Hospitality Business ME | Issue 37 - 2015 Summer

ISSUE 37

SUMMER 2015

PETAL TO THE METAL THE GREENING OF HOSPITALITY

SHARIA SECTOR

ALL-DAY DINING NO MORE?

COMING CLEAN

EDITOR’S LETTER

MANAGEMENT Dominic De Sousa Chairman Nadeem Hood Group CEO Georgina O’Hara Publishing Director Paul Godfrey Group Director of Editorial

Editor Dave Reeder dave.reeder@cpimediagroup.com +971 4 440 9163

Deputy Editor Jonathan Castle jonathan.castle@cpimediagroup.com +971 4 440 9167

ADVERTISING Business Development Director Elaine McCarrick elaine.mccarrick@cpimediagroup.com +971 4 440 9112

DESIGN Head of Design Glenn Roxas Senior Graphic Designer Froilan Cosgafa IV Production Manager James Tharian Data Manager Rajeesh Melath

Printed by Printwell Printing Press

Only connect

A

new travel trend report from Sabre outlines a clear path to help hoteliers successfully retail to modern travellers. The report, The Future of Hotel Booking – A Guide to Hotel Retailing, explores recent technological innovations and offers practical, actionable recommendations to help hotels apply these practices to a successful retailing strategy.

Critically, the report identifies ten distinct trends powered by technology within three key focus areas – World as Media, Intimate Intelligence and Instant Service – and examines their applications to the hospitality industry.

The explosion of consumer-facing technology services has multiplied the paths to purchase and inundated consumers with information from price comparisons and reviews to promotions and deals. While this rapidly expanding travel marketplace is an advantage to travellers, it also presents a challenge for hotel brands looking to connect with their guests in a meaningful way, particularly when it comes to booking a stay. As a result, hotels must develop retailing strategies across channels including on-line, social media, mobile apps and aggregation

Web sites to meet connected travellers’ growing demand for interactive, personal and immediate service and offerings.

Some key lessons include: technology increases conversion rates by capitalising on moments when travelers are more inclined to complete a transaction; technology that identifies pertinent booking details, uses known data to auto-fill forms or creates oneclick transactions creates a smoother booking process; integrated technology systems can share data across channels and devices so travellers have a unified and consistent experience at every stage of the purchase path, regardless of where they book; virtual reality and live-streaming platforms allow hotel brands to immerse their guests in the sights, sounds and feel of a destination before booking; and, finally, every interaction that a customer has with a brand’s digital or physical property gives the hotel insights to uniquely tailor every touch point with that individual guest.

In short, you must sell the way your customers wish to buy, with highly personalised guest service anchored by local insights and recommendations, all before they even walk in the door.

Dave Reeder dave.reeder@cpimediagroup.com

Head Office PO Box 13700, Dubai, UAE Tel: +971 (0) 4 440 9100 Fax: +971 (0) 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.

HOSPITALITY BUSINESS MIDDLE EAST

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CONTENTS A BLOSSOMING MARKET Often unnoticed but increasingly seen as a key part of a hotel guest’s experience, the use of flowers to enhance a luxury property or brand is growing.

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30

MANAGEMENT

The dining dilemma Daniel Morgan is General Manager for F&B Development & Operations at Roya International, advising on key F&B trends.

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The Sharia sector

14

Staffing matters

18

Valet parking

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Leadership makes great customers

Dubai announced its ambition to become a regional capital for the Islamic economy.

Identifying, attracting and retaining the right caliber of staff.

Imad Alamaddine from Valtrans talks parking, ambition and more.

Seamless teamwork is one of the most effective things you can do.

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DESIGN

A blossoming market Often unnoticed but increasingly seen as a key part of a hotel guest’s experience.

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Lost in the forest

42

Looking good for guests

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Sleep well, dear guest

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Lighting

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Together with some of Scandinavia’s leading architects, five uniquely designed treerooms.

Dressing staff to impress guests.

A good night’s sleep. That, more than anything else, matters.

Top trends in hospitality lighting.

TECHNOLOGY

Watch changes Apple’s new venture into wearable tech, the catchily named Watch, could be a game changer.

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HOSPITALITY BUSINESS MIDDLE EAST

COVER CONCEPT FloraHolland, the world’s largest auction organisation, processes over 12 billion flowers and plants a year, increasingly to the hospitality industry.

Floriculture as an industry began in the late 19th century in the United Kingdom, where flowers were grown on a large scale on vast estates. The present day floral industry is a dynamic, global, fast-growing industry, which has achieved significant growth rates during the past few decades.

CONTENTS

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06

62

A rewarding stay Every substantial business worldwide has some sort of loyalty scheme.

HYGIENE

Start with a clean sheet The demands placed on a hotel’s laundry service are many and varied. So what is the current state of the industry and what does the future hold?

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72

66

What’s new in spas

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Sanitise room

70

Cleanliness is critical

72

Is soap slipping away?

76

We take a round-up of what’s new in the spa world.

Cleaning a room yourself? The new trend in guest obsessions.

A recent Harris poll found that consumers take on-line reviews seriously, particularly when it comes to reviews about the cleanliness of a business.

1.5 million bars of soap are discarded every day from hotel rooms across the United States alone. What can be done?

THE PRO CHEF

Are friends organic?

The organic sector is widespread, but how far are chefs in the Middle East able to support the trend?

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80

Face to face

84

Keeping sharp

90

The eggs factor

92

Recipe corner

96

The last word

Executive Chef of La Pergola, Rome’s only 3-star restaurant, Heinz Beck also has a more casual side - Taste of Italy

by Heinz Beck, recently opened.

Like an instrument, a chef’s knife is something that you hope to be using on an almost daily basis.

Executive Chef of Jumeirah at Ethihad Towers, Loughlin Druhan always cooks from fresh when he’s off cuty. So what’s really in his fridge?

Inspiration from Rosso at Amwaj Rotana and La Residence.

What could be more fun than a LEGO themed hotel?

HOSPITALITY BUSINESS MIDDLE EAST

3

“In terms of a branded hotel, the brand begins the moment a guest sets foot in the front door.”

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ALL-DAY DINING DILEMMAS

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THE WELCOMING FACE OF ISLAM

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STAFF UNDER DEVELOPMENT

HOTEL MANAGEMENT

I The dining

dilemma Whilst headline conversations about hotel F&B focus on chefs’ names above the door or the casual/fine dining schism, they may be missing the point, claims Roya International’s Daniel Morgan. Instead, he argues, owners and operators should be more concerned about the money pit of all day dining.

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HOSPITALITY BUSINESS MIDDLE EAST

spend my life advising owners and operators about F&B, especially in the Dubai market.

My background in F&B began as a chef with Terence Conran’s iconic Bluebird restaurant in London and then moved into restaurant management with Conran Restaurants, Oliver Peyton Group and most notably, Heston Blumenthal’s Fat Duck Group where I managed day to day operations of his 3* Michelin flagship restaurant, and assisted in the opening of Dinner in the Mandarin Oriental in London. I relocated to the UAE in 2006 and have worked on various F&B projects for a number of developers. In between, I have also been a consultant for Dubai Holdings and TDIC in Abu Dhabi.

Enough about me. What is happening in the market? My personal perspective - and I’m not alone in this, of course - is that growth has been rapid over the past few years driven in large part by the success of operators within DIFC. With a slow property market, investors and owners have seen the huge potential of F&B and that has driven expansion across the city.

The influx of investment and the number of international licenses have in turn driven rents up, although I believe we’re probably now at the top of the cycle. The flip side of this is that there is now a much larger risk to fail, especially at the high end.

However, investors and owners need to understand more clearly that F&B is not their core competence and look more to professional

HOTEL MANAGEMENT

“One good example of a new trend in the market is the Innovative Dining Group’s Delphine Restaurant & Bar, which we brought to the H Hotel. It’s Hollywood with an Islamic twist!”

Daniel Morgan, Roya International

management from the international market.

We’re going to see change - the market is no longer where it was a year ago, thanks in large part to reduced visitor numbers due to the Russian economy, the weaker Euro and all things related to oil prices. The key problem investors are facing is that the market can change suddenly but researching, licensing and kitting out a restaurant is a 9 to 18 month cycle.

For hotel owners, I think increasingly they will lease out space to outside entities and we’re seeing more and more of that.

So, has the ‘fine dining’ market peaked?

Although that’s not a term I really use - let’s say ‘high end’ instead, I certainly believe that owners and operators need to be looking much more closely at the more casual opportunities places, for example like Fumé or Tom & Serge.

I believe diners are increasingly looking for more current or up to date concepts and at more accessible price points. I mean, if people are eating out three times a week then the 1,000 Dirham meal is a bit of a challenge!

Does that then mean the end of big name chefs here in the UAE? Not at all - JeanGeorges has arrived, Ramsay is returning, and Jason Atherton opens after the summer with other major announcements being rumoured around town. However, the market is definitely changing. Look at Atlantis - when it opened, it was ahead of the game with an all-star line up but now it has reduced to two ‘name’

restaurants and converted to a more casual approach. Even the upcoming Gordon Ramsay restaurant in the property is his casual brand rather than the high end.

What to me is the most interesting question at present is this: with hotels divesting themselves out of spaces, what’s the future for all-day dining? This is normally a requirement that forms part of their license from the authorities (DTCM/TCA ...etc) and they’re also operator run and not something that you can do away with. The challenge is that the space is what it is - it has to cope with breakfast, and because that is generally buffet style it’s hard to reimagine the space for lunch and dinner service. So we get the dreaded all-day buffet that does hotels no favours. The issue is that the space is primarily seen as a breakfast location and that big, dare I say ugly, room generally gets little investment in staff or design. How do hotels drive volume in that situation?

The reality surely is that guests in the hotel for a week stay will generally have breakfast every day and maybe one lunch and perhaps one dinner there, with other meals at other restaurants in the property, or elsewhere in the city. In my view that suggests that hotels should place more emphasis on the quality of food & delivery that will be a guest’s main experience of the hotel’s F&B. So, there needs to be a change of mindset in order that the all day restaurant is positioned as a destination that also happens

HOSPITALITY BUSINESS MIDDLE EAST

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HOTEL MANAGEMENT

Daniel Morgan is General Manager for F&B Development & Operations at Roya International, whose main role is advising both owners and operators of hotels and standalone restaurants as part of the Roya International team.

Critically, his work involves staying ahead of trends and keeping track of global F&B innovation.

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HOSPITALITY BUSINESS MIDDLE EAST

to serve breakfast. But how do you turn a buffet restaurant into an a la carte one? How do you design it? What’s the nature of that hybrid?

Then recruitment has to be addressed - service and kitchen. Operators need to take on board the likelihood that if they develop the concept themselves it will lack identity - and so likely fail.

The key elements of success, therefore, are having an exciting destination with an accessible and affordable menu delivered by a good chef and front of house team. It’s that simple! Of course, there will still be challenges. How do you pull back a breakfast diner to evening service?

In the GCC, you have to have a breakfast buffet - people expect it. It’s not like New York where you can have a table of muffins, coffee and juice in the lobby for people to grab and go, so you either have to have a hybrid restaurant or else solve the riddle of how you make buffet a destination.

The question then is, as an operator, can’t you just forget breakfast? That’s difficult. A GCC family plus domestic help, will all want a sit down breakfast, so the all day dining space has to function and serve them. So I think the operator needs to establish a brand and define a concept that works outside of breakfast, bearing in mind that many people want set or business lunches and then stress on the price point and quality of service to attract hotel residents in the evening. The concept needs to be based on a casual, sharing concept because you cannot do fine dining in the evening in the same space. A prime example of this success is “Market” at The W Hotel in Doha (a hotel, we oversee as Asset Managers). Much of the success of this outlet is attributed to its flexibility, in terms of design, food offering and pricing.

Overall, I think we’re in an exciting time and moving forward there could be major changes that will make the F&B sector even better. We’re seeing a growth in the number of entrepreneurs who are making an impact - look at Qbara and Fumé, for example. I believe we’ll start to see licensed standalone restaurants, although there’s a good market for unlicensed places.

The kind of change that I think is interesting is the example of Silvana Rowe. She came to Dubai with a reputation from London and has quickly shown that there’s a market for the smarter, younger GCC audience, especially if you have a high profile restaurant as she has Downtown.

However, the reality of the market is that maybe a third of all new restaurants will fail due to underperforming or too rich key money. The problem is that, even as industry experts, it’s not always possible to discover the reality. With the current state of leases, it’s actually hard to

close and there will always be high net worth individuals who see F&B as an easy way to go, even though they don’t have the knowledge or the competency. So many of them were inspired by the stunning success of Zuma, but for every Zuma there’s a money pit out there. I won’t name it, but one well-known restaurant in Dubai is losing significant amounts of money every month. How? Its personnel costs are 60% of revenue, it’s food costs are almost 50% of revenue and so on. You do the maths! So why hasn’t it closed? In part, I suspect because it’s either a vanity thing or a desire not to lose face.

The central problem with the local market goes deeper than this. Because restaurants are seen by so many as lifestyle, and not food destinations, we’re not seeing the growth of small operator, start-ups that have revolutionised the dining scene in Paris, London and New York. Can we change this?

Well, landlords could start giving breaks to young chefs wanting to start on their own - that would be great! I’m also asked quite often about pop-ups - why aren’t we seeing them in any real numbers, though I think Ghaf Kitchen’s Ramadan Garden in Al Quoz is a great idea.

The main issue here is one of staffing - our visa system makes short term pop-ups virtually impossible, though the changing food truck market is interesting and well worth watching as it develops.

We need to see more innovation. We need to see more drive from younger entrepreneurs, chefs and restaurant managers, perhaps we even need Michelin to come here to create a culture of aspiration, though I’m doubtful it would award more than a large handful of stars. Reflets par Pierre Gagnaire would deserve one, but after that? It’s the number one in town but why would Zuma get one here when it’s never received one in London? And so on.

Finally, as I eat out a lot and keep my eyes open, perhaps I should reveal some of my current personal places? Jean-Georges has gone straight onto my list - I love the two space concept and the food is great. The boulangerie floor of La Serre works very well for me. I think El Sur ticks many of the right boxes, especially in terms of the food. Tom & Serge’s new venue is really interesting. I’m a still a fan of Thai Kitchen and Wox at the Grand Hyatt is great for a quick bite.

Emirati food? I find it interesting but maybe too much of an acquired taste for general acceptance but I certainly support moves to make is more generally available for tourists to the Emirates. After all, we wouldn’t go to Istanbul or Barcelona, for example, without wanting to try the local cuisine, would we?

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HOTEL MANAGEMENT

The

Sharia sector

After Dubai announced last year ambitions to become a regional capital for the Islamic economy, the results have begun to trickle down into the hospitality sector, following the launch of the first certified Sharia compliant hospitality development last year. But where are the other Sharia certified hotels?

A

n international hospitality market in an Islamic culture such as the UAE was almost pre-destined to face a certain amount of soul searching, specifically if looking to attract upwards of 30 million visitors, nation-wide, from around the world. Creating a cultural melting pot, is more difficult than it looks and no more so that in creating hospitality experiences which fully embrace Islamic principles.

The development of specific Islamic hospitality brands to date has seen stunted growth, the reasons for which are widely debated and contrary to the enormous influx of GCC travellers to the country.

Yet, from the UAE’s first Islamic branded operator, Tamini, to the first certified Sharia compliant brand, Constella, there is a growing number of hotels, apartments and even tour operators offering services that do not compromise the religious duties of Muslim travellers.

Explains Galadari Law partner, Mojahed Al Sebae: “Although an entire book could be written about this, I think Sharia hotels may be simply defined as ‘any hotel that

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HOSPITALITY BUSINESS MIDDLE EAST

“I believe clear and simple yet specific regulation, guidelines or standards should be issued by the local authorities in order to support and simplify the sharia hotel development locally and regionally.”

HOTEL MANAGEMENT

Family focused rather than defined as Sharia compliant, the Gloria Hotel plans to spread its message of dry hospitality to every major GCC city within five years.

The first certified Sharia compliant hotel according to a 15-point checklist that covers everything from separate fitness and dining facilities to the funding model of the building.

The first hotel chain in the UAE to offer alcohol-free accommodation.

does not breach Sharia in any way, including but not limited to, its design, financing and operations’. Sharia hotels maintain certain facilities that enable Muslim travellers to perform their religious duties.”

It’s a selling point which has gained further significance since the announcement of Dubai as a capital of the Islamic Economy and a trickledown effect is beginning.

Last year, real estate developer DAMAC, which has maintained an interest in serviced apartments for some time, announced the opening of Constella, the first hotel brand which meets a strict 15-point check list devised by Dubai Islamic Bank entity, Dar Al Sharia. The hotel, to be developed in the emirate’s Jumeirah Village Triangle, marks the first time a Dubai hotel will not just be ‘dry’, but even funded and designed according to Islamic principles.

“The Sharia compliant hotels you see today are dry hotels. They are not designed or managed as Sharia. We do not know how big the Sharia segment is today, but we have taken the risk to develop hotels that

have been imagined from the very earliest stage, as fully Sharia compliant,” DAMAC MD Ziad El Chaar disclosed to Hospitality Business ME when the Constella project was announced.

The brand will cater to visitors from the GCC, Pakistan, India, UAE and also Indonesia and Malaysia. Yet for all the progress Constella marks, it is literally one hotel in a pipeline that will see supply in Dubai alone increase by up to 10% this year, according to STR Global.

Comments Sebae: “In my view, the shortfall in Sharia hotels could be due to several reasons including the conservative nature and investment approach of the majority of investors in this region. The hotel industry, until recently, has not been a very attractive investment due to the Sharia compliance issues of lack of financing and the misperception that a Sharia compliant hotel may not be profitable, or may be less profitable, than ordinary hotels.”

Striking a balance on this issue, hotels operated by Dubai-based HMH class themselves as ‘Halal friendly’ and report no impact on the bottom line. Rather than

being ‘Sharia’ hotels, while there is no alcohol served on the premises, guests are permitted to bring their own. COO Lauren Voivenel explains: “It isn’t an obstacle to do business. We average a very decent GOP in all our hotels and we perform as well as the brands who do serve alcohol. People come to our hotels looking for a safe, family environment, this isn’t about exclusively looking after the Middle East market.”

In waiting for the concept of Sharia hotels to take off, the idea of ‘Halal friendly’ hospitality has slowly made its way around the globe, not only spurred by outbound tourists from the GCC, but also Malaysia, Indonesia and Turkey.

Supporting the sector globally – and in the absence of take up for strict Islamic hospitality principles outside of Saudi Arabia – Crescent Rating devised its own three tiered system, covering aspects from prayer facilities, to the provision of Halal food in the hotel, or directions to a nearby Halal restaurant.

Hotels must meet the minimum criteria across a number of categories with the entire system applicable to cruises, theme

HOSPITALITY BUSINESS MIDDLE EAST

11

HOTEL MANAGEMENT

STATS

2015: 1.5M Saudi Arabian tourists visited the UAE, spending over

$420M via visa cards alone.

Sharia snapshot Tamani: The UAE’s first branded Islamic operation, across its 55 storeys Tamani Hotel offers two pools and a female only floor.

Gloria: Family focused rather than defined as Sharia compliant, the Gloria Hotel plans to spread its message of dry hospitality to every major GCC city within five years.

Constella: The first certified Sharia compliant hotel according to a 15-point checklist that covers everything from separate fitness and dining facilities to the funding model of the building.

HMH: The first hotel chain in the UAE to offer alcohol-free accommodation.

Rotana: Diversifying its offering, Rotana has a number of brands for both the apartment and dry hotel element of its large hotel portfolio.

Amlak Hotels and Tourism Investment Company: Jordanian chain set to open hotels in every GCC country by 2017.

R Hotels: The hospitality arm of Ajmanbased R Holding, expects to open its 259-room 4-star resort on the Palm in Q4 2016. Byblos Hospitality is also building Byblos Palm Jumeirah Hotel.

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parks, airports and even travel agents.

Founder and CEO of Crescent Rating and sister company HalalTrip, Fazal Bahardeen, explains: “We allow hotels to target this segment without the need to brand themselves as Halal or Sharia compliant properties. Through both Crescent Rating and HalalTrip, we help them reach out to their target market and this allows the hotel to cater to a wider range of clients while still catering to the Halal conscious Muslim traveller.”

Bahardeen, who himself has authored a number of articles on the subject, says the understanding of the faith-based needs of Muslim travellers will not only spur tourism in a destination, but also support the industry’s verticals and therefore a country’s SMEs. But while the less regimented concept of Halal friendly tourism has cultivated a Muslim-friendly global hospitality sector, the provision of strictly Sharia compliant hotels in the UAE, akin to the principles which are mandatory in Saudi Arabia, is still lacking. The potential for the UAE, should these opportunities be explored, could see a significant rise in the number of stop over tourists who visit Saudi Arabia for pilgrimage and wish to see Dubai, Abu Dhabi or the UAE’s other Emirates, while in the region.

Consider that in 2013, Saudi Arabia was ranked 13 in a list of 15 countries with the highest growth in tourism receipts that year and the total number of Saudi Arabian nationals visiting the UAE over the same period topped 1.5m, spending $420.4m on their Visa cards in the process, according to

data released by the bank earlier this year.

Says Bahardeen: “The hotel brands in the Middle East have a huge opportunity to cater to the needs of the Muslim traveller.

Already being in a setting which is Muslim friendly, allows them to target this segment without much effort.” However, he does add, that specific compliance may not require promotion. He says: “In my opinion it is not really necessary to start branding yourself as a Sharia Compliant Hotel, but to ensure you have the services that this market is looking for and reach out to them through right channels.”

Dubai government has specifically instructed a number of authorities to develop regulations, standards and guidelines for the industry as a whole when it comes to the development and prominence of Sharia compliant hotels.

Despite the potential management challenges, it is this which Sebae believes will act as the catalyst for a wave of hospitality establishments which embrace the region’s predominant religion, in a way that is reflective of the local culture.

When it comes to the impact on management and development of the UAE’s hotels, the implications could be significant.

Unlike Bahrain, which last year reinforced its blanket ban on the service of alcohol at any of the country’s 3-star hotels, Dubai is famous for its support of a free economy and such measures could almost be ruled out with a guarantee. However, depending upon the success of the first Sharia certified hotel, the lead taken by other Emirates could, in future, create a very different landscape.

HOTEL MANAGEMENT

Staffing matters

Identifying, attracting and retaining the right caliber of staff for your property is a key component of successful hotel operation. How well is the UAE served, and where do you go for the staff you need?

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HOSPITALITY BUSINESS MIDDLE EAST

HOTEL MANAGEMENT

D

ubai is booming again. With Expo 2020 just five years away and the number of hotel rooms projected to nearly double between now and then, that challenge of finding competent, enthusiastic and reliable staff has never been greater. Happily, a number of enterprising organisations, some local and some global, have recognised this demand and created recruitment solutions to address the problem.

“At line staff level, the motivation factor very often is salary because many employees send money to dependants in their respective home countries,” confirms Andreas Mueller, general manager, Taj Palace Hotel Dubai. “We ensure fair and competitive salary and benefit scales.

Good prospects for growth and a safe and stable work environment are what we call hygiene factors which have to be in place in any successful and modern company.

“Additionally we place great importance on employee welfare, particularly food, accommodation and personal interaction at all levels from the GM to the steward.

We have implemented a GM hotline concept where employees meet with the GM over a cup of coffee on a weekly basis to discuss general issues,” he adds.

Looking at staff development and the potential for employees to develop, as well as providing a positive working and in many cases home - environment is currently a priority for most hotel companies, who are eager to retain the talent they have invested in. Otto Kurzendorfer of the JA Ocean View Hotel explains “We are in quite a recent property here, open only a couple of years, but many of my heads of department and the management team have been with Jebel Ali Hotels for ten, 15, even 20 years.

That gives us great strength as a business and our guests appreciate the continuity that provides.”

InterContinental Hotels Group vice president human resources Middle East and Africa Jenny Atkinson says: “If we want our people to love our brands, we’ve got to love our people.

At IHG we do this by creating the right environment that celebrates their talent, gives them room to grow and recognises them for their achievements. We also instill a sense of teamwork and trust, particularly in challenging locations and markets, which results in positive attitudes giving our guests reason to choose us time and time again.”

HOSPITALITY BUSINESS MIDDLE EAST

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HOTEL MANAGEMENT

With another 35,000 hotel rooms coming on line in Dubai alone over the next five years, that’s a lot more jobs to fill to provide the infrastructure for hotel guests even if current occupancy rates are a little softer than normal.

Local talent?

It’s a problem not unique to Dubai or the UAE, but private sector companies across the GCC region are finding it hard to hire and then retain local talent.

The reason? A deadly combination of a lack of job skills and high salary expectations.

In the UAE, for example, nationals still only constitute around 1% of the private sector. According to a recent survey, about 75% of students across the GCC put salary as the single most important aspect of a job.

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HOSPITALITY BUSINESS MIDDLE EAST

“To ensure our colleagues are at their best we strive to create a rewarding, positive, nurturing work environment by offering a number of development programmes for all levels. Colleagues can join at a front line level and will be provided with opportunities to develop their skills in order to have access to senior positions,” she continues.”

Providing a good working environment for existing staff not only boosts retention but, in an industry where it is common for staff to move from one company to another and share information, it can help with future recruitment as well.

“You have to make sure your existing staff are happy - they all know each other in our business. So the best way to recruit someone is to be known as a good business. If you have someone working for you and he tells his friend you’re a good person to work for, that he is well taken care of, has good accommodation, he becomes an advocate and that is your first point of call.”

One company with wide experience in this field is Catering Services International, a specialist agency run by ex-industry consultants dedicated to selecting perfect candidates within all food industry sectors.

They conduct an on-going campaign and use a contemporary approach to attract exemplary career-seeking personnel.

Clients are also carefully selected for their ethos and professionalism to ensure the perfect match.

According to the company, both parties can wholly rely upon their honed expertise to gain mutual satisfaction. CSI have revolutionised every aspect of catering recruitment - successful candidates are fully vetted and subject to a trial period incorporating a scaled refund policy and the company operates on a ‘no placement no fee’ basis.

A recent UKTI report stated that “The Gulf States continue to experience a period of substantial growth. Governments across the region are embarking on ambitious investment programmes in order to diversify their economies and also meet the aspirations of their growing populations.”

CSI believes that efficient staffing solutions to hotels and resorts throughout Dubai and the UAE may depend more and more on drawing on experienced Western/European personnel spearheading many departments within hotels and resorts, in order to ensure exemplary guest service and affords your business a ‘competitive edge.’

Meanwhile, the situation is onloy going to heat up more with a reported 600+ hospitality vacancies currently available in the UAE. With another 35,000 hotel rooms coming on line in Dubai alone over the next five years, that’s a lot more jobs to fill to provide the infrastructure for hotel guests even if current occupancy rates are a little softer than normal.

According to the Monster Employment Index released last month, there was a 57% annual increase in on-line hiring for the hospitality sector - a stunning growth covering jobs as various as chefs to receptionists, front office supervisors to spa managers, housekeeping supervisors and gardeners. “As the hotel industry keeps moving along the growth trajectory, it will offer employment opportunities to a wide range of occupations,” according to Haider Ali Khan, CEO of Bayut.com, used to tracking real estate projects including hospitality. “Dubai is known for a hospitality sector that pampers clients like no other, so employers won’t even mind having some extra workers at hand to provide an unparalleled experience to guests.” Currently on the Bayt.com site, there are over 650 hospitality job vacanvies - a number that is growing daily.

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HOTEL MANAGEMENT

Creating Better

Solutions

VALTRANS was founded by Mansoor Al Habtoor (CEO) and Imad Alameddine (Group General Manager) over a decade ago and has found its place as the largest and most successful company in its industry.

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HOTEL MANAGEMENT

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Mansoor Al Habtoor CEO, Valtrans

What was the inspiration behind the founding of Valtrans, and has it grown in the way you expected?

During inception of Valtrans we had a clear vision to what we wanted to offer. From day one Mr. Mansoor Al Habtoor, Sheikh Saud Al Maktoum, and myself moved forward in creating a five star hospitality and facilities management organization to serve the evergrowing demands in the hospitality industry.

We emerged not only as a quality service provider but also a turnkey solution systems company. Our systems enabled us to provide a documented and seamless flow to enhance guest services. We believe in the people of our company who are the core strength in today’s VALTRANS. We spent reasonable man-hours and effort on sourcing the right people, developing state of art technologies such as Valet Parking Management Systems (VPMS), Location Information Systems (LIS), and much more.

These systems capture data and information electronically which in turn helps us deliver a quick and efficient service.

Keeping in mind the vision “Green Environment” by His Highness Sheikh Mohammed Bin Rashid Al Maktoum, our board member Sheikh Saud Al Maktoum reacted to answer Sheikh Mohammed’s vision “What can we do to support Sheikh Mohammed’s call?

What Corporate Social Responsibility (CSR) initiative can VALTRANS undertake?”

Can we reduce our carbon foot print? Shall we reduce the paper valet ticket usage by 50%? After various brain storming sessions and over three years of intense Research & Development, Valtrans Board Member, Sheikh Saud Al Maktoum answered these questions by introducing the revolutionary ‘Green Valet Parking (GVP)’ i.e. 100% paperless valet parking system. It is the first of its kind in the world allowing carbon footprint reduction

When we started the company, we had a clear vision for Valtrans . To create a five star hospitality and facilities management organization to serve the ever-growing demands of the hospitality industry.

Mansoor Al Habtoor, CEO, Valtrans

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by 95 per cent. The GVP basically works with the help of RFID cards, card readers, ANPR cameras and computer systems. As we know it this system is non-existent, we are very proud to be the first in the world to launch GVP. GVP is customer and user friendly. We look forward to having all our locations with GVP in the near future.

So you have created a true paperless system.

What happens next?

When VALTRANS launched the new GVP; during the press conference one of the invitees asked us “is this system patented?” I said no, as we wanted everybody in the industry to use it. We have revolutionized the way Valet parking is conducted. “Today, 30,000 sheets of paper used is equivalent to one tree.

With this technology we are replacing the traditional paper valet parking ticket system with Radio Frequency ID cards (RFID); one RFID card can be reused over 100,000 times and we are proud to say that we are doing our part to save approximately 440 trees per year per 5-star hotel.” If we would roll this project to over 150 locations across UAE operated by Valtrans, arithmetically it is a huge number of trees we would save. Imagine if every property including Hotels, Shopping Malls, Hospitals, Airports, Commercial Business Districts, and Government offices follow our GVP technology to operate their valet parking services; imagine how many hectares of trees would be retained!

Very philanthropic!

Well yes, as a business we are, but we don’t just want to make a difference with one city or one hotel. Just think of somewhere like Las Vegas, if they are all still using paper because we patented the system then we are not making a real difference, but if we share our technology then real change can happen.

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“The application of ‘The Green Valet Parking’ is a direct response to our national leaders and reflects the degree of alignment with the visions and guidance of the President, His Highness Shaikh Khalifa bin Zayed Al Nahyan and His Highness Shaikh Mohammed bin Rashid Al Maktoum, Vice-President and Prime Minister of the UAE and Ruler of Dubai, articulated in their strategies for green development.”

Sheikh Saud Al Maktoum, Board Member, Valtrans

You are the biggest valet company in Dubai, in the UAE. How big?

Valtrans is the only industry leading Multi Award Winners in the UAE having being recognized in the past couple of years with the Sheikh Mohammed Bin Rashid Al Maktoum Award in 2013 and the Sheikh Khalifa Excellence Award in 2014. Both the awards were bestowed upon Valtrans under the Services category.

In this region we are definitely number one with a team of over 2,500 staff. Last time I checked we were the biggest in the world unless few valet companies have merged together.

Two years ago I noticed a company which had around 1,300 employees when we stood at 1,800 employees. By the end of 2015 we expect to cross over 3,000. Keeping in mind the 2020 vision we are on track to double our operations.

So back to your question, yes we are.

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“Today, 30,000 sheets of paper used is equivalent to one tree. With Green Valet Parking (GVP) we are replacing the traditional paper valet parking ticket system with Radio Frequency ID cards (RFID); one RFID card can be reused over 100,000 times and we are proud to say that we are doing our part to save approximately 440 trees per year per 5-star hotel .”

Imad Alameddine, Group General Manager, Valtrans Imad Alameddine Group General Manager, Valtrans

How do you go about finding your people and what training do you do?

We recruit through an intense system by our professional teams from Human Resources along with Driving Safety & Training Department. Driving and personality test is conducted in the respective countries selected for recruitment. We select staff based on their driving skills, experience, language, and related experience.

Valtrans coined the term “Certified Valet Attendants” or “CVAs”. We used to do it internally through vigorous practical and theoretical training and testing in UAE. Soon other new and existing companies followed our footsteps and claimed their valet drivers are tested and certified by RTA. This would then mean that the entire population in Dubai having a driver’s license from RTA is a “CVA”?

This was a misleading statement.

Hence, we moved forward by having a tie-up with an external institute accredited by Knowledge Human Development Authority (KHDA). This institute trains our staff in standards of any five star hotels keeping in mind the tourism growth in Dubai. Though it’s an additional cost we insist on such training to ensure we bring out true hospitality staffing across the country, moreover this program is certified by the Government of Dubai.

What else do you do?

I am glad you asked this question as there is a lot more we offer and we continue expanding in terms of value added services. Let me begin with Valet Parking. We not only service Hotels, we have expanded in all verticals of business which includes Shopping Malls,

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Hospitals, Government offices, private events, International Airports, and others. Why I said this is because our staff are trained to every aspect of industries. The way we treat our guest at Hotels and Malls are different than in Hospitals. For instance, guests using our valet services at Hospitals sometimes come in for a sorrow incident where it is important on the behavioral pattern of our staff.

Initially we were focused on Valet Parking only, but due to our outstanding services in some cases we were rated 10 out of 10 by JD Power & Associates. Our clients then wanted us to extend our services in to the Hotels.

Here we supplied trained and proficient Hotel Luggage Runners, banquet staff, so on and so forth.

We commenced Limousine services with a fleet of luxury vehicles such as BMW, Audi, Lexus to name a few. This allowed the Hotels to concentrate on their core business and outsource their non-core business such as Valet, Limousine, Housekeeping and related.

Our Housekeeping staffs are trained well to match the requirements of five star hotels anywhere from bedding arrangements to bathroom layout.

In general it’s rare for a Hotel to outsource such key in-house services to a second party, but our clients in the Hotel industry trust our quality services as we have a proven hospitality experience for over a decade in UAE. To ensure we keep up with changes and customers satisfaction, we ask our clients to evaluate us daily, weekly and monthly. This helps us to understand ourselves better from an external source. More over these feedbacks are converted to training materials.

HOTEL MANAGEMENT

Leadership makes great customers Seamless teamwork is one of the most effective things that enhances a customer’s experience. And yet in a multi-dimensional and multi-cultural organisation like a hotel or a resort, teamwork can be a real challenge.

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s always, exemplary teamwork comes from exemplary leadership.

Poor leadership is always the underlying cause of a failing team. You can have great leadership without a team, but great teamwork without great leadership is pretty much impossible!

At WLP Success we believe that leadership is everyone’s business and that leadership is not just a title. Much more than that, it is a state of mind and an attitude. The earlier you can start developing leadership skills in your organisation, the more likely you are to get great teamwork and great results!

We use The Leadership Challenge® as the cornerstone of all of our programmes because it approaches every aspect of leadership development as a measurable, learnable and teachable set of behaviours.

The Leadership Challenge® first began back in 1982 when Jim Kouzes and Barry Posner set out to understand those times when leaders performed at their personal best. They conducted hundreds of interviews and reviewed hundreds of cases studies and survey questionnaires. What emerged were five fundamental practices common to extraordinary leadership achievements. Now known worldwide as the most practical model of leadership development, The Five Practices of Exemplary Leadership® continues to prove its effectiveness in cultivating and liberating the leadership potential in anyone - at any level, in any organization - who chooses to accept the challenge to lead. Today, over 1.3 million respondent surveys have been analyzed and over 500 dissertations and research projects have been based on The Five Practices. And ongoing empirical research continues to reaffirm that leaders who engage in The Five Practices are more effective and successful than those who do not.

Leadership development, more than any other single factor, drives engagement. A work environment where people are highly engaged means higher performance, less absenteeism and a 41% lower retention risk. That means your best people are more effective, get better results and the chances of you losing them are greatly reduced.

But more important than that, engaged people are happier, more motivated, work better in teams, are optimistic and stay focused and committed to the task in hand. And in a service environment all of these lead to happier customers. So

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Founded in Dubai in 2012 by Susan Castle and Donna Needs, WLP Success delivers innovative training to empower businesses to reach their goals.

WLP Success believes that high performance and fantastic results come from teams working together in their strengths. Teams in flow maximise results while minimising stress We help businesses and individuals achieve their full potential with training and development programmes, strategic coaching, leadership development and consulting. Using powerful assessment tools we help your teams find their flow. www.wlp-success.com

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leadership development is not just for those in senior positions. In fact, by the time people get promoted into leadership roles it’s probably too late. In 2013 Gallup research into employee engagement showed just 13% of leaders are fully engaged. Overall the figure was 37% - so the people who are empowered to have the most influence over an organisation are actually 50% less engaged than the average employee. Stephen Covey suggested that it takes 10,000 hours to reach mastery, and yet research by The Leadership Challenge® shows that most people don’t start leadership development programmes until they are in their 40s, That means that by the time they reach leadership roles they have pretty much checked out! And yet the same research shows that most companies think leadership development should start around the age of 23. This mismatch is the main cause of the lack of engagement.

“A highly engaged workforce means the difference between a company that thrives and one that struggles.

When employees are engaged, they are passionate, creative, and entrepreneurial, and their enthusiasm fuels growth. These employees are emotionally connected to the mission and purpose of their work.

When employees are not engaged, they are indifferent toward their jobs -- or worse, outright hate their work, supervisor, and organization -- and they will destroy a work unit and a business.” (Gallup) There are huge bottom line benefits to having a fully engaged workforce, but fundamentally it means your people are happier. And happier people are likely to make for happier customers.

So if leadership development is the key to creating engaged and productive happy people, branding and living the brand promise is the key to getting that message out into the world. Jim Kouzes, author of The Leadership Challenge® says “If leadership is your organisation finding out what it stands for, branding is your organisation telling the world what it stands for. They are two sides of the same coin.”

In the hospitality industry where client loyalty is hugely important, it’s vital that every single member of the team, from

We don’t do “tickbox” training.

We’ve found that programmes which are adaptable to the changing needs and developing people in an organisation get the best and most sustainable results.

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the bell boy to the General Manager is working in alignment with the brand promise. This alignment doesn’t just produce a more efficient and profitable organisation, it provides comfort and familiarity in an uncertain world to customers no matter where they’ve come from. It’s vital that every single member of the team, even or perhaps especially, the ones who are not customer facing, knows how vital they are to the overall success of the brand and how they’re Living The Brand One of the most important factors in creating great teamwork is having teams all working together towards the same purpose. Dysfunctional teams are often that way not because they are lacking competence, but because the overall vision and purpose of the organisation, and its brand promises are either unclear or felt to be irrelevant to the individuals who are actually providing the service.

Often when we are asked to do team development training what we find is the teams are perfectly competent at their jobs, but either they just don’t care enough or they haven’t understood how they contribute to the overall brand.

At WLP Success we often say that “your problem is not your problem”.

It’s so important to get a deeper understanding of what is really causing the problems in a team. Fixing the wrong problem is simply a waste of your training budget and may even make things worse.

It’s really easy to identify something going wrong, for example poor customer service, and to try to fix that problem.

But usually poor customer service is a symptom of another problem - perhaps bad communication, a lack of leadership, a lack of understanding of the brand promise, or simply low motivation and engagement. More customer service training isn’t going to fix these problems, and it’s likely to cause frustration and conflict, which will lead to even lower engagement, and more worryingly, your best people looking for new jobs.

If you’re facing problems in your teams, or low engagement, high staff turnover or low morale, it’s tempting to set up a big team building day, hire an

expensive motivational speaker and create some real excitement in your teams. And that might work, but only temporarily. A couple of days, or, if you’re lucky, perhaps weeks down the line, the same old problems will surface. Even doing a two or three day leadership workshop, while it’s a great start, will only set the process in motion. And the challenge with setting the process in motion without providing follow-up is that it creates frustration which in turn leads to low engagement.

At WLP Success we design custom programmes which address the current and future challenges your organisation is facing. We don’t do “tick-box” training.

We like to partner with our clients so we can get a really deep understanding of what is driving those challenges.

We’ve found that programmes which are adaptable to the changing needs and developing people in an organisation get the best and most sustainable results.

A recent month long Living The Brand programme for a major client resulted in a 20% increase in their Net Promotor score in the first month following the programme. Participants delved into what being in alignment with the brand promises meant to them and learned how Living The Brand didn’t just make the business run more smoothly, but also made their jobs easier, reduced stress and even reduced their workload as they fulfilled the brand promises on a much deeper, more consistent level. And yet that programme has identified further opportunities for improvement which has resulted in them investing in a year long leadership development programme.

This will involve half day programmes for participants every month, ongoing project work in between each workshop and individual and group coaching to ensure that the training sticks.

What we’ve found is that little and often over a period of time, allowing people to adapt and develop and to experiment with new ideas and share solutions along the way, creates the best, most sustainable and cost effective results.

We don’t believe in quick fixes, although if we ever find one that works, our clients will be the first to know!

What we’ve found is that little and often over a period of time, allowing people to adapt and develop and to experiment with new ideas and share solutions along the way, creates the best, most sustainable and cost effective results.

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Showroom on Sheikh Zayed Road between interchange 2&3

“The key to good design is to keep it simple. Good modern design is uncluttered and the really talented designers do not overcomplicate things.”

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SAY IT WITH FLOWERS

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BRANCHING OUT

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ARE ALL UNIFORMS THE SAME?

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A blossoming market Often unnoticed but increasingly seen as a key part of a hotel guest’s experience, the use of flowers to enhance a luxury property or brand is growing. We look at the exceptional work of Jeff Leatham at the Four Seasons Hotel George V in Paris and speak to two players in Dubai on differing sides of the client/supplier divide.

Images of Four Seasons Hotel George V copyright Four Seasons HOSPITALITY BUSINESS MIDDLE EAST

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Leatham’s top tips • Cut rose stems near to the top so nutrients reach the bud more quickly and the bloom lasts longer.

• Use a simple vase that doesn’t distract attention from the display.

• Never use more than three types of flowers in a display • Too much water in a vase causes stems to rot – put in a small amount of water and top up as required.

• Don’t mix white flowers with other colours except, if necessary, yellow.

• If using a clear vase, top up the water with Perrier – the bubbles latch on to the stems and add sparkle.

• Don’t take the activity too seriously and be sure to have fun.

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number of studies have shown there is a link between mood elevation and flowers. For example, a detailed study

by Rutgers University showed that everyone that received flowers smiled in some way at once when presented with a bouquet of flowers. That, of course, is why we give and send them, as well as use them to alter the mood of a dining table or room setting.

And, in the same way that they make guests to your home feel welcome, luxury hotels make a point of placing spectacular displays in lobbies - the impact and memories will stay with guests long after they’ve checked out.

Arguably setting the global standard is the Four Seasons brand with the Four Seasons Hotel George V in Paris being the standard bearer. That’s down to Jeff Leatham, the hotel’s celebrated artistic director. “It’s a very special hotel. The industry looks to us for what’s next in floral design. No one else spends as much time, money and energy as we do,” he explains. Every week, 12,000 flowers are delivered to the hotel, specially driven from Amsterdam.

Every three weeks, Leatham develops a new theme for the lavish and innovative floral arrangements and sculptural installations that are his hallmark. He and his team of nine assistants create at least two dozen major arrangements for the Hotel’s public areas – such as the Lobby and the renowned restaurant, Le Cinq – as well as the 150 smaller bouquets that adorn tables and desks throughout the property. The updates are done throughout the day so that guests can observe and interact with the process if they wish.

A self-taught artist, Leatham spent three years as a runway fashion model. In Paris for

a fashion show, he strolled past a small flower shop on a little street and was struck by the beauty he saw through the windows. “I had a flash of flowers as works of art, tiny elements that could be combined to create something amazing.”

A friend later referred Leatham to Four Seasons in Beverly Hills, where the floral designer needed a hand. He jumped right in, learning design techniques from counterbalancing to colour blocking and getting intimately acquainted with endless varieties of flowering plants. He made many mistakes and pushed plenty of boundaries along the way, not least once lining the hotel bar with giant banana plants. But with perseverance came confidence and success. “It started as a fluke,” Leatham recalls nearly two decades on, “and I turned it into a passion.”

Four years after joining the company, Leatham sparked a revolution in hospitality design by taking his talents to Four Seasons Hotel George V, Paris. Arriving as Artistic Director in 1999 with the Hotel still under renovation, he strode in “with a hard hat and a new attitude” about the potential of flowers to transform the guest experience.

He went well beyond traditional “structured” arrangements that might see a bouquet on the cashier’s desk and a bowl of lilies here or there, instead fashioning what he calls “wow effects” intended to “knock people over” as soon as they entered the Hotel. “People weren’t used to seeing 14,000 flowers in the lobby and arrangements that continued through hallways and up to their rooms,” he says, noting that these days 80% of the Hotel’s guest rooms have flowers, too.

“They see that everyday at the George V.” It didn’t take long for the George V to become renowned as “the flower hotel”

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and one of the top attractions in Paris.

Leatham’s influence blossomed right along with it and today guests can see the “Jeff Leatham effect” at hotels all over the world.

“Four Seasons has become known not only for its outstanding service and iconic properties, but also for flowers. I’m quite proud of that.”

Leatham is the only employee at the George V who gets to wear whatever he wants to work: “I just walk around in my

rock ‘n’ roll way. The best compliment I get is when someone tells me they’ve been staying at the Hotel for 14 years and have never seen the same arrangement twice.”

Now, in addition to crafting his breathtaking floral displays, he collaborates with international luxury brands and venues, designs a line of crystal vases, candles and home sprays, as well as writing books and appearing on the American reality series Flowers Uncut.

His role as artistic director remains closest to his heart. “My goal is to give our guests a new and unforgettable experience each and every time they visit, from the moment they enter the lobby to the moment they arrive in their room and at every turn and corner in between,” he says. “The best reaction is when jaws drop and people say they’ve never seen the same thing twice. That’s what keeps me excited and allows me to be my rock ‘n’ roll artist self.”

The best reaction is when jaws drop and people say they’ve never seen the same thing twice

The hotel view

flowers and change them around in the early morning hours. If the display needs to be done directly at the place, yes, this would happen at night only.

We spoke to Tatjana Ahmed, Housekeeping Manager at Grand Hyatt Dubai and founder of the UAE Professional Housekeepers Group, about how flowers create an impact and the issues involved.

How is a floral budget set? Is this factored in at the hotel design stage as an integral part of the property’s look and feel? What would you see as a typical annual budget for, say, a 150 room 4- or 5-star property?

The floral budget is set to the hotel’s needs and standards. The floral decoration also reflects on the place itself. If you have an overwhelmingly decorated lobby, you might not want to place too many floral arrangements in it as they might get lost. Many times it is the interior designer who sets the standard during the opening of a hotel. I’m afraid there is no typical budget for a hotel - a 150 room hotel can spend as much as a 500 room hotel. It all depends on their needs and wants.

How much freeway do the flower supply companies have? Do they set the overall design or is it a collaboration with hotel staff?

If you contract out, you would want to tell your flower supplier how much money you would want to spend on a monthly basis and they have to work around that. Usually the flower supplier would give suggestions as to what kind of flowers to use and which colours as well and recommend the sizes and shapes of the vases. Certainly the hotel will have to approve of what is being put up. Generally you would get a supplier to do the floral work since you do not have anyone who is creative enough to do so.

Am I right in thinking that main displays are changed on a weekly basis?

Presumably this happens overnight to minimise disruption to guests...

Yes, correct. Flower displays should last for one week. Some florists prepare the

What training are hotel staff given in caring for flowers?

Our head florist is training the staff and we have seven people working in the florist department. Last year my head florist completed his certification from the Floral Design Institute in the USA. These kind of courses are very useful in keeping the florists updated and motivated.

How much do you think the style of displays adds to the ambience of a hotel, given that some put much more effort into it than others? How do make an ROI calculation on the cost?

The style is very important. It needs to reflect the ambience of the place.

Also the selection and especially the combination of flowers play a very important role. There is no ROI. The cost of the flowers are imbedded to the rooms’ cost. It’s an expense basically, just as your guest supplies for example.

Which flower supplier does the Grand Hyatt use? Is that a longterm contract?

Longterm contracts allow getting a better pricing. Black Tulip has been our supplier since the opening of the hotel.

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The supplier view

we custom make most of these items in our carpentry for our hotels which allows us to customise our concepts giving a unique look to each property. The stands and vessels are just as important as the flowers and it can be considered equally interior styling as well as floral design.

Michael Lennon is Director of Bliss Flowers & Design, whose current client list incudes The Address Downtown, The Palace Hotel, The Address Dubai Mall, The Address Hotel Dubai Marina, The Polo Club, The Marina Yacht Club, Fairmont Bab Al Bahr Abu Dhabi and St Regis Saadiyat Island. We spoke to him about being different in this competitive market.

How long has Bliss been around and how did you move into the hotel business?

Bliss was established in January 2008 by Abbey Dean and myself. We were both working at Jumeirah Beach Hotel from 2005 to 2007 where Abbey was the head florist for the hotel and I was restaurant manager in Marina Seafood Restaurant. During 2007, we worked together on one of the black box competitions for table decor and saw that we made a good team.

In addition to this, we both felt the standard of floral displays in hotel in Dubai was very poor and this was a great opportunity to start a business to specalise in this field. Abbey has previously worked in London with some cutting edge florist doing the flowers in One Aldwich and Claridges which gave her a very good level of experience.

How has the business changed since then? Is it more competitive?

Yes, there are always challenges and new competition but we feel by always using the best product, not compromising on quality and giving a personal positive service you will retain the loyalty of your customers.

Combined with our stand-out original designs we feel this has helped us to grow from two people in the business to over 60 full time with four retail shops, an international events business and the hotel division specialising in 5-star properties.

Talk me through a typical contract for the hotel. Do you work to a set budget or are you asked to come up wth an annual strategy that is then costed and approved internally? Your

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normal point of contact would be a Head Housekeeper, right? We don’t normally think of them as creative people so does Marketing also get involved?

Normally we will be contacted by purchasing with an invitation to tender.

From this point we will do a site visit, meet with housekeeping and purchasing to get the brief and from there we will give a quote for the required areas and Abbey would make a look book for the hotel. If we are chosen to proceed further we would then normally produce physical samples for final approval by the GM. With a lot of our properties, especially the Address, the Hotel General Manager gets involved to meet us to discuss the upcoming designs as they feel it is such an important part of the guest experience in their properties.

How is the ROI for an investment in floral displays worked out? Are there industry guidelines for levels of investment, if only informal ones?

We are very committed to work with a number of hotels on a lower margin than our other divisions as with annual contracts they guarantee work throughout the year even in our quieter months.

How do you approach a hotel space like the lobby? How much of the display concept is governed by availability of certain flowers, how much by the hotel’s style and how much by your desire to show off the Bliss capabilities?

When we are creating a look for a hotel lobby, we consider the interior design, concept of the hotel and all its surroundings.

A look is then created to make the floral display feel like it belongs in the hotel space.

From the accessories, stands and vessels

Major displays are changed how often?

And there’s daily maintenance?

Depending on the properties they are changed monthly or bi-weekly but for major set up it is on a monthly basis and takes a full team a full night to make the change. We have full time florists - up to three in some properties due to the size - maintaining the flowers on a daily basis and preparing the VIP room orders.

How do you keep abreast of what other suppliers are doing? Is there any kind of industry association?

There is no association as such. We just concentrate on improving our own standards and designs to set the trends in the floral industry.

What is your annual import of flowers?

On most weeks, we are bringing in over 7,000 kg of flowers from all over the world.

You were telling me about your introduction of more structured displays that don’t rely completely on floral arrangements. Did those come about in order to be distinctive in the market? Or for cost reasons? What is the reaction to them from hotel staff and guests? Would you also expect in time to see a more general shift away from cut flowers to more sustainable plants?

The new look which we started in The Address Dubai Mall was designed to raise the bar and create a look not seen before in the UAE where hotel guests can interact with the flower display like never before. That is how the #theaddressgarden got created. You will see in Instagram many pictures which guests have posted themselves enjoy the gazabo look then there was the swinging chair then the Japanese Zen garden with the bridge which you will also see Paris Hilton on. This has really become a huge focal piece and talking point for the hotel which continues to evolve. For Ramadan we created a large majlis still incorporating the garden concept.

T - 800 BLISS E - info@blissuae.com W - www.blissuae.com PO Box 37869, Dubai, UAE www.facebook.com/BlissFlowersDesignUae www.instagram.com/blissflowersuae

HOTEL DESIGN

Lost in the forest

Together with some of Scandinavia’s leading architects, five uniquely designed treerooms have been created in Harads, North Sweden. The treerooms are located four to six metres above ground, all with spectacular views. A key part of the concept was to make a minimal ecological footprint, so the hotel was built around finding sustainable construction and energy solutions.

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HOTEL DESIGN

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The idea behind Treehotel was to offer a high-standard accommodation in a harmonious setting where daily stress quickly fades away and guests can enjoy the peace and purity of unspoiled nature.

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The inspiration for Treehotel was taken from the movie The Tree Lover: a tale of three men from the city who rediscover their roots by building a tree house together. It’s a story about the tree’s importance to Swedish people, both historically and culturally. The idea behind Treehotel was to offer a highstandard accommodation in a harmonious setting where daily stress quickly fades away and guests can enjoy the peace and purity of unspoiled nature.

Guests’ unforgettable experiences start with a friendly reception at the owner’s guesthouse before being guided on to their treeroom, each of which is a unique creation by some of Scandinavia’s leading architects.

The modern design combined with the serenity of the forest creates an immediate sense of luxurious rejuvenation. A stay at the Treehotel offers a variety of both summer and winter activities. But many guests choose to mostly enjoy the stillness, timelessness and harmony of the Treehotel and its surroundings. A good book, stunning views and stylish accommodation

is sufficient to create the feeling that Treehotel is all about.

A total of 24 treerooms are planned in the forest. Each room is unique - not only the architecture but also furniture, lighting and fabrics are custom designed by Treehotel partners. For example, the distinguished

Portrait photo by Michel Mokhtar Zoghlami – Background photo by Jacques Gavard – Design by: Omedia

The taste and character of lescure butter reflect its noble Poitou-Charentes origins.

“ I have been able to fully express my know-how on a daily basis for the past 10 years thanks to this outstanding butter” Anis Bouabsa - MOF 2004 (Best Pastry Craftsman of France 2004) – Best Baguette in Paris 2008

PARTNER OF*:

* The 12th French Bakery Cup

Lescure butter is a worthy heir of its terroir and longstanding tradition. The way in which it is made and its composition (84% fat) have, since 1884, given it a plasticity and reliability which make it perfect for folding, rolling and turning dough.

Distributed by: Classic Fine Foodstuff Trading LLC PO box 95118, Dubai, UAE. Tel: + 971 4- 8702400

HOTEL DESIGN

A total of 24 treerooms are planned in the forest. Each room is unique - not only the architecture but also furniture, lighting and fabrics are custom designed by Treehotel partners.

Swedish lighting company, ateljé Lyktan, developed and produced all the custom designed lighting fixtures.

Illustrated here is The Mirrorcube, by Tham & Videgård architects, Bolle Tham & Martin Videgård - an exciting hiding place among the trees, camouflaged by mirrored walls that reflect their surroundings. The dimensions are 4x4x4 metres. The base consists of an aluminium frame mounted around the tree trunk and the walls are covered with reflective glass.

To avoid birds flying into the mirrored walls, they have been clad with infrared film.

The colour is invisible to humans but highly visible to birds.

The interior is made of plywood and the windows provide a perfect panoramic view. The Mirrorcube offers an excellent accommodation for two people with double bed, bathroom, lounge and rooftop terrace.

Guests enter by a 12 meter long bridge leading up to the treeroom.

Photography by Peter Lundstrom, WDO and Fredrik Broman, Human Spectra.

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HOTEL DESIGN

Looking good for guests The corporate uniform is far more than a convenient way to dress staff, it is a cornerstone of your property’s brand image.

Hospitality Business Middle East spoke to Fashionizer’s Debbie Leon for the lowdown on uniforms

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D

ebbie Leon launched Fashionizer more than 20 years ago when she identified a gap in the market for luxury uniform design. Nobody at that time seemed to be recognising that five-star hotels needed staff in five-star clothing, uniforms that were both stylish and fashionable, but also comfortable and practical, and, above all, reflected the hotel’s brand identity.

Leon always had a passion for design and fabrics stemming from her background in TV and film costume design, which requires an awareness of how to design authentic yet practical clothing on a predefined budget and to a deadline.

Over the years the company that she founded has grown in a number of ways.

Firstly, they now provide a full, 360-degree service, which means they not only design the uniforms but also manufacture them, manage staff fittings, provide warehousing and organise

delivery. That experience means that they have become expert in providing full, high-end uniform programmes to a specific budget.

Secondly, the company launched a dedicated spa uniform division, Fashionizer Spa, with a unique offering focused on the needs of the sector. Spas have specific challenges from a uniform perspective: garments need to be flexible to allow therapists to move easily; the fabric needs to be able to cope with oils and warmer temperatures; at the same time they need to look clean, sharp and stylish.

As a result, the company has grown from being a UK- and Europe-based company to a global business with a truly international client base. Since launch, Fashionizer has steadily expanded its clientele internationally, and these currently include, Four Seasons Dubai at Jumeirah Beach, Six Senses Spa worldwide and Intercontinental Hotels.

Whilst the head office is in London they have

HOTEL DESIGN

Four Seasons Uniform Programme: the Stats 89 New garment styles were designed 50 Different looks were created 6,000 items of clothing were produced 1,000 pair of trousers were hemmed In total, 8086 garments & accessories were delivered and over 1,000 hours spent on fittings on site

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local representation in the Middle East, the USA and France.

Today the company designs and makes the full range of high quality hospitality uniforms from front of house, doormen and concierge to bar, restaurant, roof-top nightclub... They also design uniforms for hotel spas and salons, as well as clothing for pool-side staff.

Fashionizer firmly believe they raised the industry bar in terms of quality across all aspects of a uniform programme - design, the quality of the fabric, the standard of manufacture and the level of customer service.

Good uniforms should marry style, function and comfort, and it is only by understanding the job roles within a hotel’s staff that it is possible to create uniforms that enable them to do their job well.

Fabric innovation is key, and Fashionizer develop unique fabrics for uniforms. One example is their own Cotton Performance Fabric , which is specifically aimed at dealing with the challenges of the spa environment (it’s hot, the therapists are using oils and they need to be able to bend and stretch comfortably).

CPF is also pioneering in that it uses organic cotton as its base. At Fashionizer they are also passionate about sustainability.

The company has also just begun incorporating a new treatment into its garments: Silverplus (TM) is a natural treatment that has antibacterial properties that prevent the development of unwanted odour.

It’s environmentally friendly too.

Fashion is a very important aspect of

uniform design, although this is only one criteria. Much of it depends on the look of the hotel, the architecture. Uniforms are one part of the brand image and need to fit in with the vision that a property is trying to create, not the other way round. Each hotel is different, and the uniforms need to reflect that individuality.

Building on this, the company’s core business is designing and manufacturing bespoke uniforms for luxury properties, whether that is individual hotels or global businesses. They also have a range of spa and housekeeping stock garments, and clients have the option to use a combination of both.

How to get the right uniforms for your hotel As Debbie Leon explains “they believe that there are four main prerequisites when choosing a uniform supplier for your hotel. The buyer needs to find a supplier that: 1. can satisfy your requirements in terms of design, quality and budget; 2. can deliver to the required timeline; 3. understands the project and is able to translate the hotel’s image successfully into uniforms; 4. has the expertise and experience to deliver a uniforms programme that matches their expectations.”

The Middle East is a significant global luxury destination. Fashionizer plan to expand their presence here in the Middle East, and will be attending the Hotel Show at the end of September to introduce the business in more details to buyers and operators.

BUILDING HOSPITALITY PROJECTS SUCCESSFULLY INTEGRATED SOLUTIONS from bedrooms to the equipment room

COMBINING guest comfort

and operating efficiency

SOLUTIONS for all standards in all countries

Visit Legrand at

THE HOTEL SHOW 2015 Stand 8C339 - Hall 8 September 28 to 30, 2015 Dubai World Trade Center, UAE

Legrand Regional Office Office 701, Wing – C, Dubai Silicon, Oasis Headquarters, Dubai, UAE Tel.: +971 4 382 18 21 Fax: +971 4 382 18 22 www.legrand.ae

HOTEL DESIGN

Sleep well, dear guest A good night’s sleep. That, more than anything else, is the one simple thing that can determine a guest’s opinion of your property. After all, even the most luxurious of rooms can disappoint if a guest spends a restless night in bed.

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HOTEL DESIGN

I

n recognition of that fact, Four Seasons recently introduced an adjustable bed featuring an innovative mattress system developed in partnership with bed manufacturer Simmons. Guests can adjust their beds to meet their individual preferences, choosing from three different levels of firmness. Dubbed Signature Classic, Signature Firm, and Signature Plush, the choices are designed to cover the broadest possible spectrum of guest preferences.

“In order to create a perfect night’s sleep, we start with the bed as the centerpiece of the sleep experience,” says Dana Kalczak, vice president of design at Four Seasons. “We consider everything from headboard placement to technologies that are intuitive and simple.”

The initiative also includes other measures aimed at providing maximum comfort. The new mattresses have “gel touch foam center” technology to absorb extra heat, and guests can choose foam, feather, or orthopedic pillows that can be ordered before arrival.

The hotel will also keep records of these preferences so they can be replicated in return visits.

To top things off, guests who would like to recreate their hotel experience at home will be able to purchase the beds, along with a full array of pillows and bed linens, through local Four Seasons locations as they are installed in each hotel and resort.

The move was based in part on findings of a survey the company commissioned by Ipsos of travelers from the U.S., U.K., China, and Russia. Some 92 percent of survey respondents expressed distinct preferences on the firmness of a bed. Of those, 50 percent said they liked medium, followed by 28 percent preferring firm and 14 percent soft.

“We found that every guest has different needs when it comes to sleep, reinforcing the need for personalization,” Kalczak says.

“Our three different toppers will be able to meet the needs of our guests through this personalization.”

Sleep expert Dr. Carol Ash affirms the value of allowing for individual differences.

“We all have different preferences as to what is comfortable,” she says. “For most, a firm mattress allows you to have the best support.”

She adds that perception of firmness is affected by a variety of factors including weight and other health issues. “The ability to select the experience for you means no one has to miss out on the best night,” she says.

Hotel officials have placed their confidence in this premise, and are pleased with results thus far. “We have just started rolling out the bed across our properties, but so far it has been well

received by our guests,” Kalczak says.

She adds that a tiered rollout is planned, with many locations to add the new bed as a sleep option by the end of 2014, and all properties offering the bed in some capacity by 2016.

Currently, Four Seasons properties in Santa Barbara and Jackson Hole have the new bed in every room. The new Four Seasons Resort Jumeirah Beach Dubai is another pioneering property, and is 100% equipped with the new beds for guests to enjoy.

Ash not only agrees with the move, but sees it as groundbreaking. “This will be the role model for the industry,” she says. “Four Seasons is doing for the hotel industry what Steve Jobs did for the phone.”

All white on the night White is a symbol of luxury, and the bet is that you’ll feel more luxurious - and sleep more luxuriously! - in a white bed. At least, that’s what the industry thinks.

“Visually, the idea of the white bed is important,” says Erin Hoover, vice president of design for Westin and Sheraton hotels.

“Something about an all-white bed connotes luxury and a good night’s sleep.”

When Westin pioneered its now-famous the Heavenly Bed in the 1990s, Hoover says, the idea of an all-white hotel bed was an unpopular one - hotels mostly used coloured bedspreads, which were easier to keep clean.

But after seeing the results of trial testing, Westin designers were convinced there was only one way to go.

“The all-white bed created this halo effect - people thought a room had been renovated, even if it was just the bed that had been changed,” Hoover explained. “It had a huge impact.”

It’s not just Westin that features an all-white bed as the centerpiece of a perfect hotel room.

The Miraval, Westin and Park Hyatt operations - home to some of our editors’ other favorite rooms - feature white beds, too. It seems to be a move toward simplification, a subtle sign that hotels are the place to leave your worries and the clutter of the world behind.

“Park Hyatt moved toward a clean, white bed and away from show pillows to present guests with a simple, clean and inviting place to lay their heads,” said Sybil Pool, a spokesperson for Hyatt’s luxury brand. She stresses that a central part of the experience is “clean, white, high-thread-count sheets.”

And while there aren’t exactly scientific studies to prove you get a better night’s sleep in a nice hotel, we’re using experience as proof that those all-white wonders really do work the best kind of magic.

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HOTEL DESIGN

Lighting up hospitality

How do you differentiate your hotel or restaurant in an increasingly competitive market? Great products and great service are a start but clever operators are now realising the value of lighting as a way of making a real difference.

We look at some of the key lighting trends at present in the hospitality sector.

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HOTEL DESIGN

HOSPITALITY BUSINESS MIDDLE EAST

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HOTEL DESIGN

Lighting designers want light to be considered at an earlier stage and integrated into architecture and interior design. New technology makes this easier to do and some effects are striking, ever more striking.

I

t’s a paradox: the more the industry delivers new lighting technologies, the more designers want to go retro with incandescent lamps and zig-zag filaments.

They’re massively inefficient in energy terms but thankfully some manufacturers are now creating greener alternatives with the same retro look and feel.

At the same time, we’re seeing more and more LED retrofits as halogen lamps can be replaced with good light quality and quick paybacks – this trend will continue.

It’s increasingly understood that the right lighting helps us work, rest and play by influencing our body clocks. This is important in hospitality settings, but not many hotels are actually adopting the process. One good example is Hotel Rafayel in London, which has suites with dynamic lighting to alleviate jetlag. This trend has yet to go mainstream and biodynamic lighting is a long way from being and industry norm but the tred is increasing.

What’s the next big thing after LEDs. We think it’s controls with the potential to create smart, connected lighting - light can be automatically switched off when the sun is shining or nobody’s in a room and controls can add also atmosphere.

At present, the technology needs to be simplified, so don’t expect an end to the light switch any time soon.

Lighting designers want light to be considered at an earlier stage and integrated into architecture and interior design. New technology makes this easier to do and some effects are striking, ever more striking. Ham Yard Hotel in London, for example, has interspersed book-shaped lights with the books on its bookshelves in the library.

However, designers need to be discouraged from the widespread use of colour LEDs unless it’s done discretely then it’s probably best not done at all. In fact, the decreasing

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cost of LED installation and energy savings means that lights are popping up in more and more places. We should see lighting being used as part of branded interiors - an example here is Pizza Express with its trademark spotlit tables. In fact, we’re generally seeing more sophistication, especially in the use of LEDs. Mistakes have been learned during generation one and there’s now a renewed focus on look and feel.

Finally and lying behind most of the other trends is energy conservation, led in large part by the US hotel industry where it’s estimated that around $2,200 is the energy spend per hotel room. It’s claimed that most travellers now factor in environmental matters when making travel plans. The combination of this and the inexorable rise if the USGBC Leadership in Energy and Environmental Design (LEED) green building certification system across the hotel sector. A shift toward more efficient lighting technologies is one way that many hoteliers are making subtle energy-saving change and CFL and LED lamps are playing a big role.

While more expensive than incandescent bulbs, these lamps can often pay for themselves through energy and maintenance savings. Additionally, most light fixtures can now accommodate some form of CFL or LED lamp, making it simple for hoteliers to save on energy and maintenance costs while still providing aesthetically pleasing lighting.

Clean, simple and elegant is also in.

Some hotel design experts have expressed a belief that guests want little in the way of trendy aesthetics and more value for their money. As a result, they expect there will be a shift toward simplified, yet seemingly sophisticated design that combines lighting and architecture as an art form.

Another emerging trend comes from visionary hoteliers creating properties that stretch our collective understanding

HOTEL DESIGN

Key trend 1 Many hoteliers are making subtle energy-saving changes, switching to light-emitting diode (LED) and compact fluorescent lamp (CFL) technology in their hotels such as this hotel room at the Corinthia Hotel, London lit by Heathfield & Co.

Table lamps in coloured glass, ceramic and wood some drawing inspiration from the past, while other styles are uniquely contemporary in design.

Key trend 2 “At Heathfield & Co we are always surveying the latest trends in colours and fabrics emanating from the worlds of fashion, textiles and interiors. Rich, dark blues as well as monochromatic whites through to ivories, greys and deep ebonies are currently featuring prominently and these colour tones are reflected in our latest designs as part of our Signature collection. Table lamps in coloured glass, ceramic and wood some drawing inspiration from the past, while other styles are uniquely contemporary in design. We are also increasingly incorporating LED and low energy light sources and other environmentally aware technology into our product ranges. Designed by We are ICA, our products were used intensively at Doubletree by Hilton Hotels in Edinburgh.�

Donna Gridley, Design Director, Heathfield & Co

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HOTEL DESIGN

As hotel architecture shifts, so too must lighting design to create a unique, appropriate atmosphere that suits a desired brand image and feel.

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of what a hotel is. These thought leaders are developing multidimensional hotel concepts designed to create a certain experience by integrating elements from other building types, such as theatres, galleries or restaurants, with more traditional hotel design. What this means for hotel lighting design is that the traditional t-grid and acoustical tile layout that is so commonplace in commercial lighting arrangements will no longer cut it for hotels. As hotel architecture shifts, so too must lighting design to create a unique, appropriate atmosphere that suits a desired brand image and feel.

As hotels begin to offer more spaces for meeting and business functions, lighting design must be considered to help facilitate presentations and detail-oriented tasks.

One specific way in which hoteliers are embracing a hybrid design concept is by providing more spaces reserved for meeting and business functions. According to research by Westin, 75% of US workers have no steady office for at least one day a week. As a result, hotels are beginning to focus on providing not only a place to rest

your head, but a place to rest your laptop and notepad, as well. Beyond providing free WiFi and electrical outlets in a lobby, hotels are beginning to offer conference rooms rentable by the hour which may come with interactive worktables, whiteboards, a lounge and more. This trend means that appropriate lighting design must take place to facilitate presentations, detail-oriented tasks and other business functions.

And at the cutting edge, technology exists for LED lighting fixtures to talk to smartphones. So light fixtures can open the door to a personalised experience with automatic adjustments of light, sound and temperature in a room. And soon, smartphones will incorporate indoor location-based services that can make a hotel stay even more convenient and customised for visitors. Helping generate additional revenue for the hotel, the smartphone will also serve as a digital concierge service, guiding guests to their rooms and offering push notifications for other venues on the property. Notifications could include promotions at the gift shop, coupons for coffee or discounts for dining.

Specialists in custom lighting and interior solutions

www.trueluxgroup.co.uk

+971 4 3383 513

“The extension of matchmaking programs into the business space will see easier and more focused meetings between attendees, though many of these will increasingly be virtual.”

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ROOM ON YOUR WRIST?

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THE VIEW FROM THE OUTSIDE

HOTEL TECHNOLOGY

Watch changes Apple’s new venture into wearable tech, the catchily named Watch, comes in two sizes. The case, measured vertically, is either 38mm or 42mm. People who have seen the 42mm model tend to presume it is the smaller one – this is not an oversized watch.

You begin to appreciate the classiness of Apple’s latest groundbreaker the moment you remove it from the box. Seeing it and trying it on your wrist challenges your assumptions – it’s much more attractive and premium than the photos suggest.

It’s solid and weighty with that trademark oblong-with-rounded-corners shape. Compare it to a regular analogue watch and it’s thick from front to back, but doesn’t feel over-sized in any direction. It’s also balanced, sitting firmly on the wrist and not bouncing around as you touch it.

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The build quality is also much higher than with any rival smartwatch in the flood of ‘me too’ competitors entering the market. And that’s true even if you’re looking at the “entry-level” Apple Watch Sport - although it is the more deluxe Apple Watch examined as a review sample here.

The vast range of options available for the Watch is uncharacteristic of Apple, and marks a significant shift in their marketing strategy.

Put the more fussy customisation choices to one side if you can and you are faced with three

HOTEL TECHNOLOGY

Hotels use Watch tech With the Apple Watch only recently hitting the market, the full potential of its technology has yet to be tapped. However, when it comes to hotels, apps are appearing including the award-winning Starwood Preferred Guest (SPG) loyaltyprogramme app, which interacts with the following hotels:

core models - the Apple Watch Sport with its aluminium case and glass face, the Apple Watch with its stainless steel and sapphire crystal combination, and the Apple Watch Edition, which has an 18-carat gold case and starts (yes, starts) at an eyewatering 48,000 dirhams. Guess which one sells best here. Which one you actually go for depends entirely on which you most like the look and feel of - inside they’re all identical.

But you may well find yourself making the decision based more on which you can afford, and even the cheapest looks expensive next to the best non-Apple smartwatches out there – 1,800 dirhams is the entry point here, which is steep compared to a 1,200 dirham Moto or 900 Pebble steel. Step up to the stainless steel Apple Watch and you need a budget just shy of 3,000. Add a lovely leather or meticulous metal strap and you can find yourself hitting the 5,000 dirham mark before you know it.

You really don’t need to hit those heady heights, though. The most affordable strap, the sport band, is surprisingly comfortable – a soft and smooth elastomer that feels sumptuous and tactile.

Setting the Watch up is quick and easy.

Almost all of the Watch’s features rely on a link to your iPhone, specifically an iPhone 5 or later.

Spooky that.

You hold the Watch in front of your iPhone

The vast range of options available for the Watch is uncharacteristic of Apple, and marks a significant shift in their marketing strategy.

camera and launch the Watch app that arrived with iOS 8.2. The Watch displays information about which model it is, and pairs itself with your iPhone. It then transfers contacts and other information to the Watch, which may take a few minutes, during which you can get the strap fitting just right.

On the back of the Watch you will see four silver circles on a black circle. Two of these are the heart rate sensors that read your heartbeat, and the other two the magnetic connectors for charging the Watch. Even the underside of the Watch is immaculately made.

What you can’t see is the Taptic Engine, but it’s there. This provides the physical feedback effect delivered by a linear actuator, and it is a crucial component of the Watch experience.

When it’s on your wrist it makes the Watch feel like it’s gently tapping you. Not the thumping vibration of the haptic effects of many phones but a deeply subtle feeling that is unmissable, intimate and pleasing. It’s used in lots of ways with distinctly different effects depending on whether it’s letting you know a text has arrived, or guiding you to turn right at the next junction. It’s one of the most appealing new tech elements on the Apple Watch and is nuanced and changeable whether it’s telling you there’s a new text message or somebody’s sending you their heartbeat.

The Watch is designed not for the lengthy interactions we have with a computer or tablet, or the shorter connections we make with smartphones. No, the Watch is for glances of one to two seconds, to grab information about the latest -email or message to arrive, see the most recent Facebook updates and so on.

This brevity of contact is part of the design and what may seem like a limitation is actually one of the device’s best features - especially in that out-at-dinner situation when you don’t want to alienate your fellow diners with a fullon phone interaction. But do remember that constantly looking at your watch can be taken the wrong way as well...

• St Regis Osaka.

The SPG app provides step-by-step navigation to the St Regis in both your default language and Japanese. It also serves as a transportation information hub, listing multiple transportation options and estimated travel costs.

• W Mexico City.

SPG alters the look, feel and content depending on where you travel.

Essential hotel details, weather, directions and hotel amenities are automatically listed, as well as reservation information, directions and more, but content also varies depending on whether you’re planning your trip, en route or already checked in.

• Westin Crystal City.

Reservation details and confirmation numbers are available with a twist of the wrist for efficient check-ins at the front desk or a guest can check-in 24 hours before an estimated arrival time, get a room number and opt to use the Watch as a room key.

• Aloft Harlem.

At the Aloft Harlem, the Apple Watch doubles as a remote that can adjust essential room components with ease, such as the lighting and temperature, as well as sharing content such as films or pics through the room’s LCD TV through connected Apple TV boxes.

• Le Meridien Nice.

At Le Meridien, the Apple Watch serves as a hub for all SPG loyalty information: access your account, gain Starpoints, receive alerts and check-in with social media channels such as FourSquare and Facebook.

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HOTEL TECHNOLOGY

A rewarding stay First it was Green Shield stamps, then Airmiles, and now it seems as if every substantial business worldwide has some form of loyalty scheme designed to attract and retain the business of its customers

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A

irlines were in the vanguard of this proliferation, and it now seems unusual to board a plane without some form of incentive scheme smoothing your passage. So much so that the main beneficiaries of that global travel market wanted to get on the same bandwagon, and the number of hotel loyalty cards and schemes is almost as large as the number of hotels.

The reasons are obvious. Understanding your customer, tracking his or her habits, learning their preferences is at the core of repeat business, and if you can do this over a distributed marketplace, even better. A frequent global traveler who comes to trust your brand relies on you for comfort and familiarity in a new territory, and so hotel loyalty schemes became a fundamental part of the marketing plan. The problem then became, how to differentiate your scheme from the proliferation of others, how to retain the loyalty of that frequent guest in the face of blandishments from so many other competing operators?

The aim of a hotel loyalty scheme, naturally enough, is to encourage repeat business from frequent travellers at the expense of competitor hotels.

Most schemes typically work on a pointscollection basis, offering free hotel stays in return for points that are earned by staying at the hotel - and perhaps also at other hotel chains within the same group. You may also be able to redeem points for other types of rewards, such as flights.

The number of points earned usually varies depending upon the cost and duration of a stay. The number required to qualify for a free hotel stay will also vary on a similar basis.

Unlike some other business sectors, hotels

enjoy the advantage of extended contact with their guests during the course of a stay. This enables them to offer their loyalty scheme members further benefits, which they hope will further encourage repeat custom.

Extra benefits of hotel loyalty schemes may include, for example: - free late check-out; - fast-track / dedicated / in-room check-in and check-out; - free room upgrades; - free newspapers, etc.

Membership levels and rewards may also be structured within tiers, offering extra and/ or higher levels of benefits to more frequent guests, who are more valuable from a hotel’s perspective than an occasional visitor.

Hilton HHonors Hilton HHonors is the only hotel reward scheme to offer members the opportunity to earn both hotel points and airline frequent flyer miles for the same hotel stays. They even registered a trademark for the term they invented to describe this feature - Double Dipping ÂŽ.

Hilton HHonors can be earned at over 3,900 hotels world-wide, which form part of the The Hilton Family. In addition, frequent flyer miles can be earned with your choice of over 50 airline partners.

HOTEL TECHNOLOGY

Understanding your customer, tracking his or her habits, learning their preferences is at the core of repeat business

when staying at Sofitel, Novotel, Mecure, Ibis, Suitehotels and Accor Vacances and Thalassa hotels. These loyalty benefits include:

Priority Club Credit Card Frequent guests at Holiday Inn and other InterContinental Hotel Group hotels may wish to take advantage of the Priority Club credit card, which offers points based on all spending placed on the card. It offers enough bonus points upon first use of the card for a free night’s stay.

Member Benefits There are three levels of membership within the Priority Club Rewards loyalty scheme.

All members qualify for a standard range of benefits, which includes: • Points that never expire.

• Exclusive offers via emailed member newsletters.

• Redeem points instantly for hotel stays.

• No blackout dates for free hotel nights.

• Free weekday newspapers.

• Extended check-out.

Gold members receive extra points, priority check-in and a dedicated booking line.

Platinum members also receive enhanced points bonuses, guaranteed room availability and free room upgrades at check-in.

Redeeming Points for Holiday Inn and Other Hotels Members can redeem Priority Club loyalty scheme points for hundreds of rewards.

The main attraction is the opportunity to redeem points for free hotel stays at any of the hotel group’s brands, including Holiday Inn, Holiday Inn Express, Crown Plaza and InterContinental hotels.

Other reward options include in-hotel rewards (movies and meals), cases of wine, shopping vouchers (Marks & Spencer) and vouchers for experiences ranging from relaxing aromatherapy massages to champagne tours in France.

Accor Hotels Compliments from Accor Hotels is a hotel loyalty scheme covering over 2,000 hotels world-wide, with participating brands including Novotel, Sofitel, Mercure, Ibis, Accor Vacances and Suitehotel.

Two of Accor’s four hotel loyalty cards are of particular relevance to UK-based travellers (the others are specific to France and Brazil).

Accor’s Favorite Guest Card is a subscriptionbased loyalty card. It offers savings on hotel room rates and services and holders earn Compliments points, which can be redeemed for hotel vouchers.

The Sofitel Privilège Card is free and provides exclusive benefits as well as Compliments Points.

Accor Favorite Guest In return for an annual fee (€130 at the time of writing), the Accor Favorite Guest Card offers members a range of exclusive services

• Best rate guarantee plus a further 5% reduction.

• Priority booking • Room kept longer in case of late arrival • Personalised welcome • Late check-out • Discounted car hire with Europcar In addition, guests receive Compliments loyalty scheme points on stays at the above hotels plus Club Med. Points levels are based on spend and can be saved towards vouchers for spending at the chain’s hotels.

As the card carries an initial charge, you will need to be relatively frequent visitor in order to make savings of more than the cost of your loyalty scheme membership.

Sofitel Privilège Card Ideal for frequent visitors to Sofitel Hotels, the Privilège Card is a free loyalty card that offers special benefits including: • Welcome drink and gift from the hotel upon arrival.

• Double rooms at the price of single rooms.

• Late check-in.

• Free access to hotel fitness centres.

• Exclusive offers for loyalty scheme members by post as well as via the Accor Hotels web site.

• Discounted car rental rates with Europcar.

Members also receive Compliments loyalty points based on their spend, with points remaining valid for three years. Points can be collected and redeemed for hotel gift vouchers.

You can begin earning points with your first stay, using a temporary loyalty programme membership card.

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“Every month, we’ll look at some of the key issues surrounding hygiene in hotels, with outlines of problems and practical steps for solutions.”

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WASHING DIRTY LINEN IN PUBLIC

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SO NEAR, SO SPA

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HYGIENE 101

Hygiene & Housekeeping

Start with a clean sheet The demands placed on a hotel’s laundry service are many and varied. So what is the current state of the industry and what does the future hold? HBME talks to Tatjana Ahmed and Venkat Addagatla at the Grand Hyatt.

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Hygiene & Housekeeping

Tatjana Ahmed Housekeeping Manager and Functional Specialist Housekeeping at Dubai’s Grand Hyatt

Venkat Addagatla Laundry Manager at the Grand Hyatt Dubai

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atjana Ahmed, Housekeeping Manager and Functional Specialist Housekeeping at Dubai’s Grand Hyatt Hotel outlined some of the challenges facing a hotel’s laundry service. Chief amongst these are the apparently conflicting demands faced by the laundry. Guests rightfully expect absolutely pristine bedding, linens and towels in their rooms. Housekeeping wants a reliable stock of materials to be available at all times to meet their make-up schedules. And management wants to minimize costs, power and water consumption, chemical use and turnround times for all items going through the laundry, whether hotel-owned or guest items. It is a tough balancing act to reconcile these many and different priorities.

The man charged with finding that balance is Venkat Addagatla, Laundry Manager at the Grand Hyatt Dubai. In his world, no two days are ever the same. The Grand Hyatt Dubai is a resort and conference hotel, which brings its own challenges and large numbers of guests checking in and out on the same days, which places particular demands on the laundry’s capacity. And whilst this property has extremely good capacity to cope with

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the particular dynamics of the hotel, that capacity also provides a safety margin for other properties in the group. When the Hyatt in Deira suffered a major equipment failure in its own laundry facilities, the Grand Hyatt was able to take up the demand and ensure that the guest experience in its sister property was completely seamless and normal. As Venkat says, “we were able to schedule our spare capacity to take on the requirements of the Hyatt and provide them with a full laundry service while their own facilities were being repaired. That meant a lot of extra work for our team and a lot of traffic between the two hotels, but with careful timing we were able to provide the capacity they needed and look after their guests as well as our own. And I’m sure any other hotel would do the same.”

Regular maintenance is key to operational efficiency, and the Grand Hyatt team puts considerable effort into staying abreast of the latest developments. Initiatives such as post-wash water recovery and precision detergent dosing have a considerable impact on the bottom line. In the Grand Hyatt, such moves have led directly to savings of around 30% and dramatically improved the environmental impact of the operation. In an environment such as Dubai and the Middle East, water conservation is particularly important from both ecological and financial

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perspectives, and any improvement in either is a welcome achievement. Other initiatives such as the globally-adopted move to re-use towels have proved both popular with guests and beneficial to laundry services through reducing energy and water consumption.

Ahmed is keen to incorporate other such initiatives into her operations.

“Obviously as a brand we have goals globally, and we are trying to supersize these goals locally, to exceed the targets they set, to see if we can do better and tailor these goals to our particular property. We have implemented our ‘Green Initiative’ whereby we change the linen every other day, and this is popular with guests even though many in the industry are hesitant to take such a step. But honestly we have had no complaints, and in reality if a guest wants new sheets every day of course we will do that, but our experience has been that guests are very supportive of our initiatives.”

“We have a newsletter in every room, and when we do something related to Hyatt’s drive for greater responsibility we put it in the newsletter so guests understand why we are doing certain things. Sustainability and corporate social responsibility are very important for us, and our guests feel good about that when they stay with us. I think that if we do get a big new laundry machine that saves 80% of water, guests do like to read

Hygiene & Housekeeping

The care we take with customer garments, and the quality of service we provide are why the guest comes to stay with us and are an integral part of our business success

about that and find out more about what we are doing, so we will share that in the newsletter.”

“In Europe there is much more overt concern for such matters and hotels use this in their marketing, but that is not so widespread here yet. But that doesn’t stop me from learning and setting these standards for our people here. We do training every day, helping our staff to understand how to clean responsibly, not to use large amounts of water and leave taps running when they are cleaning a bathroom. We have implemented small rotating scrubbers instead of mops and buckets because filling a fresh bucket with water every time was very wasteful, and it is our goal to reach the highest levels of cleaning without being careless with resources. So we don’t make a big fuss about it, but it is a very important part of who we are as a team and as a brand.”

Venkat agrees. “Sustainability is very important to us, but it is the responsibility of everyone on the team. We do a lot of training to make sure everyone has the tools they need, and know why it is important, and we look very carefully at our results to make sure we are doing as well as we can be. When everyone on the team has the same goals and objectives, you don’t want to let anyone down and so we all work very hard to support each other and achieve those goals.”

“We look in great detail at what we do and track it constantly. Water recycling is not yet a big thing here but it is going to be, and at the Grand Hyatt we are ahead of the curve.

We know exactly how much water per kg we

use, and track that carefully, and we already process and recycle a lot of what we use so when it does become mandatory, we are already fully up to speed. As Tatjana says, that is part of who we are and what we stand for as a brand.”

Future developments are also closely tracked. One such is a new washing system.

This incorporates polyester beads into the washing mix, a technology that achieves not only exemplary washing effectiveness but also an impressive 85% reduction in water consumption. The average life of an installed hotel laundry is reckoned to be 20 years and replacement involves both considerable expense and upheaval, so new technology needs to be carefully assessed and a strong business case made to justify the investment.

Likewise the move to a centralised facility.

Large-scale tunnel washers offer impressive improvements in efficiency and reduced water consumption, but the need to collect, transport and re-deliver large quantities of linens presents its own challenges. The environmental benefits of water and energy savings may be largely offset by the needs for significant transport infrastructure and vehicle movements.

But at the end of the day, the customer is still king. As Venkat says, “if a customer wants a shirt pressed in 15 minutes for them to wear to an event, then that is what we must do. The care we take with customer garments, and the quality of service we provide are why the guest comes to stay with us and are an integral part of our business success. We are an integral part of the Hyatt brand.”

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What’s new in spas Every good hotelier knows that guests demand a decent spa. Long gone are the days when a small room and a massage table in the bowels of a hotel constitutes a ‘spa’ which is why even historic hotels with limited space are endeavouring to meet demands.

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ake the Plaza Athénée in Paris for example which knocked down walls so that it could partner with the Dior Institut and Hotel Le Bristol which recently doubled the size of its spa. Luxury chains are also marketing their own branded spas hard. Witness the success of Shangri-La’s CHI spa or The Peninsula Spa by ESPA (which also operates in select One & Only resorts as well as Peninsula hotels).

So a good spa is a given, but a great spa requires constant innovation in order to appeal to sophisticated spa savvy guests. So what are the latest luxury trends in the world of the inhouse spa?

Hilton Hotels & Resorts has just released a Hilton Blue paper on ‘Emerging Global Spa Trends’. eforea: spa at Hilton, the hotel’s own branded spa was created in 2010. For the paper Hilton surveyed 6,000 respondents throughout the U.S., Great Britain, Australia and China and found that nearly 50 percent of the respondents saw the existence of a spa as an important factor in selecting a hotel, with Chinese travelers finding it most important followed by those from Australia. The paper also highlights the significance of business travellers, who are increasingly looking for ways to ‘decompress’ between meetings and their growing importance as spa users emphasizes the need for a successful spa to tailor its offerings to men as well as women. A number of resorts are already responding to that trend like Southern Ocean Lodge, South Australia, which has special “Journeys for Him’ including one called ‘Remarkable Man’. What self-respecting male could resist that? There is also the growing presence of children in the once adults only spa environment with teens, tweens and even younger being catered to on their luxury family holiday.

Lose weight, relax, rejuvenate skin, reduce pain, detoxify, and diminish cellulite with the FIT Bodywrap, only available in spas. Sweat it all out either as a stand-alone service or combined with a facial. While not brand new, FIT Bodywrap is the perfect spa treatment for red carpets, weddings or any event where you need to destress and enhance your weight loss journey.

The FIT Bodywrap produces far infrared heat (FIR), which is actually light that we can’t see, but can feel as heat. All warm blooded animals, including humans, generate this type of heat naturally to warm themselves, and more than half of the sun’s heat is infrared as well.

Infrared heat warms us without warming the air around us (don’t you feel warmer when the sun comes out from behind the clouds?) and penetrates our bodies, rather than only heating the skin. The FIT Bodywrap generates infrared

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Spas driving luxury travel to the Middle East Although the smallest global wellness travel market, the Middle East/African region will lead the industry charge as the largest driver of growth until 2017, according to newly-released data from the Global Wellness Tourism Congress (GWTC).

The research, undertaken by SRI International for the GWTC, was released recently (7 May) at the Arabian Travel Market (ATM) event in Dubai. It offers separate analysis of the Middle East/ North African and Sub-Saharan African, finding that the former ranks first in the world for tourism growth (16.2 per cent annually) with market expansion from US$5.3bn (€3.8bn, £3.1bn) in 2012 to US$16.6bn (€11.9bn, £9.8bn) in 2017.

The Sub-Saharan African wellness tourism market is forecast to grow by 12.6 per cent annually, from US$2bn (€1.4bn, £1.2bn) in 2012 to US$5.1bn (€3.7bn, £3bn) by 2017. This will be largely driven

by South Africa, whose well-established

heat in the 5-15 micron wavelength, the same wavelength as the sun and our bodies produce, so it is safe and natural.

During a FIT Bodywrap session, far infrared heat is generated very close to the body, and can penetrate 1-2 inches, heating areas where fats and toxins have been stored without generating uncomfortable heat on the surface of the skin. As many fats and toxins are soluble at temperatures of just over 100 degrees, these fats and toxins, including cholesterol, heavy metals and acids, can be dissolved and excreted through our sweat or kidneys.

Heating the body can activate over two million sweat glands as the body seeks to cool itself. Extensive sweating can be very energy intensive, increasing metabolic rates, blood flow, tissue oxygenation and burning calories as you sweat and for some time afterward. In recent clinical research, approximately 15% of the sweat was composed of these undesirable fats and toxins in an infrared session, compared to 3-5% with normal exercise.

Repêchage® the “Beauty from the Sea” has introduced a range of new spa products, flying off shelves as fast as the brand’s C-Serum. Vita Cura Triple Action Body Collection with Phyto Actives

and all body softening oils “redefine, contour and battle cellulite.” Additionally, a new system of depilation has arrived, with the Seasmooth Artisan Seaweed Wax, which isn’t hot and does not leave skin irritated.

VITA CURA® TRIPLE ACTION NUTRÍ OIL veil the skin in luxury. The blend of exotic oils helps to replenish the skin’s moisture barrier and provide deep conditioning benefits.

Beta Carotene and Vitamins A & E provide antioxidant protection. Linoleic & Linolenic acids help to diminish the look of fine lines and wrinkles. Satin finish, non-greasy. Envelope your senses in our light, natural Rooibos and Vanilla aroma.

Dermelect Cosmeceuticals have created a line of anti-aging nail care from polish, to treatments to aftercare, including a “Manicure Extender Top Coat,” which leaves a “gel-like durability” without a curing system. For the Internationals Esthetics, Cosmetics, and Spa Conference, the brand promoted a Timeless Anti-Aging Daily Hand Treatment perfect, which apparently is a huge hit with nurses and comes highly recommended for beauty professionals or anyone who endures harsh elements and/or repeated water use.

spa and wellness destinations and robust travel sector make it the pan-regional leader in terms of both trips and expenditures.

The Middle East/North African surge will be led by UAE, which is expected to add one million wellness trips from 2012 to 2017, with a 17.9 per cent annual growth rate that ranks it sixth in the world.

The findings were presented at ATM today

by GWTC tourism and government liaison Anni Hood.

“Wellness-focused travel is growing fast across this vast, diverse region: in the Middle East/North Africa we have the luxury/spa hotel building boom across GCC nations, and the revitalisation of indigenous practices, such as historic hammams and baths,” she said.

“Africa is tourism’s next frontier: from the rise of healthy adventure/safari tourism in South Africa and Kenya – to continued growth for spa/wellness resorts on destination islands like Mauritius and just-emerging East African destinations like Ghana or Senegal. These many different stories add up to one big story: the fastest growing wellness tourism market in the world.”

GOING GREEK The new Hyatt Regency Dubai Creek Heights houses a 5300m2 Nysa Spa, inspired by the water nymphs of Greek mythology. The spa claims to offer results-driven treatments and therapies with Arabian touches, with a focus on traditional regional therapies - with a selection of massages, body treatments and facial techniques.

“Nysa Spa is a destination that delivers, results must be visible and undeniable in every package we offer,” said Hyatt Regency Dubai Creek Heights spa director Jason Sloan. “We aim to be leaders in the spa industry, by subverting tradition and homing in on specialist treatments to suit an active lifestyle and the business traveller on the go.”

The spa houses eight treatment suites, including two VIP couple suites with private relaxation zones and natural daylight. There is a list of CACI therapies on offer, alongside Elemental Herbology, Omorovicza and Gentleman’s tonic.

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Sanitising hotel rooms Back in the day, the cleanliness of a hotel room - at least in the luxury end of the market - was a given.

People just didn’t think about it. Now, however, hotel inspectors on TV reality shows reveal just how many germs, bacteria and worse lurk in even the most clean places. Be aware that these are things that are changing guests behaviour and you should ensure that they never have a reason to complain.

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ule number one: the guest is always right, even when the guest is wrong. If a room has not ben properly cleaned or amenities restocked, then they have every right to demand another room. Newly empowered guests now routinely take several minutes inspecting a room before starting to settle in.

Here’s what they will be doing. Firstly, checking the floor, bedding and furniture for stains, crumbs, debris and hairs. They’re keep a close eye out for evidence of insects and then will move to the bathroom to look for stains or mildew. Is this important room clean? Are the amentities on offer from soap to shower caps still sealed or have they been left over from a previous guest? Important in our climate is the air conditioning, so they’ll check for dust and debris in the vents.

Increasingly, guests are aware that small but commonly used items such as the phone, remote, door handles and light switches may be teeming with germs and may well have only received a cursory wipe by housekeeping. So don’t be surprised if guests

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Is this just paranoia?

There are germs everywhere and, largely, we are immune to them.

bring along their own anti-bacterial wipes and sterilise elements of the room themselves.

Unlike sheets, the bedspread may not be washed after every guest, so many people now routinely remove it as a first step. You may want to consider removable covers, as they can be more easily washed.

Even the best housekeeping team will take shortcuts. One common area is water glasses which are often just rinsed in the sink - you may want also to provide disposable glasses so guests can be certain that they have not been used before. It’s also fairly certain that you won’t shampoo or sterilise the carpet in a room between guests, so complimentary slippers should now be essential.

Of course, there needs to be a balance.

Germs and bacteria are our constant companions but often the chemicals used to clean and sterilise can be pretty toxic, not just to guests but also to housekeeping staff who use them hour after hour. The issue is not so much the micro organisms that exist in hotels, but rather, the bodily fluids, pests and other gross things that just aren’t cleaned up!

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Cleanliness is

critical

A recent Harris poll found that consumers take online reviews seriously, particularly when it comes to reviews about the cleanliness of a business. The survey revealed that 85% of respondents would not patronise businesses with negative on-line reviews about the cleanliness of its facilities.

81% of female respondents would not visit a restaurant with reported cleanliness issues while only 70% of men said the same.

Restaurants (75%) and hotels (70%) ranked at the top of the list of businesses where cleanliness most greatly impacted buying habits, according to a recent Harris poll.

“With the increased use of consumer review sites, consumers form a perception of a business long before they set foot in the door,” said Dave Mesko, Senior Director of Marketing at Cintas, who sponsored the poll of more than 2,000 US adults. “This study shows that if your business is dirty and someone mentions that in an on-line review, it will have a negative impact on your bottom line.”

The top five businesses affected by negative on-line reviews include: • Restaurant: 75% * Hotel: 70% * Hair/Nail salon: 56% The study also found that gender impacts buying habits after reading a review on-line about the cleanliness of a business. Women are less likely to do business with most types of facilities receiving dirty reviews. In fact, 81% of female respondents would not visit a restaurant with reported cleanliness issues while only 70% of men said the same. Respondents with children in the household are also less likely to patronise any business with negative reviews about its cleanliness.

“This study reaffirms that patrons put a premium on the cleanliness of a business,” Mesko added. “To stay competitive, organisations should put cleaning strategies in place to maintain their facilities at peak cleanliness levels no matter the time of day.

This will help improve the opportunity for a positive guest experience and on-line review.”

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All you need is stock

Creator of solutions for hotels, restaurants, caterers and institutions RAS AL KHAIMAH (HEAD OFFICE) Rak Ceramics New Building, First Floor, Opp. Al Hamra Mall, Al Jazeera – Al Hamra, Ras Al Khaimah Tel: +971 7 243 49 60 | Fax: +971 7 243 49 61 | Email: restofair@rakrestofair.ae DUBAI Plot No. 351-369 Al Quoz 4 (Industrial Land), Dubai Tel: +971 4 328 59 51 / +971 4 341 27 05 | Fax: +971 4 341 27 06 | Email: dubai@rakrestofair.ae ABU DHABI Landmark Plaza Building, First floor 302-6 Al Hamdan Street, Abu Dhabi Tel: +971 2 643 01 23 | Fax: +971 2 643 01 21 | Email: abudhabi@rakrestofair.ae

www.restofair.ae

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he majority of hotels in North America have no recycling programme in place for these amenities, which means that potentially millions of plastic bottles end up in landfills each year. When you consider there are more than 5.3 million hotel rooms in North America, you quickly get a sense of how much waste is being generated.

The American Hotel and Lodging Association (AHLA) conducted a study to determine the financial impact of implementing an amenity dispenser programme. The AHLA study was based on each guest room having two dispensers including one for the shower and the other in the sink area. The business case focused on the potential opportunity to lower amenity costs, reduce waste such as plastic bottles and the leftover product, along with some added housekeeping efficiencies.

In addition to conservation, the programme offered a number of advantages including the fact that dispensed amenities were less expensive to purchase than products in individual containers.

Housekeeping did not have to replace the amenity bottles after each guest and dispenser product typically only had to be replaced about once per week.

In the end, a 300-room hotel averaging 60% occupancy would save $10,512 annually in product, labour and water savings - not to mention the significant reduction in waste.

As a lot of amenity options are available from economical to luxurious, this is becoming a growing trend among some prominent hotel chains. A similar offering now exists for the soap dispensers. Also, dispensers can be customised to a room’s decor or hotel branding to ensure the guest’s experience is always positive.

One of the main challenges being faced by hotels using bulk or refillable dispensers is contamination. As bulk dispensers are

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open to the environment and it’s not easy for maintenance to clean them properly on each refill, they become a breeding ground for bacteria. As new soap is added, it also becomes contaminated and ultimately puts the hotel room guest at risk. Also, as guests use the dispenser, its surface becomes contaminated with bacteria, mould

Is soap slipping away?

Every month, we’ll look at some of the key issues surrounding hygiene in hotels, with outlines of problems and practical steps for solutions. To start off, we look at soap’s future, and giving used soap a second life

or fungi can grow if not being cleaned and maintained properly.

A preferred solution to overcome these challenges is to use a sealed dispenser system that can be easily replaced by housekeeping. Silver ion technology is used in Deb dispensers, which effectively reduces bacteria, mold and fungi on the dispenser surface and push button. According to testing, a 99.99% reduction can be achieved over a 24-hour period. As Deb dispensers are guaranteed for life and can be easily

Hygiene & Housekeeping

repaired without tools, it’s becoming easier for hotels to make the switch in favor of both environmental and cost savings.

Another reason more hotels are switching to sealed dispenser systems is the water savings. By using an EcoLogo, Green Seal or EU Ecolabel certified foam product as an alternative to liquid soap, 36% less product and 16 to 45% less water is used per hand wash. Now just imagine just how much those 5.3 million hotel guest rooms in North America would save each year in water savings by making this one little switch.

It seems more hotels are willing to make the change to sealed dispenser systems in the name of conservation and sustainability.

Not to mention, having a solution such as sealed dispenser systems saves money and time for housekeeping.

The question is, are hotel guests willing to give up their bars of soap and bottles of shampoo and conditioner?

Many people are resistant to change and have preferences based on their previous experiences or desire for personal comforts.

On the other hand, more and more people are using

their towel twice or taking other steps to ensure they are following green initiatives when staying at their favourite hotel.

Shawn Seipler is on a mission to save lives with soap. It began about seven years ago as a tiny operation with a few friends and family in a single-car garage in Orlando, Florida, where they used meat grinders, potato peelers and cookers to recycle used soap into fresh bars.

The nonprofit initiative, now called Clean the World, has since grown to include industrial recycling facilities in Las Vegas, Orlando and Hong Kong, cities where hotels are plentiful and used bars of soap can be gathered easily by the thousands.

A frequent traveller as a tech company employee, Seipler had a thought one night at a Minneapolis hotel. “I picked up the phone

“It seems more hotels are willing to make the change to sealed dispenser systems in the name of conservation and sustainability. Not to mention, having a solution such as sealed dispenser systems saves money and time for housekeeping.” and called the front desk and asked them what happens to the bar of soap when I’m done using it,” he recalled. “They said they just threw it away.” Seipler, now the group’s CEO, said some research revealed that millions of used bars of soap from hotels worldwide are sent to landfills every day while many people in developing nations are dying from illnesses that could be prevented with access to simple hygiene products.

Thus began his mission to help save lives with soap and even half-used bottled amenities like shampoo. “It’s a huge problem,” said Dr. William Schaffner, a professor of preventive medicine and an infectious disease specialist at Vanderbilt University Medical Center in Nashville, Tennessee. “One of the most common kinds of illnesses in the world are those that are transmitted from person to

person and to oneself because of germs that are on one’s hands.”

In the US and other developed nations, Schaffner noted, people take hygiene products for granted because they are everywhere - soap in public restrooms and even cleanser wipes at the entrances of grocery stores to sanitise shopping cart handles. Not so in some other countries. Schaffner recalled visiting a hospital in the Middle East to find soap was in such short supply that patients had to provide their own or go without. “It’s such a fundamental part of the interruption of transmission of infectious agents that could save so many lives,” he said. “It’s not a magic wand, but it’s a very important element.”

Clean the World is now partnering with the similar Global Soap organisation to increase production, hygiene education and delivery.

The combined group now collects used soap from more than 4,000 hotels and says it has delivered some 25 million bars to 99 countries, including homeless shelters in the US. The process is fairly simple, with the collected soap getting shredded, run through machines that remove any residual bacteria and then pressed into new bars and packaged for delivery. The group uses local aid and non-governmental organisations to help with distribution and education, as well as sending their own teams into rural communities around the world to hand-deliver hygiene products and to teach residents about the importance of keeping clean.

“A lot of people are surprised to find out that one of the most effective ways to prevent many deaths is actually just hand-washing with soap,” Global Soap director Sam Stephens said. “We’re hoping to make a difference.”

Vicki Gordon is founder of Collins Gordon Group, (a public affairs firm that provides strategic counsel on business strategies for social change). She has more than 30 years of experience as a corporate executive including 19 years with InterContinental Hotels Group.

A founding member of GSP, Vicki says, “Housekeepers working in hotels come from different countries, some being refugees and displaced persons. When they pick up the discarded soap cakes from guest rooms, they are amazed that this will reach some of their countries. It is touched by loving hands all along the way, right from the housekeepers to the volunteers. It appeals to a broad segment of people, right from the recycling aspect to the idea of saving lives and public health. GSP has heightened awareness in hospitality and travel industry. This is an opportunity and it resonates all over thereby giving everyone a chance to work for the others.”

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All you need is choice

Creator of solutions for hotels, restaurants, caterers and institutions RAS AL KHAIMAH (HEAD OFFICE) Rak Ceramics New Building, First Floor, Opp. Al Hamra Mall, Al Jazeera – Al Hamra, Ras Al Khaimah Tel: +971 7 243 49 60 | Fax: +971 7 243 49 61 | Email: restofair@rakrestofair.ae DUBAI Plot No. 351-369 Al Quoz 4 (Industrial Land), Dubai Tel: +971 4 328 59 51 / +971 4 341 27 05 | Fax: +971 4 341 27 06 | Email: dubai@rakrestofair.ae ABU DHABI Landmark Plaza Building, First floor 302-6 Al Hamdan Street, Abu Dhabi Tel: +971 2 643 01 23 | Fax: +971 2 643 01 21 | Email: abudhabi@rakrestofair.ae

www.restofair.ae

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GOOD TO GO ORGANIC

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PRO CHEF

Are friends organic?

How important is this trend for the hospitality industry, and how willing are consumers to spend their hard-earned income in hotels and outlets also following this trend?

HBME spoke to a number of leading suppliers and operators actively pursuing organics as part of their business model.

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rganic foods, organic ingredients and organic kitchen and bathroom compounds are now widely available to consumers, found on the shelves or in a dedicated ‘Organic’ section of almost every supermarket and even smaller outlets across this nation. There are also a growing number of fully organic shops and supermarkets to cater to the needs of the growing number of consumers eager for such products. But how important is this trend for the hospitality industry, and how willing are consumers to spend their hard-earned income in hotels and outlets also following this trend? HBME spoke to a number of leading suppliers and operators actively pursuing organics as part of their business model.

Silvena Rowe is one such. She arrived in Dubai in 2012 fresh from a string of successes in the UK, including heading up The Mayfair Hotel’s critically acclaimed restaurant Quince.

She is the author of six best selling cookery

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books and has graced the screens in numerous prime time television cooking shows.

Born in Bulgaria on the Turkish border, her father’s romantic, bohemian approach to life and cooking was a seed that planted itself firmly in her soul, and a recent journey back to her Eastern Mediterranean roots to explore the gastronomy of the Ottoman empire was the inspiration for her best-selling book “Purple Citrus and Sweet Perfume”.

Following a launch dinner at the Capital Club and an extended residency at the H Hotel, Silvena Rowe opened her first restaurant in Dubai, Omnia Gourmet, in Jumeirah Fishing Village. With an almost entirely gluten free menu, Omnia Gourmet celebrates the flavours of local cuisine and has an extensive range of raw, sugar free, gluten free, dairy free, Paleo and vegan desserts.

Whilst most food is imported into Dubai, Omnia Gourmet is aiming to set itself apart with its approach to sourcing ingredients. From

PRO CHEF

“Her philosophy is to look at the whole composition of a dish and the elements that went into it, seasonality and sustainability of components, and to carry that kind of organic thinking through an entire menu”

Silvena Rowe, Chef, TV personality and author

Emirati burrata and ricotta cheeses to locally farmed chicken and freshly caught local fish, Silvena’s menu celebrates local produce in the UAE and taps into the growing trend for sustainability in the Emirates.

This dedication pays off. As she says herself, during the winter season somewhere between 65-70% of her ingredients are sourced locally, and even in summer, this only falls to around 50%. “As a chef and owner” she says “it is very much in our interest to do this. I use a few imported organic ingredients such as oats and dried spices, ingredients which simply aren’t produced here, but everything I can, I buy local.

In all of our outlets we keep in close contact with local farmers and producers, and that’s crucial to our supply.”

Silvena is also committed to sourcing and buying locally rather than using something with an organic label that has flown half way round the world on a 747 to get here. Her philosophy is to look at the whole composition

of a dish and the elements that went into it, seasonality and sustainability of components, and to carry that kind of organic thinking through an entire menu.

Which is fine for a chef/owner working in their own kitchen, but her ambitions go much further, and it is scale that presents the greatest challenges, not just to Rowe, but to all of this city’s most prominent chefs and biggest kitchens.

Rowe already has three establishments in the city, and with a further two coming up including a large outlet in one of the busiest local malls.

Organic and sustainably sourced produce is available, and suppliers such as Wet Fish and Fresh Express are enthusiastically pursuing the opportunities to provide the market with ethically and ecologically responsible produce, but it will forever be a challenge in the Gulf. As consumers become more aware of the issues, and more elective in their spending, it is an issue which will be ever more important to the industry. Are friends organic? Absolutely!

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PRO CHEF

Darren Velvick Formerly of Table 9

I’m an avid fan of the Farmers’ Market on the Terrace, and when it’s open we would always go there as a family and pick up the week’s supplies. I’m an avid fan of juicing – I’m on day 6 of a juice fast now – and what happened to me is my wife, she’s passionate about eating healthier, organic and all that.

She’s been on my case for years, and being a chef I was always like ‘yeah, whatever’.

I must admit I used to believe I ate quite healthily, always having some sort of green veg on my plate, some protein, you know, but what happened was last year my mum got diagnosed with cancer, and when I looked into that properly, I realized a lot of it was down to diet. People are actually reversing cancer by eating organic produce, blitzing your body with juicing and so on.

It didn’t happen overnight, but the more I talked to people about it the more aware I became. You know we had the Chef ’s Table at Table 9? Well the people there I spoke to were really well informed and wanting to know what I was doing, wanting to get away from processed food and into alternatives.

So what I’m doing is gradually working it into my menus wherever I can. There is obviously a cost – you can go to Deira and get a chicken for 5 dirhams, but it’s not the same – but where I can I am including organic ingredients into my dishes, adding things like organic broccoli or organic tomato sides to give people more choice and looking for opportunities to do more.

I love the Farmers’ Market here, it’s a great way to get closer to the producers, to see

what’s in season and what’s coming next. It’s not as easy here as it is in the UK, but it is changing. When the market is on I go every week, and there is one guy there who always has half a dozen eggs ready for me, and that’s what’s really important, getting close to your suppliers and understanding their business, and talking to them so they understand yours.

When you support them, people get behind you because you’re supporting a local business. It’s a win-win situation, one that works really well in the UK, but one that is becoming more important here to. I will definitely approach the eggs guy and see if he can get them here for me, and you know they’re not actually any more expensive than the eggs we buy now, but it’s better for our customers and better for the farmers too.

You crack them into a pan and they just hold their shape and you know it’s going to be good, the hen had a good feed and it’s going to taste great too.

I know it sounds ridiculous but it’s the same with carrots. The sorts of carrots I can buy at the market, OK so they’re not all uniform and the same size, but they taste great, real carrots, like my mum used to make. In fact, she always used to grow her own, strawberries and carrots and stuff. I remember going up to the woods behind the house and coming back with carrier bags full of blackcurrants, wild strawberries, all that kind of thing.

Definitely for me as a chef, a husband and a dad, that is absolutely the right way to go.

“When you support them, people get behind you because you’re supporting a local business.

It’s a win-win situation”

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Tomas Reger Chef/Proprietor

Organic ingredients and organic foods are more and more in demand, and you see this interest in things like the local markets – everyone has a right to the best ingredients.

Where we are living that is difficult. I would love to use everything organic in my menus but that is simply not possible yet though I think it is changing.

You see the progress in the Farmers’ Market here? Every year it is getting better. You see the tomatoes this year? I was totally taken with those, the range and variety they had. In fact, I took them all home and lined them up on my counter, everything from tiny, tiny little cherry tomatoes the size of grapes all the way up to great big beef tomatoes that you can feed a whole table with. So I keep them all on my kitchen counter, and they are so good I don’t even cook them, you can just eat them fresh and raw and they are full of flavor.

Kale was good this year too, which was really exciting, and so we are looking forward to the next year when the markets start again to see what else the farmers are growing that is new.

And in fact I have started work on a project too,

importing seeds that we can try here and see what grows best, get the public involved. I really want to help these guys, find what grows well and sells well and the public want, and that way everyone benefits. It is getting better every year, but the season is still small and the buyers are limited. We get the people who already know what they want and appreciate what the farmers do, but I think the market would be much bigger if people were aware of what is truly available in this region already, and where they could buy it, and not rely too much on the imports.

The thing about organics is flavour, though that may be from the vegetables themselves, or it may be from the extra care you take when you cook them and the things you add, but that’s the thing, you don’t want to buy too much and end up throwing half of it away, but you want to use it when it’s really fresh and flavourful, so it is a supply issue, getting produce at its peak and using it at its best rather than trying to store it. I think the big hotels and big kitchens have a bit more difficulty with this and not so much flexibility because they need reliable supply and this is not so easy.

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Heinz varieties

Heinz Beck is world-renowned as one of the undisputed “Masters” of gastronomy, and a legend in gastronomic circles due to his tenure at La Pergola, the 3 Michelin starred restaurant at Rome Cavalieri Waldorf Astoria Hotels & Resorts, the only three-starred restaurant in Rome and one of the top gastronomic destinations in the world.

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einz Beck’s empire now includes fine dining restaurants and accessible concepts all over the world, still run from his La Pergola in Rome. These include Sensi by Heinz Beck in Tokyo, Social Heinz Beck at the Waldorf Astoria on The Palm in Dubai, Gusto by Heinz Beck in the Algarve, Café Les Paillotes in Pescara and Heinz Beck Seasons at Ristorante Castello di Fighine in Fighine, San Casciano dei Bagni.

The purpose of his latest visit to Dubai was to inaugurate the most recent addition to that list, Taste of Italy by Heinz Beck, at the Galleria Mall. This is Beck’s first casual restaurant concept, offering diners the chance to indulge in gourmet cuisine infused with his signature, Michelin twist on Italian style home cooking. Featuring an authentic menu of regional cuisine and a fully-fledged retail store for desserts, gelato, pastry and breads, Beck intends to bring a delicious taste of Italy to the tables of the UAE. “I am delighted to be launching Taste of Italy by Heinz Beck,” said Beck, “I am passionate about Italian regional cuisine and would like to invite everyone to experience it with me. The restaurant menu has been specially designed with the discerning palette of UAE residents in mind, and I am very much looking forward to sharing some of the tastes that captured my attention as a chef more than two decades ago with Dubai very soon.” Heinz Beck’s long standing career has been defined by an impressive roster of award-winning restaurants, and the list continues to grow.

Born in Germany, Beck began his career in the kitchens of his uncle’s hotel as Commis de cuisine at the Hotel Holzapfel in Bad Füssing in Germany and it was from there that he moved to Rome in 1994 to take up the reins at La Pergola, the fine dining restaurant at the magnificent Rome Cavalieri. Under Beck’s direction, the restaurant has won numerous accolades, not the least being a full 3 Michelin

stars - it remains the only restaurant in Rome to have achieved this feat. The third star was awarded in 2005 under Beck’s direction and the restaurant has held it every year since.

You have a stellar reputation in Rome and your restaurant has held three stars for the last ten years. So what brings you to Dubai?

I think this is a fantastic city, a very quick growing city and by now it has a place on the international gastronomic scene, because people come here from all over the world, and I think it is a great place, a great platform to show what you want to do.

And what are you here to unveil?

Well, actually we have two projects here in the city, Social by Heinz Beck in the Waldorf Astoria and I opened yesterday Taste of Italy

by Heinz Beck in the Galleria Mall.

What I am interested in is your journey – how did you start, how long have you been with Rome Cavalieri, how has your business grown around the world?

Well, I obviously started in Germany and I didn’t move to Rome until 1994, when I came to open the La Pergola again after it was refurbished. La Pergola had existed since 1963 and my job was to make as big a change in the cuisine and bring the restaurant right up to date. I expected to stay two or three years and now it’s been 21! I can tell you there is no restaurant in the world like we have at the Rome Cavalieri and no place for ingredients like we have in Italy. This is the most influential place for a chef to work in.

As an enthusiastic amateur chef, I am very interested in ingredients. I wonder where in Dubai you source fine, fresh, vibrant vegetables and so on for your outlets?

Actually it is not so hard as you might expect, there are very good suppliers here and they

work very hard to bring us the ingredients we need. Companies like Fresh Express, they bring in produce three times a week and we have suppliers in Europe who bring in supplies as well, but of course, it costs…

Your restaurant in Rome has three Michelin stars. When did you win them?

November 1995 and November 2005.

And you have held them ever since – that’s a fantastic record.

Well you see, it is a fantastic hotel. It is in a wonderful position, overlooking the Eternal City. In summer we open the terrace so you have these magical views and it is a very very romantic atmosphere as well.

How do you bring on junior chefs and what do you do about training?

It is much more than just about money, training is to guarantee the future. What we are doing in the Rome Cavalieri, I try not to hire chefs who come from a professional restaurant, but young chefs who have a passion to learn and to develop their skills.

These people I can develop, not just in one section, but in the entire kitchen. That way they can go on to be called Chef.

How has your food, how has your menu evolved over those 21 years?

Of course, it is very different now because, as you know, when I started our only concern was making very good-tasting food, but over the last 15 years or so we have become very interested in the whole area of how food affects the body, so I started studying a lot about health, working with the greatest researchers in Italy. I learned a lot about how to process food, about nutrition, about how we access and use what’s in food and ways to make that process better, food that is more nutritious, more accessible, but still delicious

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Lamb with eggplant, tomato and salted ricotta Ingredients Tomato sauce • 400g cherry tomatoes • 1 sprig basil • 1 clove garlic • 1⁄4 chilli pepper Lamb • 1 lamb saddle • 1 sprig basil • 1 sprig rosemary • 1 sprig thyme • 2 cloves garlic • 10 peppercorns, crushed • extra virgin olive oil Eggplant • 1 eggplant, small

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Method Tomato sauce Boil 300g of cherry tomatoes, remove the skin then quarter each tomato and remove seeds.Blend the rest of the cherry tomatoes, pass through a strainer and dress with extra virgin olive oil.

Pour the cherry tomatoes and the sauce in a jar. Add basil, garlic and chill pepper. Seal the jar and cook in a water bath for two hours.

Once cooked, take basil, garlic and chilli pepper out and blend.

Lamb Bone the lamb and remove all the fat.

Marinate the meat for 24 hours with extra virgin olive oil, basil, rosemary, thyme, garlic and peppercorns.

Remove the lamb from marinade, brown it in a pan with a bit of extra virgin olive oil and bake at 170C for 20 minutes. Divide into eight pieces.

Eggplant Cut the eggplants into wedges and salt lightly.

Grill them on both sides.

To assemble Pour the tomato sauce in the middle of the platter, place two pieces of lamb over it and top with the grilled eggplants.

Garnish with 60g of grated salted ricotta, a bit of extra virgin olive oil and small basil leaves.

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Keeping sharp

Buying a chef’s knife is a lot like buying a musical instrument. There’s going to be a lot of variation, even among instruments of the same kind. As a chef, you want an instrument that is not only appropriate to your current skill level and budget, but also one that won’t hold you back as your skills improve with practice. Like an instrument, a chef’s knife is something that you hope to be using on an almost daily basis. Accordingly, you’re going to want to pick something that feels good to you.

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W

hy recommend one knife as opposed to a whole set? The answer is simple: You need only one. Mark Bittman, renowned cooking advice columnist for the New York Times and the author of How to Cook Everything, wrote a column back in 2007 about what you really need to have in a complete kitchen. In it, he lists only three types of knives: an 8-inch chef ’s knife, a $3 paring knife and a bread knife. A good paring knife is essential for smaller tasks like peeling, but they’re also almost literally a dime a dozen at this point; so there’s really no point in stressing over which is the best. Bread knives are necessary for cutting bread, but what else? With these knives, it’s really the jagged serration that does most of the work so it’s not essential to get the sharpest tool possible. The chef ’s knife however, is a totally different animal. It needs to be a good one.

The classic Victorinox may only cost $30, but it packs some serious features for its price. First and foremost, it has the same high-carbon, stain-resistant steel you’d find in much more expensive knives, like the Wusthof Classic, but for a much lower price. You also get a textured Fibrox handle, which is easy to grip, even when wet. It’s also dishwasher safe, although I wouldn’t recommend running it, or any other knife, through a dishwasher. The extreme heat and harsh detergent can negatively affect the heat treatment on the blade. Worst-case scenario, if you do manage to totally screw it up, the Victorinox comes with a lifetime warranty.

In most categories it’s difficult to find reviews of budget-oriented gear, but apparently knives are the exception. The Victorinox stood out as the knife to beat.

America’s Test Kitchen loved it and gave it

“Maintaining good, sharp knives in your kitchen is a vital part of creating delicious food. A sharp knife will enable you to move quicker and make more efficient cuts. As a general rule, if your knife can slice through a single sheet of paper, it doesn’t need to be sharpened”

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top marks in every category (handle, blade, slicing, chopping, mincing, and butchering).

It was also the only Highly Recommended knife in its Inexpensive Chef ’s Knives category, where it won out over eight other knives including offerings from premium brands like Wusthof and Henckels.

Lest you think it’s only good when compared to other cheap knives, the Victorinox was also Highly Recommended in the Hybrid Chef ’s Knife category. But this time it shared that title with two other Japanese knives, each costing four-to-five times as much as the Victorinox. Michael Chu from Cooking for Engineers also liked it, naming it Best Value in a extensive and comparative test between 11 different knives from some of the best German and Japanese brands around. Overall, the Japanese knives handily defeated the German offerings thanks to their thinner blades and harder steel, but that’s to be expected.

Maintaining good, sharp knives in your kitchen is a vital part of creating delicious food. A sharp knife will enable you to move quicker and make more efficient cuts. As a general rule, if your knife can slice through a single sheet of paper, it doesn’t need to be sharpened. Never leave your sharp knives in the sink waiting to be washed. This not only causes a potential safety hazard, as some unsuspecting person (or even yourself at a later time) might slice your fingers if you forget it’s in there. Instead, wash your knife in warm, soapy water, dry with a clean towel and put away right after use.

Lastly, the relationship between a chef and his or her knife should be a good one.

One built on trust and history and some love too - this may sound a bit weird, but it’s true. A good chef ’s knife is really your best friend in the kitchen, so take care of it!

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Chefs speak out ‘Full tang’ refers to a knife where the steel of the blade continues through the length of the handle. The tang is the part in the handle.

Filet knife A thin, flexibly-bladed knife designed primarily for gutting and de-boning fish.

Hankotsu A small Japanese boning knife, only the first ¾ of the blade is sharpened.

Bolster Common to German knives, adds strength and weight to provide balance Bevels A bevel refers to the angle of the cutting edge. Most knives are double beveled with the same angle on both sides of the blade, though you can find some knives with a 70/30 bevel, or a single bevel where only one side of the blade is angled. double

Petty Small, sharp vegetable paring and utility knife.

Santoku The traditional Japanese chef’s knife, versatile and essential in a professional kitchen

Gyuto Modelled after the traditional French chef’s knife, the long slim blade is excellent for cutting meat cleanly.

Sujihiki With a long, slim and extremely sharp cutting blade, these excel at portioning meats and fish

Wakizashi Only likely to be found in Tsukiji market, where it is used for cutting tuna

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70/30

single

Scalloped edge Indents in the surface of the blade allow air in between your knife and the food, making food easier to push apart.

We asked a number of leading chefs based in the UAE about their knives. Under the spotlight are: Greg Malouf, Head Chef of Clé Dubai; Luigi Vespero, Group Head Chef at Jumeirah Group; Francois-Xavier Simon, Chef de Cuisine, Reflets Par Pierre Gagnaire; Thomas Pendarovski, Executive Chef, The St Regis Abu Dhabi; and Uwe Micheel, Director of Kitchens, Radisson Blu Dubai Deira Creek and President, Emirates Culinary Guild.

Do you have a preferred brand? If so, why?

When did you commit to it?

Greg Malouf: I use Kruger, a German brand. I first bought them back when I was in Melbourne. Why? Because they’re wellbalanced and comfortable. Chefs should always have the luxury of choosing knives that suit them - that have the right feel and longevity. Most good knives will last 15-20 years, although a boning knife probably only about five.

Luigi Vespero: Since I was at the college, my favourite knife brand was Global! I absolutely loved the sharp look of it. In time though I realized that different brands are good for different things, hence why I now have a Global collection at home, whilst I actually work with a variety of different brands.

Francois-Xavier Simon: I use Mizuno the Japanese brand UX10 series at Reflets and Choix Patisserie and Restaurant par Pierre Gagnaire since the beginning. It is very good, sharp and very comfortable to work with as it is light weighted.

Thomas Pendarovski: My preferred brand that I use for work and home is nothing but Global Knives. Why? I just love the way they feel when holding them in my hands – as well as being very light to work with. When did I commit to it? I believe that the first time I tried Global was almost 15 years ago. Been in love with them ever since.

Uwe Micheel: I am working with different brands, if I have to name a preferred it has to be Dick, my first knife I got when I started my apprenticeship in 1975, my Grandma bought it for me with my name on it when I started and still have the knife.

What is the most you would pay for a knife?

Do you have a dream purchase in mind?

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Malouf: No, I don’t have a dream purchase.

Many chefs think about Japanese knives they’re very good but they’re just not built for Western use.

Vespero: I have spent quite a lot of money in my life for knifes. One day, when in London, the flat I was living into at the time got broken into, and my knife case stolen. I had about 15 pieces in it, lots of saving and hard work.

The very following day, I went to the bank, took out a loan and purchased 25 pieces of Globals. Some of those are still in the original packaging.

Simon: A knife is a very important tool for us in the kitchen however it is not important to have the most expensive one, it is key to have the sharpest one that does the trick and the job. In Japan, the knives can be easily brought from the street as well and sharpened with a stone; it is as basic as it gets. For our job, we need knives that define what we do, there is no dream knife I have in mind.

Micheel: I would not pay a fortune for a knife, no. I bought a few expensive knives 25 years back in Japan, that time between $150-300. I do not think I would pay that money now.

What is your top knife care tip?

Simon: My top knife care tip is to wash it with your hands and sharpen it once a week.

Pendarovski: Wash each one with a sponge and soap. Dry with a towel right after washing.

Micheel: Keep them properly stored, do not let others use them or sharpen them, do not throw them together in the drawer!

What was your worst knife disaster? For example, a KP using your best knife to open a can of beans...

Malouf: Nothing special although it’s never good when you drop a knife. I tend to be protective about my knives. One bad thing is to leave a knife too close to a burner so the handle gets singed. Knives are dangerous when blunt - in fact, I’ve got a couple that are so old that they’re practically knitting needles now! I can’t use them but I keep them as mementos.

Vespero: Not really a knife disaster, but I remember once spotting one chef cutting carrot batons with one of my Global boning knives, which I only had for a week. Luckily nothing happened to the knife - the chef though I guess he still remember it!

Malouf: You just need a good knife, a stone to put an edge on it and a steel to keep it sharp.

Every knife needs both.

Simon: The peak of the knives are often broken by my team by either dropping it down or while cutting the bone and that is my biggest disaster as the knife then cannot be used anymore and has to be replaced.

Vespero: Always wash and dry your knife and put them away properly. Keep them sharp at all the time.

Pendarovski: Years ago, one of my chefs wanted to wash my knives. I just seen him put them in the dishwashing machines

Dos and don’ts • Never wash your knife in the dishwasher. The harsh chemicals and hot temperature will ruin the quality of the blade and deteriorate the handle.

After each use, wash your knife by hand under running water with a soft sponge and mild detergent if needed. Avoid detergents with any form of chlorine.

• Always cut straight through with a smooth action and never twist the blade.

This may result in blade damage.

• If you cut fruits and vegetables that are quite acidic (eg lemons, oranges, tomatoes), make sure to rinse your knife

immediately after use. If you do not it may result in staining and corrosion of the blade.

• Your knife is rust resistant but not rustproof. This is not a fault of manufacture. It is merely a characteristic of the metal that also gives your knife the ability to maintain a super sharp edge. If your knife is left in contact with water it will most likely develop rust spots. Never leave your knives to drip dry.

• Store knives in a purpose made block or on a knife magnet. This is safer for you and better for your knives.

and quickly ran over to stop the process. I explained that you never, ever wash high quality knives in a machine. Each knife should be washed individually with a sponge and soap. This would have been a major disaster!

Micheel: I did experience a few things which I would not call a disaster. Top has to be chopping bones or, yes, opening cans, cleaning coconuts with fish knife or chopping charcoal with a butcher’s knife. But it drives me crazy when I see knives just thrown together in a kitchen drawer.

What advice would you give to young chefs about knives? Should they opt for a full set or try a variety of individual knives to find out which suits then, etc?

Malouf: Keep away from Japanese knives and keep away from expensive knives.

At the start of your career focus on a chef ’s knife, a boning knife, stone, steel and kitchen scissors. It’s crazy to spend thousands of dirhams on a knife set at the start of your career. Best advice: never drop an expensive knife!

Vespero: Try out what is the best suitable knife for you, which one are you most comfortable with, keep them sharp and clean at all the time My tip is clear and straight to the point: your knife it’s like your woman, don’t let anyone touch her.

Simon: First of all, they can have any brand of knife but it should be sharp and once they settle with the usage, they can opt for a Japanese knife. If they want to have a collection, I still suggest to keep purchasing individual knives as opposed to the set. For me, I am personally attached to one knife which is what I use until I can use it no more, as each knife has a story of the past and one to tell in the future.

Pendarovski: First off, they should only work with two to three knives tops. They need to get used to the way each one works. Having said that, I believe that any young Chef should buy “Quality” knives straight from the get go.

“Quality knives equals quality work!”

Micheel: Start with what you really need, if you buy big case, there is always a stuff what you don’t really need. Have a little money on the side and buy when you see something you really like.

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The eggs factor:

Always fresh!

A mere decade from joining Jumeirah as Junior Sous Chef, Loughlin Druhan has been Executive Chef of Jumeirah at Etihad Towers since pre-opening, as well as fulfilling the role of Director of F&B. If not busy enough overseeing 185 chefs at work, he takes no shortcuts off duty, committed to cooking fresh every time. So what exactly does he have in his fridge at home?

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Originally from South East Ireland, Chef Loughlin Druhan is a dynamic and creative chef with over ten years professional culinary experience within the Middle East, after working in Europe, North America, Africa and Asia. His style fuses elements of Mediterranean, Asian, Indian, Persian and European cuisines and his vision is to create exceptional gourmet experiences from the freshest produce.

Who cooks at home, though? “Being single,” he replies, “ it makes the choice quite easyeither me or no one. However, I never really cook during the week as there are so many food tastings and samplings taking place at work hence there’s no need. There’s also no time for me to cook home so a sip of tea to calm down after a long day does best.” His off duty style has also changed over the years. “I used to have at least ten pots around the place while cooking, but managed to reduce that to two, which is a great achievement considering that there is no one else at home to run the kitchen errands except me.”

He grew up in his family’s hotel so was in the kitchen helping out from a very early age.

His father exported meat and imported fruits and vegetables whilst his aunt and uncle ran the hotel. Now, he says, he “can’t imagine a life not heavily involved in culinary pursuits”. He lists amongst his key infuences Chefs Michel Roux and Alain Ducasse, due to their ability to accentuate fresh and seasonal products that are strictly sourced for their quality and provenance.

His favourite current ingredient, inspired by the recent opening of Ray’s Grill, is quality beef. “Prior to opening, we were sampling various premium cuts from around the world and from livestock that has been fed on various organic grasses and grains in search of the perfect cuts, their own unique characteristics and the optimum way to prepare and cook each. It’s been a wonderful journey and enlightening experience to undertake the research with such depth.”

“I actually eat and like everything but, for example, oysters are not my favourite, I wouldn’t order them in a restaurant. My favourite?

For sure potatoes - at the end I am Irish!”

What’s in my fridge...

Considering that the fridge is supposed to store mainly fresh products, it is most of the time empty! I like to have everything fresh and use it directly. But a main stock is always there:

Full cream milk Important for my coffee and tea, as this is mostly what I consume at home. Coffee in the morning, tea in the evening.

Butter -- Having my roots in traditional French cuisine, butter is a main ingredient in the classic style of cooking. Even if you have freshly baked bread, all that you need to it is butter, isn’t it?

Juices I like juices, fresh and mostly out of pomegranate or grapefruit.

Pasta Always available at home and complemented with few other fresh ingredients. A quick fix up.

Fresh berries These or in total fresh fruits are always available in my fridge, it is great and healthy snack.

Onions, garlic, potatoes these are main ingredients which every kitchen has all the time available, so does mine.

Nothing frozen - ever!

And the weekend?

And here it is what mostly comes into my fridge during the weekend, which is the only time when I can figure out some time to cook at home. There’s fresh seafood from the fish market in Abu Dhabi. A stroll along the local fruit and vegetable markets always brings the freshest seasonal produce, preferably from the region and again only as much is needed for the weekend- afterwards you cannot call it anymore ‘fresh’.

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Fried eggplant glazed in soy and honey with burrata (Serves 2)

A taste of Spain For some reasons, for many years Spanish food was the UAE’s overlooked cuisine. That changed with the opening of El Sur at The Westin Mina Seyahi which introduced Dubai to the modern school of Spanish cooking that has so excited diners elsewhere.

Heading up the kitchen is chef Juan Carlos González Hernández, from Salamanca, with enviable experience at two of the best restaurants in Catalonia - elBulli and El Celler de Can Roca.

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Ingredients • 2 large eggplants • 300ml sunflower oil • 100ml water • 100ml mirin • 100ml soy sauce • 100g sugar • 50g blossom honey • 1.3g dashi • shiso cress • Maldon salt • 100g urrata Method Wash the eggplant and cut it in a cylinder shape of 5cm high. Make holes into the flesh by using a thick needle to allow the oil to penetrate and cook the eggplant. Fry the eggplant at 140-150C till it’s nicel evenly cooked and soft. Place it on top of a paper towel to drain the excess oil.

For the honey sauce, mix ingredients from water to dashi in a pot, then place on a slow fire. Reduce by half or until it reaches 112C to create a fine and shiny sauce.

Take the burrata and make a incision to take out the cheese separating it from its skin on top of a small bowl. Place the cylinders of eggplant on a oven tray and put in a oven on 200C for eight minutes then remove and top twith the honey sauce allowing the sauce to penetrate all the way through. Place the eggplants back in the oven for three minutes more.

Top the plate with a few drops of the honey

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Bavette pasta with fresh clams and bottarga (Serves 1)

Ingredients • 150g bavette pasta (thin tagliatelli) • 300g clams, small black fresh • 1g garlic • 2g parsley • 1g red chilli • 3g bottarga from Muggine • splash of white wine • 1 tbsp extra virgin olive oil • salt and pepper to taste Method Heat up a pan and add extra virgin olive oil.

Sauté garlic and chilli until it becomes golden brown.

Add clams and sauté then white wine to let the clams open.

Boil pasta until al dente then add to the sautéed clams with parsley. Sauté until at a creamy consistency.

Plate the pasta and sprinkle bottarga on top.

Honey-glazed chicken supreme cooked in home-made jus and served with lightly spiced potato and thyme (Serves 1)

Ingredients • 250g corn-fed chicken supreme breast • 200g baby potatoes • 5g garlic • 150g vine cherry tomato • 2g red chillies, long • 10ml honey • 50ml extra virgin olive oil • 50g white onions • 10g breadcrumbs • 200g chicken bones • 50g carrot • 50 celery • 5g thyme • 5g rosemary • 10g butter • 100g chicken breast, calibrated • 10ml cream • 50ml white wine • 1 tbsp tomato paste • 5g black pepper • 5g salt • 20 ice cubes • 2l water

Method For the stuffing, clean chicken breast and dice evenly. Blend it with salt, cream, black pepper and thyme until it becomes a mousse then put the blended stuffing in a piping bag.

For the jus, roast chicken bones, celery, carrots and 25g of onions in the oven until browned at 190C. Melt butter with 3g of thyme and 3g of rosemary in a heated pot. Add roasted chicken bones and vegetables into pot until golden brown. Deglaze with white wine, add tomato paste, add ice and water then cook on a low heat to reduce by three quarters. Strain the jus and cool.

Make an insertion into the chicken supreme breasts in order to pipe in the stuffing. Place on a casserole dish with chicken jus and then remaining thyme, cover with aluminium foil and bake for 25 minutes at 150C. Wash baby potatoes and slice into rounds horizontally. Mix with salt, pepper, garlic, chilli, oil and rosemary.

Slice onions into rings or wedges, coat with breadcrumbs. Bake both, assemble onto plate and garnish with a sprig of thyme.

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PRO CHEF

Organic soft-boiled egg, ‘chaud-froid’, silver leaf, ‘Royal Gold’ caviar

La Residence Last issue’s interview with Chef Frédéric Vardon, covering his humble beginnings in Normandy to a string of award-winning restaurants, saw him harking back to the simple, high quality products of his youth, having much in common with Alain Ducasse with whom he trained. This issue he shares two more recipes that show how simplicity combined with quality ingredients are a winning combination.

Photography by Pierre Monetta

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HOSPITALITY BUSINESS MIDDLE EAST

Ingredients • 4 large farm eggs • 100g celery • 100g Granny Smith apple • 100g pumpkin • 50g fresh walnuts • 1⁄4 frozen sheet of white bread

• 15g Dijon mustard • 15g egg yolk • 75ml grape seed oil • 75ml walnut oil • salt, pepper, espelette pepper • white vinegar

Method In a pot with simmering water, gently dip the eggs, previously left at room temperature, for five minutes and then cool. While keeping them in the water, break up the top of the egg and remove shell, then with a spoon go around the egg to slowly peel the shell. Set aside in a water-filled container.

Cut the apple, the celery and pumpkin into mirepoix. Blanch the last two separately for 20 seconds then cool immediately, set aside. Crush the nuts.

In a frying pan with clarified butter, gently brown each side of the white bread until you obtain a beautiful blonde colour. Cut batons while still hot, 0.4x8cm, set aside.

In a mixing bowl, whisk together the mustard, egg yolk, salt and pepper. Whip up the mayonnaise slowly with grape seed oil and walnut oil. Finish seasoning with white vinegar and espelette pepper.

Before service put the soft-boiled eggs in a steam oven at 56C, mix the different mirepoix with the crushed nuts and bind with mayonnaise.

In a shallow round plate, place the mirepoix in a cookie-cutter, remove the egg from the oven, top with mayonnaise and cover with silver foil, place on mirepoix. Add three dots of caviar on each side of the egg, serve the bread fingers in a jar.

PRO CHEF

Velvety chilled green pea soup, fresh goat’s curd, olive oil Ingredients • 1 package of big leaf spinach • Xérès vinegar • Tabasco • olive oil • salt and pepper • 1kg goat curd • 1 bunch red radish • 1 bunch flat parsley • 2 bunches chives • 2 shallots • Xérès vinegar • Tabasco • olive oil • salt and pepper • 2kg peas • 2kg fava beans • 2kg frozen peas • 1⁄2 bunch tarragon • 1⁄2 bunch chives • 1⁄2 bunch parsley • espelette pepper • salt and pepper

Method Remove the stalks of the spinach then wash in cold water. Remove as much water with the salad dryer. In a large heated bowl plunge a third of the watercress for three minutes and then cool in ice water, repeating the process three times. Drain, press spinach and then mix it with a thermo mixer with a little bit of cold water for three minutes, adding a few ice cubes every minute, then strain and set aside.

Loosen the soup if necessary and add Xérès vinegar, Tabasco, olive oil, salt and pepper to obtain something spicy but smooth in the mouth.

Drain the goat curd a day ahead. Cut red radishes into small dice, chop the chives, shallots, chop the parsley, add the curd. Finish seasoning with Xérès vinegar, Tabasco, olive oil, salt and pepper.

Blanch frozen peas for two minutes in boiling water and then glaze, drain, mix with thermo mixer for three minutes, adding some ice cubes every minute, then strain and set aside.

Shell the peas and fava beans, blanch in boiling water for two minutes to keep them crisp, glaze. Drain and remove the little film that is on the peas and fava beans. Set aside.

Chop three-quarters of the herbs, make sprigs or batons with the rest.

Add a little of the mashed peas, chopped herbs,salt and pepper and espelette pepper to peas and fava beans mixture to bind.

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The last word

Building a great vacation There are theme hotels and then there are theme hotels. The LEGOLAND Hotel sits across the road from the front gate of LEGOLAND California and is fully themed throughout and filled with interactive LEGO features.

In fact, all 250 guest rooms are LEGO themed, with Kingdom, Pirate and Adventure accents, as well as the expected Wi-Fi access, On-Demand content, heated swimming pool, Bricks buffet restaurant and more. More unsusual, perhaps, are six electric car charging stations.

Of course, you wouldn’t stay here unless your kids were LEGO mad and, if the hotel doesn’t provide an overload for them, staying here also delivers exclusive early access to LEGOLAND California. In fact, children will be torn between visiting the park and enjoying the interactive LEGO features throughout the hotel, play areas, themed rooms, themed elevators, separate bunk-bed sleeping area with own TV and buffet restaurant with organised LEGO chaos.

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