Hospitality Business ME | 2015 February

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HOSPITALITY BUSINESS MIDDLE EAST

Artistic

Expressions Differentiating the extraordinary from the ordinary, art takes hotel design to the next level

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Dominic De Sousa Chairman Nadeem Hood Group CEO Georgina O’Hara Group COO Group Director of Editorial Paul Godfrey paul.godfrey@cpimediagroup.com +971 4 440 9105 Editor Joanne May Al-Samarae joanne.may@cpimediagroup.com +971 4 440 9152 Assistant Editor Sophie McCarrick sophie.mccarrick@cpimediagroup.com +971 4 440 9150 Group Director of Sales Carol Owen carol.owen@cpimediagroup.com +971 4 440 9110 Head of Design Glenn Roxas Production Manager James Tharian Data Manager Rajeesh Melath Printed by Printwell Printing Press

+HDG 2I´FH PO Box 13700, Dubai, UAE Tel: +971 4 440 9100 Fax: +971 4 447 2409

© Copyright 2015 CPI. All rights reserved. While the publishers have made every effort to ensure the accuracy of all information in this magazine, they will not be held responsible for any errors therein.

EDITOR’S NOTE

For months, the HBME team has been working quietly behind the scenes in order to develop a fresh strategy for the magazine. Our editorial, design and online teams have crammed into meeting rooms, working without complaint on the complex questions of design, functionality, access, and what is so clinically called “the reader experience.”

And while the reality of red tape, limited resources and of our own energy waxing and waning, proved challenging, astoundingly, the occasional setback became irrelevant to a process which had gained its own momentum.

Now, with 2015 in full swing – a year expected to be a healthy for the hotel industry, with expansion, progress and innovation the driving catalysts for growth – HBME is right on board with that, bringing you, with this issue, our own updated product. And while we’ve certainly taken a fresh approach to the editorial content and visual presentation of the publication, it’s still the same HBME you rely on for news, industry insights and analysis. That hasn’t changed. However, with some fine-tuning, both graphically and editorially, I hope you’ll love it even more.

And there are more changes on the horizon – on the digital front, a new website is being finalised, with an appearance, content, and access strategy that has been nipped and tucked in all the right places. Once launched, it will host original content, updated daily, as well as an even greater responsiveness to what’s going on in the world of hospitality. Publishing beyond the printed page allows us to present the gift of greater immediacy and the ability to respond to events when we have something to say. Offering video, graphics, and photo galleries, the new design will also allow us to reach back and highlight work from our archives more easily.

Editorial elements have also felt the full force of our remodel. While we have tweaked some of the sectors we already cover, we have also expanded our scope to include coverage of new ones – reflective of the changes and growth in the industry.

For example, you can now expect to see regular articles on technology, markets to watch, international developments, sustainability, business and leisure. We’re also opening up the dialogue and creating a collective of trusted contributors, all experts within the industry, to bring you, the readers, professional insights and advice.

And with more modifications to be unveiled over the coming months, we could say that HBME is continuing its metamorphosis with careful calculation. Like the sleeping butterfly, we have not yet fully emerged from our chrysalis – but we are well on our way. Which leads me to this: your voice is important, too. Peruse this issue. Read it. Digest it. And drop me a line. We’re excited to present our vision to you, and even more excited to know what you think. You can email me at joanne.may@cpimediagroup.com.

A final point ‒ and, arguably, the most important. Publishing the best work possible remains our first priority and advances in design and technology are tools in that effort. In all forms ‒ paper and online ‒ we intend to publish in the spirit of education, ambition, and accuracy.

Joanne May Al-Samarae, Editor

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CONTENTS

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CONTENTS CHECK IN 06 Healthy Horizons Medical tourism, worth an estimated $40 billion globally, has lacked a sense of presence in the Middle East – until now, as Dubai recognises its considerable potential.

10 Memorable Meetings Said to be the purest reflection of the UAE’s natural beauty, Ras Al Khaimah is fast becoming the UAE’s newest outlet for MICE tourists seeking unique getaways.

14 Stimulated Spending Troy Simoni, CEO of in-house revenue boosting company, SweetBeam, expects guest nights to nearly double during 2015 to 3.4 million, compared to 1.8 million in 2014.

TREND TALK 18 Financing the Future As Dubai’s hospitality sector continues to mature, so too, do the financing options.

DESIGN & TECHNOLOGY 20 Get Smart As new technology continues to outsmart the tired methods of yesterday, it becomes apparent that hotels can generate new business by getting connected.

24 Where Art Thou?

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CONTENTS 30 Design Days Industry veteran, Kenny HytĂśnen, Head of Design at Workspace International, discusses the future of Middle Eastern hospitality design.

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50 Paradise Found A sneak peak at the beautiful man-made isle which has made Qatar the newest destination for private island getaways.

COMMENT 54 How may I help you today?

Dave Reeder, Editor of The Pro Chef Middle East, debates the true meaning of hospitality.

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Healthy

HORIZONS

By Sophie McCarrick

Medical tourism, worth an estimated $40 billion globally, has lacked a sense of presence in the Middle East – until now, as Dubai recognises its considerable potential.

Historically, GCC residents have travelled internationally in search of more advanced, trusted medical services. However, in recent years, growing numbers of medical tourists have been flocking to Dubai shores due to significant developments within the healthcare sector.

With rising demand for new technologies and modern methods – from both residents and tourists – Dubai’s government has now focused its investment spotlight onto healthcare systems. To capitalise on an industry, which Patients Without Borders estimates to be in excess of $40 billion globally, Dubai Health Authority (DHA) hopes to receive around 170,000 healthcare tourists throughout 2015, generating revenues of approximately $300 million.

The DHA aims to achieve $700 million from medical tourism yearly by 2020, and has set targets to attract a minimum of 500,000 healthcare visitors that year. To achieve these goals the health authority will form partnerships with Emirates Airlines, as well as private healthcare operators, providing dermatology, dental and cosmetic surgery. Together, they will create streamlined packages comprising medical visas, flights, accommodation, hospital stays, after-care treatment and leisure activities.

“Dubai offers state-of-the-art healthcare facilities, and medical tourism is an extension of the hospitality Dubai is known

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for,” says Dr Layla Al Marzouqi, ActingDirector of DHA’s Health Regulation Department. “We are looking to change the culture at hospitals and link it to hospitality that is at the core of our Emirati culture, to make hospital stays memorable for patients and let Dubai be known for its top-class health care facilities.”

Last year Dubai welcomed 135,000 medial tourists to its 24 DHA-regulated private hospitals. Now, with 22 new hospitals and clinics in the pipeline – 18 private and four public – the number of visitors seeking medical treatment is expected to surpass 150,000 by year-end. But as the sector grows the hospitality industry will have to adapt. “Medical tourism has so much potential in Dubai, and, with so much growth happening in the sector, hotels now need to adapt, to make facilities accessible and suitable to guests of all needs,” comments Mohamed Awadalla, CEO, TIME Hotels, a group that aims to operate 14 hotels by 2016.

“I could count on one hand the number of hotels currently in Dubai that offer wheelchair accessibility. Things need to change in order for it to really become a destination for medical tourism,” Awadalla explains. The CEO plans to implement a minimum of two bedrooms per floor that offer disabled facilities in his properties across the Middle East, while

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also improving wheelchair accessibility, as done at Fairmont Dubai and Dusit Thani Dubai. “We have great facilities and good business here [in Dubai], which is encouraging the incoming of world-leading doctors. Gone are the times when all GCCbased medical travellers sought treatment internationally,” he remarks.

Frank Heller, General Manager at Rocco Forte’s The Charles Hotel in Munich, Germany, has welcomed many Middle Eastern healthcare tourists over the years.

According to the GM, this trend began when the Middle East was under-developed and unable to offer residents the hygienic, technologically advanced facilities they required. “Dubai today, however, is really beginning to gain the support of its locals and tourists. It’s all about trust when health is involved, and they have the facilities and doctors there now to prove the capabilities,” says Heller.

Dubai’s medical ambitions to expand outlets and improve infrastructure will rely on the sector’s ability to attract world-class doctors. Awadalla believes the groundwork has already been laid, “Equipped with the best facilities the medical industry has to offer, and highly-qualified doctors of all nationalities, Dubai has a healthy future, and can anticipate welcoming medical tourists from around the world.”

A 2014 Dubai Healthcare City survey

revealed that 48% of the emirate’s medical tourists were from the GCC region, followed by the wider Arab world at 32%, with Eastern and Western Europe supplying 20%. Of those coming to Dubai for treatments, patients seeking infertility treatment made up the largest percentage, followed by cosmetic surgery, dental, cardiac, and lastly, orthopaedic.

Of the respondents, 80% said they were attracted by Dubai’s quality of care, and 61% said that they were lured by the number of experienced physicians on hand.

Meanwhile, 48% said that the specialist treatments available enticed them, and 36% explained the emirate’s geographic proximity to their home countries persuaded them to choose the emirate.

Factors which dissuaded patients from choosing Dubai as their medical destination included the cost of insurance, the availability of post-treatment care, accommodation and travel costs.

The regulations and legal framework also proved challenging for many patients – something the DHA plans to tackle this year with its tailored medical packages.

As Dubai leads the Middle East’s medical innovations, and the necessary infrastructures are put in place, it’s now up to the city’s hotels to realign their offerings in order to capitalise on the budding future of the medical tourism industry.

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Photo courtesy of Walfdorf Astoria Ras Al Khaimah

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Memorable

MEETINGS

By Sophie McCarrick

Said to be the purest reflection of the UAE’s natural beauty, Ras Al Khaimah with its rugged terrain, archaeological sites and adventurous outdoor locales,is fast becoming the UAE’s newest outlet for MICE tourists seeking unique getaways.

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Landscapes of the Banyan Tree Al Wadi resort.

Responding to rising demand from companies, particularly across the Middle East, Europe and India, seeking premium branded hotels offering a vast variety of experiences and corporate facilities, Ras Al Khaimah (RAK) is fast becoming the new hot-spot for MICE (Meetings, Incentives, Conferences, and Exhibitions) tourism. With more than 5,000 rooms in operation and an extensive supply of meeting space and convention centres, RAK’s unique offerings and act as an attractive pull for delegates seeking a productive, corporate destination.

Last year, RAK exceeded 2 million guest nights compared to 1.2 million in 2013, with the top five source market countries comprising the UAE, Germany, Russia, UK and Sweden, reveals Steven Rice, CEO of RAK’s Tourism Development Authority (TDA). “This comes supported by the presence of meeting space in almost all the hotels in RAK,” he says.

Zoning in on the potentials of MICE tourism, RAK’s government is investing $500 million into tourism development

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projects, “while we will continue to build on the emirate’s current tourism infrastructure.”

RAK, according to Rice, remains one of the UAE’s best kept secrets, “Making tourists aware of the breadth and variety of the experiences on offer in the emirate is now an important part of our MICE development strategy,” he says.

With luxury Arabic-inspired hotels all catering to the MICE industry in different ways, corporate visitors can choose from hotels such as the two Banyan Tree properties (Banyan Tree Al Wadi and Banyan Tree Beach Resort), Waldorf Astoria, the Hilton Ras Al Khaimah Resort & Spa, Rixos Bab Al Bahr and the Cove Rotana Resort. “These properties provide premium stays in beautiful settings, whilst also providing unique team-building activities,” says Rice.

Exploiting the natural beauty of RAK, corporate group recreation is generally offered outdoors and include heritage tours, water sports, camel racing, mountain hiking, desert camping, golf, archery,

MAKING TOURISTS AWARE OF THE BREADTH AND VARIETY OF THE EXPERIENCES ON OFFER IN THE EMIRATE IS NOW AN IMPORTANT PART OF OUR MICE DEVELOPMENT STRATEGY

Photos courtesy of Banyan Tree Al Wadi

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Team-building events such as archery are available at Banyan Tree Al Wadi.

Falconry activities available at Banyan Tree Al Wadi.

and falconry – a pastime in the emirate.

In addition, the RAK Exhibition Centre, with two 1,800sqm and 3,600sqm sized rooms, provides an outlet for conferences and events for those hotels lacking space.

Properties such as the newly opened Rixos Bab Al Bahr, act as a strong draw for MICE tourists, with an events venue size of 800sqm, explains Rice. Furthermore, set amongst a 500 hectare nature reserve abundant with roaming wildlife such as Arabian gazelles and the Oryx, Banyan Tree Al Wadi provides delegates with the opportunity to come together in a diverse, open-air environment.

“The resort offers a unique experience, designed especially for the MICE market.

Our packages allow groups to engage with nature whilst discovering some of the region’s most ancient and traditional vocations,” reveals General Manager, Axel Jarosch.

Facilities at the typical Arabian-style resort include a dedicated conference block, fully equipped with the latest audio visual equipment, LCD projectors and

complimentary internet access. And, for those who require indoor meeting space the Banyan Hall accommodates up to 140 guests – suitable for meetings and private group dinner events. Jarosch notes, “The resorts infrastructure allows us to tailormake experiences to guests’ requirements from dedicated desert dining areas, and an abundance of team building activities such as archery and falconry.”

Readily made MICE packages are proving successful within the property, the GM says, such as the ‘Meeting to Remember’ package, which includes an overnight stay in Al Rimal Deluxe Pool Villa, lunch at Al Waha restaurant, two coffee breaks, refreshments and a full day meeting at the falconry deck. Offerings as such have gained popularity from companies mostly within neighbouring emirates, from sectors such as consulting, car service operators, oil and gas, as well as retail.

“MICE is an important market for us and we continue to see positive growth.

Supported by RAK Tourism Develop-

ment Authority’s focus on increasing the footfall of MICE business to the emirate, as well as for the property, I see substantial progress in this sector still to come” Jarosch says. In concurrence, Rice observes that although RAK’s tourism offering on a whole still has a ways to go when it comes to development, “We are working hard on polishing and refining the Ras al Khaimah brand, and establishing our differentiators firmly.”

And, although the emirates biggest challenge so far has been establishing itself as, not only an outlet for MICE tourism, but a tourism as a whole, the CEO admits the TDA has a ‘master plan’ in place to ensure RAK is embedded on the UAE’s tourism map. “RAK has huge potential for growth and throughout this year we intend to further drive forward and market the extraordinary MICE offering this emirate has.”

As Rice reflects on growth achieved so far, he says whole-heartedly, “we have a story to tell here, and it’s time to convince companies out there of that.”

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TREND TALK

Stimulated

SPENDING

By Sophie McCarrick

Troy Simoni, CEO of in-house revenue boosting company, SweetBeam, expects guest nights to nearly double during 2015 to 3.4 million, compared to 1.8 million across all its partner hotels in 2014.

What do you predict will be the key factors affecting hospitality performance in 2015?

Hospitality performance in 2015 and beyond is increasingly going to be driven by guest engagement. That means having guests use the hotel as more than just a bed and a shower. Study after study show that guests who experience even one hotel outlet have a higher satisfaction index, are more likely to recommend the hotel to friends and family, and are more likely to return and pay a premium rate.

With the proliferation of social media, a high satisfaction index can quickly translate to increased business. Moreover, the increasing pressure on room rates means that on-property spend is more important than ever.

I expect the number of guest nights to nearly double during 2015 to 3.4 million, compared to 1.8 million guest nights across all our partner hotels in 2014. As the luxury hotel market becomes increasingly competitive, hoteliers are looking for ways to maximise revenues and are realising that engaging in-house guests is key.

Communication with hotel guests has developed almost beyond recognition in a relatively short period of time.

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Will there be further developments in this field this year or do you expect this to plateau for a while?

The rate of technological change is accelerating, making a constant stream of new capabilities available to hoteliers.

The problem is the risk associated with these capabilities. Is the mode of communication chosen by the property going to be one that guests want to use to communicate? Are there certain types of guests that prefer certain channels of communication? Is the platform I choose going to further evolve, making mine outdated?

New studies from the Cornell Center for Hospitality Research indicate strong guest dissatisfaction when certain interactive technologies replace employee engagement, so the choices to be made are not trivial.

Smart hoteliers will only shift to new media that meet the needs of a broad majority of guests and that does a specific job very well â&#x20AC;&#x201C; either stimulating awareness and providing information or allowing deep interaction.

In light of the changing hospitality landscape, what tactics should GCC hotels be using to capture more revenue in 2015?

Photo courtesy of SweetBeam

TREND TALK

WITH THE PROLIFERATION OF SOCIAL MEDIA, A HIGH SATISFACTION INDEX CAN QUICKLY TRANSLATE TO INCREASED BUSINESS

Troy Simoni, CEO, SweetBeam.

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TREND TALK

treating their in-house guests as more special. This means allowing in-house guests special benefits and privileges exclusive to them, such as promotions at their preferred dining outlet and leisure package deals tailored specifically to their needs. A guest who feels special is more likely to stay in.

By sharing targeted information with in-house guests at the right time, hotels have the opportunity to significantly influence guest behaviour and spending.

GCC hotels should be focusing on positioning their hotels as destinations.

Guests coming to the GCC want to feel that there is excitement in their destination hotel, and that there are authentic and relevant experiences to be had. By communicating to each guest clearly and individually, GCC hotels will ensure guests connect more often with their outlets and services, driving more revenue and more loyalty along the way.

Looking at the achievements of 2014, what trends assisted hotels in the region to retrain guests to eat at inhouse outlets? How do you expect this to evolve this year?

The hotels we partner with – both in the region and internationally – are certainly benefiting from the tailored and individualised marketing of their outlets. Being able to propose a familyfriendly outlet to guests with children or a romantic venue to a couple on honeymoon makes it much more likely for guests to choose to stay in the hotel rather than venture out and spend their money elsewhere. According to our experience with luxury hotels, tailored marketing has boosted capture rates by more than 20%.

Moving into 2015 and beyond, I think hotels are going to start getting better at

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What isn’t working? Why are certain hotels not excelling?

Today, hotels are fantastic at yielding rooms but do not do as well on their outlets and services. Hotels are still struggling to adapt their outlet offering and pricing strategy to client segment and season.

A guest who pays $410 for a room in February might be able to afford more than a guest who pays $140 in August.

Yet, the menus, and outlet pricing stays the same all year round. To encourage inhouse spending pricing should be strategically planned and adjusted throughout the year to maximise in-house spending.

Even if at a lower rate, menus can be adjusted to include less-pricey items so that outlets become assessable to guests with tighter budgets.

How do weather changes across the Middle East affect revenue throughout the year in hotels, and how can they avoid dips in RevPAR? I believe a more important indicator is RevPOR – revenue per occupied room rather than revenue per available room (RevPAR). RevPOR allows detailed insight into how much in-house guests are spending at the property. Dubai’s weather has a big impact on hotel RevPOR. Research data from our partner hotels has revealed that hotels can increase in-house guest spending during prime weather conditions by as much as 37% just by tailoring communications about various hotel outlets and services to guest preferences and behaviours.

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TREND TALK

Financing the Future

By Manish Narayan, Senior Associate, Galadari

As Dubai’s hospitality sector continues to mature, so too, do the financing options.

AN OBVIOUS ROUTE TO DEBT FINANCING IS THE LOCAL BANKS, WHICH HAVE SURPLUS CASH

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Reports are already indicating that the hotel sector will need a substantial increase in capacity moving towards Dubai EXPO 2020, with several projects in the pipeline and new development areas identified in Umm Sequim.

Traditionally real estate and hotel developments were driven by equity and land acquired through concessions.

In recent years, the project feasibility models have also considered debt finance within the matrix of project finance. An obvious route to debt financing is the local banks, which have surplus cash.

In recent times we have seen a spate of Dubai real estate and property companies going public and have offered Initial Public Offerings (IPO) for them both on Dubai and International stock markets. The uptake of these IPOs has been positive with many of them being over-subscribed. However, taking the public route to financing would necessarily entail a paradigm shift in corporate governance and transparency. Whether the traditionally family-owned business houses can adapt within a relatively short period time remains to be seen.

The majority of reports indicate that foreign private equity and pension funds are keen to invest in the real estate and hospitality sector. However, lack of clarity on regulations on who can own real property in Dubai and UAE has often been a stumbling block.

Nevertheless there is increasing investment being made by these entities using fund structures and special pur-

poses companies located in the Dubai International Financial Centre (DIFC).

Further clarity on regulations could see a number of South East Asian pension funds making long term investment in the Dubai real estate and hotel sector.

In 2014, Dubai witnessed significant growth in Real Estate Investment Trusts (REITs), which operate similar to a mutual fund with income producing real estate as the underlying asset class. REITS are subject to DIFC and Dubai Financial Services Authority (“DFSA”) regulations. We have seen REITs buying out distressed projects in need of an injection of funding, which has then turned the project around.

REITs also benefit from allowing members of the public to participate in the real estate and hospital sector without individually owning the assets. REITs have also created space in the Islamic finance market, with Emirates REITS being the first Sharia compliant REIT. In our experience, there is a high level of individual investments in hotel projects in the region, achieved by purchasing units in the hotel or hotel apartment project. Although the individual owns the asset, they will typically enter into a “Rental Pool” agreement with the hotel owner and operator, thereby effectively leasing out their unit to be used as hotel room and getting returns from the hotel operations. In several instances the hotel owner or operator guarantees the return on investment.

Some of the large hotel projects in Palm Jumeirah have adopted this financing structure for their projects.

Photo courtesy of Galadari

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DESIGN & TECHNOLOGY

GET

SMART

By Sophie McCarrick

As new technology continues to out-smart the tired methods of yesterday, it becomes increasingly apparent that hotels can drive loyalty, boost return visits and generate new business, simply and smartly, by getting connected.

It wasn’t so long ago that hotel guests were satisfied by clean linens, welcome drinks and complimentary airport transfers. However, in today’s fastpaced world, growing demands of the tech-savvy traveller have heightened the need for advanced technology, creating a competitive market for the smartest hotel.

Although the luxury destination traveller of the 21st century still finds pleasure in extraordinary architecture and impressive design, technology has become the underlying backbone standing between what distinguishes a good hotel from a great one.

Today, hotels are rapidly implementing smart solutions in order to gain a competitive edge and even boost revenues. One solution which has been implemented by chains like Sheraton, Intercontinental and Marriott is Cisco’s Smart Hospitality solution. The unified solution integrates voice, mobility, high-speed Internet access, and TV with existing back-office systems onto one single platform, meaning guests can programme room features to their preferences – be it room temperature or TV channels.

It also enables them to receive highly-personalised voice and video messages, communicate with friends, family, and hotel staff, anywhere on the premises. “The world’s becoming increasingly

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Photo Credit: Photo Credit: Photo Credit: Photo Credit: Photo Photocourtesy Credit: Photo of Cisco Credit:

DESIGN & TECHNOLOGY

WITH SUCH EXPLOSIVE GROWTH OF MOBILE DEVICES AND THE DEMAND FOR HIGH-SPEED WI-FI, MORE AND MORE GUESTS NOW SIMPLY EXPECT TO ENJOY THE SAME QUALITY CONNECTIVITY NO MATTER WHERE THEY ARE

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HOTELIERS SHOULD CAPITALISE ON THIS BY MINIMISING THE NUMBER OF IN-ROOM DEVICES THEY OFFER, AND INSTEAD, INVEST IN SMART SOLUTIONS

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connected, and Cisco’s answer to making hospitality smarter is through something we call ‘The Internet of Everything’,” says Meghan McCarthy, Regional Sales Manager for Partner Organisation and Commercial Segment, Cisco UAE. Smart hospitality is all about making the guest experience smarter, more personalised, seamless for all users and effort-free. These systems also enable guests to make bookings at restaurant and entertainment outlets with the click of a button. McCarthy comments, “It’s about bringing all the data centres in a hotel together, to gather all of the customer’s needs in one connected place, to better execute service.”

For international hotel chains, this system also allows the inter-exchange of data, so guests can be catered to, no matter the country. Nowadays, retaining that competitive edge in the hospitality industry can be a challenge. The tech-professional remarks, “In order to outpace competitors it’s become exceedingly vital for hoteliers to deliver extraordinary experiences to generate return custom.”

To do so, hotels need to be providing guests with the platform to use their preferred devices, from any location, at any time. McCarthy concurs: “With such explosive growth of mobile devices and the demand for high-speed Wi-Fi, more and more guests now simply expect to enjoy the same quality connectivity no matter where they are.

It’s important for hotels to keep up and provide this.”

Adding to that, the concept of BYOD (bring your own device) has been gaining immense popularity for a while now. McCarthy believes that “Hoteliers should capitalise on this by minimising the number of in-room devices they offer, and instead, invest in smart solutions.”

Noting the success achieved after having Cisco’s unified hospitality solution implemented at several InterContinental properties, Simon Stamper, Area General Manager, InterContinen-

tal Cairo Citystars, explains, “One of the most important benefits of Cisco’s end-to-end approach is the quality of service and experience we are able to offer our guests. They will never miss a call in their room, and they can stay in touch. It’s given our hotels a global reputation for excellence.”

Not only is this beneficial to the guest, but also the hotel. With a video concierge application accessible right from a guest’s personal device, hoteliers can cut down on staffing and time required to visit individual rooms. Moreover, when cost cutting comes into play, properties can also benefit from slashed electricity costs. With the Middle East’s warm climates resulting in the need for annual operation of costly cooling systems, a unified hospitality solution uses sensors to remotely manage different areas of the hotel based on the time of day and occupancy.

And, while saving the pennies is a high priority, generating new revenue streams comes hand-in-hand. Using this solution opens up new avenues for hoteliers to capitalise on in-house profitability. If a hotel is able to locate its guests in the property, the system can do things like automatically send through push notifications to guests’ phones, informing them of promotions or upcoming events to encourage inhouse spending.

Today’s hotels have the opportunity to not only manage, but to improve customer service levels, guest satisfaction, bridge the gap between current, disjointed communication platforms, re-create the in-room experience, automate inventory and integrate call accounting, all through new and innovative technologies. McCarthy believes hoteliers can give themselves a competitive advantage. “Save time, money and generate higher revenues.”

Technology is continually getting smarter, and just when you think you’re up-to-date, there’s something newer and smarter. McCarthy questions with a smile, “Now, which hotels are going to keep up and get smart?”

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DESIGN & TECHNOLOGY

The sculpture by Ahmed Al Bahrani is entitled Small Puzzle, and sits in Jumeirah Creekside Hotel.

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Photo courtesy of Jumeirah Creekside Hotel

DESIGN & TECHNOLOGY

WHERE ART THOU?

By Joanne May Al-Samarae

From Monet’s delicate Waterlilly paintings to a bright Warhol print, art in hotels is more than just decoration.

Along with the high room rate, there are some defining characteristics often found in luxury hotels: The mattresses are Tempur-Pedic; thread counts exceed 180; televisions are 54-inch LCD flat screens; the artwork is original. While new beds and luxury linen are a form of pampering, the original art is the product of a rethinking of what the luxury experience entails. As a result, art is becoming a fundamental, rather than an ornamental, component of hotel design.

Art has been hung in hotels for decades, and there are many tales of downon-their-luck artists residing in New York’s Chelsea Hotel and offering their work in exchange for rent. But since the turn of the century, when it comes to hotels, the fine line between art and design is shifting.

Tony Allen, Director of Design Development for consulting firm Roya International explains, “As hotel trends step away from bed factory-type properties to more personal, boutique, lifestyle offerings, the line between art and design is becoming blurred.” It’s no longer enough for

hoteliers to hire “starchitects” – they are now expected to consult art experts and gallery owners too. The goal? To acquire works that would make any gallery curator green with envy.

Where hotels once vied to recruit Michelin-star chefs, they are now going head-to-head for the best art collection.

Unfortunately, most of the time, this is just a euphemism for an odd accumulation of pictures which decorate dreary walls. But occasionally, it amounts to something far more important. It amounts to the exhibition of works by artists like Monet, Picasso, Tracey Emin and Jeff Koons.

“When art, design and cultural elements, come together, it makes for more exciting hotel projects,” Allen says, “It pushes the boundaries of architects, designer, artists, and most importantly, it steers us clear of the terribly boring hotel rooms as we’ve known them for so long, with white linens, wooden bedside tables and the generic prints hanging atop the bed frame.”

Today, great art can help shape the brand of a hotel. If a property secures an important piece, it changes the hotel’s

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proposition – it becomes, in itself, an attraction. One hotel which does this is Benesse House in Naoshima, Japan, where everything from five of Monet’s Waterlily paintings to site-specific works by James Turrell are exhibited. Designed by Tadao Ando – better known for his galleries than his hotels – bedrooms incorporate works

by Josef Albers, Cai Guo-Qiang, Keith Haring, Richard Long, Thomas Ruff and Sol Le Witt.

New York hotel, The Surrey, is another popular spot for art lovers. Guests have the opportunity to admire the property’s $30million art collection which includes pieces by Jenny Holzer, Richard Serra, Cecily Brown, as well as Chuck Close’s floor-to-ceiling tapestry of Kate Moss.

Another New York institution which takes its commitment to art to another level is the Gramercy Park Hotel. As part of the hotel’s identity, art was integrated into the design and concept of the property – it established its intellectual soul.

For aficionados, the appeal of this Ian Schrager hotel hangs on its walls: an impressive collection of artwork by 20th century artists Andy Warhol, Pablo Picasso and Jean-Michel Basquiat. The constantly changing collection boasts so many highcalibre pieces that the Museum of Modern Art once took a tour group there.

While some hotels immerse guests in modern art, the luxurious Rome Cavalieri offers guests the experience of staying on the grounds of their own private museum. The historic collection includes paintings, sculptures and decorative arts by a number of 18th century Italian masters, giving guests the unique experience of living with the works, rather than viewing them from behind a red velvet rope. A genuine Tiepolo triptych even hangs in its Tiepolo Lounge.

Not to be outdone, the Royal Monceau Raffles in Paris has a dedicated team of art concierges. These experts craft bespoke itineraries focused on specific interests or events, as well as provide guests with insight into the city’s commercial art scene, and even assist in negotiating the prices and shipping of purchases. The hotel also has its own gallery, Art District, where

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THE CONSTANTLY CHANGING COLLECTION BOASTS SO MANY HIGH-CALIBRE PIECES THAT THE MUSEUM OF MODERN ART ONCE TOOK A TOUR GROUP THERE

temporary exhibitions are curated by Hervé Mikaeloff, who also presides over the Espace Culturel Louis Vuitton.

In Athens, the Semiramis Hotel boasts a standout contemporary art collection, thanks to its owner Dakis Joannou. Wander around the ultra-modern property designed by Karim Rashid, and you will stumble upon pieces by art-world heavyPhotos courtesy of Jumeirah Creekside Hotell and Design HotelsTM

DESIGN & TECHNOLOGY

The lobby of Jumeirah Creekside Hotel is home to a red sculpture by architecht Zaha Hadid.

weight Jeff Koons and Japanese sensation Takashi Murakami.

While other luxury hotels are promoting their connections to the art world in a variety of ways – from employing artists in residence to displaying priceless pieces in their public areas – London’s The Churchill has gone one step further.

The property, situated between Mayfair and Marylebone has forged a longstanding collaboration with Charles Saatchi, Founder of Saatachi Gallery, who owns Britain’s most cutting-edge contemporary collection. Together with Copenhagenoriginating furniture shop Republic of Fritz Hansen, The Churchill and Saatchi opened the Saatchi Suite – more modern private apartment than conventional hotel suite – which has been finished with Scandinavian furniture and works by a selection of emerging artists represented by Saatchi Online, the world’s largest online gallery. Inside the suite you’ll find Ronin Cho’s interactive knocking door entitled, Steve Bishop’s Jean-Paul Gaultier – Clas-

The Gramercy Park Hotel boasts pieces by the likes of Picasso and Warhol.

sique Arctic Fox, a sculpture combining a taxidermy fox, concrete and paint, inspired by the Gautier perfume bottle.

The Churchill hotel also showcases a number of exhibitions in collaboration with Saatchi Gallery. The first, entitled One Giant Leap, featured a range of works from the Saatchi Gallery’s collection; the second, Making Waves coincided with the 2012 Summer Olympic Games, and featured work with a sporting theme from up-and-coming UK and international artists. If you’re in town, look out for the hotel’s Giants – two lumberjack figures who loom over a sofa. They created such a stir after their appearance in the hotel’s first exhibition that The Churchill couldn’t bear to part with them and they are now a permanent feature.

One of the most striking pieces at The Churchill though, is a giant portrait of the Queen Elizabeth II with her eyes closed, on display in the lobby. This intimate moment was captured by British artist Chris Levine while she was resting between

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shots, taken for a project commissioned by Jersey Heritage Trust.

But it’s Zurich’s Dolder Grand which holds one of the most impressive art collections found in any European hotel. It includes over 120 original works by artists like Salvador Dali, Henry Moore, Camille Pissarro and Damien Hirst. A Fernando Botero sculpture even sits in the grounds.

For guests who want to explore the collection in its entirety, the hotel offers a complimentary iPad featuring their specially created app, which guides guests through its onsite collection.

And while European hotels and their stateside counterparts may be have been first out the blocks to exhibit high-end art, Middle Eastern hotels are following suit with enthusiasm. In Marrakech, El Fenn is home to works by William Kentridge, Fred Pollock, Bridget Riley, Anthony Gormley and Terence Donavan. The property’s commitment to the arts is down its owner, Vanessa Branson, Richard Branson’s sister.

Not to be outdone, Dubai’s Jumeirah Creekside hotel features 482 artworks –

90% of which were commissioned especially for the property and focus on Middle Eastern contemporary art. The hotel’s pièce de résistance is Zaha Hadid’s sculpture, Moraine, which sits in the lobby and is generally used as a couch. For Allen, the UAE particularly does a lot to incorporate local art, “It gives emerging artists some exposure, and at the same time, it complements the hotel’s offering,” he says.

Hotels are increasingly adopting formal art programs in response to guests’

DUBAI’S JUMEIRAH CREEKSIDE HOTEL FEATURES 482 ARTWORKS – 90% OF WHICH WERE COMMISSIONED ESPECIALLY FOR THE PROPERTY

The Gramercy Park Hotel, a Design HotelTM property, houses an impressive collection of work by 20th century masters.

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Photos courtesy of Design HotelTM.

DESIGN & TECHNOLOGY

growing exposure to art through the Internet, TV and their own travels. Although Allen believes that the Middle East is still a way off from developing their own art programmes, he does see that the region is working towards implementing them. “Having in-house curators has assisted hotels internationally to live closer to the cultural dynamics of their host city,” he says.

Decorating properties with works by local or regional artists brings elements of the city or community into the hotel, allowing for a better interaction with the local art scene Allen explains. Often, the process roots the hotel in its surroundings and, in some cases, creates visual records of developing neighbourhoods. “Internally, having an art curator on board helps ensure the balance between art, design and the overall ethos of the hotel or group is maintained,” he explains.

While there are currently no surveys which prove that guests choose, or return to, hotels because of the artwork on display guests often comment that the art has

made a difference in their experience – just take a look at the TripAdvisor comments.

“There is no doubt that exhibiting art in a hotel does attract connoisseurs and art enthusiasts, making it an attractive selling point and a reason to visit,” says Allen, “It certainly helps gain the hotel recognition among certain circles and niche markets,” he adds.

And whilst artwork has always played some part in decor, luxury hotels have put a premium on higher value pieces with a strong or growing standing. Whilst the highest-value pieces tend to be exhibited in more public areas, where security is tightest, even guest rooms now feature original works.

Being around original art is part of the lifestyle of those who pay 5-star room rates. Often the guests are either buyers of art already or are in the same income category as art collectors. At the very least, many appreciate art. In essence the guest whose imagination is involved in a hotel visit becomes all the more dedicated as a repeat consumer.

The Botero sculpture, Woman with fruit, at the Dodler Grand.

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DESIGN & TECHNOLOGY

The Ridge Hotel exterior was inspired by the shape of a sand dune.

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Photo courtesy of Workspace International

DESIGN & TECHNOLOGY

DESIGN DAYS

By Joanne May Al-Samarae

Industry veteran, Kenny Hytรถnen, Head of Design at Workspace International, discusses the future of Middle Eastern hospitality design.

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Workspace International design of the Ice Hotel.

What is the current state of the hospitality design industry in the Middle East?

There is a lot currently going on. New types of hotels are rising and they are not all five star. Dubai particularly has been lacking of good quality three and four star hotels. On the food side, there is a great variety of different restaurants and cafes, and we are even starting to see some niche cafes emerge. To me, this is good – I’ve seen enough Starbucks and Costas.

How has the hospitality design market changed over the last decade, and what has influenced these changes?

The greatest driver for change in the hospitality business has been the Internet. In the past, we were dependent on travel agencies that gave us options and booked transportation and accommodation for us. There was less information available and the selection was far smaller than today.

Now, there are websites that have robots finding you suitable transportation and accommodation and comparing prices. You can find information and comments on airlines and hotels from people who have actually taken the plan and visited the place. Hotels are rated –

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you can learn what kind of things people have liked and what they have experienced. Thus, you can get a better understanding of what you will be facing on your trip.

How do you see hospitality design evolving in the future?

The design can’t be something that stands alone any longer. Designers will have to have a real understanding of the hospitality business: where does the money come from and what is the return of investment? Designers have to understand the target group: what are their desires and what are the ways to fulfil them? They have to understand how to satisfy the needs of the personnel in such a way that they understand what kind of company they are working in and what is expected from them, instead of learning phrases by heart.

In the future, the design team will be a multi-disciplinary team where you have people with financial and HR backgrounds, psychologists, and of course designers, who have a broader understanding of design itself. Conservatism is a recessive trend in hotel design and we will be seeing more modern and Scandinavian-style hotels. In the near fu-

A Workspace International restaurant design.

ture, we will see people heading to hotels in space and what better place to set off than from this part of the world?

How do you deliver beyond aesthetics?

Many think of hospitality design as just “stunning spaces,” so what does it take to give a design soul?

All great designs have always made a statement. Designing is more perspiration than inspiration. It is hard work and you need to have an understanding that goes beyond aesthetics. You need to know what is going on in the world.

Designed spaces need to have a meaning and they have to be appealing to their audiences. People want to understand the brand and what the message is ‒ make it loud and clear.

What do you feel is the greatest challenge hospitality designers face today and how do you confront these challenges?

It is differentiation. Most hotels are starting to look alike. They share the same features, the same arrangements, the same materials, the same furniture and you just get kind of numb. On the other hand, some hotels and restaurants seem to be a statement of the designer, not the brand.

Photos courtesy of Workspace International

DESIGN & TECHNOLOGY

Design of the lobby for The Ridge Hotel.

Do you have a particular design philosophy? How would you describe it?

My statement is to dig in. Do your homework, study the brand, study the target group, communicate with your audience, make sure your project is the talk of the town and your hotel will succeed.

which is around the middle of the experience and the last point of their visit.

If you are able to touch the soul of the customer during these two points and make them memorable, you are a winner for sure.

What is your main goal when defining the interior aesthetic of a hotel?

This is very simple. It has to feel good.

It has to be an ensemble where every piece comes together. It is the way bits and pieces are put together. “God lies in details,” as the former architect Mies van der Rohe has stated.

How would you like people to remember your designs?

I would love them to say that they felt good, but not actually be able to pinpoint what was causing the good feeling — so that it is everything and again nothing. Of course, there has to be some recognizable and memorable things or objects that you can relate to and recall once you have left.

What do you want every guest to experience during their stay?

Customer experience needs to be thought through. The customers should get what they came for but that is not enough. You have go beyond and offer something extra. Now the extra doesn’t have to be anything expensive. It only has to be something nobody else has yet thought of and something that satisfies the customer.

Customers are able to recall two points of their experience in a hotel or a restaurant: the high point of their visit

In your current work, is there a particular material that you enjoy incorporating?

There are of course several materials that I enjoy. Sustainability is a big thing and I think we need to care about the environment and pick our materials according to this. Wood for instance is a great material. I just came across a great lamp design that was produced from cardboard. It is astonishing what you can put together from the material. And it is cheap and recyclable.

What space - anywhere in the world, designed by anyone - inspires you?

The MIT chapel in Boston is a remarkable piece of work. It is a non-denominational chapel where anyone can go and contemplate. It is a place of mystic quiet.

A place for all of us, especially at times like this.

What’s so great about designing restaurants?

Restaurants are for people to meet and to rejoice. Restaurants are places where we can fulfil our social and physiological needs at the same time. They are places for excitement and adventure.

People are very interested in cooking.

You can see the trend from TV shows teaching you how to cook different kind of meals or travel shows exploring exotic tastes, or cooking contests.

Do you have a favourite place to start conceptualising restaurants?

Conceptualising starts from the goals — what do we want to achieve? It also begins from the brand and target group. You have to understand the drivers of the restaurant in order to understand what to design. It is all in the background work you do, then you can continue with the aesthetics.

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FOOD & BEVERAGE

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Photos by Max Poriechkin for HBME

FOOD & BEVERAGE

A Swimming

SUCCESS

By Joanne May Al-Samarae

Caviar from the desert may sound like an oxymoron, but Ahmed Al Dhaheri, Managing Director of Emirates AquaTech is proving that a thirst for the delicacy is making waves, even in the arid Abu Dhabi desert.

Just 19 miles southwest of the centre of Abu Dhabi lies Mussafah, a sprawling satellite town which houses an unlikely surprise; amongst the ramshackle warehouses and workshops of the dusty industrial district sits a uniquely Emirati caviar farm, Emirates Aquatech. “It’s caviar from the desert,” laughs Ahmed Al Dhaheri, Managing Director and co-founder of the world’s largest and most technologically advanced aquaculture farm.

Last year, Emirates AquaTech produced two tonnes of farmed caviar – an ecologically sustainable, low-impact alternative to wild caviar. And according to Al Dhaheri, projections suggest that five tonnes will be produced in 2015. But with the farm boasting a massive capacity of 35 metric tons of caviar, and advanced technology which replicates spring, the ideal caviar producing season, Emirates AquaTech has the unrivalled ability to produce fresh caviar all year round.

Spanning 56,000 square meters, the farm utilises innovative fish breeding technology, which allows for an economically viable, environment-friendly and sustainable farming of Siberian sturgeon – a species listed as ‘vulnerable’ by the International Union for Conservation of Nature.

In 2014, the first batch of fish fertilized and bred in the UAE hatched. “They are 100% Emirati,” gleams Al Dhaheri.

Named Expo 2020, the 40,000-strong batch will reach the peak of their caviar producing during the Dubai event.

For the caviar-producing fish, machines constantly monitor water conditions, including temperature, pH levels, water levels, oxygen levels and pump and filter operation. “Everything is in place so that they are comfortable,” says Dhaheri.

“We run at optimum conditions 24 hours a day, seven days a week, 365 days a year. So it’s like spring every day for the fish,” says Muhanad Abu Awad, the operations manager, as he reveals that the technology allows Emirates AquaTech to produce caviar sustainably on a monthly basis unlike other farms, which can only harvest caviar once a year.

The steady stream of fresh caviar has brought a steady stream of esteemed clients. Five-star hotel, Emirates Palace became a regular customer and is joined by chains Kempinski, St. Regis and Park Hyatt. Jean-Luc Morcellet, Executive Chef at the Palace Hotel Downtown in Dubai, says a regular client. “I choose YASA Caviar because the quality is great, and because it supports UAE growth.” He also

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reveals that he uses approximately 600800 grams of YASA Caviar each month.

The chef also predicts that this figure is about to increase as he plans to offer the product on the room service menu.

Although Emirates AquaTech has only officially been in the market for a year, the charismatic Al Dhaheri – like Morcellet – has witnessed a steady consumption increase, and a growing appreciation for the delicacy.

Increased appreciation meant that the caviar, named YASA Caviar, also found its wings with Etihad Airline, who selected the product to be served to their “Residence” guests. For Al Dhaheri, the results were promising. “The feedback was great, so we are looking forward to seeing our products expanding with Etihad,” says the MD who counts flying as his biggest passion. “In a different life, I would have been a pilot,” he says laughing.

But it isn’t just caviar that hotels and airlines are lapping up. Sturgeon meat is also fast becoming a hot product. “After we take the caviar from the females, they then go to production where we use the meat.

Of course, the males go straight for meat production,” explains the visionary leader.

Although sturgeon meat is relatively new to the Middle Eastern market, Al Dhaheri states that restaurants are beginning to include it on menus. “We can’t just produce caviar,” exclaims the pioneer, “So the meat gives us another dimension,” he says. With the meat going to production – to be smoked, filleted or marinated – the rest of the fish doesn’t go to waste either.

Currently, plans are in the works to use the bones, head and tail for fertilizer. The skin, another by-product, also has a role to play. The MD reveals that he is currently working closely with Al Khaznah, a tannery between Abu Dhabi and Al Ain, to turn the skin into useful leather.

“Considering all these elements, we are wasting almost nothing when it comes to the fish,” asserts Al Dhaheri. With the message of responsible and sustainable farming resonating, the passionate pioneer also explains that 90% of the water used is recycled back into the farm, “even for the bathrooms,” he adds laughing.

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FROM ONE FISH YOU GET SO MANY THINGS THAT BENEFIT HUMAN KIND

Female sturgeon begin producing caviar at around four years of age.

FOOD & BEVERAGE

And although 10% of the water is currently discharged, the thrifty MD hopes to put that to good use in the future too.

“The discharged water is full of nutrients and would be ideal for hydrating vegetation, so that’s also something I’m looking into,” he reveals. “From one fish you get so many things that benefit human kind.

Whether its caviar or meat, or skin for watches, or fertilizer. That’s what I love to see.”

Dhaheri’s respect for the Mother Nature, and the world we live in reverberates through the company that he has shaped since its inception. “After all, we are only human,” he says, revealing his ultimate goal – to breed and then release sturgeon

back into the wild.

With sturgeon an endangered species, the import and export of caviar is heavily controlled. After years of overfishing, pollution and poaching in the Caspian Sea – the sturgeons’ natural home – wild populations are almost totally depleted.

Although there are no reliable estimates on global caviar production, the Convention of the Trade with Endangered Species reported that 71 tonnes of caviar, including eight tonnes of wild caviar was exported in 2010, the last year for which such reports were available.

“Fish are being harvested in the wild with no respect of their age,” laments the Emirati. “And since sturgeon are my

business, we need to work towards not only protecting them, but increasing their numbers,” he declares, encouraging other caviar farmers to do that same.

With a goal to release sturgeon back into the Siberian wild in the coming years, Al Dhaheri’s firm belief in the circle of life shines through. “This is part of the appreciation we have for the wild, and for what god gave us,” he adds.

Looking towards a future Al Dhaheri hopes is filled with more sturgeon, the 45-year-old also predicts growth for his business. 2015 will see new markets such as Australia added to the MDs remit, and he explains that deals with clients in the US are also set to go through having

Ahmed Al Dhaheri, Managing Director and Co-founder, Emirates AquaTech has his sights set on global expansion.

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IF YOU WANT IT ENOUGH, ANYTHING IS POSSIBLE

received clearance and approval to export YASA Caviar and sturgeon products to the country. And while, according to the father-of-five, there is great interest from Europe, Emriates AquaTech is waiting for their license to be granted. “We should have the licence this year, so that will open new doors for us,” he reveals.

With his sights set on global expansion, Al Dhaheri hopes that he will have established Emirates AquaTech as the pioneers of the market before the company’s 10 year anniversary. This significant goal will be achieved, the MD explains, through one key strength – quality. According to the Emirati, quality is achieved because of the way Emirates AquaTech feeds and nurtures their fish. Michéle Müller, Executive Chef at Hyatt Capital Gate, Abu Dhabi, couldn’t agree more. “YASA Caviar is good quality and good value for money,” she says. Two factors imperative when she is selects products.

The fact that the caviar is locally produced is another winning factor for Müller, who adds “For me, the sustainable angle is very important. I strongly support substantiality, and I am always explaining its importance to both my guests and team.” For the chef, growing interest in sustainable products should mean that YASA Caviar will gain even more popularity over the coming years. The fact that the product is both sustainable and of top quality is, according to Müller, Emriates AquaTech’s winning card.

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Al Dhaheri’s campaign for top notch caviar is supported by five quality assurances. “Having five quality assurance is rare,” says the Abu Dhabi based trailblazer, “It’s rare for any factory or farm.” The internationally recognized certifications include ISO 22000 (Food Safety Management System), HACCP (Hazards and Critical Control Points), ISO 9001 (Quality Management System), ISO 14001 (Environmental Management System), and OHSAS 18001 (Occupational Health and Safety Management System).

And technology, admits the MD, helps the fledgling enterprise retain quality.

“We use innovative technology to propel our product, to make it superior to other farmed caviar,” he says. Firstly Emirates AquaTech does not use liquid oxygen in its tanks. Instead, natural air – which has been filtered, cleaned, dehumidified and cooled – is pumped from an industrial blower, to mimic the fish’s natural environment. Like an artery running through the farm, 3000 cubic meters of air is passed through the tanks every minute.

While just 15 operational staff keep the mammoth plant ticking over, robots do much of the heavy lifting. “A robot, which runs 24 hours a day, feeds the fish,” explains Abu Awad pointing to an outstretched mechanical arm attached to feeding cylinders.

With the robots movement controlled by Wi-Fi, minute-by-minute reports are sent to the head office. “We control where, when and how much feed the fish are getting,” the operations manager says, “Everything is engineered very carefully.”

Careful engineering seems to be why Emirates AquaTech has enjoyed a wildly successful first year. From the plant’s cutting-edge technological capabilities to an environmentally-sustainable philosophy that accounts for decades rather than years, everything has been designed with durability and sustainability in mind.

“Nowadays, you can produce anything anywhere,” says Al Dhaheri. So sturgeon, which once belonged only to the Caspian, now swim in Abu Dhabi’s harsh desert.

“If you want it enough, anything is possible,” Ahmed Al Dhaheri concludes with a humble smile.

The only event designed FOR the restaurant investment community The Global Restaurant Investment Forum (GRIF) will be THE business conference of the Dubai Food Festival 2015, making it the place to do all your deals in 2015.

The event provides a unique platform which brings together key stakeholders in the restaurant investment community in one place to share best practice, innovation, knowledge and address current issues that face the sector.

The GRIF programme has been built on four key pillars:

Creating successful concepts Generating growth through franchising Internationalizing your business Innovation and inspiration to improve your existing operations

GRIF

GLOBAL RESTAURANT INVESTMENT FORUM 16-18 February 2015 Conrad Dubai

Informative event where you can interact and understand the players in the industry, a unique forum for all that service the Restaurant industry.

Tariq Sanad Managing Director, Lime&Tonic

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Through an educational and actionable agenda you can learn how to mitigate the challenges faced when expanding internationally, learn from those with their feet already firmly planted in different markets, tap into their local knowledge, and learn how to roll-out your product without selling its soul.

Nicholas Lander – Author of “The Art of the Restaurateur” (Phaidon) and FT Restaurant Correspondent Brian Johnston Managing Director, International, Wagamama

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SUSTAINABILITY

ALL FISHED OUT?

by Dave Reeder

Just over a quarter of a century is all the time that scientists are now giving us before the world’s oceans are empty of fish. The earth’s waters have survived millions of years but now we’re balanced on the cusp of extinction for hundreds of species of fish, thanks to the double whammy of climate change and over-fishing.

Time is running short. In fact, according to a new study led by the International Programme on the State of the Ocean (IPSO), time may already have run out.

Best case scenario at present levels of knowledge and human inactivity is that the oceans will be devoid of marine life by 2048.

In fact, it may already be too late to slow or even reverse the collapse of coral reefs or the spread of low oxygen ‘dead zones’. “We now face losing marine species and entire marine ecosystems, such as coral reefs, within a single generation,” states the study by 27 experts which will be presented to the United Nations. It claims that “Unless action is taken now, the consequences of our activities are at a high risk of causing, through the combined effects of climate change, over-exploitation, pollution and habitat loss, the next globally significant extinction event in the ocean”.

Previous ‘significant extinction’ events over the past 600 million years include the disappearance of dinosaurs some 65 million years ago, apparently after an asteroid struck.

“The findings are shocking,” wrote Alex Rogers, Scientific Director of IPSO, wrote of the conclusions from a workshop of ocean experts staged by IPSO and the

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International Union for Conservation of Nature (IUCN) at Oxford University. The reason why the study is so serious in its implications is not just that fish are the main source of protein for 20% of the world’s population but that the oceans cycle oxygen which helps absorb carbon dioxide, which is the key the main greenhouse gas derived from human activities.

Add to that the lack of ocean clean up by fish and we’ll also face the widespread growth of uncontrolled algae.

According to Professor Dr Jelle Bijma from the Alfred Wegener Institute in Germany, our seas face a “deadly trio” of threats –higher temperatures, acidification and lack of oxygen (anoxia).

Excessive carbon dioxide from use of fossil fuels is both heating the planet and causing acidification when absorbed by the oceans. Anoxia is caused largely by pollution and the run-off of fertilisers.

“From a geological point of view, mass extinctions happen overnight, but on human timescales we may not realise that we are in the middle of such an event,” the Professor explains.

And the good news? Well, over-fishing is reasonably easy for governments to reverse and countering global warming simply means a shift from fossil fuels towards cleaner energies such as solar and

Photos from Shutterstock

SUSTAINABILITY

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wind power. As Dr William Cheung of the University of East Anglia points out, global warming, “unlike climate change can be directly, immediately and effectively tackled by policy change”.

Meanwhile, over-fishing is now estimated to account for over 60% of the known extinction of marine fish, we’re used in this region to discussions about hammour being over-fished, but it is a worldwide problem – the two metre long Chinese bahaba, for instance, has a swim bladder reputed to have medicinal properties and over-fishing is now so extensive that the price per kilo in the 1930s of a few dollars has now swollen to up to $70,000!

Another report by an international team of ecologists and economists led

by Dr Boris Worm from Dalhousie University in Halifax, Nova Scotia, comes to the same conclusion, although

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it also adds habitat loss to the pressures that marine life faces. This study was an attempt to understand what the loss of ocean species would mean to the world and saw the researchers analysing several different kinds of data. Apparently, even to battle hardened and eco-committed scientists, the results were an unpleasant surprise. “I was shocked and disturbed by how consistent these trends are – beyond anything we suspected,” Worm said as the report was released.

And just to make the point clear, Dr Nicola Beaumont, of the Plymouth Marine Laboratory in the UK, stressed that “This isn’t predicted to happen. This is happening now. If biodiversity continues to decline, the marine environment will not be able to sustain our way of life. Indeed, it may not be able to sustain our lives at all.”

29% of edible fish and seafood species have already declined by 90%. That’s a

SUSTAINABILITY

THERE ARE CLEAR SIGNS THAT FISHING IS AFFECTING SEVERAL SPECIES. SOME CONSEQUENCES THAT HAVE BEEN OBSERVED: Ĺ&#x201D; -PX NBYJNVN BHF 5IF ĹŁTI UIBU BSF caught keep getting younger. We no longer ďŹ nd the same number of older ďŹ sh that would normally be found in a healthy stock. Hammour can live up to 30 years, but today, the oldest ďŹ sh that can be found is only 11 years old. Ĺ&#x201D; )JHI KVWFOJMF SFUFOUJPO .PTU ĹŁTI XF ĹŁOE on the market today are small juveniles.

These ďŹ sh have not had a chance to mature and produce eggs. In the case of kanaad or kingďŹ sh, 95% of landed ďŹ sh are immature. Similarly, for zuraidi ďŹ sh, 71% of the catch comprises of ďŹ sh smaller than the size at which they reach maturity. Ĺ&#x201D; -PXFS OVNCFST PG NBMFT 'PS TPNF species, more females than males are naturally present in the population (e.g. hammour). However large individuals are heavily targeted by ďŹ shing. Since these are usually male, the sex ratio becomes even more imbalanced. This interferes with the speciesâ&#x20AC;&#x2122; ability to reproduce.

WE NOW FACE LOSING MARINE SPECIES AND ENTIRE MARINE ECOSYSTEMS, SUCH AS CORAL REEFS, WITHIN A SINGLE GENERATION

All these effects are a result of overďŹ shing, which stems from high demand for a small number of popular species. We have unsustainable consumption and exploitation.

EWS-WWF is a national leading environmental NGO. EWS-WWF works at the federal level to conserve biodiversity and promote sustainable living through education and conservation initiatives.

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SUSTAINABILITY

THE REALITY Since 1978, the UAE has seen an overall decline of 80% in the average stock size for all commercial species.

Recent studies show that fish of many species are caught beyond sustainable levels in the UAE. In the case of the hammour, for example, the current fishing rate is over seven times higher than the level that would maintain a healthy population.

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drop from which they cannot recover and these species will collapse and become extinct. And the fewer fish, the more toxins will build in the oceans, the less shorelines will be protected and the more algae blooms such as the red tide will become common. “A large and increasing proportion of our population lives close to the coast. Thus, the loss of services such as flood control and waste detoxification can have disastrous consequences,” states the report, which analysed data from 32 experiments on different marine environments, plus the millennium history of a dozen coastal regions around the world, including San Francisco and Chesapeake bays in the US plus the Adriatic, Baltic, and North seas in Europe. In addition, they also analysed fishery data from 64 large marine ecosystems and studied the recovery of 48 protected ocean areas.

Their ‘cut to the chase’ conclusion?

Everything that lives in the ocean is important. In fact, it’s the diversity of ocean life that is the key to its survival and those ocean areas with the most different kinds of life are also the healthiest.

The bad news? Species loss isn’t gradual. In fact, it’s happening fast and, worse, it’s speeding up. They also dismiss claims that essential measures such as sustainable fishing, pollution control, habitat maintenance and ocean reserves should not be viewed as costs, but rather as investment.

Such investment will pay off with a sustainable fish industry, fewer natural disasters, human health and more.

According to Worm, “It’s not too late.

We can turn this around.” The problem is that, currently, less than 1% of the global ocean is effectively protected.

We have a long way to go.

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SINK IN

By Joanne May Al-Samarae

From views over the sparkling Arabian Peninsula to panoramas of glittering cityscapes, bathing is never dull in these bathrooms.

You trudge into your hotel room, aching and bleary eyed, after an exhausting day, and head straight to the bathroom. As you fill up the tub and sink into the warm water, your eyes focus on the glistening Gulf of Oman as it stretches out before you.

When there’s nothing to look at but boring tiles, bathing can be a dull chore – one that travel can transform from day-to-day drudgery to an unforgettable, luxurious, experience. The following hotels, located in some of the Middle East’s most picturesque spots and exciting cities, realise this and kick-start their guests’ sightseeing by bringing the outdoors in.

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Photos courtesy of Atlantis The Palm, Six Senses Hideaway Zighy Bay, Eastern Mangroves Hotel & Spa by Anantara

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Beit Musandam, The Private Reserve Six Senses Hideaway Zighy Bay, Oman If you’re looking to catch a picture perfect view of Zighy Bay, the copper bathtub on the enclosed patio in the Private Reserve has views of the Gulf of Oman that stretch out to the horizon.

Underwater Suite Atlantis The Palm, Dubai The underwater suite’s floor-toceiling windows into Ambassador -BHPPO NBLF NBSJOF BOJNBM watching easy – even when you’re unwinding in the bath. Watch as over 60,000 of the lagoon’s colourful inhabitants parade by and be captivated by the ancient ruins of the mythical lost city.

Royal Mangroves Residence Eastern Mangroves Hotel & Spa by Anantara, Abu Dhabi The bathtub in the Royal Mangroves Residence is surrounded by floor-toceiling glass windows with uninterrupted views over the verdant mangroves.

Best enjoyed at sunset, you won’t be able to pry your eyes away from this natural beauty.

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Deluxe Room Jumeirah at Etihad Towers, Abu Dhabi From the glass-walled bathroom, guests can take in panoramic seascapes of the azure waters of the Arabian Gulf.

Deluxe rooms include views of the glistening ocean or Abu Dhabi city’s sparkling skyline.

Presidential Suite The Oberoi, Dubai Each one of The Oberoi Dubai’s 252 rooms and suites boast a bath with a view, but this tub in the Presidential Suite has a little something extra. In addition to unobstructed panoramas of Downtown Dubai’s skyscrapers, is a perfectly framed view of the towering Burj Khalifa, elegantly piercing the sky.

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Photos courtesy of The Oberoi Dubai, One&Only The Palm, Jumeirah at Etihad Towers, St Regis Doha, Jumeirah Emirates Towers

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Presidential Suite St Regis, Doha The St Regis, Doha, certainly know how to spoil guests. The 720-squaremeter suite’s master bathroom features a deep-soaking tub which offers views of Doha’s impressive skyline.

Private Beachfront Villa One&Only The Palm, Dubai Relax as palm trees sway and the ocean laps the golden sand at One&Only The Palm’s Private Beachfront Villa. Or, take in the view over the coastline at night, with only the stars for company.

Club Suite Jumeirah Emirates Towers, Dubai Catch vistas of Dubai glittering below from your marble bathroom at this luxurious resort. Gigantic picture windows offer thrilling views from the tub of the Club Suite.

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PARADISE FOUND

By Joanne May Al-Samarae

A sneak peak at the beautiful man-made isle which has positioned Qatar as the newest destination for private island getaways.

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Photos courtesy of Banana Island Resort by Anantara

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Just seven miles west from the coast of Doha, lies the luxury crescent-shaped atoll, Banana Island Resort by Anantara.

Set in the azure waters of the Arabian Gulf, the man-made isle can be reached by ferry or helicopter and offers guests peace and tranquillity just 20 minutes from the vibrant Qatari capital.

The propertyâ&#x20AC;&#x2122;s 141 rooms, dotted along the 800 metre beach, all come with captivating sea views. The two and three-bedroom over-water villas perch over glistening turquoise waters while

NUTRITIONALLY CONSCIOUS MENUS, TAILORED BY SPECIALIST CHEFS, ARE ON OFFER TO ENSURE GUESTS LEAVE FEELING REJUNVENATED FROM THE INSIDE OUT

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the spacious sea view pool villas, which are spread over 170-square-metres, come complete with a private pool.

The resort also boasts a fully equipped dive centre with a practice pool for beginners and a 30 berth marina. Various water sports are also on offer, from kayaking and paddle boarding, to wakeboarding, water skiing and banana boating. Those looking for more laid-back fun can enjoy fishing trips and luxury yacht cruises. Or, guests can take a leisurely dip in the 100 metre long lagoon pool or spend time with family at the childrenâ&#x20AC;&#x2122;s pool, complete with water slides.

For guests who prefer to keep their feet on dry land, the recreation options are just as endless. Tennis and beach volleyball courts and a ninehole putting golf course are open for those looking to stay active, while an entertainment centre, eight pin bowling alley and VIP cinema are available to those keen to take advantage of the slow-paced island life.

For those really looking to unwind,

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the resort’s dedicated Balance Wellness Centre offers numerous holistic programmes which focus on relaxation, detox, yoga and alternative therapy.

The centre comprises an indoor botanical garden, oxygen fern room, and female only hydro pool. Nutritionally conscious menus, tailored by specialist chefs, are on offer to ensure guests leave feeling rejuvenated from the inside out.

Should guests need a little pampering, Anantara Spa’s over water sanctuary offers separate male and female Turkish hammams and Jacuzzis, plus a menu which offers treatments like the Anantara Signature Massage which combines both eastern and western

techniques and an Arabian Massage.

And while the adults indulge in some unadulterated pampering, the resort’s dedicated children’s facilities ensure younger guests are well taken care of.

The Cool Mint Kids’ Club and Pepper Mint Teens’ Club offer children the chance to make new friends, play and get active.

And after a day filled with activities, Banana Island Resort boasts no fewer than eight dining options. Be it Middle Eastern, Italian or international cuisine guests are craving, there is something for every palate. In addition to Al Nahham, which focuses on Arabic Mediterranean fare, other specialty

dining outlets include an American style diner and an organic café. Of course, as in any Anantara property, Dining by Design’s selection of carefully crafted menus, prepared and served by a personal chef and butler, will make any occasion special.

Whether guests want to ride the waves, explore the underwater world or simply star-gaze, Banana Island Resort

by Anantara has something for everyone. The golden palm-fringed beaches and blue lapping sea will tempt even the most corporate suits in to spending all day barefoot on the beach – after all, aren’t we all just searching for a little slice of paradise.

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COMMENT

How may I help you today?

I’ve been visiting or living in this region for three decades and have been struck in that time by many things, most noticeably of course by the rapid infrastructure and business advances. Intrigued too by the remnants of Gulf culture that remain, though many of them seem almost deliberately hidden from non-natives.

And one aspect of Gulf culture that seems almost completely absent is the in-built hospitality. How have we arrived at the stage where major revenues derive from hospitality but it is run purely as a business rather than a way of life?

I am not suggesting that hotels open their door and offer food and shelter for free to any passing traveller, but that is the historical basis of this culture. Where is there even the smallest hint of that heritage except the small handful of hotels who greet guests with cool towels or Arabic coffee?

And the most shocking thing for me is that, in those decades, I can only recall three examples of hospitality that inspired me to follow up with comments to management. In each case, the senior manager I spoke too was surprised that any member of their staff would be singled out for special praise – which is horrifying rather than shocking.

What is it about the local hospitality sector that does not prioritise customer service above everything else? Why is it almost impossible to find levels of service that we take for grated in European restaurants or hotels? Here are just two examples from the past couple of years of truly outstanding customer service that are unthinkable in this market. As soon as I had checked in at The Sofitel Grand in Amsterdam, every member of staff I passed from cleaners to floor managers greeted me by name and welcomed me.

How did they all know my name? I have no idea but it made the genuine welcomes all the more special.

And then there was the gastro festival

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Dave Reeder is a long-serving editor in the Middle East with experience across many industry sectors, including hospitality.

For the past three years he has been editing The Pro Chef ME, a monthy title for fine dining chefs and other F&B professionals in the UAE - talking to chefs, eating great meals and watching the changing face of F&B provision.

I attended at The Dolder Grand in Zurich, which climaxed with a 900-guest reception with live cooking stations over two floors by top European chefs. One waitress, remembering from the previous evening in the hotel’s Michelinstarred restaurant that I was a vegetarian, made a point of chasing down every new meat-free serving from the various stations and then tracking me down as I moved through the crowd. Really quite exceptional service and the response after I wrote a congratulatory email to the hotel’s GM was exceptional too: “Thank you for your comments, but that level of customer service is what we expect of our staff ”.

Here? Service staff rarely can tell you any detail of dishes on the menu. You are constantly interrupted to be asked if the

By Dave Reeder

food is fine or to have your water glass filled. You are treated as less than special.

And don’t even get me started on hotels with that deadly combination of inadequate signage and invisible staff…

We’re told, constantly, that the issue is one of poorly paid staff who have no job loyalty. Well, of course. Poorly performing staff should not be well paid and if their employer shows no interest in developing them professionally, how can we blame them for leaving in search of a few hundred more dirhams a month to send home to Sri Lanka or The Phillipines?

The reality is that two major changes have to be made by the industry. Firstly, hiring policies need to be addressed – for example, I speak to a lot of Executive Chefs who tell me they have no say over the hiring of junior kitchen staff who are just pulled in on general hotel fishing trips to Asia. The result is under motivated and unsuitable staff who stand very little chance of rising through the ranks. Yes, better quality candidates will cost more, but better brigades will deliver better food and service. More importantly, managers should be making staff development and training their number one priority. This is their responsibility and every ‘Mam-sir’ greeting should be seen as a black mark against the supervisor rather than the junior staff member.

Put the customer first. Design the dining or staying experience around what makes the customer happy and comfortable, then watch the difference. Most critically, ask yourself when you’re in a property other than your own, ‘If my experience here is better than my hotel’s, what are they doing right? And, if my experience here is worse than my hotel’s, what are they doing wrong?’

Yes, you need to watch costs and the bottom line. But, please, never forget the name of the industry you’re in - it’s as simple as that.

Photo courtesy of Felix Hopper