furniture, lighting and textiles brands to hospitality professionals for the last 25 years. See you at INDEX 2015!

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

Jason Wu designs for Brizo

Broadway Malyan-design for Jumeirah

Brizo, the luxury bathroom suite and kitchen collection from Delta Faucet, has launched an entire bathroom suite designed by fashion designer Jason Wu. Launching the collection’s initial faucet in 2011, the piece is now complimented with a full bath suite, in Wu’s trademark black. “The powder room collection launch was the first step in this exciting collaboration with Jason,” said Judd Lord, Brizo director of industrial design. “The full bath collection provides the ability to further integrate fashion into the home with a suite of coordinating products for the master bathroom.” A best seller in the consumer market, the piece is also available for hospitality.

The fifth phase of Broadway Malyan-designed Jumeirah Beach Hotel expansion has been endorsed by UAE Vice President, Prime Minister and Ruler of Dubai, HH Sheikh Mohammed bin Rashid Al Maktoum. Set for completion in 2018, the master plan and concept was delivered by global architecture, practice Broadway Malyan. The project will see the addition of an ultra-luxury resort to the existing Jumeirah Beach Hotel, which will comprise 350 hotel rooms, private beach, marine and entertainment facilities.

Saving on printing costs A long-term Managed Print Service (MPS) agreement signed between Canon Emirates and resorts including, Yas Viceroy, Anantara Dubai The Palm Resort and Spa and the Movenpick Hotel JLT, has saved the three hotels an average 25% on all print related costs. The deal, open to hotels, entitles Canon Emirates to ensure the complete management and maintenance of the print infrastructure for each property. Shadi Bakhour, GM, Canon Emirates, said: “Canon’s MPS ensures that an organisation’s printer fleet is managed profitably and efficiently.”

SEPTEMBER 2014

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Digitising bathrooms and kitchens

Modern luxury design

Reshaping the way we interact with water, Dornbracht has introduced a new bathroom and kitchen tool called Sensory Sky, which combines technological complexity with minimalistic design to provide a unique water experience that allows for different scenarios such as rain, fog, mist, with light and fragrance. The Sensory Sky range is designed specifically for kitchens and bathrooms, proving products such as showers and taps that control the water volume and temperature using digital controls.

Due to launch in coming weeks, En Vogue, a luxury design concept store is set to open on Jumeirah Beach Road, Dubai. For all interior design needs, the store will offer furnishings, accent pieces and an interior design studio. With capabilities of designing all commercial, hospitality spaces, En Vogue’s team of designers help customers to find a balance between the latest interior trends and timeless pieces. En Vogue will feature products from industry leaders such as Karvet, Inc., Barbara Barry, Councill, Crystorama, Oscar de le Renta, Lee Jofa, Modern Colors and Diane Von Furstenberg for Kravet, Inc.

Maintaining healthy elevators ThyssenKrupp has developed a predictive maintenance solution ‘ThyssenKrupp Elevator’ that connects elevators to a cloud system through the internet, to gather data from sensors and systems. This data is then transformed to form up-to-date safety and maintenance reports. Now, instead of just reacting to a failure alarm, technicians can use real-time data to define a required repair even before a breakdown occurs. “We wanted to go beyond the industry standard of preventative maintenance, to offer predictive and even preemptive maintenance, thereby guaranteeing a higher uptime percentage on our elevators,” said Andreas Schierenbeck, ThyssenKrupp Elevator CEO.

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SEPTEMBER 2014

SUPPLIER SPOTLIGHT

Creating intuitive interactive experiences

Exploring the synergy created when merging technology with design, director of art and design at Legrand Group, Milka Eskola, introduces the company’s latest conceptual project for the hotel industry

egrand, global specialists in electrical and digital building infrastructures, recently introduced its newest visionary project, Flocoon, which creates a simple and intuitive experience for its users when operating controls within a property. The new project, aligned with the theme ‘everything connected’ is formed by a family of conceptual products that work together to offer a relaxed, calming environment. Inspired by nature, the Flocoon family creates a new design language for room controls, which no longer communicate a technical or electro mechanical approach, but rather a natural interface that blends modern lifestyles. Milka Eskola, director of art and design, Legrand Group, explains the fluid design of the objects in this range welcomes the user to interact with natural gestures through a soft silicone exterior. The controls themselves offer simple basic functionalities that can then be enhanced through the use of a

SEPTEMBER 2014

smart phone or tablet. Flocoon commands can be placed anywhere within a room, from the wall, on furniture, in wet spaces and more. “At Legrand Design we work on marrying the two worlds of technology and design together, which we did with Flocoon. We believe that our physical products need to provide upto-date functionality with simple and reliable interactivity. The digital layer can be added through connectivity and the functionality of our products can be extended through a variety of smart devices. This way we guarantee that our products stay current with the rapidly changing times,” says Eskola. “Guests come from different backgrounds and cultures and therefore the solutions need to be as universal as possible. The hotel environment is a controlled space and the living experience can be guided through automated solutions to enhance the comfort throughout the visit. Lighting,

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SUPPLIER SPOTLIGHT

Legrand company snapshot

35,000

staff members worldwide

4,600 patents

€4.5bn net sales in 2012

1,700

systems and technologies

temperature, sound and shutter controls can conform to transform space according a guest’s needs, opening up the opportunity to offer different kinds of services for a variety of clients.” she adds. Looking at technology as an enabler, Eskola believes that it is her role as a designer to now bridge the gap between technology and design, to transform its hidden possibilities into real products that enhance everyday life. “The key of technology is to utilise its possibilities combining them with human needs - that’s where real innovation lies. Designing products and solutions that are intuitive in nature is the most important task for a designer of today. Our role is not only to design the product in its physical form, but to design the experience of using it,” she continues to comment, concluding that: “People have no time or patience to read manuals or instructions, so it is vital that we make the first experience with a new product rewarding, for the first try

Director of art and design at Legrand Group, Milka Eskola

200,000

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of sales are reinvested annually into R&D

the product must easily enable its user.” The conceptual project, which was awarded first prize for design at the “Futur en Seine” digital festival in June in recognition of the latest digital innovation from France, is set to launch soon.

If you are a hospitality VP technology, design or engineering, scan this QR code to register for The Legrand Seminar Presented by Hospitality Business, on September 17

FLOCOON PRODUCTS Pad: The simplest member of the family. A tap on the surface of the product is enough to activate the control. Up-Down: An intuitive dimmer control that not only works as an on and off control, but offers a smooth dimming functionality through a sliding motion. Warm-Me: A thermostat responding to natural gestures. To warm up a space, the user needs to cover the control for a moment with their hand; if the need is to cool down the area, they can gently blow on the surface of the object to indicate the desire to decrease temperature. Sky-View: A mood enhancer, this unit can project animated images on the ceiling of the space to reflect the weather outside or liven up the atmosphere of a special event by abstract images according to the theme. Master tree: The central control. The branches of the tree connect to different spaces of a room and can be individually controlled from this central unit. At the root of the tree lies the master switch that can turn all controls on and off all at once. Hotel-friendly technology A hotel environment is the ideal test ground for intuitive solutions, since users have little time to familiarise themselves with the products in rooms, Eskola explains.

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Green Globe certified luxury Accor property, Sofitel The Palm.

Accor will also open at Dragon Mart Dubai.

Hotel Novotel Abu Dhabi Gate.

Recent opening, Novotel Al Barsha, Dubai.

Five minutes with… Accor Accor already operates more than 3,000 rooms in the region and is on track to reach its goal of 100 hotels by 2017, covering 32 cities in 10 countries, through 11 brands, following the division of its investment and operations businesses

lobally, French chain Accor is managing a pipeline of 630 hotels. In the Middle East its 8,000 pipeline will represent a growth of almost 200% on the current 3,000 rooms operated today. By 2017, the operator and owner will boast a portfolio of 100 hotels, covering

32 cities in 10 countries, across all 11 of its brands. While the articulation of the ambition – to become “the world’s most innovative, best performing and most valued hotel company” – is somewhat subjective, strategy and numbers behind it are far from it.

Following the appointment of chairperson and CEO Sébastien Bazin in August 2013, the current pipeline is the first manifestation of his division of the business’s services and the subsequent creations of HotelServices and HotelInvest. HotelServices manages operations

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SEPTEMBER 2014

Hotels in the regional pipeline ‘committed’

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8SFRPLQJ SURSHUWLHV AT A GLANCE: KEY GCC OPENINGS 2014 – 15 t Pullman Zamzam Madinah, 834 rooms, September 2014 t Pullman Doha Jumeirah Lake, 354 rooms, 2014 end t Pullman Doha Bridge Towers, 468 rooms, 2015 t Ibis Styles Dragon Mart, Dubai t Ibis Styles Business Bay, Dubai t Adagio and Adagio Premium, opening across Dubai, Abu Dhabi, Doha and Fujairah, 2014 end

or franchise at the 3,630 hotels of the group, while HotelInvest streamlines and manages the existing asset portfolio. Heading the investments arm of the business, this year Vivek Badrinath was named deputy CEO, supporting John Ozinga in the role of CEO, drawing on backgrounds in digital and real estate, respectively. H1 2014 In the first half of 2014, the group signed 10 hotels in the region, and opened the largest Adagio in the Middle East; Sofitel Sheikh Zayed Road; Ibis Yanbu; and co-located a Novotel and Adagio aparthotel in Abu Dhabi. In addition, the group announced it will operated a hotel under the Ibis Styles brand at Dubai’s soon-to-be extended Dragon Mart, which will have a more international focus in the retail units occupying the new 177,000sqm area. Ibis Styles is one of three subbrands of Accor’s budget offering, complimenting the “standardised economy” of Ibis Hotels and the “essential comfort” of Ibis Budget. Ibis Styles will incorporate allinclusive offers, in medium-size properties, where there is a strong focus on the innovation of budget design. Other openings will follow in Dubai’s Business Bay and Sohar, Oman. The pipeline will also see a growing presence for Mercure, currently underpresented in the regional market, considering that globally it is the second largest hotel brand in its market

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segment, with 730 properties in 50 countries. Under the brand Majlis Grand Mercure, this will also receive a regional tailoring, around four pillars of traditional Arabic hospitality: welcome; food; wellness; and culture and discovery. The traction gained by HotelInvest over the last 12 months – including the purchase of 97 hotels in Europe from Moor Park Fund I and II – is surmised by Bazin as “a strong signal of our capability to rapidly implement the strategy of

SEPTEMBER 2014

QDRSQTBSTQHMF SGD 'NSDK(MUDRS ONQSENKHN Ś^ It also mitigates the recent announcement of sub-par performance on Accor’s native continent due to economic developments and French tax regulations. Meeting the group’s objective to great a simpler and more agile organisation, with “a structure built to maximize operational performance and create value for every one of the company’s stakeholders”, Accor truly has become a tour de force.

INVESTMENTS

Investing in green Hilton Worldwide VP architecture and construction MEA, Andrew Forte is the man tasked with putting forward the case for sustainable operations to hotel owners and investors. He tells Hospitality Business how

ndrew Forte is an important man. As vice president of architecture and construction he is responsible for communicating the standards of Hilton’s LightStay sustainability scheme to Hilton Worldwide owners, and ensuring their assets meet the group’s stringent criteria. Since 2009, under Hilton’s LightStay programme, this has also included talking to owners about making their asset as operationally sustainable as possible, HM NQCDQ SN HMBQD@RD SGD DƧBHDMBX @MC ultimately, their bottom line. The pitch appears simple enough. he says: “The key focus we work around is that actually, being green makes good business sense. It’s not just about the sustainability and carbon footprint, but it actually makes business sense too. The business angle is a strong hook by which to convince them. “Every dollar you reduce in energy costs is 100% on the bottom line of your balance sheet. There is no conversation like this with F&B. It’s profit,” he explains. This is far from a band-aid scheme. Since the first working group began devising the programme back in 2006 – a team Forte was instrumental in steering – it has expanded beyond recycling materials in an inefficient building, to incorporate the hotel’s entire plot, orientation, façade type and glazing. Following the extensive programme for operating hotels, LightStay is now being extended to new build properties. Before they joined to form Hilton Worldwide, Hilton Corporation and Hilton International were both implementing different frameworks. When Forte and his team were brought on board in 2009 they began to combine

SEPTEMBER 2014

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Al Hamra Fort Hotel and Beach Resort.

Andrew Forte’s top sustainable products t LED lighting – today available without compromising the guest experience. t Building controls – sophistication of systems has improved t Motion sensors – design and integration with the room are key

Hilton Capital Hilton Luxor Resort and Spa.

Grand Abu Dhabi, Rouge.

the two schemes and then bring in owners, architects and engineers. When the scheme launched, there was a five year plan to reduce energy, carbon and waste by 20% and water by 10%. The water and waste saving targets were exceeded within two years and energy and carbon are on track to meet the deadline, having already made “significant progress”. Today, all 4,200 managed, franchised, owned and leased hotels and timeshare properties globally are required to use LightStay to track sustainability

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performance and the scheme has been recognised internationally, meaning that all participating hotels also qualify for ISO90001 and ISO140001, with each property independently audited. But how does LightStay meet its objectives? “Step one is to try and keep the environment out of the building to reduce the operating costs. The second step is to develop the engineering system to operate more efficiently. One of the biggest things is the cooling load so we focus on that, either through more

SEPTEMBER 2014

efficient systems or heat recovery to use in domestic hot water,” he begins, adding that high efficiency fans to cool water and variable speed pumps and fans run responsively rather than at a constant pace. “Most of the time the building is not running at peak demand, so you must bring down consumption in response to occupancy. It is working on these bits and pieces and then bringing all that together in the controls of the building management system,” he adds. Optimisation of the systems is controlled through software, but one dilemma remains…. How to achieve savings without being invasive on the guest experience.

Hilton Sharjah exterior.

HIlton RAK Resort and Spa.

Stats

4,200

total Hilton portfolio for managed, franchised, owned and leased hotels, including timeshare properties globally, which are all required to use LightStay

$253m

total saving 2009-12 on utility costs across Hilton Worldwide hotels

ISO 14001 certification for environmental management, and ISO 9001 for quality management are also applied to entire 4,200 property collection

SEPTEMBER 2014

Mr Motivator Only recently has sustainability been considered compatible with the experience of luxury hospitality – or any hospitality at all. From single service cosmetics to lavish all day dining and its resulting waste; even a luxury shower uses more water and the idea of less is more isn’t attuned to the notion of bigger and better. Consider to, the sense of entitlement from paying hotel guests. How can guests be incentivised to join the initiative? It’s an issue that has been on Hilton’s radar from the start, shaping what LightStay is, and has since, become. At one point the idea of installing energy monitors in guest rooms was debated as a tool to measure the consumption per stay and charge accordingly. However, as Forte points out: “The issue is how the energy is created, just as much as how much is used”. He says: “You have to be discreet to achieve savings. The guest must have the right experience so we are manage it in the background to hit our own targets. Hotels are a very strange beast, the guests are paying!” As a result, the energy issue has been solved through motion sensors in room, which when applied to an entire inventory can save up to an average of 30% on energy consumption. It is such results that create the business case for owners. The parameters on which Hilton monitors and logs data are extensive,

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Every dollar you reduce in energy costs is 100% on the bottom line of your balance sheet. There is no conversation like this with F&B. ,WoV SURƬW with properties measured on 200 elements, from waste and water to electricity. As Forte simply states: “Unless you measure, you don’t know how much you are consuming”. The math In 2009, LightStay saved hotel owners more than $29m in lighting and energy costs. In 2011, it was reported that savings of $74m had been achieved. Up to date figures for the period since are due to be released later this year. Yet despite the results and without legislation not every project is an easy sell and not all owners want to make additional investments. Their focus is on finishing, and opening, the property. “My role is to explain that we could reduce initial costs at this phase, but as soon as we open the doors and you receive the bills, you are going to notice how high they are. Then you can’t retrofit because it’s costly and often difficult to implement on some systems. “The owner’s language is payback periods. The most common objections are that it’s too expensive, not within their budget or that they have a loan from the bank.” It is in running costs that Forte finds the point of difference, particularly in terms of energy, which has seen blanket increases almost worldwide. The economics of LightStay are simple: It’s cheaper to be green from the start. Nothing is implemented without testing its waste – and money – saving capabilities first. Forte adds: “We begin by saying that if you are going to value engineer let’s do it in a way which makes sense. So let’s reduce the cost where it makes sense to, rather than on systems that will generate savings long term.” Through educating owners to invest more at the start of the project, Forte hopes to continue to increase the number of Hilton properties that meet LightStay criteria, while continuing to provide the same high quality guest experience.

Hilton Dea Sea Resort and Spa.

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VP SPOTLIGHT

ORIENT EXPRESS Anantaraâ&#x20AC;&#x2122;s Thai-Arabic hospitality hybrid is re-imagining the resort, leisure and corporate getaway segments. With the appointment of a new cluster leadership team in Abu Dhabi and the possibility of recruiting a further 35,000 people to VWDĆŞ FXUUHQW H[SDQVLRQ SODQV UHOD[DWLRQ LV WKH ODVW WKLQJ RQ DQ\ERG\oV PLQG

n some traditions the number 13 could be considered unlucky, but for Anantara its 13th year has been anything but. The Thai brand which creates a cultural hybrid through the combination of its own heritage and that of its host destinations has, since 2001, opened no less than 28 resorts across Thailand, Maldives, Bali, Vietnam, China, Cambodia, Mozambique and the UAE. If the schedule wasnâ&#x20AC;&#x2122;t hectic enough, one should also consider that the first international property, in the Maldives, only opened in 2006. When Anantara debuted in the UAE, few could believe that within six years there would be five properties and a 20% share of its parent companyâ&#x20AC;&#x2122;s global pipeline earmarked for the region. The Minor Hotel Groupâ&#x20AC;&#x2122;s strategy

is to use the GCC and Middle East as a springboard into the African and Indian Ocean markets and the pipeline is a combination of new builds and conversions, with buy outs and acquisitions also set to feature in the plans. While only a handful of properties are official in the public domain, if all the current discussions are considered there could be half a dozen conversion properties opened in the next six to 12 months across the five Minor Group brands, with even more new resorts to be built. By decade end, the company will have employed an additional 35,000 people, by todayâ&#x20AC;&#x2122;s calculations. But there are three new appointments which are of particular significance to the expansion activities in the UAE: Wael

SEPTEMBER 2014

Soueid Area General Manager; Mark Eletr cluster GM Sir Bani Yas Island; and Patrick Both GM of Qasr Al Sarab. In light of the aggressive expansion plans, their remit is to create a synergy between each of the local properties, as well as management styles. Not only experienced across the industry â&#x20AC;&#x201C; from cruise ships to international operators â&#x20AC;&#x201C; they are also relative veterans within Anantara. Appointed to run operations across the three operating Abu Dhabi properties, the new leadership team may have a combined industry experience of 56 years, but that doesnâ&#x20AC;&#x2122;t mean they wonâ&#x20AC;&#x2122;t be closely monitored. Underneath the desert mirage surface of destination experiences and a laid back approach to resort luxury,

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The Minor Hotel Group From its founding in 1978 with a single beachfront resort in Pattaya, Minor International Pcl (â&#x20AC;&#x2DC;MINTâ&#x20AC;&#x2122;) is today one of the largest hospitality and leisure companies in the Asia 3DFLĆŠF UHJLRQ ZLWK RYHU UHVWDXUDQWV DQG UHWDLO WUDGLQJ outlets. 0,17 DOVR KDV KRWHOV DQG VHUYLFHG VXLWHV ZLWK RYHU rooms in its portfolio, and in addition to its owned and joint YHQWXUH KRWHOV PDQDJHV ĆŠYH KRWHOV EUDQGV $QDQWDUD $YDQL 2DNV 3HU Aquum and Elewana.

Wael Soueid, area GM, Anantara Hotels Resorts and Spas Wael Soueid, is area GM of Anantara Hotels Resorts and Spas, overseeing the five properties in the city. With 20 years international and cross cultural experience in the hotel and Leisure industries, he joined Anantara from private consulting and project management company Equitality which specialises in the development and operation of a state-of-the-art equine and polo destination inclusive of 5-star hotel. Prior to this, Wael spent 20 years with Marriot International, most recently as GM at the JW Marriott Hotel

is a matrix of KPIs encompassing the standard GSS, mystery shoppers and guest reviews on social media. While guests relax by the pool, management is working round the clock to meet ever increasing targets. Theyâ&#x20AC;&#x2122;re a mainstay in any business, but there is a school of thought in hospitality that such frameworks can stifle the initiative and personality of staff; something with a heightened importance in remote desert resorts. Yet, while Both estimates that hoteliers are probably the most measured professionals in business, he reports such KPIs are a performance measurement, rather than rule book. After all, the benchmark of today is online reputation. â&#x20AC;&#x153;We use Revinate, which sweeps

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in Dubai. A French national, Wael holds a BA degree in Hotel Management from the Tourism School in Toulouse, France.

SEPTEMBER 2014

VP SPOTLIGHT

reviews to pull out the details of what is being said about each hotel online, and you benchmark yourself against your competitor hotels,â&#x20AC;? he shares, explaining that while all Anantara properties score more than four out of five â&#x20AC;&#x201C; Qasr Al Sarab has the highest score in Abu Dhabi currently â&#x20AC;&#x201C; targets still exist to push each hotelâ&#x20AC;&#x2122;s results even further. â&#x20AC;&#x153;It needs to be a three dimensional approach,â&#x20AC;? Eletr adds. â&#x20AC;&#x153;If you take profit as a KPI but donâ&#x20AC;&#x2122;t look at your preventative maintenance programme, then every GM is going to sack the maintenance department, not spend a thing, get the GOP and hey presto a year later the property falls over.â&#x20AC;? Itâ&#x20AC;&#x2122;s a point Both agrees with, as he adds: â&#x20AC;&#x153;The KPIs feed into each other so the guest survey gives you good business and boosts revenues, high employee survey scores mean you have lower turnover. So while we have an international standard for the quality of F&B items, for example, we are not restricted in how we manage.â&#x20AC;? Drawing a crowd The constant push is clearly paying off and, as with the rest of Abu Dhabi, popularity among certain nationalities is tangible. For example Qasr Al Sarab is already on track to sell out for Chinese New Year 2015. â&#x20AC;&#x153;We have also seen tremendous growth in the European market because once they visit and tell others, the desert becomes really exciting. We have many visitors from the GCC market and weâ&#x20AC;&#x2122;re increasing now in the Saudi Arabian, Kuwaiti and Qatari markets. â&#x20AC;&#x153;The GCC certainly is the main feeder market for us, along with India because of the prominence of Bollywood stars at the resort,â&#x20AC;? says Both. But as with hospitality in any location, business has its seasons and combining the impact of location and soaring desert temperatures, remote resorts can be particularly susceptible revenue dips during the summer season. In Abu Dhabi, where occupancy has been greatly affected by off kilter supply and demand dynamics, every room night counts. Using web deals such as Triperna, occupancy at Sir Bani Yas saw a 100

PDWULFN %RWK *0 4DVU $O 6DUDE Desert Resort With more than 19 yearsâ&#x20AC;&#x2122; experience in the hospitality industry, German born Patrick Both joined the award winning 206-room Qasr Al Sarab Desert Resort by Anantara, as GM. Patrickâ&#x20AC;&#x2122;s role includes motivating a large team to deliver service standards, drive sales and marketing strategy, meet budgets and exceed revenue targets as well as stakeholder engagement and relationships. Ensuring guestsâ&#x20AC;&#x2122; expectations are exceeded and that they leave with an amazing story is also an integral part of Patrickâ&#x20AC;&#x2122;s role as he will be the main point of contact and face of the resort.

room night boost in only two weeks, despite the business being incremental, rather than repeat guests. â&#x20AC;&#x153;It might not be the highest yield but it is additional business and if you know you are going to have vacant rooms then I am a believer of using itâ&#x20AC;Ś occasionally and carefully,â&#x20AC;? says Eletr. Itâ&#x20AC;&#x2122;s one of a number of tools being used by hoteliers in an ever competitive

SEPTEMBER 2014

market, with an equal number of booking and auxiliary revenue aids coming to market. Yet with online reputation paramount to a brandâ&#x20AC;&#x2122;s prestige, Both adds that, similarly to the surprise deal sites seen in Europe and the UK, anonymous deal sites where the guest doesnâ&#x20AC;&#x2122;t know the name of the hotel they will stay in, could be a more lucrative business model in

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Located 20 minutes off mainland Qatar by boat, Banana Island features 54 premier rooms and 16 deluxe rooms, in addition to eight sea view suites and 18 Anantara suites and 45 villas. The property opens 2014 end.

the Middle East, than the existing daily deal sites – for both the guest and the hotel. “It would be interesting to introduce here because it fills the room without giving away the name of the hotel to anybody other than the guest who gets the deal. You have to be careful with online reputation,” he says.

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STATS

134% 18%

profit increase recorded by MINT, Q2 2014

YoY H1 profit growth across MINT hotel portfolio

17%

RevPAR growth across MINT hotels, excluding Bangkok

SEPTEMBER 2014

2001 2006 Anatara’s debut year

Year Anantara opened in Middle East

(YHU\ HYHQWXDOLW\ Promotion of remote resorts can be difficult at the best of times, even more so in the desert, but the challenges don’t end with a full house. While the GCC properties are – and will continue to be – somewhat isolated, it’s far from the scale of isolation seen in Anantara’s native and eastern markets. “For the five star guest the location is the adventure, but they won’t compromise on quality,” notes Eletr, who had been on property at M@MS@Q@ ^1@R@M@MC@^ *NG /G@MF@M ^ 5 HKK@ Resort and Spa less than two months when a typhoon hit the island. “You have to be prepared to do anything. I have pulled sea planes out of the sea, helicopters, I’ve had tractors fall off jetties and into the water; any number of medical emergencies; any problem you face is yours. “You have to deal with just about everything and when you deal with people, it’s unpredictable but when something happens people depend on you,” he adds. It’s not all bad news. As Both relays, the sense of community fostered in paradise has positive effects on bottom lines and staff turnover. “In a remote location people stay longer and your have less staff rotation, saving money. Also when you have a remote location you build a community. So there is a sense of belonging. “When I worked in the Maldives with Anantara, we had one guest who wanted a specific type of flower, so they had to be flown in from Dubai. Newspapers for example, which have to be the same day, need to come in on private boat,” he continues. While Anantara’s resorts may face more operational challenges than their urban counterparts, the brand’s future – and that of The Minor Group – appears far from challenged. Share prices have grown steadily over the last 11 years, increasing just short of three-fold. At the time of publication, Bloomberg valued shares at 33THB. Last month, the group announced its hospitality interests saw a profit increase of 134%, contributing to an increase of 18% in YoY H1 profit. A statement released by the company read: “This robust growth is primarily

VP SPOTLIGHT

attributable to strong performance of MINT’s overseas hotels as well as performance of MINT’s non-Bangkok Thai hotels, both of which offset weaker performance of hotel properties in Bangkok due to political uncertainty.” Excluding hotels in Bangkok, the year-on-year increase in RevPar stood at ^ Operating on a capital light business model, which maximises on the resorts’ locations, and combined with what Eletr reports to be “huge cash reserves”, The Minor Group is flying high. From where the company stands today it would appear that, staying true to the Sanskrit translation of the name ‘Anantara’, its brand of hospitality really is ‘without end’.

SEPTEMBER 2014

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VP SPOTLIGHT

0DUN (OHWU FOXVWHU *0 6LU %DQL <DV ,VODQG With managerial and operational experience at two other Anantara Hotels in Thailand and Vietnam, Mark Eletr is responsible for operations at the 64 room Desert Islands Resort and Spa by Anantara, as well as the recently launched Anantara Sir Bani Yas Island Al Yamm Villa Resort and Anantara Sir Bani Yas Island Al Sahel Villa Resort, each resort comprising 30 luxury villas. Eletr is well versed on the growing cruise and F&B industries having worked at Carnival Cruise lines as F&B manager in 2005.

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SEPTEMBER 2014

EVENT

Event preview: Hotel Technology Next Generation HTNG will bring IT and cloud tech to stage, September 23โ 25, Westin Dubai Mina Seyahi Beach Resort and Marina

otel Technology Next Generation (HTNG), the global not-for-profit trade association for technology in hotels, will be organising its third conference in the Middle East region in September. HTNGโ s conferences in the Middle East, as well as those in North America, Europe, and Asia-Pacific, are where the top industry leaders get together to learn from experts, see the latest hospitality technologies, build peer relationships through networking, and to discuss the latest trends in hospitality technology. Unlike large conferences or trade shows, the intimate format draws top hotel IT executives from leading hotel companies and technology vendors into a single room. Attendees repeatedly praise HTNG conferences for providing session content that addresses the issues most critical to them, and for drawing the industry leaders attendees want to see. 2014 Sessions Hotel Operatorsโ View of Technology Technology in hotels exists to support the needs of the business. But how do the executives running the business view technology, what are they getting from their technology staff and what do they need that they arenโ t getting? This panel of operational managers will answer these questions! IT Leadership Panel Hear from top-level hotel IT executives about their top challenges, issues, and concerns and how they see technology evolving in hotels in coming years. Systems in the Cloud: Fact vs. Fiction This session will clarify both the

advantages and the challenges of moving hotel systems into the cloud. Four vendors offering a variety of cloud-native or modified-for-thecloud systems will be challenged by a moderator to defend the merits of the cloud against some of the common concerns voiced by hotels. 7KH *URZLQJ :RUOG RI 0RELOH $SSV Mobile apps have gone mainstream, and are now deployed not just in the booking process, but post-booking/prearrival, for the guest in their room, for the guest in public or meeting space, for various staff functions and other uses. This session will highlight some of the interesting new applications recently introduced by hotels in the Gulf region and elsewhere. Security The world of security never stands still; security experts are constantly trying to stay ahead of the bad guys. This session will highlight key statistics on data breaches as well as some of the latest tools being deployed to thwart electronic intruders. 0DNLQJ LW :RUN +RWHO ,7 LQ $IULFD The next big growth market for hotel development holds more than its share of challenges. How are IT professionals coping, and what have they learned to do differently? Next Generation Guest Television Nowhere is technology changing faster than with the guest room TV. Get an inside look at some of the emerging technologies that are designed to give guests as much control as they want, as well as connectivity to their own content.

SEPTEMBER 2014

HTNG MIDDLE EAST 2014 SPEAKERS ลข 6DPLU $EL )UHP &RUSRUDWH 93 ,7 Rotana Hotels and Resorts ลข 0DUZDQ $O $OL 693 2SHUDWLRQV AMEA Jumeirah ลข )ORRU %OHHNHU &,2 0RYHQSLFN Hotels and Resorts ลข 'HHSDN &KDXKDQ VP-Cloud 6ROXWLRQV 3URORJLF )LUVW ลข 1LJHO +DWWHUVOH\ Regional 'LUHFWRU RI ,7 6WDUZRRG +RWHOV and Resorts Worldwide t 7HG +RUQHU 0DQDJLQJ 'LUHFWRU ( Horner & Associates Pty. Ltd. ลข :DOHLG ,EUDKLP Vice President ,QIRUPDWLRQ 5HVRXUFHV 0DUULRWW International ลข 0DKPRXG .DPDO &,2 +DEWRRU Hotels ลข 'DQLHO /LVWHU &(2 'DQPDJL ลข 2OLYHU 0HQ]HO VP Services and %XVLQHVV 'HYHORSPHQW 0,&526 Systems ลข 0DDUWHQ YDQ GHQ 1HLXZHQKXLVHQ 93 2SHUDWLRQV $IULFD 0RHYHQSLFN Hotels & Resorts ลข .1 5DPGDV 5HJLRQDO 'LUHFWRU ,7 .HPSLQVNL +RWHOV 6$ ลข 7HUHQFH 5RQVRQ Managing 'LUHFWRU 3HUWOLQN /LPLWHG ลข -RH 7HVIDL 6HQLRU 93 ,QIRUPDWLRQ 7HFKQRORJ\ $WODQWLV 7KH 3DOP ลข 6WHIDQ 9LDUG *0 9LGD 'RZQWRZQ ลข 3DWULFN YDQ GHU :DUGW Chief %XVLQHVV 'HYHORSPHQW 2ฦซFHU iTesso ลข 0LNH :LONLQVRQ Managing &RQVXOWDQW 6SLGHU/DEV $3$& (0($ 7UXVWZDYH ลข .RQVWDQWLQ =HXNH *0 .HPSLQVNL Hotel Mall of the Emirates

)LEHU 2SWLF ,QIUDVWUXFWXUHV More and more new hotels are looking at, and implementing, all-fiber-optic network infrastructures in place of traditional copper-based networks. Should your next hotel be all-fiber? This session will explore the considerations for building out, and using, nextgeneration networks in hotels.

To view the full agenda and register visit http://htng.org/conferences/middle-east

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INDUSTRY ANALYSIS

FDI and the UAE hospitality sector 0LNH :DNHĆŹHOG VHQLRU DVVRFLDWH DW *DODGDUL $GYRFDWHV DQG /HJDO &RQVXOWDQWV analyses the challenges to foreign direct investment in the UAE hospitality sector

I Mike Wakefield Senior associate at Galadari Advocates and Legal Consultants

n May 2002, H.H. Sheikh Mohamed Bin Rashid Al Maktoum issued a Decree allowing foreigners to own freehold property in designated areas in Dubai. What followed was a spate of investment by foreigners in the residential and vacation property markets that continued relatively unchecked until the Global Financial Crisis (â&#x20AC;&#x153;GFCâ&#x20AC;?) in 2008 and 2009. Prior to the GFC, real estate project developments, including hotel

SEPTEMBER 2014

developments (â&#x20AC;&#x153;Projectsâ&#x20AC;?), blossomed and Dubai became a destination of choice for domestic and foreign Project investors (â&#x20AC;&#x153;Investorsâ&#x20AC;?), some of which were operated under hotel management agreements (â&#x20AC;&#x153;HMAsâ&#x20AC;?) with major international hotel brands. By 2010 the number of new Projects and HMAs being signed relative thereto had slowed. HMAs agreed prior to the GFC were re-negotiated vigorously by owners; Investors; and developers.

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INDUSTRY ANALYSIS

Expo 2020 Award and Projects Upturn In November 2013, Dubai was awarded Expo 2020. Consequently, Investors eyed Dubai for opportunities in new and revitalised Projects. If industry sources can be relied upon, between 45,000 and 80,000 additional rooms will be required to house visitors expected to attend Expo 2020 between October 2020 and April 2021. This translates to between 400 and 1000 new hotels in five years, many of which could be in the 3-star and 4-star range. To meet this demand for additional accommodation, it will be necessary to raise financing for Projects, some of which will come through foreign direct investment (”FDI”). Certain key issues relative to FDI in the Hotels and Leisure sector are considered below. FDI in Hotel Projects Distinction should be drawn between potential GCC Investors (those from Bahrain; Kuwait; Oman; Qatar; Saudi Arabia; and UAE) and foreign Investors (from outside GCC). Under UAE law, substantially similar investment rights apply to UAE nationals and nationals from GCC countries. However, FDI by non-GGC nationals may be subject to more stringent regulations and restrictions. The matter of the regulation of FDI is complicated further by the Federal legal framework operating in UAE’s seven Emirates. This article focuses on Dubai and the free zones therein as a case study for analysing key aspects of the regulatory framework regarding FDI in Projects and from the perspective of Investor protection. Complex Regulatory Framework On June 28 2014, The National newspaper published an article in which it suggested that a “lack of transparency in transactions” and lack of familiarity with the risk profile associated with FDI in Projects may result in investment and ownership being reserved to: (i) government/quasi-government entities; (ii) very wealthy individual Investors; and (iii) those Investors already familiar and comfortable with the risk profile in Project developments. In spite of perceived hurdles, interest in Projects has been seen from private

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equity funds in Europe; Central Europe; and Former Soviet Union countries as well as renewed interest from Sub-Continental Investors (“PE”). It is suggested that PE investment in Projects could rise to around $8bn by 2020, but the investment methodology will depend largely on Dubai’s ability to provide “transparency” and clear guidance regarding FDI and foreign ownership of assets. Foreign ownership restrictions in relation to Projects While non-GCC Investors cannot own commercial real estate on mainland Dubai currently, it is possible to own freehold property in designated zones (e.g. parts of Al Barsha and Dubai Marina) and economic free zones where freehold ownership has been approved. FDI in Projects is often regulated not only by Dubai’s regulatory framework, but also on the terms of tenders. In certain Project tenders, it has been deemed acceptable to incorporate the owning company in the designated zone in which the Project is to be developed. In others, it has been deemed necessary to incorporate a company under the regulations of the Dubai Department of Economic Development (“DED”). In the latter case, foreign ownership of DED - registered companies is restricted to 49% with 51% being owned by a UAE national. Current Project Developments There are a number of vehicles for FDI in Hotel Projects in Dubai: t Equity finance t Debt and equity finance; and t Individual / multiple unit ownership by Investors To understand better how such Investors seek to optimise return on FDI in Projects, consideration should be given to: (i) Hotel Management Agreements (“HMAs”); (ii) Franchise Agreements; and (iii) Rental Pool Agreements (“RPAs”). HMAs Many Projects developed, or being developed, presently in Dubai involve major international brand hotel operators to leverage greater return on investment (“ROI”). These HMAs tend to

SEPTEMBER 2014

ensure reputation; operation; and quality standards and benefits for Investors and preserve asset values. Investment is repaid to the Investor through the net hotel revenue monthly/ annually, minus the operating fees payable under the HMA to the Operator which is a negotiated percentage of the Hotel’s annual revenue; percentage of SGD FQNRR NODQ@SHMF OQNƥS ř&./Ś @MC Technical Service Fee. Nowadays, in more Owner-favourable markets like Dubai, the Operator is likely to get an incrementally higher percentage of GOP only. Franchise Agreements Franchising is a common business model in Dubai despite there being no franchise law. There is nervousness on behalf of operating companies about how franchise agreements may be construed if they come to be decided by Dubai courts? An argument could be made that they should be treated as a type of commercial agency. However, current general consensus is that such classification is unlikely. There is no judicial precedent to support either argument. The Investor is repaid through the net hotel revenues less an annual Licence Fee. RPAs Popular in Projects where there is an element of multiple ownership, the return on FDI is derived from handing over a unit to the Developer / Hotel Operator so that during periods where the Investor is not in occupation, the unit is placed in a “rental pool” of units to be let commercially. Common features include: t Optimised utility - the RPA should ensure that the Investor obtains a maximum ROI by placing it in the rental pool. However, this means paying management fees over which the Investor has no control; t Management Fees - including common areas maintenance; shared services; and other fees agreed between Owner / Developer / Operator; t Restricted Personal Use - the RPA generally stipulates when the Investor may occupy the Property. At all other times the Investor must ensure the Property is available; t FF&E/Sink Fund - it is usual for the

Investor to pay a maintenance, or replacement fee annually known as the FF&E Reserve. This is set in the HMA over the terms of which the Investor has no control. Generally the FF&E reserve is ramped up over the first three to five years of operation to around 5% of the Hotel revenue. Again this is an overhead that affects the commerciality of the investment; and Enhanced Services – These may include: t reception; t porterage; t gymnasium use; t parking; t shuttles to beach; t maintenance of insurances; and t the provision of indemnities to the owner, which can extend to indemnification against the Agent/ Manager’s negligence and willful misconduct. Before signing a sale and purchase agreement, the Investor should insist on reviewing the terms of RPA and, where applicable, the HMA to understand the annual fees involved and assess other potential exposure thereunder. There is significant complexity involved in putting suitable RPAs in place, including: (i) the required documentation; (ii) negotiation of complex relationships; and (iii) ensuring that once negotiated the fees payable to each of the Owner; Developer; and Investor are equitable. These complexities do not, however, detract from the benefits of RPAs and HMAs which may include: t RPA leveraging the maximum day rate for the unit; t RPA ensuring income, potentially on an individual unit basis (say 15% directly to Investor with the balance going into the rental pool), or on a pooled basis; t Where an RPA is supported by a corporate guarantee, this generally operates to ensure the Investor receives a minimum annual return; t HMA ensuring that the unit benefits from association with an international hotel brand and the expectations of patrons as to the standards this will bring; and t HMA ensuring that the unit is

INDUSTRY ANALYSIS

maintained to the highest standards at all times. Finance and Security Considerations relating to FDI in Hotel Projects This article will not analyse project ƥM@MBHMF QDK@SHMF SN /QNIDBSR FDMDQ@KKX However, it should be recognised that some of the structures discussed often ENQL O@QS NE QDFTK@Q OQNIDBS ƥM@MBHMFR (“PF”). The ability to perfect and enforce security over assets for FDI is restricted. Restrictions on non-GCC ownership of certain types of assets, such as commercial property; real estate; DEDregistered companies; and certain other moveable and immovable assets prevent FDI and PE Investors adopting traditional PF methodologies, so they seek security for their investments through other mechanisms. A mortgage over real estate and immovable assets as a form of security is available by UAE law only to financial institutions that are licensed and regulated by the UAE Central Bank (“Approved Institution”). To enforce such security in the UAE generally, and in particular Dubai, it will be necessary to do so, only through an Approved Institution. In an attempt to lessen the effect of these restrictions, foreign and local lenders have evolved a contractual structure to perfect and, potentially, enforce security over Project assets. Types of Security Available 1) Mortgage over immovable property (Land; buildings; plant and machinery) 2) Mortgage over moveable property (Aircraft; marine vessels; equipment) 3) Share pledges (Over shares in both PJSCs and LLCs as well as offshore and foreign entities) 4) Article 49 Charge (Operates like a floating charge over the assets of a business) 5) Assignments of warranties; insurance; and guarantees 6) Assignment of the Project bank account 7) Bank guarantees 8) Corporate guarantees 9) Personal guarantees The availability of each of these types of security is subject to the restrictions

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referred to above and enforcement relies often on a complex contractual matrix between the lenders. Practical Challenges to FDI in Hotel Projects Procurement of building; raw materials; and construction equipment is essential to delivering Projects on time and will include anything from steel to bedding. By way of example, between 2004 and 2008, roughly half of global steel production was dedicated to construction of the Ormen Lange gas pipeline; construction in Dubai; and construction in China. If there are regional or global shortages of products and materials this could impact negatively on Investor ROI. The availability of sustainable energy sources could be another barrier to Project development if there is a lack of available feedstock in the form of oil; gas; and renewable energy. Conclusion To address the challenges posed by FDI in Hotel Projects, the following conclusions and suggestions might be noted: 1) Comprehensive legal due diligence must be done on: t all parties; t legal ownership structures; t asset ownership restrictions; optimal structure for FDI; t enquiries of DED and other relevant authorities; and t l egal; financial; Tax; audit; IP and all other due diligence on Project issues. 2) The Financing and Security elements to FDI each bear risks and have discrete profiles. Detailed legal advice relating to these should be taken independently before committing to FDI. 3) For private investors security for their FDI must be considered closely and the ownership structures and costs behind these evaluated carefully.

This article is not intended to act as a substitute for independent legal advice. Comprehensive legal; financial; political; security; and risk, etc. assessments should be done on a Project-specific basis. To contact the author, call +971 4 393 7700 or email mike@galadarilaw.com

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COVER STORY

CHANGING THE RULES Ritz-Carltonâ&#x20AC;&#x2122;s president, COO and founding member, Herve Humler, talks to Hospitality Business DERXW RSHQLQJ LQ .D]DNKVWDQ DQG $UXED WKH UH GHĆŹQLWLRQ RI WKH Ritz-Carlton approach to luxury and partnering with Bulgari

ince the inception of The Ritz-Carlton Hotel Company back in 1983, the brand has developed a service standard that is perhaps one of the most famous and well-defined in the industry, encompassing the demands of travellers from every generation and location. Itâ&#x20AC;&#x2122;s a story which began with the purchase of the Ritz-Carlton Boston hotel in 1983 â&#x20AC;&#x201C; and the rights to the now infamous name â&#x20AC;&#x201C; and in the 31 years since has developed into an 85 hotel portfolio across 30 countries. The success was made possible through The Ritz-Carlton definition of luxury and incredibly high guest satisfaction. In 2013, for the fourth consecutive year, The Ritz-Carlton was the highest ranking luxury brand in the JD Power and Associatesâ&#x20AC;&#x2122; North America Guest Satisfaction Survey. Yet with a pipeline including Puerto Rico, Abu Dhabi and Vienna, with China, Aruba, India, Japan, China, Morocco, Egypt, India and Bali, with residences scheduled for Canada and Kazakhstan, the momentum will now shift from the â&#x20AC;&#x153;focused luxuryâ&#x20AC;? that made The RitzCarlton name, to creating more of a sense of adventure. Itâ&#x20AC;&#x2122;s a bold move for a company so famously defined by its service standards, but nonetheless, one that is already paying off.

Today the company has more hotels consumer. Today, luxury consumers are outside its native America than inside from diverse parts of the globe but are and the next growth trajectory will add connected by what they love as opposed a further 15 new properties by 2016, to where they live. taking the global portfolio to 100 hotels; â&#x20AC;&#x153;The focus is not on extravagant many in new territories, which is critical amenities but on the richness and to the new USP. fullness of the experience,â&#x20AC;? observes With eight hotels opened in last Humler, an industry veteran of more than 12 months, the focus is on new and 35 years who has held the positions emerging destinations of president and with a 20% share LUXURY BRANDS COO since August of the total pipeline 2010, following TYPICALLY HAVE service as president located in the Middle East. A STRONG SENSE of international, Itâ&#x20AC;&#x2122;s a strategy that EVP of international OF STYLE, AND leads the â&#x20AC;&#x153;forefront of operations and global development of the COO, over the course of CARRY WITH organisationâ&#x20AC;? according his Ritz-Carlton career. THEM VALUES to president, COO, and He adds: â&#x20AC;&#x153;The RitzTHAT ARE company co-founder Carlton has become Herve Humler. part of family traditions BEYOND THE Creating an allure through multiple TRADITIONAL based on experiential generations and luxury for the timeaspirational guests SERVICE poor traveller, the and this is because our EXPERTISE OF premium will continue core service philosophy HOTEL BRANDS centres on strong to be placed on service and personalisation, personal relationships. but also â&#x20AC;&#x153;authentic and enriching travel We genuinely care about the things experiencesâ&#x20AC;?. that are important to our guests, which As Humler reports, luxury today isnâ&#x20AC;&#x2122;t organically breeds loyalty.â&#x20AC;? ostentatious but enriching. Hotels are Continuing, Humler shares his now all about the location. observations on the increasing â&#x20AC;&#x153;Our shift is in line with the slow expectations of guests, enabled by redefinition of luxury for todayâ&#x20AC;&#x2122;s technology, from personalisation to

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COVER STORY

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hotel recommendations and “endless customisable leisure packages”. It’s also a contact point well before the guest arrives and Ritz-Carlton has been instrumental in pioneering developments in the digital field; interacting with guests from the minute a reservation is placed. “They are looking for multiple, mixand-match experiences, which cram as much as possible into every moment. There is also a discernable move away from ostentation to a quieter, more discreet style of luxury, which means that spectacular landscapes and unspoiled nature is just as important as state-of-the-art amenities,” he adds.

The Ritz-Carlton, Almaty.

Spreading risk The emerging markets identified by RitzCarlton, which also meet the evolving desires of guests, reflect the current global growth markets for luxury, namely Asia, but specifically China, India, Thailand, Vietnam and Malaysia, where Humler reports an “urgent need for luxury hospitality options to cater to the influx of leisure and business tourists”. Further afield in Europe, he reports that growth in luxury markets continues in Italy, France and Spain, with Scandinavia and the eastern continent emerging as alternative luxury destinations. A similar pattern is emerging in South America, specifically Mexico, Argentina, Peru and Chile. In spreading the risk of where, when and what to develop, Humler says: “As these emerging destinations gain in importance, The Ritz-Carlton will be well-placed to cater to the increasing demand for exclusive, authentic and unique experiences that drill down into traditions and cultures of the local community. “As one of the foremost luxury brands in the market, we have established a trust with the luxury traveller. Our presence in these markets will ensure a personalised and memorable stay that provides guests with a sense of place and luxury,” he continues. As a subsidiary of Marriott International for the last 16 years – Consider Marriott itself acquired Protea’s 10,000 room Africa portfolio earlier this year – The Ritz-Carlton falls within its parent company’s plans to maximise

The Ritz-Carlton Abu Dhabi, Grand Canal.

The Royal Suite at the Ritz-Carlton, Dubai.

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COVER STORY

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on the luxury market. According to reports by Forbes, there are currently 200 Marriott luxury and lifestyle hotel projects in the works, totalling more than a $15bn investment from the BNLO@MXŗR NVMDQR @MC EQ@MBGHRDDR ^ For The Ritz-Carlton, 20% of its total global pipeline is in the Middle East, spread across the GCC and four new properties in North Africa, including the Nile Ritz-Carlton Cairo. “We are on-track to achieve our targets; our expansion is a long-term plan and we have been working on our new and pipeline hotels for several years. “In the last 12 months we opened eight new properties in destinations as diverse as Kyoto to Almaty and we will continue to introduce The Ritz-Carlton properties in breakout and emerging destinations around the globe,” Humler explains, observing equal importance on the balance between technology and nature and guest demands for

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BRAND EXTENSIONS t Spa development t Golf t The Ritz-Carlton destination club t The Ritz-Carlton residences leadership center

sustainable hotel operations. The process is symbiotic. The strongest of all these propositions is the growth of luxury hospitality in BRIC countries, for example China where an estimated 250m residents spend money on luxury products and experiences, according to his calculations. Armed with this insight, hotels will be built for both China’s domestic luxury guest as well as outbound tourists. Such risk management is crucial when looking to capitalise on global markets in a way which is economically

SEPTEMBER 2014

sustainable, especially considering the variety of situations which can undermine the best laid plans. According to data published by RnR Market Research earlier this year, the luxury market globally will continue its current boom until at least 2017, following recovery from global economic crises pre-2010. Yet the Asia Pacific luxury market was hit significantly by a string of natural disasters across Japan and Thailand and performance suffered as a result, over the same period. While the higher performing countries still contributed to an overall growth performance of 18% in 2010 and 11% in 2011, across Asia Pacific it’s a sobering reminder of the external industry forces which could strike at any time. A sense of style The third part of Humler’s strategy in steering the most coordinated expansion strategy to date, draws on the success of

COVER STORY

the company’s brand extensions, which have created lines of business in real estate, golf courses, a credit card and a leadership institute (see box). Following the legacy of these extensions, Ritz-Carlton is now involved in a joint venture via Marriott International, following its deal with luxury clothing and jewellery brand Bulgari S.P.A. The deal saw the formation of Bulgari Hotels and Resorts, which promises to combine the exclusivity of Bulgari with the “unparalleled levels of service of The Ritz-Carlton”. Humler’s ambition is to create yet another luxury experience, this time through the re-creation of the Italian lifestyle and luxury brand’s heritage. Calling the JV a leader in its field, he explains: “The exclusivity of the Bulgari brand, combined with the unparalleled levels of service of The Ritz-Carlton and the power of Marriott’s Luxury Group sales, marketing and distribution systems, make Bulgari Hotels and Resorts a leader in terms of product and performance.” Three hotels operate currently in London, Milan and Bali, with Shanghai and Dubai due 2016 and 2018 respectively. In Japanese cities Tokyo and Osaka the brand operates a string of restaurants. The collection is designed by Antonio Citterio Patricia Viel and Partners and features touches such as handcrafted FF&E; art, music and personalised fitness programmes; and brand integration through hand sketches, old paparrazi photos and in some properties a Bulgari

jewellery store. As Humler articulates: properties are the same. “Luxury brands typically have a strong Similarly to how the brand has used sense of style, and carry with them market forces to propel its growth values that are beyond the traditional ambitions, so too does it use the service expertise of hotel brands.” strength of what Humler terms “local Announced in May this year, Bulgari anchors”. Hotel Dubai will be located on Jumeriah Referencing The Ritz-Carlton Abu Bay Island. Dhabi Grand Canal (its proximity to and Despite the actual built asset being inspirations from, the Grand Mosque) a six million square feet mixed-use he elaborates: “The Ritz-Carlton is a development, sculpted in the shape of global brand but each of our properties a “titanic seahorse”, as reported when has very strong local anchors, such as contracts were signed the physical blueprint in Q2, the actual room THIS HAS LED TO from which we design count is surprisingly A CONSISTENTLY our hotels. boutique – for both “Each Ritz-Carlton INCONSISTENT Ritz-Carlton and property is unique to Dubai – with only 100 its locale with design MODEL WHERE keys planned to date elements woven in and NO TWO HOTELS facilities and services alongside 20 hotel villas and a marina. that are resonant ARE THE SAME Once completed it of the surrounding will join the ranks of Palazzio Versace environment and customer expectations. and Armani, a trend that while not This has led to a consistently exclusive to the UAE, seems to fit it’s inconsistent model where no two hotels Mise-en-scène to perfection. are the same.” Humler comments: “The UAE is exactly Under the current plans, it certainly the right country for the very top end of seems to be viable approach to pursue. the luxury market. Because if its unique For many luxury operators of mid-scale location, the Bulgari Hotel will bring to collections – from Kempinski to Raffles the market a new concept of city resort – plans for expansion are often made at and the unique contemporary Italian the expense of the brand’s core values: design of the Bulgari brand.” To never exceed a certain number of hotels, or only to inhabit heritage Consistently inconsistent buildings. Maintaining a global reputation for In the case of The Ritz-Carlton, unique experiences, which are luxurious expansion plans to date may require in terms of both the experience of place the re-clarification of the brand’s key and physical hotel, is no mean feat. Yet offerings, but the results will redefine as Humler notes the underlying thread a longstanding icon on an increasingly of the group’s success is that no two competitive global stage.

RITZ-CARLTON IN NUMBERS

20%

30 $15bn countries

of global pipeline is in Middle East

100 rooms planned for Bulgari Hotel Dubai

1983

Year The Ritz-Carlton was founded

hotels worldwide

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investment from Marriott International owners and franchisees in expansions

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COVER STORY

IN THE LAST 12 MONTHS WE OPENED EIGHT NEW PROPERTIES IN DESTINATIONS AS DIVERSE AS KYOTO TO ALMATY AND WE WILL CONTINUE TO INTRODUCE RITZ-CARLTON PROPERTIES IN BREAKOUT AND EMERGING DESTINATIONS AROUND THE GLOBE

HERVE HUMLER One of the original founders of The Ritz-Carlton Hotel Company when it was created in 1983, Herve Humler has held senior management positions at hotels in San Francisco, Buckhead (Atlanta) , Mauna Lani, Hawaii; and Laguna Niguel in VRXWKHUQ &DOLIRUQLD b Herve Humler has been the president and Chief Operations Officer of The Ritz-Carlton Hotel Company L.L.C since August 2010 and has also served as the president of international EVP of international operations. %HIRUH MRLQLQJb 7KH 5LW] &DUOWRQ Humler held senior management positions with Hyatt Hotels, Intercontinental Hotels and The Princess Hotel in Bermuda, and received his Degree in hotel management from The Hotel School in Nice, France.

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ROUNDTABLE

Back row, L-R: Roger Tabbal, director of IT, Movenpick; Rahul Salgia, CEO, Digivalet; Simon Casson, regional VP and Dubai GM, Four Seasons; Shaun Langdon SVP DAMAC Hotels and Resorts; Sameh Ibrahim director of IT, DAMAC Hotels and Resorts. Centre row L-R: Alper Can Bulcum, cluster GM Wyndham Hotel Group; Saurabh Rai, area MD Preferred Hotel Group; Gert F. Kopera, SVP RnB, Jumeirah; Otto Kurzendorfer, JA Ocean View Hotel GM; Luca Bandecchi, corporate director marketing, Paramount Hotels; Konstantin Zeuke, GM Kempinski Hotel Mall of The Emirates. Lower row L-R: David Allan, GM Radisson Blu DMC; Mohamed Soussan, GM, Ayla Hotels; Ramzi Assily, cluster GM Avari Hotels; David Kerr, VP technical, Paramount Hotels; Rob Collier GM Radisson Blu Dubai Marina.

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Touch points How has the adoption of tablet computers integrated luxury hotel brand values and what does it mean for the guest experience? Hospitality Business investigates

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hile we have seen an exponential rise in the use of ‘self-service’ and digital aids in the aviation industry, the same momentum has been slow to reach the hotel industry. However, spurred by Gen Y and its traveller preferences and the adoption of new technology in the consumer sphere, the industry is beginning to see change. The surprising benefit reported by many to embrace new in-room tech trends, such as the iPad, is a notable increase in auxiliary revenues. This is no longer an issue of technology, but guest engagement and marketing. But how does this new approach to guest engagement integrate with luxury brand values and what does it mean for the guest experience?

ROUNDTABLE

How can technology enhance the guest experience in-room? Gert Kopera: There are many examples. I have seen a hotel with a significant inroom set up, all controlled by iPad and that includes AC, lighting, room service and more. You can use it to communicate and market to guests and it eliminates wrong orders on room service for example, so overall it added value to the guest experience. Konstantin Zeuke: Technology can make SGHMFR UDQX DƧBHDMS 6D SQ@HKDC H/@CR HM guest rooms at six Kempinski properties and we saw the delivery of service V@R E@RSDQ @MC DƧBHDMS 3GD FTDRS B@M adjust things on their own and paper is disappearing more and more, but remains for those who do not know how to use the iPad. Also, we increased revenue in all six properties and removed the language barrier in communication. But the connectivity needs to be strong and it has to work 100%. Shaun Langdon: Another benefit is the potential to personalise marketing. If you have come for a leisure or lifestyle experience, then what you see on the iPads will be a lot more dynamic, then later perhaps it can link up to the PMS. 6G@S VD RDD G@OODMHMF MNV NM Facebook or apps will filter through to the hospitality industry. That’s what we’re all aiming for; a guest walks in the door and we tailor our offering to their expectations.

Saurabh Rai: The way the consumers use technology has evolved in the last decade so it’s also important to consider that before the guest has checked in, their interaction with your brand has been facilitated through technology. So once the check in takes place, it is important to keep technology infused in the guest experience. A minimal IT booking experience followed by a techEHKKDC QNNL HRMŗS BNMRHRSDMS 6D BNLD across that technology disparity often in the independent hotel space. Rob Collier: Technology has to be there to simplify the guest experience and the balancing act has got to be using technology but not risking over complication. It should be a service enhancer, rather than a solution and that’s a very fine line. Mohamed Soussan: There is another challenge in assuming everybody knows how to use these devices. 6GDM SQ@UDKKHMF ( G@UD had to ask concierge to come to my room to explain such controls. There is a small challenge there. Ramzi Assily: It’s not like the phone, not everybody owns a tablet computer, so it has to be user friendly otherwise it becomes a burden, rather than something that makes things easier. MS: Most of the GCC guests are highly literate in tablet computing. Roger Tabbal: You should provide a choice, but at the same time add touches. At Movenpick, many guests come with their own devices and they integrate with our services. This will give them choice. David Kerr: The hotel technology has been driven by the same manufacturers that created them. Consider that people are carrying very powerful devices now and when they stay with us they want to use them in the hotel. GK: I predict that the use of in room technology will move from being hardware based to software based and soon everyone will have an app on their own device, through which they communicate with an establishment.

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RT: I think the future will move from apps to brands pushing their own websites. The guest uses their own devices, but receives all the hotel information relevant to them. Otto Kurzendorfer: In China for example, hotel investment is controlled by owners who don’t see the capital expenditure of 300 iPads as beneficial, when compared to the development of an app or activity added to the existing infrastructure of the room. I haven’t seen this so much in Dubai yet, but the idea of ‘bring your own device’ (BYOD) isn’t new. SR: The biggest investment now is in infrastructure, bandwidth and plugs for charging and this is what guests want. OK: I would never put an iPad in the room without strong connectivity. The business guest is short stay and they don’t want to figure out how it works. Then you have the people who want to use their own device because it has pictures of their family on, for example.

The consumer and XVHU SURƬOH VRFLDO QHWZRUNV FRXOG YLDEO\ DOO EHFRPH OLQNHG WR WKLV VR WKH KRWHO KDV \RXU HQWLUH RQOLQH GDWD SRUWIROLR EHIRUH check in

For a guest who has paid premium rate for a luxury hotel experience, do they not feel entitled to one on one service? How much self-service can one viably introduce to a luxury brand? Simon Casson: Today’s guest is very tech-savvy, but it depends on the demographic. Great service is intuitive and it’s anticipatory, so you have to sense who does and who doesn’t want to use it. There is nothing worse than forcing technology on somebody who doesn’t want it, or centralising the controls for curtains and AC then guests feeling stupid when they have to ask how to use it. For me, it has to add a value. Everybody comes with their own devices and we will move very quickly away from static devices in the room to developed content, so you can book, pre-check in, look at the room on your own device and you can understand room service, see shopping, see a resort map. SR: There are different motivations for

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installing more technology in a guest room. The owner could want to have the most high-tech room in the city, but they don’t know who their guest is. Hotels suddenly woke up to having iPads in the room because the tablet computer became an everyday device. SC: In the luxury sphere it has to be aspirational. A generation ago you went to a hotel that had a TV better than you have at home, but today 285 million iPads have been sold. 6D MDDC SN EHFTQD NTS GNV SN communicate with the guest on the device they already carry. Luxury isn’t one size fits all. Some want to be shown to their room, others don’t want to speak to anybody. SL: Luxury now isn’t about what the hotel wants to give you and apps such as Uber, which is a private, cashless taxi service, reinforce that trend. Sameh Ibrahim: It’s important to remember that these implementations should be guest driven, not technology CQHUDM 6GDM SGDX @QD CQHUDM AX SGD latest releases, rather than latest guest demand overall satisfaction will drop and loyal customers go elsewhere. Our app for iOS and Android is in the BETA test stage now and has received great feedback. The secret is that it’s about guest engagement and interaction, not selling services. And that interaction must be in all three phases; pre arrival, stay and postdeparture. Alper Can Bulcum: For me, I like to use iPads but when I travel with my family technology isn’t relevant and you want the provision of luxury and services, it is then when over technology is at the detriment to the experience. RT: 6D G@UD ENTMC SG@S NE NTQ FTDRSR SQ@UDK VHSG S@AKDSR @MC VHSG laptops, so there’s always around 25 to

The innovations hoteliers want t iPad docking station t Wireless charging for all devices t A USB at the bedside for charging, eliminating the issue of international adaptors t Wireless with zero log on t Meridian Sound System t Smart TVs

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30% of people who travel purely for the enjoyment of a holiday and have no real priority for technology. Remember also that guests own this technology, so we must focus on providing access to keep their own devices running. SR: That’s a critical point because the capital investment of hotels leading technology is huge, especially with such rapid development. It has to be a tried and tested feature before you can embrace it. RC: To combat that in our new Radisson Red brand, TV will be delivered through an iPad projected onto a screen. So that brand of luxury will be about pure technology. The freedom is out there to do that. David Allan: This is the start not just of the next generation hotels or technology, but the idea behind it is that only tech-savvy people will choose that brand, and they will choose it for that reason. The majority of these properties will be new build, and that comes down to the technology side of it. What are the things you get the most guest complaints about? SC: 6GDM SGD FTDRS EDDKR SDBGMNKNFX G@R become a barrier to seamless service, or the availability of free internet or cumbersome thresholds in terms of log in. RT: It’s always free internet and the choice of TV channels. SI: I think guests would love to have a plug and play systems in the room. Also the availability of free wireless in the guest rooms and the coverage. Sometime we have to limit the area to get the good coverage. KZ: The light switches are always in different places in suites. A small room is easy to manoeuvre, but in larger rooms it’s more difficult.

Guest room bugbears t Badly located plug sockets t AC control panels t Single circuit electrics controlled by a key card t Mobile phones wiping key card data t Multiple plugs and chargers

6D @QD QDMNU@SHMF *DLOHMRJH QHFGS now and trying to standardise this as much as possible, but when it is a case of having to re-cable it is a huge expense. RA: The number of electrical outlets in the room and the ability to have electricity without the key card. RC: One thing that I find, especially when travelling with my wife, is plug sockets close to a mirror. It sounds very simple, but so many hotels globally fail to do this. Radisson Red has an interesting approach to future-proofing its in-room technology, but how do you predict things will develop over the coming decade? SC: Speed will be important, but considering the pace of developments we are not in the industry to surprise people. KZ: 6D @QD @KRN LTBG LNQD BNMMDBSDC SN the guest than at any other time before. It will be interesting to see how that develops. SL: Probably a future brand will be positioned as technology free and from an F&B perspective, farm to table ingredients. It will be an authentic experience to escape the technology. SR: That will become a niche in itself given time. But, and this is slightly controversial, Google for example is watching the hotel space and the meta

Results from in-room iPad solution, Digivalet

50%

increase in order when people see pictures of the food they want to order

SPONSORED BY

88%

of guests with an iPad in-room use it

72%

of all hotel guests use inroom iPads to control the lights

SEPTEMBER 2014

65%

of hotel guests use iPads to control AC settings

search is now history because you have the Google Rate Finder to pull out the best rates. The consumer and user profile social networks could viably all become linked to this so the hotel has your entire online data portfolio before check in. It will eradicate the practice of hotels profiling their guests. Business Insights from American Express works similarly. SI: I foresee a seamless pre-arrival secure check in function, with mobile door locks. GK: The automation of bookings and payments using mobile is taking off. Today you can go to eat in a seriously expensive restaurant and pay and tip using your mobile. The whole element of interaction can be taken away if desired. RT: People always have their phones on them, so they don’t need to worry about forgetting their bank cards. RA: !TS VGDQD HR SGD GTL@M SNTBG 6D are in the hospitality business but it seems that notion has been lost. KZ: There is a brand offering the choice to select your room from a full floor plan and you have the opportunity to upgrade. It’s an upselling tool. Rahul Salgia: 6D G@UD CNMD @ RHLHK@Q thing in the restaurant space and we have a client who has a number of restaurants in a city, all with different themes and of course offer different kinds of food. So what you see is a panoramic view of the restaurant and you can reserve the table you want. If you have eight people and want to overlook the fountain, you can do that. How does the application of technology align with the notion of traditional luxury and brand values of such? RA: 6D MDDC SN JDDO SGD NOSHNMR NODM There are so many different types of guests, but consider that Saudi Arabia is the bread and butter of the local market. If they don’t want to adopt such things, we cannot force them on those guests. But perhaps we can dedicate floors to the technology enabled features, and have other floors that don’t have that. That way you can cater to both guests, as per their choice. It’s also a smaller capital cost. RC: 6D G@UD LDMSHNMDC SGD 2@TCH

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ROUNDTABLE

Arabian market, but the new generation â&#x20AC;&#x201C; the majority â&#x20AC;&#x201C; are as tech-savvy as any other demographic so perhaps what didnâ&#x20AC;&#x2122;t take off five years ago, may take off and evolve now. GCC families arrive with five children and each has an iPad. David Kerr: For example, flash promotions on spa or F&B, to drive volume during low period and leverage the applications. OK: 6D MDDC SN KNNJ @S SGD @OOR NTQ guests are using outside the hotel. They use Four Square, social networks, Skype, there are clues there in how to L@QJDS SN SGDL 6D B@MĹ&#x2014;S DWODBS SGDL to come to us in that respect, we must be present where they are present. DA: I think hotels need to get collateral off the desk, we need to be looking at who the guest is and their needs during the stay. If Iâ&#x20AC;&#x2122;m on a business trip and the first thing the hotel is trying to sell me from within my room is a facial, Iâ&#x20AC;&#x2122;m not going to do it. However, if there were perhaps dinner deals or notices displayed Iâ&#x20AC;&#x2122;d be likely to take note and use them.

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How successful have flash sales, pushed through mobile or in-room tablets, been for your brand? GK: Contextual apps help us to target specific people based on previous visits to Jumeirah Group outlets. That can be a very powerful and wide-reaching tool. SC: 6GDM XNT QDBDHUD something you donâ&#x20AC;&#x2122;t want to receive it can tarnish the brand and you are more likely to ignore the next LDRR@FD 6D G@UD to remember the exponential rise in guest feedback. They are using this to give their information back to us, as well as rate us. I think technology is a two way street. KZ: In testing our new iPad tool we saw a 30% increase in room service orders and guest satisfaction also increased because we were more engaged. RS: Technology is not about gismos and it should never be used as such, it should be used to address a real

problem. A simple example could be to be able to give newspapers. There is a limit to how many you can provide, but electronically you can provide thousands. Promotions are quicker and donâ&#x20AC;&#x2122;t have to be printed, same with special menu items. The point is the use of technology should be targeted towards solving a real world problem. KZ: The human touch is the most important in hospitality and we have to stay engaged, regardless of technology, but we also have to realise that it is 50/50 and we have to accommodate both sides.

7KH\ XVH )RXU 6TXDUH VRFLDO QHWZRUNV 6N\SH WKHUH DUH FOXHV there in how to market to them

SEPTEMBER 2014

Hospitality Business Middle East would like to thank DAMAC Maison for hosting the discussion in its Dubai Downtown property, in the Maison CafĂŠ.

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TREND TALK

CSR and the luxury getaway Whatâ&#x20AC;&#x2122;s the best way to give back to a local community?

Ahmed Siyam Mohamed Founder of The Sun Siyam Resorts

he tourism industry in the Maldives is dependent on the beauty of its natural surroundings, without which the islands wouldnâ&#x20AC;&#x2122;t be the coveted destination they are today. It is important that hoteliers bear the sustainability of their operations in

mind in everything they do; from the introduction of new activities, guest services and amenities to the priorities in giving back to the local community in which they operate. Although the beauty of the nature and stunning surroundings are what make the Maldives famous, its culture and heritage are incredibly rich and this should be treasured by those working at resorts in the region. Having guests participate in activities in the local community and interact with the local Maldivians is a perfect way of showcasing the wonder of the islands to the tourists who call it home for a couple of days or weeks during their vacation. Resorts in the Maldives are known

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for being exclusive and costly, whereas local people lead a very simple, downto-earth lives. Hoteliers should consider giving back financially, as their resortsâ&#x20AC;&#x2122; success owes everything to the local surroundings and community. A fantastic way to see your contributions really have an impact is by supporting local projects and schools. Giving a child an education so they can go on to better their lives is priceless and something that will really make a difference. Our resort was born from the inspiration, energy, spirit and vision. The dream to create a luxury resort that could give back to my local community. Through working with the local community to create interactive

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activities for your resort’s guests you will be able to provide your guests with a unique and enlightening experience, while also helping the local people and projects. We have really seen the positive impact from our ‘Exploration and Discovery’ activities at our resort located on Noonu Atoll, which take advantage of the surrounding natural beauty and rich culture, ensuring guests come away feeling like they have had a true Maldivian experience: from kids’ club cooking classes focused on regional dishes to hearing first-hand the origins of a local village grandmother’s recipe used in the resort’s kitchens. We believe investing in people should be a key part of any hotel’s CSR initiatives. At our resort we have developed a hospitality training centre, which provides opportunities for aspiring young Maldivians to learn about the hospitality industry, receive world-class knowledge, skills and multi-

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functional training to best equip them for their career. Along with giving local Maldivians the opportunity for a brighter future, our CSR projects also allow us to support the local farmers, artisan, and fishermen by buying from them at a viable price and using their produce at the resort. Our resort reflects my pioneering dream to create a luxury resort that gives back to the local community while still providing unbeatable luxury hospitality. As well as giving back and helping your guests and employees feel good about the resort’s activities, CSR also has positive financial impacts on your resort. As sustainability and supporting local communities becomes higher on guests’ checklists, by participating in on-going and strong developmental projects in the local community, your resort may be increasing its reputation, as well as its revenues. Commitment to CSR projects is

SEPTEMBER 2014

also becoming an important factor for prospective employees as many hoteliers are now looking for employers that have a strong focus and commitment to sustainable operations. By training your employees on the importance of CSR and sustainability, you are not just teaching them how to help with on-going projects, but you will see other benefits, such as a reduction in waste and more understanding on sustainability and conservation in general. This will help your resort in the long run, as well as ensuring you become more environmentally aware and eco-friendly as a company. Being socially responsible will help with your short and long-term business plans, and really put you on the map as a sustainable, eco-friendly destination.

Ahmed Siyam Mohamed is an entrepreneur and philanthropist and founder of Sun Siyam Resorts.

TREND TALK

Moving housekeeping out of the cinderella era Housekeepers are a primary point of contact between hotel and guest. How can technology support them?

Eric Rogers Regional Head EMEA, FCS Computer Systems

he quality and success of a hotel’s housekeeping department is, and will always be largely dependent on its people, as is the case with most departments in a hotel. However, we need to remember that housekeeping teams don’t just ensure the cleanliness of rooms, suites and public areas

as often thought; they are a critical, often first point of contact for guests throughout their stay and therefore key in ensuring they receive the best hospitality and service possible. In order for your teams to have the most time to focus on the guestoriented side of housekeeping versus their back-of-house duties, hotels have to embrace the innovation and housekeeping technology that’s available to them. The right technology will enable the enhancement of your hotel’s housekeeping services by improving productivity, reducing cost, and boosting hotel performance and guest satisfaction. Housekeeping is still an undervalued department in many hotels, but knowing the clearcut positive impact it can have on the performance and reputation of the

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hotel, it’s time to move housekeeping out of the Cinderella era. We see a lot of opportunities to improve and enhance the quality of housekeeping services. The amount of data that is often not captured and the quantity of paper that is generated are inefficiencies that can really impact a hotel’s bottom line if it doesn’t embrace the clear advantages of technology available. Housekeeping technology will help eliminate duplication and manual paperwork, saving lots of paper hence trees, and giving valuable time back to rooms division teams to focus on the core of the business; providing service and hospitality to guests. Let’s take automated reporting in housekeeping as an example. This allows for real time room status updates throughout the daily cleaning

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schedule, which will speed up the check-in process and improve the arrival experience, which we all know is a key driver of guest satisfaction. In addition, hotels can reduce costs through automated reporting through the elimination of manual paperwork, and in telephone costs by decreasing the number of calls needed to coordinate and communicate the room status between housekeeping, front office and engineering throughout the day. Not only will this streamline processes and reduce costs, it will also help hotels to make their operations significantly more environmentally friendly. One of our case studies has shown that for an

average 5-star hotel with 300+ rooms, one ton of paper can be saved through housekeeping automation annually, which equals to saving eight trees. Through an automated cleaning and inspection assignment process, hotels will be able to have smarter and more efficient work schedules for their teams, allowing for a considerable increase in cleaning productivity of 1520%, which is besides the reduction in man hours needed to complete all cleaning duties. Now thatâ&#x20AC;&#x2122;s significant and it represents direct value to your hotelâ&#x20AC;&#x2122;s bottom line. Along with a smoother workflow

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for the hotelâ&#x20AC;&#x2122;s daily housekeeping schedule, the system will also assist in efficiently scheduling additional tasks and recurring projects such as deep cleans and window cleaning â&#x20AC;&#x201C; the type of job that is not part of the daily clean and that is normally managed via several spreadsheets. Incorporating this into the automated process means that time or credit is automatically calculated, jobs are scheduled and never forgotten, and that time is allocated correctly for the dayâ&#x20AC;&#x2122;s work allowing hotels to seamlessly integrate additional work streams in the most efficient way, ensuring maximum team productivity. Technology will never fully replace people, but what it can do is reduce the need for human involvement in back of house housekeeping duties such as reporting, inventory management and tracking, allowing housekeeping teams to optimise interaction with guests and focus on providing high quality hospitality.

TREND TALK

The opportunity in our backyard Arabic is the 7th most popular language online and the 5th widest spoken in the world. So why are more hotel websites not in Arabic?

Saahil Mehta Managing Director ResNet World

ccording to the New York Times Dubai is now the world’s largest five-star hotel base, and in the MasterCard Global Destination Cities Index for 2014, Dubai ranked number five in the Top 20 Global Destination Cities in 2014. This is an amazing achievement for the UAE and great news for the local and regional hospitality industry. What’s interesting though is that given the tremendous potential, not nearly enough hoteliers in the region are tapping into the opportunity that’s right here in our backyard. The proportion of Arabic internet users grew 30-fold between 2000 and 2012 according to The Economist and Arabic is now one of the fastest growing languages online, currently the 7 th largest behind English, Chinese,

Spanish, Japanese, Portuguese and German. Combined with the high smart phone penetration of 74% in the UAE and 73% in KSA, which is amongst the highest in the world and growing at 111% year on year, and with one out of every three travel queries in the MENA region coming from a nondesktop device according to Google, this represents a huge potential to reach travellers in the GCC, which we all know is one of the most important source markets for hotels in the region. The truth is that many hoteliers in this region don’t take Arabic seriously enough and few maximise the true revenue potential of mobile bookings. Only 30% of hotels in Dubai currently have an Arabic website of which only 76% feature a full-fledged Arabic booking engine. 39% of hotels in Dubai don’t have a mobile-friendly website, whilst 17% of hotels in town don’t have a website at all, or one that’s closed or not findable. That’s an opportunity missed, and a big one. Not only do hotels risk driving the Arabicspeaking traveller to those competitors that do offer Arabic content and mobile websites, they are also sending potential customers directly into the Arabic booking engines of the OTA’s

SEPTEMBER 2014

who lead the pack in this offering, and we all know that this business comes at a high price. Speaking to some OTAs in the industry, I am told that Arabic is the second most used language for searches, so now is the time for hoteliers to stop being charitable and start offering what the Arabic speaking traveller is looking for. To do this, hotels first need to get mobile; ensuring their websites are responsive so they are usable on any mobile device. With the rise in mobile searches for travel in the region you want to make sure your website is easy to browse, view and book on a tablet or smartphone. Secondly, it is important that hotels embrace the use of Arabic content in their online presence. If having a full Arabic website, include right-hand navigation, is a longerterm goal, hotels can start by offering parts of the most critical content on their websites in Arabic for the user to browse and read. The ideal time to invest in a responsive, Arabic website is when a hotel or hotel chain is looking to refresh or re-design the property’s website and over the past few years we have seen more and more hotels in the region use this opportunity to optimise their online presence to benefit from the immense opportunity that’s out there. Once your website is responsive and you have Arabic content available you then want to make sure your content is seen and findable by Arabic users and booking engines through content marketing and Arabic SEO. The future is bright and this is the time for hoteliers to maximise on the opportunity that the flourishing tourism and hospitality industry in the region presents. With three, relatively simple steps hoteliers can be a lot closer to where their guests want to find their hotels and how they prefer to book; now that’s guest service and satisfaction even before the guest arrives.

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Unlikely to be unruly? The opportunity of disruptive revenue management

Stan van Roij Managing Director Infor

evenue management has an undeserved reputation for being safe and established. Every minute of every day, millions of hotel bookings are processed and distributed across an increasing number of sales and marketing channels. In such a dynamic and sometimes volatile business environment, it is more a case of ruthless evolution - the survival of the fittest - as hoteliers are challenged to adapt and evolve their distribution and pricing processes in order to outpace competitors. By looking at how this competition evolved we can garner real insight into what opportunities prevail for the next-generation of leading hotel organisations. Revenue management really began in the early 1990s when a large percentage of reservations were taken by agents over the phone. Each agent had two or three rates to quote before the guest would hang up. The primary metrics of length of stay and tactics such as overbooking were all based on manual forecasts and gut feel. Critically this all depended on the fact that guests only knew the full Rack Rate. There was no price transparency pressure, most bookings were managed via the hotel reservations department or the corporate travel agent and being a reservation agent was all about sales skills and selling a rate and product to the customer. Then came the Internet and evolution was forced upon the industry at an incredible rate. Customers can compare rates better than many reservation agents.

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There is a wealth of review and service information that can impact a booking available at the touch of a button. Marketing promotions and mobile platforms have come to dominate in a blisteringly quick period of time. Against all expectations it is the established discipline of revenue management that has enabled hotels to continue to operate profitably against this evolution in consumer purchasing intelligence. In order to ensure a healthy distribution mix, hotels have started to analyse their channel production in order to understand the value of each of their partners. Moving forward this is only a small piece of the puzzle. In order to ensure a healthy business and distribution mix, data analytics will become more and more important. Real understanding of what different guests desire, how they book and what they spend - revenue management “in context” - is going to be vital. In order to truly comprehend this, hotels will have to start analysing data on a transactional level and will no longer be able to rely on broad market segmentation. Some leading organisations already know how to use different levers for increased revenue, not only for rooms but also for all streams - conferences, food and beverage, even entertainment. The entire field of revenue management is evolving and the best companies already understand that it will be deep, granular levels of data and insight that maximises revenue and in many cases, shapes the customer experience. Revenue management is no longer a specialised analytical process understood (and practiced) by few, but a new way of looking at a hotel’s business that spans sales, marketing, operations, finance and senior management. It is at the heart of disruption in the industry and - with the benefit of the lessons of the past - is a critical evolutionary force for hospitality.

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glh hotels case study glh, the London-based global hotel subsidiary of the Singaporelisted GuocoLeisure Group, has successfully completed the second phase of its deployment of Infor EzRMS across 10 managed properties. This follows the successful implementation of EzRMS across 19 owned properties in 2012. glh has a 10 year strategy to become the world’s best managed hospitality company, using big data to deliver the best guest-centred experience. Deployed via the cloud, Infor EzRMS revenue management treats bookable hotel nights as a perishable commodity and helps optimise revenue by forecasting and modelling demand by rate as well as room category, which is crucial for delivering accurate recommendations and optimal room pricing. When rolled out to all properties, glh will standardise its revenue management processes on EzRMS. Future plans involve the development of business intelligence analytics and JUDQXODU LQVLJKW LQWR ƩQDQFLDO data. All of these factors are being implemented within a framework of using revenue management to radically innovate within the hospitality industry.

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Re-creating Burjuman No longer just the name of a mall in Bur Dubai, Burjuman is poised to become its own destination within Dubaiâ&#x20AC;&#x2122;s oldest district over the coming months and Chantel Moore, %XUMXPDQ $UMDDQ E\{5RWDQD *0 has equally ambitious plans to match

s is the case with almost every shopping development in Dubai, Al Ghurairâ&#x20AC;&#x2122;s Burjuman Mall is undergoing a strategic expansion which will see the opening of a 14 screen Vox Cinema, an extensive childrenâ&#x20AC;&#x2122;s entertainment zone and new retail destinations. The revamp of the 23 year old retail centre began last month with the opening of Carrefour and under current plans will continue until year end, as a string of new facilities undergo a phased opening. The strategy is to cement the reputation of Burjuman as a subdestination within Bur Dubai, around the three pillars of the interlinked Burjuman Centre, Arjaan by Rotana hotel and the business towers. As the prominence of co-located mall hotels increases in the region, the expansion is important news for Burjuman Arjaaan by Rotana, which has gone from a local boutique, all-suites property, to an international award winner boasting a closing occupancy of 90% in 2013, with a 30% repeat booking rate, since the appointment of GM Chantel Moore two years ago. But despite its successes to date, Rotana and the hotelâ&#x20AC;&#x2122;s owner have been far from complacent in shaping the next chapter in the propertyâ&#x20AC;&#x2122;s story.

This year, the Arjaan branded property â&#x20AC;&#x201C; Rotanaâ&#x20AC;&#x2122;s apartment product â&#x20AC;&#x201C; has undergone three major upgrades, with focus on all day dining, the pool and a brand new gym. Hinting at a large investment to achieve the new look, Moore discloses: â&#x20AC;&#x153;We have started to really promote our presence in the market as an all-suite property as there is not really much to compete in this vicinity. â&#x20AC;&#x153;Boutique is quite a young concept here in Dubai. For us it is all about the guest, but boutique hospitality hasnâ&#x20AC;&#x2122;t really taken off in the Middle East yet with 5-star luxury remaining the focus in the GCC; the huge swimming pools, being on the beach, glamorous F&B concepts. â&#x20AC;&#x153;However, now people realise there is so much on offer in Dubai they can stay somewhere with fewer services, because they have a whole city to explore,â&#x20AC;? she adds, while highlighting that in spite of the wider trend, this property boasts some of the highest repeat booking rates in the group. Itâ&#x20AC;&#x2122;s a pattern which plays to her strengths, Moore fully utilises a background in rooms and sales rather than the traditional F&B route to GM seen so often elsewhere. â&#x20AC;&#x153;I think itâ&#x20AC;&#x2122;s really important to

understand your markets; where your business is coming from; what drives somebody to come to your hotel; and understanding their needs in order to meet them,â&#x20AC;? she comments, adding that her appointments are often to properties in need of attention to detail, again drawing a approach of understanding and â&#x20AC;&#x201C; to an extent â&#x20AC;&#x201C; professional empathy. â&#x20AC;&#x153;I enjoy sales and itâ&#x20AC;&#x2122;s always going to be my passion but I also enjoy the fact I can go and check a guest in at the front CDRJ @MC ( KNUD FNHMF CNVM @MC ĆĽMCHMF out whatâ&#x20AC;&#x2122;s happening in engineering, because I understand that less than sales.â&#x20AC;? She adds: â&#x20AC;&#x153;The challenge of making a property more successful is what drives me.â&#x20AC;?

Deluxe suite.

Duplex townhouse.

Burjuman Arjaan by Rotana.

SEPTEMBER 2014

Complementing the competition Building on the co-location of specialised leisure activities, Burjuman QI@@M AX^ 1NS@M@Ĺ&#x2014;R 42/ G@R RDDM dramatic re-enforcement over the last 12 months and instead of competing with its neighbourhood, works to complement it; a trend Moore credits to the growing â&#x20AC;&#x153;creativityâ&#x20AC;? of guests. She observes: â&#x20AC;&#x153;I think the F&B side of Dubai has driven that, so all-suites hotels like ours, with minimal F&B and perhaps no alcohol, have a lot to offer

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A@RDC NM SGD KNB@SHNM /DNOKD V@MS SN see the city these days and districts like DIFC for example drive that.” In realising the guest is increasingly unlike to spend 100% of their stay on property, the hotel has carved a strong niche in a hyperlocal market; roomfocused and guest-oriented. “We spend a lot more time working to understand where our guests are coming from, who they are, what their needs are. Most of it is about the guest experience. Our guests really like the colleagues here, and often they write to me directly or send recommendations for individuals. “The guest profile is diverse and they BNLD EQNL SGD 4* 42 $TQNOD @MC &"" either as family, couples or business bookings.” Re-invention Yet Burjuman’s competitive edge doesn’t end with the strength of the product and the quality of colleagues. Being located in Bur Dubai, it is lucky enough to be positioned in a market that has little room for announcements such as Mall of The World or Mohammed Bin Rashid City, which both sent their respective neighbourhoods into flux over the last 18 months. In such a densely urbanised and populated area, the chances of huge hotel openings are equally limited. Maintaining an element of control over its local surroundings, the Burjuman district has the benefit of being one of Dubai’s original destinations, while having the financial support to re-invent. A difficult yet beneficial balance to strike. Having seen firsthand the marketing plan for the revamped Burjuman Centre, Moore is confident the area will once again become a destination for the entire city, as well as its tourists and local residents. “Malls like Burjuman and Wafi used to be the places to go and with the

revamps now and the growing focus on shopping tourism across Dubai, I think we will see many more visitors coming to the area again,” she says. Crediting the work of DTCM, she continues to say: “With the 2020 vision and the growth in tourism you need to keep recreating and being creative. As a destination Dubai is only going to get bigger and so long as you have something people want to come and see, they will come. While other cities are slowing down their growth, Dubai is ramping up more.”

If you open that as a major conference centre, how will Bur Dubai, Deira and Sheikh Zayed Road compete for business? Out of all the questions, WKDWoV P\ ƬUVW RQH

New dynamics While the plans for Dubai’s existing districts are laid out for all to see, Moore cautions that plans for the city’s new and undeveloped districts will provide the strongest competition moving forwards. Little phases Moore when it comes to the current business climate, not even the current buzz surrounding the 4-star market. In her own words: “There is enough business for everyone you just

SEPTEMBER 2014

have to go out and get it.” But in observing the wider Dubai scene, she makes an interesting observation, noting that the next wave of competition will come from a new district all together. “What is interesting to see is how the ‘area to be’ has slowly moved from Bur Dubai, closer to Abu Dhabi. “Now we have seen Dubai World Central open, my question will be: Are people going to move into that end of town, and build hotels, in that area? It’s the only area with beach front left to develop and if it were announced that 10 hotels will be developed and all the airlines were going to move there, that would decide what happens in the market next. “If you open that as a major conference centre, how will Bur Dubai, Deira and Sheikh Zayed Road compete for business? Out of all the questions, that’s my first one.” Closer to home, Moore concludes that the current focus will remain on her remit to manage in a style that is more reactive than the hotel has seen in the past and her execution plan for such is clear: To partner strategically with Burjuman’s key stakeholders to create a shopping, leisure and business destination as vibrant as any other in Dubai.

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GM PROFILE

,1752'8&,1* 7+( ,67$1%8/ ,&21 Tarek Mourad, general manager RI WKH QHZO\ RSHQHG 5DĆ°HV ,VWDQEXO WHOOV Sophie McCarrick ZK\ WKH SURSHUW\ LV VHW WR EHFRPH WKH QHZ FXWWLQJ HGJH IDFH RI ,VWDQEXO

t the forefront of Raffles which showcases the Turkish hammam Groupâ&#x20AC;&#x2122;s latest property culture. opening in Istanbul, general He explains: â&#x20AC;&#x153;This property allows manager, Tarek Mourad led the our guests to fully immerse themselves launch of 181-key Raffles Istanbul on in the uniqueness of this magical city, September 1, and reveals the hotel has differentiating us from others. However, entered the market offering rooms from what separates us most from the $800 per night. rest, is our team and the standards of Mourad conveys that his aim is service we provide. Offering tailor made to first develop a â&#x20AC;&#x2DC;healthyâ&#x20AC;&#x2122; hotel experiences to guests, renowned Raffles with competitive room rates and a butlers will help achieve the most prospective development view that unique of stays. ensures the product grows even stronger Ĺ&#x2122;3GD KNB@SHNM 1@Ć¨DR (RS@MATK HM SGD in future. Zorlu luxury lifestyle and shopping setOverlooking the Bosphorus River and TO HR CDĆĽMHSDKX @KRN SN AD LDMSHNMDC Princesâ&#x20AC;&#x2122; Island, sat on the European @R @ RHFMHĆĽB@MS E@BSNQ VHSG QDS@HK RGNQD NE !DÄ&#x161;HJS@Ä&#x161; stores ranging from the 5-star hotel is international luxury In Istanbul both located at the heart brands to local global and local of the Zorlu Centre, designers. Another a newly developed unique feature is the LQĆŽXHQFHV FRPH entertainment hub for Performing Arts Centre together, itâ&#x20AC;&#x2122;s a city dining, retail and arts. (PSM) situated next to Representing the with history, culture, the hotel that brings first Raffles Hotels many Broadway and lovely weather, food, West End shows for and Resorts property in Turkey, the second guests to enjoy. Both of welcoming people in Europe and the 11th these factors I consider and is an increasingly to be USPs of our within the brandâ&#x20AC;&#x2122;s international portfolio, property,â&#x20AC;? Mourad adds. attractive Raffles Istanbul is being Of the international destination positioned as a â&#x20AC;&#x153;luxury visitors Mourad hopes oasisâ&#x20AC;? for both business to attract, he says and leisure guests, Mourad says. the Middle East is one of the main Following a development influx to areas of focus for the new property. He Istanbulâ&#x20AC;&#x2122;s 5-star property sector in 2013 comments: â&#x20AC;&#x153;Weâ&#x20AC;&#x2122;re hoping to attract many (see overleaf), the general manager notes guests from the region through sales, that despite surrounding competition, marketing and communications activities. Raffles Istanbul in itself is a â&#x20AC;&#x2DC;unique I feel our offering is perfectly tailored to offeringâ&#x20AC;&#x2122; and incorporates the heritage the needs of a Middle Eastern traveller.â&#x20AC;? of Istanbul not only in its appearance, but also through its F&B, entertainment, Turkish influence service and in particular its spa offering, Combining the Raffles philosophy and

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Turkish tradition, Mourad explains that the brand has always promoted the notion of being social, providing guests with places to meet, which suites the bustling Istanbul that has acted, and still does, as an historical intersection and meeting point of civilians and global travellers. He concurs: â&#x20AC;&#x153;With such likeness between hotel and city, Raffles Istanbul creates a perfect social synergy, with comfortable spaces for both local residents of the city and for international travellers.â&#x20AC;? â&#x20AC;&#x153;In Istanbul both global and local influences come together, itâ&#x20AC;&#x2122;s a city with history, culture, lovely weather, food, welcoming people and is an increasingly attractive destination, and our hotelâ&#x20AC;&#x2122;s atmosphere reflects not only Istanbul, but all of Turkey, with a collection of artwork, specially commissioned from local artists,â&#x20AC;? he adds. Bosphorus views Guests staying in any of the hotelâ&#x20AC;&#x2122;s 132 rooms or 49 suites will each be assigned a butler; a standard service from Raffles, but one Mourad claims is a first for Istanbul. Rooms at the property provide space starting from 62sqm, going up to approximately 400sqm in suites. With floor to ceiling windows and private terrace balconies, all rooms provide views of the Bosphorus River. Interiors at Raffles Istanbul embellish a mix of paintings, sculptures, photography and video installations, all of which represent the Raffles brand and mix with a contemporary interpretation of Turkeyâ&#x20AC;&#x2122;s culture, to give the hotel a strong sense of place, the general manger notes.

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Deluxe Rooms

Premier Rooms

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Signature Rooms

Silhouette Suites

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Urban Suites

Horizon Suites

He explains: “The property offers a collection of F&B outlets, consisting of Rocca Restaurant, Long Bar and Champagne Room, Writers Bar, Lounge 6, Pool Bar and Grill, Lavinia Lounge and Arola by Sergi Arola, a celebrity chef who will represent this hotel’s signature restaurant. “Raffles Spa will provide a blend of classical and mystique treatments, including the Turkish hammam bath. In terms of the variety of meeting and banquet spaces, we will cater to upscale corporate and social events for up to 1,200 people, who have the exclusive opportunity to arrive via our heliport.” New to the family One of the newest members to the

GM PROFILE

Raffles Hotels family, Mourad joined the Raffles Istanbul team in October 2013. With previous experience opening six properties for Four Seasons Hotels in locations such as Sharm El Sheikh, Riyadh and Las Vegas, he expresses his optimistic views for the hotel. “I have had the opportunity to open luxury hotels in various parts of the world. And I am delighted to say, to come back to beautiful Istanbul to open the Raffles Istanbul here, where I have worked before as the GM of the Four Seasons Sultanahmet, is a real pleasure for me. I’m very lucky to be working with a team of people who are full of passion – even before we’ve opened – and who are going to set Raffles Istanbul apart,” he says. Evaluating the future, Mourad

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Istanbul’s growing inventory of 5-star hotel developments t Hilton Istanbul Bomonti t Marriott Sisli t Radisson Blu Pera t Radisson Blu Sisli t Shangri-La Istanbul t Wyndham Istanbul t Hilton Istanbul Kozyatagi t Mercure Istanbul Altunizade

concludes that his main goal now is to offer a genuine service. “This property will become the ‘new’ cutting-edge, eclectic and energetic face of Istanbul,” he concludes.

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HoD PROFILE

The most important room in the house Housekeeping manager at Grand Hyatt Dubai, Tatjana Ahmed, talks job satisfaction, the impact of WHFKQRORJ\ VWDĆŞ UHWHQWLRQ DQG WKH LPSRUWDQFH RI FOHDQOLQHVV

hatâ&#x20AC;&#x2122;s the most enjoyable part of your current role? Housekeeping is all about working as a team to make our guests stay comfortable and memorable, which I really like. Foremost, I enjoy the teaching aspect of my job, it makes me tremendously proud to see my staff being promoted and commended for their work. Iâ&#x20AC;&#x2122;m driven by the passion I have for my work, itâ&#x20AC;&#x2122;s really important to love what you do. Whatâ&#x20AC;&#x2122;s the greatest challenge you face day to day in your role? In earlier years, housekeepingâ&#x20AC;&#x2122;s main responsibility was to prepare clean guestrooms in a timely manner, but in a fast changing market there are now higher demands upon the department, and a need to cater to new trends and

incoming technology. The housekeeping department is responsible for bringing in a large share of profit to the hotel as a hotelâ&#x20AC;&#x2122;s main product is the guest room. To ensure the rooms are clean, comfortable and safe, the housekeeping must maintain a professional and high level of service at any given time. In order to meet these demands, I must keep up and follow the latest trends in the industry. Our responsibilities have branched out to increase environmental sustainability, development and training of staff, adapting new scientific technologies, becoming IT savvy and constantly developing ourselves. Maintaining the relevant up-to-date knowledge is my biggest challenge. What are the unique obstacles you face

working in your current role? Housekeeping operations depend RHFMHĆĽB@MSKX NM SGD @AHKHSX SN ĆĽMC @MC retain talented employees with the ability to perform the necessary labour intensive work. Itâ&#x20AC;&#x2122;s becoming popular to NTSRNTQBD RS@Ć¤ @MC TMENQSTM@SDKX SGHR presents an obstacle for me because L@MX RS@Ć¤ OQNUHCDC CN MNS QD@BG NTQ desired level of standards, lack training and are not motivated. Looking at the role of head of housekeeping in the wider industry: How can this role be developed further to enhance a hotelâ&#x20AC;&#x2122;s bottom line? The value of housekeeping can be measured by positive guest feedback and by returning customers. No guest will return to a hotel thatâ&#x20AC;&#x2122;s not clean, comfortable and safe. With more emphasis placed on the importance of clean facilities, housekeeping has the ability to further boost revenues and add OQNĆĽS SN SGD GNSDK

Name: Tatjana Ahmed Job title: Housekeeping manager Time on property: 8 years Time in industry: 31 years Career to date: 1983 apprenticeship in hospitality management in Germany 1987 Hotel Bad Schachen on Lake Constance in Germany %DYDULD Ĺ&#x2DC; ĆŠUVW IXOO WLPH SRVLWLRQ LQ Housekeeping as team leader 1988 Hotel Inter-Continental Duesseldorf 1989 Hotel Inter-Continental Al Ain 1994 Hotel Inter-Continental Dubai 1997 opening of Jumeirah Beach Hotel 1998 Radisson Jumeirah 1999 Hotel Vier Jahreszeiten Hamburg, Germany 2000 Sheraton Jumeirah 2001 Joined Hyatt Regency Dubai

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