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HOSPITALITY BUSINESS MIDDLE EAST ANALYSIS
DESIGN & TECHNOLOGY
OPERATIONS
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Robotic butlers and the latest advances in coffee brewing
Radisson Blu, DAMAC and running hotels on Yas Island, Abu Dhabi
BY ROYAL DECREE KATARA HOSPITALITY CEO HAMAD ABDULLA AL MULLA REVEALS THE PLAN TO RULE QATAR’S HOSPITALITY LANDSCAPE
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ISSUE Nº PUBLISHER Dominic De Sousa GROUP CEO Nadeem Hood GROUP COO Georgina O’Hara
31 NOVEMBER 2014
EDITORIAL GROUP DIRECTOR OF EDITORIAL Paul Godfrey paul.godfrey@cpimediagroup.com D: +971 04 440 9105
IN ASSOCIATION WITH
DIRECTOR OF STRATEGY, EDITORIAL Dave Reeder dave.reeder@cpimediagroup.com M: +971 (0) 50 450 6745 GROUP MANAGING EDITOR EDITOR, HBME Melanie Mingas melanie.mingas@cpimediagroup.com D: +971 04 440 9152 ASSISTANT EDITOR Sophie McCarrick sophie.mccarrick@cpimediagroup.com D: +971 04 440 9150 SENIOR GRAPHIC DESIGNER Chris Howlett PHOTOGRAPHY Anas Cherur & Jay Colina ADVERTISING GROUP SALES DIRECTOR Carol Owen carol.owen@cpimediagroup.com M: +971 (0) 55 880 3817 DIRECTOR OF SALES, BUSINESS DIVISION Sarah Motwali sarah.motwali@cpimediagroup.com D: +971 04 440 9113 M: +971 (0) 50 678 6182 SALES MANAGER HBME Julie Caulton Email: Julie.Caulton@cpimediagroup.com D: +971 04 440 9112 M: +971 (0) 56 778 9793 PRODUCTION MANAGER James Tharian WEB DEVELOPER Louie Alma DISTRIBUTION MANAGER Rajeesh Nair PRINTED BY Printwell Printing Press LLC, Dubai, UAE PUBLISHED BY
Head Office, PO Box 13700, Dubai, UAE D: +971 4 440 9100 Group Office, Dubai Media City Building 4, Office G08, Dubai, UAE A publication licensed by IMPZ © Copyright 2014 CPI. All rights reserved.
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EDITORIAL
WHAT’S IN A NAME? A
URXQG WZR PRQWKV DJR ZKHQ WKH WHDP KHUH DW +%0( ¿UVW EHJDQ working to expand the editorial focus of the magazine, we often found ourselves debating the answer to what is potentially one of the simplest questions in the industry: What is hospitality? Is it an essence of culture and tradition? Can it be regulated with FRUSRUDWH FKHFN OLVWV" +RZ IDU GRHV LW H[WHQG EH\RQG WKH FRQ¿QHV RI a restaurant or hotel? The conversations we had were numerous and varied and seemed impossible to succinctly conclude, not least because of the multi-faceted nature of‌. Well, hospitality. During the production cycle of this issue however, things took another turn when it transpired that since the inaugural World Hospitality Championship, the concept has also come to be a driver of economic and social change. In 2013, a number of amateur chefs from across the UAE, all of whom specialise in traditional Emirati food, gathered at Dubai World Trade Centre to share the recipes that have been handed to them over generations. Over the course of the competition they served the dishes to everybody from curious passers-by to organisers and royal delegates. But instead of going back to their homes and waiting for the next competition, 20% of them established their own enterprises and today, with the support of Za’abeel Palace, Sheikh Hamdan bin Mohammed Al Maktoum and Khalifa Fund, they are cooking for public kitchens, restaurants and in some cases selling products to hotels and shops. The majority of these, now professional, chefs are women. It’s a story that, in combining social and economic progression, demonstrates the power of something, which to many, is as natural as a welcome and a smile. As the GCC moves towards its 2020 and 2022 debuts on the world’s entertainment stage it’s such elements of this economically vital LQGXVWU\ WKDW ZLOO GLIIHUHQWLDWH LWV RIIHULQJ DQG GH¿QH ZKDW KDSSHQV next. What is important now is that, as this brand of traditional and culturally connected hospitality emerges – itself bringing new revenue drivers and points of curiosity for visitors old and new – it isn’t diluted by the over-advancement of technology or the homogenisation of corporate brands.
MELANIE MINGAS EDITOR, HBME
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CONTENTS
P56
P32
INTRODUCTION P03 Ź EDITOR’S LETTER DATA P06 Ź GLOBAL DATA Snapshot of the most recent hotel performance and pipelines from around the world, with a special report on the performance of theme park hotels
PROCUREMENT P14 Ź SUPPLIER NEWS The latest product and supplier news
P19 Ź 4 CORNERS INTERN DIARY Hebah Al Blooshi travels to the UK to compare how F&B distribution is regulated
P20 Ź SUPPLIER SPOTLIGHT Behind the scenes at the Delta Faucet factory in Jackson, Tennessee
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CONTENTS
DESIGN & TECHNOLOGY P24 Ź THE ROBOTIC BUTLER Introducing Aloft California’s A.L.O Botlr
P28 Ź BRILLIANT BREWS The latest innovations in coffee sourcing and brewing
DEVELOPMENT & INVESTMENT P32 Ź COVER STORY
P42
P62
Katara Hospitality CEO and board member Hamad Abdulla Al Mulla
P38 Ź BREAKING BARRIERS The Links Group on the corporate ownership model opening the market for a boutique boom
OPERATIONS P48 Ź A TASTE OF CULTURE How hospitality is providing economic opportunity for female UAE nationals
P54 Ź BEL OF THE REGION Gavin Faull on the double digit growth planned to 2020
P56 Ź GOING DOWNTOWN DAMAC on the launch of its two new hospitality projects and being the world’s primary serviced apartments developer and operator
P22
ANALYSIS P68 Ź CHASING CHINA How the Asian source market is driving Yas Island’s popularity
P62 Ź THE PEOPLE TOUCH
P72 Ź BEHIND THE NUMBERS
Radisson Blu GM David Allen on bringing personality to service
The Aon Hewitt salary survey reveals the story behind the remuneration and benefits of GCC nationals
P66 Ź ISLAND STAYS Yas Island GM Mark Deere reports a sharp increase in island hotel performance, from 2013 to 2014
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TREND TALK P76 Ź Commentary from Grant Thornton and Stickman interiors
P66
5
DATA
STR GLOBAL: PRELIMINARY RESULTS SEPTEMBER 2014 PERFORMANCE DATA FROM STR GLOBAL KEY MARKETS
DUBAI +7.4%
+0.5%
SUPPLY INCREASE
INCREASE IN SUPPLY
+7.8%
+2.2%
DEMAND INCREASE
INCREASE IN DEMAND
+0.3%
+1.7%
INCREASE IN OCCUPANCY TO
INCREASE IN OCCUPANCY TO 83.1%
76.3%
+3.0%
- 4.0% DECREASE IN ADR TO
DR $161.50
$182.90
4.8%
- 3.7% DECLINE IN REVPAR TO $139.61
INCREASE IN REVPAR TO $134.18
SINGAPORE
6
SYDNEY
LONDON
+2.6%
+3.3%
INCREASE IN SUPPLY
INCREASE IN SUPPLY
+3.5%
+4.6%
INCREASE IN DEMAND
INCREASE IN DEMAND
+0.9%
+1.2%
OCCUPANCY INCREASE TO 82.5%
INCREASE IN OCCUPANCY TO 89.4%
- 0.7%
+0.9%
DECREASE IN ADR $254.36
ADR $247.74
+ 0.2%
+2.1%
INCREASE IN REVPAR $209.87
REVPAR TO $221.49
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DATA
THE DNA OF THEME PARKS AS THE UAE RAMPS UP INVESTMENTS IN THEMED AND THEME PARK HOTELS, COLLIERS INTERNATIONAL REPORTS ON THE KEY FACTORS AFFECTING THE DEVELOPMENT OF ASSETS THE INVESTMENT
0%
3 - 10%
10 - 15%
15 - 30%
INCREASE IN DEVELOPMENT COSTS, FOR NONTHEMED HOTEL
INCREASE IN OS&E COSTS, SOFT THEMED HOTELS
INCREASE IN OS&E AND FF&E COSTS, LIGHTLY THEMED HOTEL
INCREASE IN OS&E AND FF&E AND CONSTRUCTION COSTS, FULL HARD THEMED HOTEL
GLOBAL STATS
17%
41%
2.8
25
2 - 10%
OF HOTELS SURROUNDING MAJOR GLOBAL THEME PARKS ARE INTERNATIONALLY BRANDED
OF HOTELS SURROUNDING MAJOR GLOBAL THEME PARKS ARE CONSUMER/ ENTERTAINMENT BRANDED
DAYS GLOBAL AVERAGE LENGTH OF STAY IN THEME PARK HOTELS
WALT DISNEY WORLD ORLANDO HOTELS ARE INNER-CIRCLE
POINTS HIGHER OCCUPANCY IN INNERCIRCLE THEME PARK HOTELS COMPARED TO OUTER
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DATA
OCCUPANCY RATE - THEME PARK HOTELS VS CITY HOTELS ENTRY LEVEL ROOM SIZES (M 2 ) 50
40
40 35 40
41
30
37
36
25
30
Source: Colliers International
36
28
27
31 20
20
15
10 10 5
0
0
FLORIDA
SINGAPORE
TOKYO
HOTELS AROUND THEME PARK (M 2 )
PARIS
HOTELS INSIDE THEME PARK AREA (M 2 )
FOOD AND BEVERAGE IN THEME PARK HOTELS ALL THEME PARK HOTELS
NONE THEMED HOTELS
THEMED HOTELS
INNER-CIRCLE HOTELS
OUTER-CIRCLE HOTELS
1.15
3.23
4.61
4.11
3.52
N O OF SEATS PER HOTEL ROOM
F&B OUTLETS
F&B OUTLETS
F&B OUTLETS
F&B OUTLETS
TITLE Inner circle hotels Built to support the destination and capitalise on visitor numbers generated by the park
75 - 85% OF THEME PARK HOTEL GUESTS ARE LEISURE GUESTS
Outer circle hotels Built by individual investors to capitalise on visitor numbers generated by the park
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A full analysis exploring the potential for GCC theme park hotels will feature in December issue of HBME
9
DATA
IN FOCUS: CANADA STR GLOBAL REPORTS CANADA HOTEL PIPELINE FOR SEPTEMBER 2014
IMPORTANT FIGURES
ROOMS UNDER CONTRACT, BY SCALE
211
+30.8%
PROJECTS UNDER DEVELOPMENT
MIDSCALE
-26.9%
-63 %
UNAFFILATED
LUXURY
23,370
TOTAL ROOMS CONFIRMED FOR DEVELOPMENT
+22.4% UPPER MIDSCALE
-1.5%
DECREASE IN ROOMS UNDER CONTRACT, YOY
CANADA PIPELINE BY CHAIN SCALE SEGMENT (NUMBER OF ROOMS & PERCENT CHANGE SEPTEMBER 2014 VS. SEPTEMBER 2013)
CHAIN SCALE
PRELIMINARY EXISTING
UNDER
TOTAL UNDER
TOTAL % CHANGE
SUPPLY (AS OF
CONSTRUCTION
CONTRACT*
IN ROOMS UNDER
SEPTEMBER 30, 2014)
10
CONTRAC
Luxury
14,155
147
147
-63.0%
Upper Upscale
39,594
1,418
2,041
+5.0%
Upscale
35,993
2,660
6,208
-0.3%
Upper Midscale
64,237
3,789
7,748
+22.4%
Midscale
26,319
100
1,092
+30.8%
Economy
35,879
345
1,009
+2.5%
Unaffiliated
218,801
422
5,125
-26.9%
TOTAL
434,978
8,881
23,370
-1.5%
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Rio de Janeiro
DATA
BRAZIL HOTELS BENEFIT FROM WORLD CUP VISITORS THE 2014 FIFA WORLD CUP, HELD FROM JUNE 12 THROUGH JULY 13, LED HOST COUNTRY BRAZIL TO EXPERIENCE STRONG HOTEL PERFORMANCE GAINS DURING THE MONTHS OF JUNE AND JULY
S
TR Global tracks data for nine of the 12 cities that hosted matches throughout the tournament: Belo Horizonte, Brasilia, Curitiba, Fortaleza, Manaus, Porto Alegre, Rio de Janeiro, Salvador and São Paulo. “The FIFA World Cup is a very popular tournament that draws visitors from around the world”, said Elizabeth Winkle, managing director of STR Global. “Not only did the tournament draw global visitors but it attracted visitors from across the country. As we anticipated, the World Cup had a positive impact on Brazil hotel performance during June and July”.
12
Among the host cities, Rio de Janeiro reported the strongest performance in occupancy and average daily rate. All host cities, except Fortaleza, reported higher occupancy during June than in July, despite São Paulo that had nearly the same occupancy performance for both months. In June, during the Group Phase of the tournament there were more matches/teams playing, which offers an explanation for the higher demand levels. Rio de Janeiro, which hosted the media centre as well as seven matches, including the finals, was able to maintain high occupancy and ADR levels throughout.
Overall, hotels in Brazil saw a 50.1% ADR increase in June and a 36.1% ADR increase in July. The ADR increase was reflected across all host cities, however, occupancy levels across all host cities decreased when compared to 2013. Brazil saw a 2.0% supply increase in June 2014 on a 12-month-moving-average basis. Rio de Janeiro and São Paulo, off the back of a high supply base, increased supply by 1.4% and 0.6%, respectively. Brasil saw a supply increase prior to the World Cup of 4.2%.
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DATA
Brazil Markets Occ, ADR June & July Comparison, in BRL Occupancy
ADR BRL 1,000
90%
BRL 900 BRL 800
80%
BRL 700 70%
BRL 600 BRL 500
60%
BRL 400 BRL 300
50%
BRL 200 BRL 100
40%
BRL 0 Jun Jul
Jun Jul
Jun Jul
Jun Jul
Jun Jul
Jun Jul
Jun Jul
Jun Jul
Jun Jul
Jun Jul
TOTAL Brazil
Salvador
Manaus
Porto Alegre
Brasilia
Sao Paulo
Belo Horizonte
Fortaleza
Curitiba
Rio de Janeiro
Source: STR Global Ltd.
Brazil Markets Occ, ADR % Chg June & July Comparison, in BRL ADR
Occupancy
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% -10% -20% -30% Jun Jul
Jun Jul
Jun Jul
Jun Jul
Jun Jul
Jun Jul
Jun Jul
Jun Jul
Jun Jul
TOTAL Brazil
Salvador
Manaus
Porto Alegre
Brasilia
Sao Paulo
Fortaleza
Curitiba
Rio de Janeiro
Source: STR Global Ltd.
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PROCUREMENT
SUPPLIER NEWS THE INDUSTRY’S LATEST PRODUCT AND SERVICE INNOVATIONS
CUBAN COFFEE TRADITION Breaking its coffee intensity record, Nespresso has created a new coffee capsule called Cubania, which is inspired by the warmth of Cuban coffee rituals. Going one step beyond the Kazaar Grand Cru of intensity 12, Cubania reaches intensity 13 – the intensity scale at Nespresso being defined by a combination of roast, bitterness and body. To create Cubania, coffee experts added mild Arabica to a high-end Indian Robusta which was slowly steam-treated to enhance much greater extractability than usual. Together with other selected coffees, this combination has produced a rich, creamy creation that delivers a powerful impact to the palate.
EVERYTHING FROM LIGHTS Award winning Design Haus Liberty offers an international design and refurbishment service based out of its Notting Hill, UK headquarters and Hong Kong satellite office. With a team of 15 architects, planners and designers, Design Haus Liberty is able to cater to hotel, office and residential projects from start to completion, offering services including furnishings, fit-out and marketing. Of its recent productions, Design Haus was commissioned to design the raindrop chandelier ‘The Pour’ in New York, a light sculpture exploring the concept of rain.
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PROCUREMENT
DURABLE FURNITURE SURFACE Outdoor furniture supplier Fiore Rosso has introduced the new Italian ‘My Your’ collection to the UAE. The new collection uses a new type of polyethylene called ‘poleasy’, which ensures compactness of a surface, eliminating micro-porous surfaces that cause cracks and ensuring better performance in terms of durability and colour brightness. Fresh colours and innovative designs combined with a classic feel form the ‘My Your’ collection, which is available in dining sets that seat up to ten, and individual seats.
DYSON EXPANDS INTO SAUDI ARABIA British technology company Dyson, has launched its latest technologies in Saudi Arabia. Products include vacuum refining cyclone technology, cordless technology, air multiplier technology, and the Dyson digital motor. James Dyson said: “There is a real appetite for technology in Saudi Arabia, and I am excited to introduce our latest machines.” After 5,127 prototypes James Dyson developed the world’s first cyclonic vacuum cleaner with no loss of suction. Now, supported by over 1,500 engineers, Dyson sells machines in 73 countries including United Arab Emirates.
BOOSTING IN-HOUSE SPENDING SweetBeam has announced a new partnership with Grand Hyatt Dubai to deliver its full range of personalised guest communications services and boost in-house guest spending. Marketing services offered by SweetBeam are aimed to tap into new, profitable revenue streams from in-house guests, with a proven track record of increasing guest spends by an average 23%. Troy Simoni, CEO of SweetBeam said: “We share targeted messages about the property’s outlets and services, tailored to individual guest preferences.” SweetBeam is providing Grand Hyatt Dubai with marketing consultation, guest intelligence, data analysis and digital display marketing services.
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PROCUREMENT
A FITNESS FIRST FOR DUBAI Following its launch in the UK last year, circuit-based training FRQFHSW 6SHHGĂ€H[ KDV DUULYHG LQ 'XEDL DW -$ 2FHDQ 9LHZ Hotel, Jumeirah Beach Residence. Tapping into the growing WUHQG RI +,,7 WUDLQLQJ DQG JURXS H[HUFLVH 6SHHGĂ€H[ RIIHUV individuals an alternative to conventional exercise techniques. With an emphasis on motivational group exercise, each 45 minute circuit-based session is led by an experienced personal trainer and combines a low impact, high intensity, cardiovascular and resistance workout for optimum calorie burn. The system is used by elite athletes, Paralympian champions and everyday busy professionals.
IMAGE SOLUTIONS IN QATAR Canon Middle East is to strengthen its presence in Qatar, with the establishment of a new company in the country in partnership with Salam Technology, its existing imaging solutions distribution partner. The new company will provide Qatari customers the opportunity to receive direct advice on products and services from Canon professionals. The variety of solutions available to the market will span from imaging needs to office solutions and managed print services.
SAFE HOTELS UAE based hospitality consultancy INHOCO Group has formed a partnership with founders of the Global Hotel Security Standard, Safehotels Alliance. The alliance will act to strengthen INHOCOs full-service hospitality advisory and consulting proposition, by including security. Safehotels provides independent security and safety evaluations, and certifies hotels accordingly. Hans Kanold, CEO of Safehotels Alliance said: “Hoteliers and conference venues aim to provide a comfortable and safe environment. The Safehotels Certificates allow hotels to communicate their high level of safety and security.�
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PROCUREMENT
SUPPLIER DIRECTORY THE INDUSTRY’S LATEST COMMERCIAL DISTRIBUTION LIST
RIKAN GENERAL TRADING LLC
EMERSON FZE (INSINKERATOR)
Tel: +971 4 391 4438
The Hotel & Restaurant Supply Co.
World Area Headquarters
Fax: +971 4 390 4873
202, API World Tower
P.O. Box 17034
Shaikh Zayed Road
Jebel Ali Free Zone
P.O. Box 42830 Fax: +971 4 8118100
COFFEE PLANET LLC
Tel: +971 4 3252500
Fax: +971 4 8835063
Unasco Building, Al Quoz 4
Email: riaz@rikan.ae
Email: mohamed.karam@emerson.com
P.O. Box 73042 Dubai, United Arab Emirates Tel: +971 4 341 5537 Fax: +971 4 341 5536
4 CORNER GENERAL TRADING LLC
INTERFACE EUROPE LIMITED
European Business Centre
PI Business Suites Building
Office 126, 1st Floor
Office 505, Al Barsha
P.O. Box 473513
Dubai
Dubai Investment Park
United Arab Emirates
Contact: Mike Walden
Tel: +971 4 3996934
Lakes Towers
Tel: +971 4 884 7248
Fax: +971 4 3996823
Dubai, U.A.E.
Email: waldenmike@fcgt.ae
Email: sandra.crasta@interface.com
P.O. Box 124219, Dubai
SHURA TRADING Cluster G, Dubai Arch Tower, Jumeirah
Tel: +971 4 4516363 Fax: +971 4 4516262
BOND INTERIORS P.O.Box 15758
NATIONAL BANK OF ABU DHABI PJSC
Dubai
UAE
United Arab Emirates
Contact: Bassem El Boustany Tel: +971 2 6112046
VINGCARD
Tel: +971 4 2711727
P.O. Box 341162
Fax: +971 4 2713797
Dubai Silicon Oasis, Dubai UAE
Email: tarek@bondinteriors.com DESERT RIVER LLC Al Quoz
Tel: 04 3262136 / +97143342556
P.O. Box 74054
Fax: 04 3262851 / 04 3342558
BURGESS FURNITURE LTD
Dubai
P.O. Box 500466
United Arab Emirates
Design House Al Sufouh 1
Tel: +971 4 3233636
BARR + WRAY FZE
Dubai
Fax: +971 4 3233686
Dubai Silicon Oasis
UAE
Le Solarium Building, Office 401 PO Box 341246
Tel: +44 2088949231
INFOR
Email: sbateman@burgessfurniture.com
Dubai Internet City Building 2, Room 206, Duabi
Dubai, United Arab Emirates Tel: +971 4 3206440 Fax: +971 4 3206441
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17
Presents
UAE PROFESSIONAL
HOUSEKEEPERS GROUP
26TH November 2014, Dubai Al Murooj Rotana, Dubai Downtown
EXCLUSIVE SPONSOR
TO FIND OUT HOW TO PARTICIPATE IN THE DECEMBER EVENT PLEASE CONTACT Sales Manager Julie Caulton julie.caulton@ cpimediagroup.com D: +971 4 440 9112 M: +971 56 778 9793
Organised by:
PROCUREMENT
TIME IS OF THE ESSENCE 4 CORNERS INTERN HEBAH AL BLOOSHI TELLS SOPHIE MCCARRICK HOW TIME, PUNCTUALITY AND TRAINING HAVE BEEN KEY IN CREATING GREENER – AND SAFER – SUPPLY CHAINS IN THE UK
A
s the saying goes, time waits for nobody. But it seems that in today’s business environment – one that is hectic to say the least – the pressures of time and profit margins have an undeniable impact on how businesses do business. Following on from her initial investigations of the UAE’s supply and distribution chains, 4 Corners intern, Hebah Al Blooshi, student at The Emirates Academy of Hospitality Management has been to London to investigate how British distribution and supply chains benefit from different working structures. During her trip, Al Blooshi spent time with Reynolds Catering Services, suppliers to some of the biggest names in the UK wholesale catering industry including leading hotel and restaurant chains Accor, Carluccio’s and Pret A Manger. “My solo trip was an overwhelming experience. I was a part of everything from watching orders come in, listening in on customer service calls, observing quality control checks to going out on an actual delivery,” she recalls. Following an employee induction and a tutorial in health and safety, professional conduct and hazards at the Reynolds warehouse, Al Blooshi was introduced to the firm’s department heads and briefed on their individual roles. “There was one role I learnt about that was particularly interesting. The job responsibility was to map out all delivery routes for drivers on a daily basis, calculate their expected carbon footprints and ensure that there was no double crossing, in order to minimise pollution impacts as much as possible,” she comments. At the warehouse Al Blooshi saw how products enter via a security gate and are
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HEBAH AL BLOOSHI STUDENT AND INTERN
MOVING FORWARD, THE UAE NEEDS MORE RESPECT FOR TIME, PUNCTUALITY, TRAINING AND OF COURSE, THE ENVIRONMENT unloaded and labelled according to their delivery destinations. The next step in the process sees them sent for safety checks to ensure quality by checking expiry dates and packaging and sending items through metal detectors. “Day three of my trip was probably the most exciting, despite having to wake up at three in the morning. Going on a delivery, I watched how the driver again went through security checks, down to the clothing he wore. Drivers by law, are equipped with a magnetic tag which fits on their dashboard. This tag calculates how long a driver has been on the road, ensures they take breaks and are not overworked,” she shares.
DROP-OFF DEVELOPMENTS Due to traffic and congestion, delivery trucks are given set drop-off timings in the
UK, predominantly in the early hours of the morning. Al Blooshi explains: “To make applicable, some companies have implemented the key drop system, which is something I’ve not seen in the Middle East. Although it requires a lot of trust, it’s a great concept. Delivery companies are given access keys to clients’ storage areas where they drop off supplies independently.” She adds: “The benefit of the system is that drivers are able to get to destinations ahead of time, skip traffic and avoid the inconvenience of crowded restaurants. It’s very organised and I feel we need more of that in Dubai.” Observing the method as evidence of a more advanced, and organised, system, she continues: “The UK is much more advanced and I love their respect for time. The key drop is a great idea, as well as the safety measures taken to protect their drivers, something not practised here. “There was much more training for both new and older staff to ensure they’re kept up to date and on track with environmental trends.” Despite the legislated working hours and greater awareness of environmental impact, Al Blooshi is confident the Middle East is equipped with the necessary means to advance and lower its carbon emissions by consolidating supply chains and reducing the number of delivery vehicles on the road. In conclusion? “The UAE needs more respect for time, punctuality, training, and of course, the environment.”
HBME is following Heba Al Blooshi’s internship journey and achievements over the next four issues
19
PROCUREMENT
TAPPING THE LATEST TREND HBME GOES BEHIND THE SCENES AT DELTA FAUCET’S JACKSON TENNESSEE FACTORY TO SEE HOW THE LATEST TECHNOLOGY IS MANUFACTURED
D
elta Faucet’s company philosophy is that there is a better way to live with water. While the design and sales side of the business is heavily focused on finding new techniques with which to interact with H20, the manufacturing process for each of Delta’s products combines handcrafted manufacturing, precision engineering and a heavy dose of science. Since 1995, Delta Faucet’s factory plant in Jackson Tennessee has employed more than 900 people across its manufacturing processes, producing the entire Delta Faucet product collection, as well as Brizo branded products. While brass parts are transformed into bathroom and kitchen taps and showers through a range of high-tech equipment; the actual assembly of products is
completed by hand, including hand operated finishing, buffing and texturing machines. Products with the patented Brilliance finishes go through yet another process called physical vapour deposition (PVD) adding colour and more abrasion resistance through a magnetic PVD chamber. At the centre of the chamber is a coil with a zirconium rod; one of the world’s most corrosion-resistant materials. The entire chamber is electrified and vaporised particles are fused onto the parts. Molecules embed deep within the faucet’s surface, creating a bond Delta says is “virtually indestructible”. Each component and individual product is tested repeatedly during the manufacturing and assembly process.
Brass parts are manufactured from solid brass rod, created onsite at the Jackson Tennessee plant.
20
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PROCUREMENT
Physical vapour deposition (PVD) adds colour and more abrasion resistance.
Right: Brizo products have two final inspections and products using Diamond Seal technology (manufactured in Kentucky) undergo even further testing.
Left: Following extensive testing, finished products are packaged and sorted for delivery.
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ADVERTORIAL
AIRTIGHT NETWORKS HITS A HOLE IN ONE AT JUMEIRAH GOLF ESTATES
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ADVERTORIAL
“I am delighted with the service Airtight Networks has provided. It has brought a new demographic into our scheme as well as increasing dwell WLPH 2IIHULQJ D IUHH VHUYLFH IRU RXU FXVWRPHUV LV D PDLQ EHQHĹľW DQG IHHGEDFN is extremely positive. Business people come in throughout the day to use our premises and this in turn drives our social media presence,â€? Mr. Khalid Sandhu, Head of Information Technology at Jumeirah Golf Estates.
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DESIGN & TECHNOLOGY
ROBOT RECRUITMENT IT’S A CROSS BETWEEN WALLL-E, THE JESTONS’ ROSIE AND R2-D2. A.L.O., THE HOTEL INDUSTRY’S FIRST ROBOTIC BELLHOP THAT CAN DELIVER ANYTHING TO A GUEST ROOM, FROM A TOOTHBRUSH TO CHIPS – ALL BY ITSELF!
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BOTLR CAN MOVE THROUGH HUMAN SPACES. IT DOESN’T
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n an era of robots driving cars, defusing bombs, washing dishes and delivering parcels drone-style, the bots and their service providing skills are now making a debut in the hotel industry. Representing a first in the sector, as of August 2014 robot butlers replaced the human-operated room service system at Starwood Hotels and Resort’s Aloft Cupertino property in Santa Clara County, California. Reporting for duty around the clock, the hotel’s new cyber associate A.L.O. is a robotic butler, also known as Botlr, who performs both front and back of house duties independently. Produced by robotics company Savioke, Botlr is the first robot showcased since the firm received a seeding fund worth $2m in April from Morado Venture Partners,
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HIT ANYBODY, IT DOESN’T HIT ANYTHING AND IT DOESN’T GET LOST AME Cloud Ventures, Google Ventures, and a cohort of individual investors, to assist with developing robots suited for the hospitality sector. Having since closed an exclusive deal with Starwood Hotels, which will last until the end of 2014, Savioke notes that the plan is to open up Botlr’s services to other hotels next year. At the Cupertino Aloft Hotel, those guests who make a call down to front desk for food, shopping or personal orders will now be greeted by Botlr. Taking the
elevator up to a guest room, the bot will deliver the requested items, which are stowed inside a hidden chamber. Professionally ‘dressed’ in a custom shrink-wrapped, vinyl collared uniform and ‘A.L.O.’ name tag, the robotic bellhop provides its services free of charge, however will suggest the recipient tweets about their experience at #meetbotlr. Weighing approximately 45.5kgs, Botlr moves at a pace similar to that of a walking person and comes with a seven inch tablet screen to interact with
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AS SOON AS A.L.O. ENTERED THE ROOM, WE KNEW IT WAS guests and staff, as well as 4G and WiFi connections so it can communicate with elevators. Brian McGuinness, global brand leader, Starwood’s Specialty Select Brands, comments: “As you can imagine, hiring for this particular position was a challenge as we were seeking a very specific set of automated skills, and one that could work – literally – around the clock!” “As soon as A.L.O. entered the room, we knew it was what we were looking for. A.L.O. has the work ethic of Wall-E, the humour of Rosie from The Jetsons and reminds me of my favourite childhood robot, R2-D2. We are excited to have it join our team,” he adds.
HELLO A.L.O Reaching around waist height, Botlr is a compact robot that whizzes around on wheels. Residing in the hotel’s lobby, the bot waits 24 hours a day for a guest’s phone call. Once an order is received, the front desk employee enters a room number into A.L.O’s touch-screen display and drops the requested amenities into
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WHAT WE WERE LOOKING FOR Botlr’s built-in basket. Equipped with sensors and a navigation system, the robot rolls off down the hallway to wirelessly communicate with the elevator regarding where it wants to go, before arriving at the guest’s room. Botlr then calls guests via their room phone to let them know it is outside and a touchscreen guides the guest through retrieving their item and then asks for a rating out of five stars. If the feedback is good, A.L.O. dances in celebration. “Botlr can move through human spaces. It doesn’t hit anybody, it doesn’t hit anything and it doesn’t get lost,” Savioke CEO, Steve Cousins says. He continues that moving forward Savioke is “passionate about delivering easy-to-use yet sophisticated robots that can help people. Our goal is to improve the lives of people by developing and deploying robotic technology in service environments.” The robotic butler is a direct descendant
of PR2 robot, which was developed by the robotics lab Willow Garage, of which Cousins was previously CEO of. However, the PR2 robot has arms, where Botlr does not, making it cheaper to build. Unable to divulge the cost of making Botlr, he explains that it’s much cheaper than the PR2, which costs $350,000. Cousins continues: “The PR2 had 32 motors, this robot has three motors. That’s a huge simplification. In a lot of ways we’ve just tried to simplify to the minimum to keep the cost down. It’s very hard to sell a $400,000 robot. We are thrilled to introduce our robot to the world through our relationship with Aloft Hotels. In our early testing, all of us at Savioke have seen the look of delight on those guests who receive a room delivery from a robot. We’ve also seen the front desk get busy at times, and expect Botlr will be especially helpful at those times, freeing up human talent to interact with guests on a personal level,” Cousins concludes.
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DESIGN & TECHNOLOGY
BRILLIANT BREWS AN EVERYDAY PART OF TODAY’S HOSPITALITY INDUSTRY, SOPHIE MCCARRICK EXPLORES THE WAYS IN WHICH COFFEE IS EVOLVING, CEMENTING ITS POSITION AS ONE OF THE NATION’S PREFERRED BEVERAGES
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ith more than 2.25 billion cups consumed daily worldwide, coffee has become an indispensable part of our daily lives. Whether it’s served black, white, hot or cold, the popular beverage has secured itself as one of the Middle East’s favourite, most frequently consumed, drinks. Represented in all hotels, leisure centres, shopping malls and other hospitality outlets, there are now over 4,000 coffee shops across the UAE alone, generating almost half a billion dollars annually. According to estimates by the International Coffee Organisation, more than 8.7 million tonnes of coffee were
produced last year, a number that is on the rise and reflected in Dubai’s consumption of which continues on an upward curve. Between 2010 and 2013 the Emirate registered a growth of 85%. By the end of 2014, a 70% YoY increase is expected to be received on coffee purchased from the year previous. “With the growing popularity of coffee shops and the increasing demand for high quality coffee and service, there has recently been a need for connoisseurs who have a passion for coffee to expertly serve customers. Over the last 10 years, the consumption of coffee has more than tripled in the Arab region, while it has become a thriving economic activity in
the UAE worth around AED 300 million a year,” comments Ryan Godinho, UAE’s national liaison for World Coffee Events and events coordinator of the International Coffee and Tea Festival. An important part of the Arab culture reflected in its hospitality, coffee today is used both as a social activity and for welcoming guests. However, taking into consideration the regions ever-expanding expat community teamed with the swelling number of western-styled coffee companies stepping into the local industry, the Middle East’s coffee market is moving in line with global trends.
CHANGING WITH THE TIMES Between 2010 and 2013 Dubai’s coffee consumption grew 85%.
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Whilst choosing between a white or black coffee used to be the only decision to make, in recent years it appears that coffee brands are now pushing the boundaries further when it comes to what can be done with the drink. With unique flavoured variations and temperatures, baristas are now introducing game-changing innovations to appeal to today’s coffee connoisseur. Throughout his 23 years of industry experience, Gennaro Pelliccia, Costa Coffee’s chief taste tester says that he’s seen some very significant and distinctive changes. “Consumers used to have a tendency of opting for an expresso, simply because they didn’t understand the variations of coffee. I remember people asking what a cappuccino was back then, now however, there’s much more awareness about
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DESIGN & TECHNOLOGY
KNOW YOUR COFFEE Long black: A shot (or two) of espresso coffee over 2/3 of a cup of hot water. Latte: A single, or double, dose of espresso served in a glass and filled with steamed milk. Flat white: An espresso shot served in a cappuccino cup filled with 2/3 steamed milk. Cappuccino: A dose of espresso served in a cappuccino cup, topped with steamed milk and foam. Mocha: A shot of espresso mixed with chocolate powder, served in a cappuccino cup filled with steamed milk and foam. Espresso: A short black shot of espresso served as a single pure dose of coffee.
coffee, people know what they want. In today’s market, I’ve noticed recently the growing trend for café lattes. It’s the ‘in word’,” Pelliccia explains. Judging from Costa’s reach of more than 100 stores in the UAE, he adds: “In the Middle East, although the latte is equally as popular, we find that our milk-based and syrup infused products are our best sellers. They’re very indulgent products, and consumers are now tending to opt for the larger drink.” The expert admits that people are definitely consuming more coffee these
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days, and while production from places such as Costa Rica has decreased, it has increased drastically in countries such as China and Vietnam. “People’s habits are also changing, before they perhaps would have woken up to an instant blend coffee, however now, they’re opting for freshly brewed once leaving the house or via room service, which was originally a very western habit, however it’s now become a very global social habit,” remarks Pelliccia. Picking up on further trends, Godinho notes the industry is heading in a more
sustainable direction. “Micro-roastery cafes and multi-roaster cafes will eventually find stable ground in the UAE and eventually this will lead to a more sophisticated appreciation for quality coffee,” he says. Even down to coffee beans and how they’re produced is becoming much more experimental, Costa’s taster comments. More recently, consumers have been requesting Kopi Luwak coffee, or Civet Coffee, which is a coffee type discovered by plantation workers in colonised Indonesia. Being forbidden to consume picked coffee beans, they picked up, cleaned and then roasted the beans excreted by wild Asian palm civets. “The civets’ digestive systems gives the blend a unique aroma, which in turn gained popularity. The product is great for raising coffee awareness, however, when it comes down to if the process is fair or not, it’s another story,” Pelliccia comments.
TECHNOLOGY DEVELOPMENT In line with developing trends, coffee making machinery has also undergone changes, however, Pelliccia reveals that
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although the inventory list for a coffee shop is pretty much the same today as it was in the beginning, the technology inside the machines is evolving massively. He explains: “Machinery is changing to become more consistent, starting from the water purifiers. In the past they were monitored manually and replenished when thought best, today, there are digital monitors, which measure the quality of the water so that there’s no inconsistency. When it comes to temperature, the key part of the machines all now have sensors and are temperature controlled, as well as pressure controlled. “There used to be one generic pump doing everything, where now there are several specific pumps controlling pressure levels.” Present in over 15 international luxury hotel chains, including Kempinski and The Ritz-Carlton, global coffee provider Nespresso now has the ability to tailor a specific system to suit an establishment’s specific needs. “The exceptional Nespresso experience, combining highest quality coffees, innovative machines and personalised relationships with consumers, continues to stir widespread enthusiasm from coffee lovers throughout the world,” said Richard Girardot, CEO of Nestlé Nespresso SA. Reinventing coffee machines and the way coffee is prepared, Nespresso machines are specifically developed to complement and enhance the aroma, crema and flavour of coffee. The evolution of the Nespresso system and the distinctive design of its machines enables its user to control every variable in order to produce the ‘perfect’ cup of coffee. Nespresso introduced their first machine in 1986, and have since continued to spearhead innovation year to year by designing and manufacturing all machines in collaboration with their machine partners, which allows them to build a patented extraction and brewing unit to manage the interplay of all factors. Nesspresso machines reflect contemporary designs, which continue to
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More than 8.7 million tonnes of coffee were produced in 2013.
evolve. The initial Nesspresso machine resembled a mini version of a professional espresso machine, while today it offers a range of machines based on revolutionary designs, which fit into any environment. Latest in the hotel-inspired collection is a machine called Aguila, which is designed to make signature cup quality for high volume outlets and at the touch of a button a freshly brewed hot or cold coffee will be produced. Furthermore, Robert Jones, managing director of Coffee Planet reveals the recent release of the brand’s fresh milk coffee machine, which enables a network of on-the-go coffee drinkers to collect a coffee independently within a minute. Another local industry supplier, Illy coffee, reveals that its company’s approach to machinery innovation means riding the waves of technology and combining computer science, microelectronics, and now, biotechnology, in a machine. This entails experimenting in molecular biology to study the genetics of raw materials, in order to characterise coffee varieties and create coffee ‘gene
libraries;’, thus facilitating product traceability. While combining multiple disciplines to achieve continuous improvement and innovation. Focusing purely on improving the customer satisfaction level, Illy believes to progress with innovation a company must continuously improve functionality, aesthetics, design, quality of materials, comfort and enjoyment of use. Through product research in recent years, illycaffè has been able to introduce some innovations, including the Iperespresso system, which is comprised of a coffee maker and innovative capsule that features a full extraction chamber protected by five international patents. Unlike the traditional preparation of espresso in just one phase, the capsule enables two phases: hyper-infusion and emulsion. This double process guarantees optimal extraction of all coffee aromas, and creates a rich, velvety and longlasting crema. In conclusion, Pelliccia summarises that in the coming ten years machinery development will absolutely continue. “Technology will only get better,” he says.
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BY ROYAL DECREE IN WHAT BEGAN AS A VERY QATARI APPROACH TO ASSET INVESTMENT, KATARA HOSPITALITY HAS GROWN FROM A STATE-BACKED OWNER WITH A PENCHANT FOR SNAPPING UP LAVISH EUROPEAN AND ASIAN SOUVENIRS, TO AN OPERATOR WITH AMBITIONS TO BECOME A GLOBAL LEADER. CEO AND BOARD MEMBER HAMAD ABDULLA AL MULLA EXPLAINS HOW HE SET THE STAGE FOR SUCCESS
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DEVELOPMENT & INVESTMENT
InterContinental Carlton Cannes
T
hat Qatar needs more hotels, and lots of them, is no secret. Regardless of the status of The 2022 FIFA World Cup, if the tiny Gulf state is to achieve its economic ambitions of a diversified and stable mix of national industries – and the resulting, dependable, jobs market that will create for its next generation nationals – hotels must come into the mix. The country’s 74 existing properties total 13,596 rooms and the confirmed pipeline today stands at 38 properties; 9,251 rooms according to the most recent data from STR Global.
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The appetite for investment is strong, and for one owner-operator it verges on the insatiable, both at home and away. Formerly known as Qatar National Hotels, Katara Hospitality was directly established and tasked by the Qatari Government to lead the development of Qatar’s hospitality industry and assist in the economic diversification of the richest country in the world per capita. Not only would Qatar emerge from its oil state prestige as an international business and investment hub, but in doing so it would become a leader on the global
hospitality playing field. Re-branded in 2012 to align with the country’s next generation fiscal ambitions, Katara’s immediate focus has been set on rapid portfolio expansion after four decades of measured growth on other shores. Today an undisputed regional leader in hotel ownership and the operation of its Merweb and Burgenstock brands, Katara Hospitality is working towards a 30 property goal by 2016, followed by 30 more the following decade. It is already on track to surpass the first milestone. The current portfolio comprises owned
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heritage hotels from Europe to Asia and operated business hotels in Qatar and Switzerland; the company also converts properties into what it describes as “hospitality gems”, such as the Tazi Palace in Tangier. Combined these total a collection of 29 assets. Owners and operators, although not of the same properties, Katara conducts its business under two models divided at an 80:20 ratio; 80% of future growth driven by property ownerships and 20% driven by hotels operated under two existing
KATARA MARKETS t Qatar t France t Switzerland t Italy t The Netherlands t Germany t Spain Comoros Islands, Africa t Egypt t Morocco t Thailand t Singapore
brands; the Qatar-focused Merweb and Swiss-based Burgenstock Selection. Four new hotels will be added under the two brands: Merweb Hotel (2015); Royal Savoy Lausanne (2015), and The Bürgenstock Resort Lake Lucerne (2017) and one further Merweb property in Qatar. Taking lead in the spending habits of the Qatari royal family – think the recent purchases of Valentino and most of the world’s fine art – in June 2014 Katara Hospitality snapped up five IHG hotels in Europe from a private investor, all heritage properties, taking the number of its hospitality operating partners to six (see box). With solid foundations, the race to become “one of the leading hospitality organisations in the world”, was truly on. “Looking ahead, our plan is to continue investing in peerless hotels in Qatar while also growing our collection of iconic properties in key international markets,” explains Katara Hospitality CEO and board member, Hamad Abdullah Al Mulla. “We are continuing to explore investment opportunities in hospitality assets in a range of global destinations, with an overall objective to create a
balanced and diverse portfolio of hotels,” he adds. Al Mulla, who rose through the ranks from GM of Merweb Hotel Al Sadd Doha, to leading the global expansion plans in less than a decade, says the focus is on creating legacy. He continues: “Our collection includes iconic hotels that have created a lasting legacy in the hospitality industry, a healthy base of business hotels and resorts located in key destinations, without missing the opportunity of being pioneers in developing markets where we commit to support the local communities and we foresee emerging tourist destinations.”
PARALLEL PERFORMANCE Both the ambition and progress of the firm to date draw more than a few parallels with the Gulf’s other major home-grown brands, from the privately owned Rotana to the semi-government driven Jumeirah Group. When the history of the brands is taken into account, it’s a natural comparison to make at this point in Katara’s story. The company was literally created by the government to drive the country’s
The Peninsula Paris.
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DEVELOPMENT & INVESTMENT
Le Royal Monceau Raffles Paris
OWNED PROPERTIES t InterContinental Frankfurt t InterContinental Amstel Amsterdam t InterContinental Carlton Cannes t InterContinental de la Ville Rome t InterContinental Madrid t Chiva-Som t Somerset West Bay Doha t Buddha-Bar Hotel Paris t Hotel Schweizerhof-Bern t The Peninsula Paris t Le Royal Monceau – Raffles Paris t Raffles Hotel Singapore t The Ritz-Carlton, Doha t S heraton Doha Resort & Convention Hotel t Sharq Village & Spa t Sealine Beach Resort t Renaissance Sharm El Sheikh Golden t View Beach Resort t Mövenpick Hotel Doha t Doha Marriott Hotel
hospitality sector, regardless of private investment and international operator brands. But Jumeirah’s difference is that in creating its version of ‘world class hospitality’, inspiration was drawn from the guest-facing operational touches of the world’s finest hotels and the knowledge garnered from management teams imported from around the world. While the group today even has its own hospitality school, its technique of
KATARA’S INTERNATIONAL OPERATING PARTNERS t The Ritz-Carlton t Sheraton t Raffles t Marriott t Movenpick t IHG
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dream-team amalgamation is the crux of its success. On the other hand, Katara’s approach has been to forge legitimate business partnerships with major global brands from a number of different countries and with an entire spectrum of approaches to hospitality; each providing a different aspect to the group’s industry education, sometimes over the course of decades long relationships. Katara has learnt from the biggest names, taking best practice tips from its operating partners, from The Ritz-Carlton to Mövenpick. “Our rigorous vetting process ensures that our partners grant the same importance to factors such as complete transparency to the owner and business performance, as we do at Katara Hospitality. We enjoy amicable and mutually beneficial relationships with our operating partners who understand that while individuals who enter our front
door are our guests, the hotel owner is the customer,” says Al Mulla. The combination of intelligence this now feeds into Merweb – and to a similar extent the Burgenstock Selection – could create a very different hospitality landscape in Qatar, one where nationals are already armed with the skills needed for successful operations and talent doesn’t need to be imported. Economically, this will also paint a different picture to that of the UAE, with less wealth flowing into foreign bank accounts and a significantly more robust employment model. For a country accustomed to a certain way of life, these will be key elements in the success of its transition into global financial and business hub. Furthermore, as with the stories of Dubai and Oman, once a corporate tourism business has been established the leisure sector will follow, creating a dynamic hospitality industry – the
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foundations for which have already been firmed by Doha’s vibrant F&B scene. Since the firm’s inception, state control has been somewhat distilled – and Katara’s approach to revealing its financial performance has taken a very private sector approach – it remains under the ownership of Qatar Holding LLC (QH), an entity itself founded by Qatar Investment Authority (QIA). The company today is valued at “more than tens of billions of US dollars”. “This makes us an increasingly important player in the markets in which we operate,” Al Mulla asserts. Continuing to comment on the high level of competition evolving in response to customer demands, he adds: “Other factors to consider include fast evolving hospitality needs, driven by today’s dynamic economy. Hotel brands must constantly plan for change and keep their strategies flexible so they don’t lose customers to competition. “More generally, one of the major challenges hotel operators face today is competitive differentiation. In every major market, extensive investments are
AL MULLA BIO Hamad Abdulla Al-Mulla was appointed Chief Executive Officer of Katara Hospitality in February 2011, after joining head office in 2009 as chief HR and admin officer.
Schweizerhof Hotel Bern.
being made into hotel properties with new brands and hospitality concepts being developed to meet increasing guest demands. “International hotel operators setting up in the Middle East must also adapt their offering to local customer preferences to compete effectively with domestic brands.”
He started his hospitality career in 1991 at the Sheraton Gulf Hotel,
STRONG PIPELINE
currently known as the Doha Marriott
On home soil, the growth in popularity of Merweb has added a new dimension to Doha’s limited business hotel stock. RevPAR performance in Doha has been strong this year, with June – the last calendar month prior to Ramadan – demonstrating a 15.6% increase, to $130.05 driven by an increase in occupancy to 75.2%, itself up 17.4%. With so few international operators managing a significant single-brand portfolio, Merweb is well positioned
Hotel. Prior to joining Katara Hospitality head office, he was GM of Merweb Hotel Al Sadd Doha, after having held the position of GM at Doha Club in 2006 and deputy GM at the Doha Marriott Hotel until 2005. In his role as CEO, Hamad leads Katara Hospitality to achieving its goal to become one of the leading hospitality organisations in the world.
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to take a lion’s share of the capital’s pipeline…. Not to mention success. Also consider Katara owns many of Merweb’s competitors in the city. The second Merweb property will open in early 2015, specifically positioned for Doha’s business arrivals and local business community, joining Merweb Hotel Al Sadd. Two further properties are under development in Doha, which combined with Katara’s owned properties will take the total portfolio in the city to 11; more than one third of its 2016 target. “Currently, our operator business is focused in Qatar. We will manage some of our local properties under our Qatar-born and grown Merweb brand, which is based on a concept intimately related to the history of the country,” Al Mulla explains. “Our work with our internationally acclaimed operating partners has given us the depth of expertise and confidence
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DEVELOPMENT & INVESTMENT
WE ARE CONTINUING TO EXPLORE INVESTMENT OPPORTUNITIES IN HOSPITALITY ASSETS IN A RANGE OF GLOBAL DESTINATIONS
to venture into becoming a trusted hotel management company, while being able to deliver hospitality complexes that meet international standards,” he continues, concluding: “Our investment strategy is not just determined by a hotel’s location. When engaging in a project, we always look for something special, something extraordinary that sets that property apart. “[But] Qatar is and will always remain a high priority for us and we intend to maintain our position as market leaders in the local hospitality industry.”
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Top: InterContinental Amstel Amsterdam. Right:Le Royal Monceau Paris suite.
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BREAKING BARRIERS THE LINKS GROUP’S JOHN MARTIN ST VALERY EXPLAINS THE NEW LICENCE CATEGORY THAT COULD PAVE THE WAY FOR A BOUTIQUE BOOM IN DUBAI AND THE ADJUSTMENTS TO COMPANIES LAW STILL REQUIRED
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DEVELOPMENT & INVESTMENT
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hen The GCC first opened its doors to foreign businesses looking to capitalise on the golden opportunities of a new corporate landscape, the rules were clear: partner with a local representative on a 51:49 share basis or operate in a Freezone. But the idea came with its own issues. Not only would it have been near impossible – and highly impractical – to place all hotels in Freezones, the mortality of the chosen business partner was also an issue. Slowly it became clear that what began as a principle designed to protect the interests of a business’s host country, was in fact a legal minefield in the event of the partner’s death or their lack of interest in the foreign entity’s new business growth ideas. Enter Links Group, Dubai FDI, the Department of Economic Development (DED), and the resulting creation of the corporate nominee model. Following its success and the legalisation of ‘on shore’ foreign business models that allowed the hospitality industry to flourish, it is also now possible for hotels to restructure in
order to chase the opportunities their local partners may not wish to. But last year’s introduction of the new licensing model, which has since seen the arrival of Four Seasons to Dubai among others, is set to change the landscape even further. Allowing brands to be fully independent, it removes one of the last barriers of entry to the Dubai market; paving the way for boutique brands successful elsewhere, to fill in the gaps in Dubai’s hospitality market and capitalise on the rooms demand expected over the coming five years. “Four Seasons is a great example. People have been talking about its entry to this market for many years and the main barrier of entry was exactly that – they didn’t want to be tied to any particular property developer or owner,” explains Links Group founding partner, John Martin St Valery. “They have a local corporate nominee partner to keep them legal, but they’re fully independent. They can open a property wherever they wish and they will open more,” he adds, continuing to
EASE OF DOING BUSINESS INDEX Economy
Ease of Doing Business
Registering Property
Getting Credit
Protecting Investors
Singapore
1
28
3
2
Hong Kong SAR, China
2
89
3
3
United States
4
25
3
6
United Kingdom
10
68
1
10
Australia
11
40
3
68
Taiwan, China
16
31
73
34
United Arab Emirates
23
4
86
98
Saudi Arabia
26
14
55
22
Switzerland
29
16
28
170
Bahrain
46
32
130
115
Oman
47
21
86
98
Qatar
48
43
130
128
China
96
48
73
98
Kuwait
104
90
130
80
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explain the situation between The First Group, its ambitions to develop serviced hotel apartments and also bring brands such as TRYP by Wyndham to the table. But how many more brands can Dubai’s already crowded hospitality landscape hold? With more than 600 hotels in the city and hundreds more planned, it’s only common sense to wonder what the post 2020 demand drivers will be; and many will be required to keep occupancy and investment on the same high after 2020. “The room keys required from a hotel perspective presents an enormous growth, so existing operators have an opportunity to expand. Then we are seeing other, quite innovative boutique hospitality associated business and brands, especially from markets such as Australia. “They are looking very seriously to fill gaps in this market and it isn’t just hotel rooms or serviced apartments, but it might be the supporting services; cinemas, theatres. The Australian market has been quite a leader in that field,” he continues.
FDI OR DIE While Dubai races ahead of its regional competitors in the World Bank’s Ease of Doing Business index (see opposite), further changes are still required. Not only is the disparity between local and federal government an issue for address, but St Valery also says the Companies Law, specifically the majority share of local partners, is still creating barriers for businesses. As the lobby for change continues, he comments: “The need to have a local partner is completely right, we are guests here and locals should be involved in business growth and education. But for the local party to always have a majority share in a foreign business is a barrier to entry and the foreign investment agency knows and understands that, but it is commercial law.” The next major issue to overcome is the lack of federal adoption of local laws and a lack of cohesion in legislative processes. While the UAE Government is ranked
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DEVELOPMENT & INVESTMENT
John Martin St Valery, founding parter The Links Group.
BUSTING THE MYTHS Despite the progress to date, there are still a number of barriers to entry for foreign companies looking to come to Dubai – some perceived, some actual. John Martin St Valery, founding partner at The Links Group explains which are actual and which are unfounded Foreign ownership rules in Saudi Arabia are more strict than the UAE Foreign ownership rules are not as stringent in Saudi Arabia as they are here. The main challenge for foreign businesses there is the immigration law for their staff and obtaining visas. If Dubai continues to announce projects with “100 hotel” development plans, the market will become saturated This is interesting. If we look at the Mall of The World announcement, it’s an enormous project but it’s an infrastructure project and the question is can Dubai really sustain that massive
significantly higher than its GCC counterparts, Dubai Government in particular is leading its progress, with the creation of entities such as Dubai SME, Dubai Export, the Foreign Investment office, and Economic Department. As St Valery highlights, it is no longer about bringing business here to build the country, but telling businesses about the UAE’s achievements and inviting them to be part of them. Either way, the key is foreign investment. “When you think about Dubai compared to Abu Dhabi or Qatar, they have to do this. It’s FDI and it’s do or die because there is no natural resource. “What has been done here to attract all this business is vital to its future success so that pedalling beneath the surface must continue,” St Valery adds. That isn’t to say barriers do not remain. While the UAE currently ranks 23rd overall in the Ease of Doing Business Index, elements of the index – for
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example, protection of investors – are actually stronger elsewhere. In this instance, 98th in the UAE compared to a favourable 22nd in Saudi Arabia. “Foreign ownership rules are actually less stringent in Saudi Arabia than they are here. The main challenge for foreign businesses there is the immigration law for their staff and obtaining visas,” St Valery shares. When it comes to foreign perceptions of local business operations, St Valery reveals his primary advice to be the need to separate engagement with the local business community, from business ownership. “That’s where things can go awry; where you have great ownership with a local partner over a large number of years, but what happens in the unfortunate event where they die? “Does your business die too? The corporate nominee model will mitigate that risk and that’s why we lobbied for
increase in its retail capacity? But it isn’t just retail and it isn’t just hospitality. Think family tourism, medical tourism and business travellers. The old adage doesn’t hold much these days, but the ‘build it and they will come’ still works. Wasta is essential The advice companies or individuals are always given is to partner with somebody with influence or Wasta to open the doors for your business. We would say, from a commercial or business ownership perspective, yes, absolutely engage with the local community and, to get back to the earlier points, that is essential.
its creation. The main barriers to entry for international business are on the provision of ownership, but my advice to them is separate the ownership from your commercial dealings – it’s essential.”
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DUBAI’S TOP RECEPTIONIST SEVEN MONTHS INTO HIS FIRST JOB AND AT ONLY 21 YEARS OLD, BURJ AL ARAB’S LANCE OLIVER KEITH HAS BEEN NAMED AICR RECEPTIONIST OF THE YEAR 2014. BEFORE HEADING OFF TO THE INTERNATIONAL COMPETITION HE TELLS HBME ABOUT THE IMPORTANCE OF THE TITLE FOR DUBAI’S REPUTATION AND THE SECRET BEHIND THE BURJ AL ARAB WELCOME
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n February 2014, a cohort of new recruits WR WKH ZRUOGÂśV ÂżUVW VWDU KRWHO HPEDUNHG RQ D WUDLQLQJ SURJUDPPH WKDW ZRXOG WHDFK WKHP HYHU\WKLQJ WKHUH LV WR NQRZ DERXW JXHVW VHUYLFHV LQ OX[XU\ KRVSLWDOLW\ )URP WKH KRWHOÂśV WKUHH VHUYLFH KDOOPDUNV WR KRZ WR KROG FRQYHUVDWLRQV RQ )HUUDULV DQG GLDPRQGV LWÂśV D WUDLQLQJ SURJUDPPH that has produced four award winning UHFHSWLRQLVWV RYHU WKH ODVW QLQH \HDUV 2QH PHPEHU RI WKDW WHDP /DQFH 2OLYHU .HLWK ZDV DOVR HPEDUNLQJ RQ KLV ÂżUVW professional role in the hospitality industry. The 21 year old graduate of De La Salle &ROOHJH RI 6W %HQLOGH RQH RI WKH PRVW prestigious schools in the Philippines, had SUHYLRXVO\ FRPSOHWHG WZR ) % LQWHUQVKLSV LQ $PHULFD DQG QRZ IRXQG KLPVHOI JUHHWLQJ guests at the iconic Burj Al Arab. Âł7KH EHVW ZD\ WR OHDUQ LV WR H[SHULHQFH day to day operations,â&#x20AC;? Keith says. :LWKLQ VHYHQ PRQWKV KH ZRXOG EH QDPHG $,&5 5HFHSWLRQLVW RI 7KH <HDU DIWHU VSHQGLQJ HYHU\ ZHHNHQG RI 6HSWHPEHU FRPSHWLQJ LQ JUXHOOLQJ KHDWV whittling down the initial entrants to just VHYHQ ÂżQDOLVWV ,Q WKH ÂżQDO VWDJH RI WKH FRPSHWLWLRQ .HLWK ZDV SXW KHDG WR KHDG ZLWK SHHUV IURP -XPHLUDK =DEHHO 6DUD\ 9LGD 'RZQWRZQ &URZQH 3OD]D )HVWLYDO &LW\ 3DUN +\DWW -XPHLUDK &UHHNVLGH and Radisson Royal. The group was judged by AICR Dubai president Fabian 6FKPLWWPDQQ '7&0ÂśV ,EUDKLP <DTRRW UHVLGHQW PDQDJHU DW -XPHLUDK =DEHHO 6DUD\ 5DKXO 6KDUPD 0LOOHQQLXP DQG &RSWKRUQH +RWHOVÂś GLUHFWRU RI +5 ,DQ +DQG\ 75,
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THE PRESSURE IS ON HISTORY Founded in 2005, AICR Dubai is the local association of front office managers and assistant managers of 4-star and 5-star hotels. Since its inception in France in 1964, the globaal network has grown to 18 chapters and is headed locally by director of front office, Millennium Airport Hotel Dubai, Fabian Schmittmann.
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THE FUTURE OF TOURISM FROM THE BOTTOM OF THE SEA TO THE LATEST TECHNOLOGY, THE FUTURE OF TRAVEL IN THE GCC WILL BE ABOUT MUCH MORE THAN MALLS AND RESTAURANTS. HBME PREVIEWS THE FUTURE TOURISM SUMMIT, DECEMBER 9 – 10 AT DUBAI WORLD TRADE CENTRE
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t’s an event that promises to re-imagine the customer experience throughout the travel cycle and demonstrate to key stakeholders across aviation, hotels, government and technology, exactly how tourism will evolve over the coming years. In a region that dares to dream so big even its police force is equipped with Google Glass and Lamborghinis, and where infrastructure and accommodation investments will hit $3trillion, with airlines buying 870 aircraft by 2027, it’s a noteworthy topic of discussion.
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On December 9 – 10 at Dubai World Trade Centre, The Future Tourism Summit will welcome speakers from top hotel operators, tourism authorities, airports, agencies and start-ups such as Uber and Airbus for a debate on how to create smart destinations. Part of the agenda will look at the application of cutting-edge technology at the newly opened Dubai World Central, Al Maktoum International Airport. Speaking ahead of his appearance at the Future Travel Summit in Dubai later
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this year, DWC vice president of project management, Reyadh Ayesh, revealed how recent advances in technology are shaping the development’s plans to be traveller friendly. “As Dubai World Central is the host of Expo2020, so our master plans have adapted to ensure that all projects within Dubai World Central have adapted to changes in travel and tourism technology; be it airport systems, logistics operating models, hotels and residential complexes. All of them are now being designed to be traveller friendly,” said Ayesh. Ayesh went on to state how modern travel technology has made travel to the Middle East easier for travellers, as technology can allow visitors to have a “much better sense and understanding of culture and the geo-political climate of the Middle East, which allows them to better integrate”. “Travel and tourism markets acknowledge this and are working to improving their technological capability in order to allow them to provide better connections and services to their customers using these smart devices,” he added. The Future Tourism Summit is an event for the travel and tourism industry to come together with government and technology providers to create an ecosystem that can enhance customer experience and improve business operations, while establishing partnerships vital to the creation of smart and sustainable destinations. The two day conference will feature a range of unique insights into leading tourism innovations as well as a programme of international keynote speakers, interactive breakout sessions, an extensive exhibition showcase of the latest travel technology. The summit expects to register more than 400 regional travel trade delegates and HBME is an official media partner.
MIDDLE EAST TO CAPITALISE ON $3BN DIVE AND SNORKEL MARKET Recent developments in artificial reefs and other underwater attractions are set to become an important part of the Middle Eastern travel and tourism market, as countries in the region begin to get serious about entering a $3bn dive and snorkel marketplace, claims Reef World CEO and summit speaker Patric Douglas. Ahead of the Future Tourism Summit 2014, he said: “Resort developers along Dubai’s ever expanding coastline are just now realising that with the creation of Dynamic Reefs, unique sites that are designed for habitat and tourism, they can increase revenues, client satisfaction and give a much needed boost to degraded regional habitats.” Design on the firm’s The Pearl of Dubai project – the world’s largest underwater theme park – is now complete. The five-acre park is based on the mythical lost city of Atlantis and will be followed by other projects in Qatar and Saudi Arabia. Oman and Bahrain have already made significant investments into artificial reefs.
Register for the 2013 summit via www.futuretourismsummit.com
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COMBINED CLEANING LAST MONTH THE UAE PROFESSIONAL HOUSEKEEPER’S GROUP INVITED KÄRCHER TO DISPLAY AND DEMONSTRATE ITS AWARD-WINNING CLEANING EQUIPMENT AT DUSIT THANI DUBAI
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ith a focus on flexibility, efficiency and compact design, Kärcher produces cleaning equipment that is both economical and environmentally friendly. Displaying four of its best-selling and award winning machines at last month’s UAE Professional Housekeeper’s Group, the German-founded company is keen to stay in the mind’s of the UAE’s top cleaning professionals. The brainchild of the late Alfred
Kärcher, the firm’s machines combine the effects of multiple tasks, but in a lightweight and easy to manoeuvre and operate product. For example the Auto Mop Vac combines the results of mop and scrubber drier and runs without electricity. The steam vacuum cleaner combines the benefit of vacuum suction and hygiene of steam cleaning. Alfred Kärcher thrived on finding new
ways to innovate old techniques and engineered a number of new cleaning technologies in his early adult life. Some of his other inventions included the Kärcher salt bath furnace, which could temper steel and harden light alloys for industry. He also dabbled in the field of heating technology. He died in 1959 before his products gained the global-acclaim they hold today and was succeeded by his wife, Irene, who
AUTO MOP VAC
SCRUBBER DRIER COMPACT
Safe, hygienic, efficient and easy to use Combines the advantage of mop, bucket and Scrubber drier t Cleaning upto 1500 Sqm/hour t No electricity required, water is vacuumed by a manual pump
Compact machine that masters corners.
t t
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Brush head rotatable by +/– 200° with KART technology for easy t Negotiation of curves t Includes high-performance lithium-ion battery t Eco!efficiency mode t Includes sweeping function t Handlebar height-adjustable t
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assumed management of the company and grew the brand internationally. By 2008 the company was represented in 41 countries, including the UAE, and earns 85% of its turnover in these markets. In the last six years, Kärcher has brought three innovations to market in the field of pressure washers for end consumers alone: the K HC 10 with hybrid technology, the K 2.20 with the 4-wheel concept and the world’s quietest models K 3.00 and K 4.00. Today in the UAE, the company supplies its products to a number of hotels and other corporate clients, and innovation remains key.
Kärcher with almost 100 members of the the UAE Professional Housekeeper’s Group.
The UAE Professional Housekeeper’s Group will meet at Al Murooj Rotana on November 26. To register, visit: http://tinyurl.com/lb4wfrc
SCRUBBER DRIER WALK BEHIND
STEAM VACCUUM CLEANER
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2 in 1 steam and vacuum cleaner User-friendly with EASY Operation t Convenient operation using the hand tool t
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A TASTE OF CULTURE RETURNING TO DUBAI OCTOBER 30 – NOVEMBER 2, THE WORLD HOSPITALITY CHAMPIONSHIP WILL THIS YEAR SEE 20,000 PARTICIPANTS AND 700 CHEFS DESCEND ON DUBAI. BUT, AS HIS EXCELLENCY AHMED BIN HAREB EXPLAINS, THE REAL STORY IS ABOUT MUCH MORE THAN FOOD
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ince the debut of The World Hospitality Championship last November, which saw 11,000 participants descend on Dubai World Trade Centre over four days, Emirati hospitality has remained truly under the spotlight. In June 2014, DTCM director of hotels classification, Majid Al Marri announced the return of the championship live at the Hospitality Business Summit, promising a world-class culinary spectacular where Emirati cuisine and hospitality would take centre stage. He told delegates at the summit: “We see more Emirati cuisine restaurants opening now and
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these businesses have the potential to be very successful in hotels and stand-alone establishments.” The following month, a directive from H.H. Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai and Chairman of the Executive Council of Dubai, formed the UAE Hospitality Federation. The body, specifically for the promotion of the UAE as a “world leader” in hospitality services, focusing on “excellence, quality and creativity”. A “first of its kind” in the region, the Federation will support the ongoing
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development of UAE’s hospitality sector, and is an “essential goal” of the World Hospitality Championship, according to event president and GM of Za’abeel Hospitality H.E. Ahmed Bin Hareb Al Falahi. Al Falahi said: “The development of UAE’s hospitality sector is inevitable as the country is poised to attain regional and international excellence at all levels. The local hospitality sector is gaining momentum on an international scale as it keeps pace with the latest developments while maintaining UAE traditions. The establishment of the UAE Hospitality Federation embodies the vision of H.H. Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai and Chairman of the Executive Council of Dubai, who aims to highlight the hospitality sector’s pivotal role in attaining sustainable development and positioning UAE as a leader in global hospitality arena. He continues: “In order to enhance the hospitality services in accordance with the
1,600
UAE-WIDE PARTICIPANTS AT WHC WORKSHOPS
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ELEMENTS TO EMIRATI COMPETITION: COOKING WITH WOOD, PROFESSIONAL, AMATEUR
highest international standards, we have to strengthen the education sector, establish national brands specialising in hospitality, support the industry to gain a foothold in the regional and international markets, and offer professional trainings to UAE nationals. The trainings will enhance their creative skills, enabling them to compete globally while promoting UAE’s traditions.” The strength of such words has been proven on a number of recent occasions. With the opening of Al Fanar in Dubai’s Jumeirah only last month, and the endorsements of Arabic cuisine from the
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EMIRATI DISHES
like of celebrity chefs such as Silvena Rowe, it has been an important year for Emirati food. But as the 2014 edition of the World Hospitality Championship begins this month, it’s increasingly clear that this year’s story is about much more than food. With the support of the Khalifa Fund, over the last 12 months a number of Emirati women have been cooking the recipes handed down over generations for consumption across the UAE’s restaurants, shops and public kitchens. Of all the 2013 entrants, 20% have opened their own business.
Ice carving sculptures at the 2013 competition.
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His excellency Ahmed Bin Hared at the 2013 competition.
EMIRATI COMPETITION CATEGORIES t Cooking with Wood or Charcoal t Professional t Amateur
THE DEVELOPMENT OF UAE’S HOSPITALITY SECTOR IS INEVITABLE AS THE COUNTRY IS POISED TO ATTAIN REGIONAL AND INTERNATIONAL EXCELLENCE AT ALL LEVELS Also supported by His Highness Sheikh Hamdan Bin Mohammed Bin Rashid Al Maktoum, Crown Prince of Dubai, both financially and in terms of business guidance, the women who entered last year’s competition are also now being supported to combine their culinary talents with new business opportunities. Speaking exclusively to HBME about the economic benefits of the drive, His Excellency, Ahmed Bin Hareb, explains: “The first business was established in November 2013 and now we are trying to make it known that this isn’t just for the championship but all year round. Each of these business is registered with the municipality, which checks on the hygiene of the premises and we are now
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being approached by hotels from around the UAE who want these women to cook Emirati cuisine for them.” The rules of the championship mean the 2013 entrants cannot re-enter the 2014 competition, fostering the interest of new chefs and Emirati cuisine specialists and ensuring that everybody is given a chance to participate in what is planned to set a global benchmark for regional hospitality
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COMPETITIONS
traditions. Speaking of the wider objectives of the competition, Bin Hareb adds: “This year for the championship we are engaging more with the hotels; we are bringing 70 chefs from around the Emirates and they have to cook 20 items, but one of those items has to be Emirati and it will be in the hotels later on. “Secondly, all the hotels are asking us to get the women to cook four items per day on their menus. This is where the Emirati food is going to be in the hotel. The championship has created both this extra dynamic in the hotel dining as well as additional income for the Emirati women. “We are going to have Emirati women working closer with the hotels and we are going to incorporate these dishes both in the restaurants and buffets and the women will have their own restaurants too, encouraged through the provision of facilities and funds.” In addition, Za’abeel Palace Hospitality has already been in contact with the country’s hotels to organise the employment of Emiratis to make and serve Arabic Masala coffee in all hotels. The tightly regulated initiative will again see women benefit from the new opportunities, with the working conditions, dress and salaries, tightly monitored by Za’abeel. But, as Bin Hareb explains, greater cohesion is required to boost the
20,000 PEOPLE EXPECTED TO PARTICIPATE
700
CHEFS EXPECTED
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economic value and regional prominence of Emirati Cuisine and he calls for the Emirates Culinary Guild and other such organisations to lend greater, year-round, support. “We can teach them about the rules and regulations of catering and we can support them by providing ingredients, but the other stages have to be supported through other associations beyond Za’abeel Palace Hospitality,” he asserts.
THE SECOND CHAPTER The 2014 championship established under the directives of His Highness Sheikh Hamdan bin Mohamed bin Rashed Al Maktoum, Crown Prince of Dubai and Zaabeel Palace Hospitality will comprise four main competitions: The International Competition, The Emirati Competition, The Hospitality Sector Competition and GCC Products Competition. Prior to the competition the World Hospitality Championship team travelled to each emirate in the UAE to sample
local and nationally traditional dishes from 1,600 participants. Over the course of the official four day competition, the championship will witness 12 globally renowned culinary masters, Emirati professional and amateur chefs and more than 700 other chefs, crafting international and Emirati cuisine. Supported by the World Association of Chefs Societies (WACS), the Emirates Culinary Guild (ECG) and Dubai World Trade Centre, it is the first event of its kind to showcase Emirati food and traditions and has taken a team of 150 people from Za’abeel Palace Hospitality, almost 12 months to organise and execute. The impetus now is on securing the 2014 event a place on the world stage in terms of hospitality and culinary occasions and ensuring the next edition of the championship is even bigger. In doing so, the next championship will be deferred until January 2016, and be subject to event more stringent criteria in order to preserve the integrity of the
competition. It also allows more time to realise the ambitions of UAE entrants who wish to pursue new business and employment opportunities off the back the competition. For now it’s all systems go at Dubai World Trade Centre, for both the thousands of UAE nationals who will share a taste of their culture, and the hundreds of professional chefs who will descend to compete over the four days. For the future of Emirati food, as DCTCM CEO Issam AbdulRahim Kazim, said at the opening of Al Fanr: “It is vital that we preserve these traditions for the next generations of Emiratis as well as invite Dubai’s visitors and residents to understand more about our local recipes and food culture.” The World Hospitality Championship will run at Dubai World Trade Centre October 30 – November 2. Keep up to date with the news from the show via www.hospitalitybusinessme.com
Marco Pierre White
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OPERATIONS
BEL OF THE REGION OVERCOMING FINANCIAL SPEED-BUMPS, SWISS-BELHOTEL INTERNATIONAL’S CHAIRMAN AND PRESIDENT, GAVIN FAULL EXPLAINS TO SOPHIE MCCARRICK HOW THE BRAND GOT BACK ON TRACK WITH REGIONAL EXPANSIONS AND AN EXPECTED DOUBLE DIGIT GROWTH BY 2020
P
ressing on with its Middle East expansion since the recent launch of Swiss-Belresort Ghantoot, the hospitality management chain Swiss-Belhotel International is now eying a further 20 hotels for the Middle East by 2020, reveals Gavin Faull, Swiss-Belhotel International chairman and president. In addition, the firm is currently refining a high-tech, low-cost brand for roll out in Indonesia in 2015, with potential to bring the concept to SwissBelhotel’s other operating markets. In the midst of a growth period across the region, Swiss-Belhotel International is set to launch three hotels before 2015-end and, according to Faull, the Hong Kongbased company isn’t stopping there.
Following Swiss-Belresort Ghantoot’s launch, what is your ambition for the Middle East moving forward?
Our progress was slowed down by the global financial crisis but now we’re on track and delighted to have just opened Swiss-Belresort Ghantoot in Abu Dhabi for the 4-star market – a heritage building on the shores of the Arabian Gulf, originally built as a palace and just 40 minutes from Dubai. This is an exciting development for us and the resort joins the recent opening
2015 SCHEDULED OPENINGS Swiss-Belinn Ghurbrah in Oman Swiss-Belboutique Riyadh Swiss-Belhotel Erbil
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of Swiss-Belhotel Seef in Bahrain. Now, a three further hotels are set to open by 2015 (see box). We currently operate the Swiss-Belhotel Plaza in Kuwait and Qatar’s Swiss-Belhotel Doha. We are also engaged in a number of discussions for further growth in a market we feel is a good match for our brands and hospitality expertise. Which destination in the Middle East holds the most potential for your brand
7
250
10
20
MIDDLE EAST HOTELS BY 2015-END
HOTELS GLOBALLY BY 2020
NEW PLANNED PROJECTS FOR GCC BY 2015-END
MIDDLE EAST HOTELS BY 2020
In addition to the regional plans, the brand will also launch a techfocussed product for the Asian market.
and why?
The Middle East has strong potential for Swiss-Belhotel International and we are seeking long-term partnerships to support our growth in the market. This is key for us and has been a cornerstone of our expansion in Asia over the past decade. We expect it to be the case in the Middle East also. The Middle East is a buoyant hospitality market offering higher yields than Asia, but also higher costs in terms of manpower. So we are planning our growth carefully. This has included the recent agreement to manage a training hotel, which will be attached to a training institution for our staff and for the hospitality industry to imbue in them the strong ethos of professionalism and passion that runs through all levels of our business.
the Philippines, Indonesia, Malaysia, Australia, New Zealand, Kuwait, Qatar, Bahrain, Iraq, Oman, Saudi Arabia and United Arab Emirates. We will unveil 20 hotels around the world this year and by 2020 we expect to be managing 250 hotels or a total of 50,000 rooms – nearly doubling our portfolio.
What is the five year plan for Swiss-
Looking at your properties currently
Belhotel, both regionally and globally?
operating in the region, how are they
We will continue to expand as a global hospitality management company and the Middle East will be a key region for our expansion. We expect to have seven hotels fully operational by the end of 2015 and at least 10 further projects. We are planning to expand our office here and intend to grow at a faster rate over the subsequent five years. I can feasibly see us operating up to 20 hotels by 2020. Globally, Swiss-Belhotel International has more than 125 hotels, resorts and projects in its global portfolio with a presence in China, Vietnam,
performing in terms of occupancy, ADR
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and RevPAR?
Our properties in the Middle East are performing very well, especially SwissBelhotel Plaza in Kuwait. The recently opened Swiss-Belhotel Seef in Bahrain has enjoyed a good start, with the quality of the product and professionalism of the delivery being very well received by the guests. Considering your expansion plans amidst an influx of international brands to the region’s hotel inventory, how will Swiss-Belhotel stand out in the crowd?
The key to differentiating ourselves lies in our founding principles, which are delivered across all of our brands. This is passion and professionalism – and it has made us stand out since our inception. It sounds possibly simplistic and certainly easy to say. But in reality it defines who we are and the guest experience that we provide. Internally we are very focused on training and we believe the service we deliver will continue to set us apart from the competition. We are also able to offer a series of brands to fit the requirements of owners and the individual markets in which we operate ranging from 2- to 5-star. What’s next for Swiss-Belhotel?
We will have some more exciting news in the future as we are currently refining a high-tech, low-cost brand that we will roll out initially in Indonesia next year, following this we will look at a more extensive global roll out of the new product.
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GOING DOWNTOWN CAPITALISING ON WHAT ITS DEVELOPER EMAAR CALLS THE CENTRE OF NOW, DAMAC IS TAKING OVER DOWNTOWN DUBAI WITH A STRING OF NEW SERVICED APARTMENTS. SO SIGNIFICANT IS THE PIPELINE, DAMAC WILL SOON BE ONE OF THE LARGEST HOTEL APARTMENT OPERATORS AND DEVELOPERS GLOBALLY. IN AN EXCLUSIVE INTERVIEW WITH HBME, MD ZIAD EL CHAAR, INTRODUCES DAMAC MAISON CANAL VIEW AND DAMAC MAISON COUR JARDIN
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S
ince 2002 DAMAC Properties has delivered almost 11,000 units across the GCC and Levant and currently has a development portfolio of over 26,000 units, almost half of which will see the developer diversify from its traditional real estate operations and into the region’s burgeoning hospitality industry. In 2013 it was announced that DAMAC would develop the Paramount Hotel Dubai Downtown – a five tower project with a silver screen twist. At this year’s ATM, managing director Ziad El Chaar announced the launch of Sharia compliant hospitality brand NAIA and at Cityscape last month saw significant focus given to the AKOYA Oxygen master development. By the end of 2018, DAMAC will have contributed 10,000 operational hospitality
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or three hotels rooms. All of the in-room personalised services, including a private Chef to cook in your apartment, or spa services within the private confines of your home and baby-sitting service with qualified nannies, provide a home-awayfrom-home feel to the stay with us. DAMAC Maison will operate a host of luxury projects in the Burj Area of Dubai and across the region. In a region that already boasts such a diversified offering of hospitality brands, both internationally and locally recognised, what will provide the competitive edge for DAMAC’s hospitality products?
WITHOUT EXECUTION, SYSTEMS ARE NOTHING MORE THAN IDEAS THEREFORE CONSISTENT EXECUTION AND SOLID PROCESS WERE PUT IN PLACE units to the region under the Maison and NAIA brands, but with two new brands set to enter the market, that is far from the end of the story. Downtown Dubai is becoming increasingly vibrant with a diverse mix of hotels, residential components and leisure and business hubs. What does DAMAC Maison bring to the dynamic?
DAMAC Maison is a 24 hour seven days a week customer-focused serviced hotel apartment operator, offering bespoke,
hospitalitybusinessme.com
luxury products with unrivalled customer service. Since opening our first property, DAMAC Maison Dubai Mall Street, we have welcomed thousands of guests to experience the dynamic city living with personalised service and ultimate privacy. The key differentiator for DAMAC Maison is the quality of service and luxury within each property. We are also one of the highest quality serviced apartments on offer in Dubai. Guests can stay together in our property as a family, instead of needing to book two
The key is in the quality of service. It is critical we deliver the highest standards of service expected of any 5-star hotel in the ZRUOG 7KLV VWDUWV ZLWK WKH ¿UVW LQWHUDFWLRQ and continues until after the guest has left. Every member of staff has an impact on that and we strive to ensure our team is providing an interactive experience with guests and residents that lead to building brand loyalty. To reach the desired guest satisfaction level which will give DAMAC Maison the edge, we provide training and coaching to all our staff members and we have incorporated a culture of DAMAC Hotels and Resorts DNA training with peer-to-peer coaching. This interactive environment allows us to solicit feedback from the team, which is reflected in recognition and performance rewards. Without execution, systems are nothing more than ideas. Therefore consistent execution and solid processes were put in place to ensure employees were inspired to exceed the guests’ expectations. DAMAC Maison will provide bespoke services to residents in 10,000 serviced hotel apartments by the end of 2018. This will position the company as one of the largest Hotel Apartment operators and developers in the world. Looking now at the two new DAMAC Maison projects; what are these and
57
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how will they fit into the collection?
We are moving towards the opening of two more properties in the Burj Area of Dubai in the coming months. DAMAC Maison Canal View and DAMAC Maison Cour Jardin are two very exciting projects which will expand our offering in the Burj Area. The same luxury services and offerings will be available in each property, which will also have their own unique ambience and setting. DAMAC Maison Canal View will look out over Business Bay and onto the new Canal Link development, with DAMAC Maison Cour Jardin offering a quieter, more tranquil environment to step away from the city lights, but remain at the heart of the action.
Rendering of DAMAC’s Constella property.
How many staff will be employed at both DAMAC Maison Canal View and
experience the city with just a short walk to the world’s largest shopping complex and key attractions and views across the Dubai skyline, minutes from Souk Al Bahar, Sheikh Zayed Road, Meydan and the Dubai International Financial Centre.
DAMAC Maison Cour Jardin?
Each project will employ around 150 staff on-site, with the addition of the teams in the head office supporting all of our DAMAC Maison and NAIA by DAMAC. What is the anticipated guest profile for the new Maison properties and which source markets do you predominantly see these guests coming from?
Both properties will be an excellent base where guests can combine refined city living and exploration of the Middle East’s most fascinating metropolis. We look forward to welcoming guests from all over the world, both for leisure and business. The new hotels have a slightly more urban and western touch and therefore we feel the guests will come from a broad range of countries and nationalities; predominately Saudi Arabia, Russia, China and Western Europe. How will these two new properties compliment the rest of the DAMAC hospitality portfolio?
These new properties perfectly complimenting our current hotel, DAMAC Maison Dubai Mall Street which is ideally located next to Dubai Mall. Cour Jardin
How have you cultivated the service
will boast a beautiful lush courtyard, perfect for enjoying a Shisha or for relaxing by the swimming pool, while Canal Views offers an excellent location alongside the Business Bay Canal with an impressive infinity swimming pool, overlooking both Burj Khalifa and the Canal itself. Why did DAMAC choose to cluster its hospitality developments?
The Burj Area of Dubai is one of the most popular locations for tourists, with the Dubai Mall, Fountains and of course, the Burj Khalifa. For those looking for a city break in a safe and secure environment, there is no better location. As Dubai continues to grow, the Downtown area has too continued to grow, and as a result there is a strong demand for luxury serviced living in the area. Our properties provided the freedom to
culture DAMAC Maison bases its brand of hospitality on? From where have you taken inspiration?
We work a lot on empowerment of staff as we strongly believe confidence in their abilities brings out the best guest experience. Staff who take ownership and responsibility will ultimately provide the best service standards. We are very proud of the team we have in place and believe it is the best anywhere in Dubai. Catering to all guest requirements, utilising the latest technologies is also one of the tools we use to implement our service culture on the ground through using concierge smart phones application and the latest systems in the rooms in order to be able to provide all guest requirements. We have been pleased to date with the endorsements by our guests, as reflected in the ratings and reviews we have received.
H
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November 25 â&#x20AC;&#x201C; 26, 2014 Park Hyatt Dubai, UAE www.hotelexpansion.com
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OPERATIONS
TECH-SAVVY OPERATIONS HBME TAKES A LOOK INTO THE JOB DEMANDS AND CHALLENGES OF THE ADDRESS DUBAI MARINA’S IT MANAGER, HICHEM BOUYAKOUB, WHO EMPHASISES THE VITAL ROLE OF TECHNOLOGY IN TODAY’S HOSPITALITY INDUSTRY
W
hat’s the most enjoyable part of
property?
your current role?
The Address Dubai Marina focuses on bringing the latest in advanced technologies, so I have yet to come across any major, significant challenges.
The unpredictability and diversity of the job. There are always new challenges that demand creative solutions and out-ofthe-box approaches. I enjoy the analysis and problem-solving techniques that are needed for successful workplace planning.
PROFILE Name: Hichem Bouyakoub Job title: I.T manager, The Address Dubai Marina
Looking at your role in the wider
Time on property: 5 Years
industry: How can your position be
Time in industry: 10 Years
developed further to enhance a hotel’s What’s the greatest challenge you face
bottom line?
Career to date:
day to day in your role?
The IT manager has a key role to play in supporting the operational efficiency of the hotel. Any interruption to the seamless flow of work can impact hotel operations on a day-to-day basis. More importantly, it can also affect the guest experience. In the hospitality industry, providing maximum value to clients is important – and this means having a strong and reliable I.T system. This in turn contributes to the hotel by building guest confidence and repeat clientele.
2004 - 2007: Career began as an I.T
The key challenge is to immediately identify any problem that might come up and address it with confidence, ensuring that none of the hotel systems are affected. We are in the hospitality industry where guest experience matters most and we have to be constantly vigilant to ensure that guest service is never compromised, which can sometimes add pressure to the job. What are the unique obstacles you face
officer in customer relations in his home country of Algeria 2007 - 2009: I.T supervisor within the 5-star hospitality sector in Dubai 2009 – 2011: Joined the pre-opening team at The Address Dubai Marina as an I.T specialist 2011 – 2014: Assistant I.T manager at The Address Dubai Marina 2014 – present: Promoted at The Address Marina to I.T manager
working in your current role at this
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OPERATIONS
THE PEOPLE TOUCH FIVE MONTHS SINCE HIS APPOINTMENT AS GENERAL MANAGER OF THE RADISSON BLU HOTEL, DUBAI MEDIA CITY, DAVID ALLAN TELLS SOPHIE MCCARRICK OF HIS PLANS TO ENHANCE SERVICE, INTERACTION AND COMMUNICATION AT THE HOTEL, ALL THROUGH PERSONALITY
T
ouching down in Dubai during Julyâ&#x20AC;&#x2122;s summer heat, David Allan â&#x20AC;&#x201C; the recently appointed general manager of the 246-key Radisson Blu Hotel, Dubai Media City â&#x20AC;&#x201C; admits his arrival to the Emirate was a shock to the system having come from his native, and cooler, Scotland. Leaving behind his previous role at Radisson Blu Glasgow, where he was general manager for two years, Allan says heâ&#x20AC;&#x2122;s seen many differences in Dubaiâ&#x20AC;&#x2122;s hospitality industry during his adjustment. â&#x20AC;&#x153;Firstly, thereâ&#x20AC;&#x2122;s a totally different cultural approach here, and the relationship between hotel owner and operator is perhaps a little bit more formal in the Middle East, than in the UK. Iâ&#x20AC;&#x2122;ve noticed that the owner has much more input here than they do back home,â&#x20AC;? Allan comments, adding he believes thereâ&#x20AC;&#x2122;s also a different approach practiced in terms of service. â&#x20AC;&#x153;Thereâ&#x20AC;&#x2122;s a lack of personality, I think sometimes service can almost border on being subservient. Thereâ&#x20AC;&#x2122;s more focus on how an associate must act and react to people in situations rather than personality. ,Q WKH 8. , WKLQN ZHÂśG ÂżQG LW GLIÂżFXOW WR keep staff from expressing personality to a certain extent,â&#x20AC;? he says. Having been at the Dubai Media City SURSHUW\ IRU ÂżYH PRQWKV $OODQ QRWHV WKDW heâ&#x20AC;&#x2122;s already begun his goal of bringing more personality out of the hotel. â&#x20AC;&#x153;The team now address me as David, instead of Mr. David. I understand for many people itâ&#x20AC;&#x2122;s a matter of respect, but in my eyes, my mother doesnâ&#x20AC;&#x2122;t call me Mr. David or Sir, so therefore no one else needs to. I think it sets a marker and a tone in the hotel that allows our employees to communicate openly and directly with me,â&#x20AC;? Allan explains.
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This personal approach is something UHĂ&#x20AC;HFWHG LQ $OODQÂśV YLHZV RQ VWDII LQWHUDFWLRQ with guests. He suggests that at least 80% of visitors are unable to recall the name of their servers during a hotel stay. â&#x20AC;&#x153;We have a great offering here, but I want to turn that around to also become a memorable offering,â&#x20AC;? he says. In addition to a gym and two swimming pools, the hotel offers 12 meeting rooms which are designed to accommodate up to 150 people, and various F&B venues.
TWEAKS AND CHANGES In adding the personal touch to service and guest experiences, under Allanâ&#x20AC;&#x2122;s wishes further, albeit more sublet changes, will be introduced to create a â&#x20AC;&#x153;more welcoming atmosphere and ambianceâ&#x20AC;?. â&#x20AC;&#x153;Iâ&#x20AC;&#x2122;m trying to create somewhere that doesnâ&#x20AC;&#x2122;t feel like a shopping mall. I want the hotel to feel welcoming and natural. I understand you cannot 100% cater to all tastes, however I believe the changes made
have an impact on the welcoming feeling,â&#x20AC;? Allan explains. The propertyâ&#x20AC;&#x2122;s new tweaks include a reVSUXFH RI SODQWV DQG Ă&#x20AC;RZHUV QHZ WRXFKHV WR OLJKWLQJ DQG PXVLF DQG ZHOFRPH FDUGV to name a few. Furthermore, from a marketing perspective Allan has also introduced new promotional methods, including the recent social media plug, which challenged hotel YLVLWRUV WR EH WKH ÂżUVW SHUVRQ HDFK GD\ WR ÂľKXQW WKH *0Âś DQG WDNH D VHOÂżH ZLWK KLP before posting it on Facebook to win dinner for two at the hotel. Such interaction is hoped to foster a stronger bond and sense of comfort with guests, allowing them to communicate with staff at ease. 2Q WKH Ă&#x20AC;LS VLGH $OODQ QRWHV WKDW LQ RUGHU for this to succeed, the correct employees must be on hand. He asserts: â&#x20AC;&#x153;Weâ&#x20AC;&#x2122;ve also altered our recruitment process by adding a few more stages to ensure that we get people with the personality weâ&#x20AC;&#x2122;re
Radisson Blu Dubai Media City.
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looking for. I am now also involved in this process and will sign off on every person employed. “Although we’ve had some collateral damage, I now feel we’re at a place where service standards have been lifted,” he adds. The hotel’s recruitment process will also further enforce Carlson Rezidor’s groupwide employment ethics, ranging from a zero tolerance approach to discrimination to the Women in Leadership campaign, which aims to grow the population of female senior managers within hotels. It is such things that, while legislated in some of the operator’s markets, are conveniently ignored by some of the biggest international chains while operating in the GCC market. Moving forward, Allan reveals he will be directly involved in the property’s recruitment and, commenting on the region’s candidate supply, he elaborates: “The volume is here without a shadow of a doubt, however, we’ll be going internationally to source the type of people we are looking for.” 7R IXO¿O KLV RXW RI UHJLRQ UHFUXLWPHQW plan, Radisson Blu, DMC has upcoming recruitment trips planned across southern Africa.
“I’m excited to strengthen our team with a wealth a nationalities, boasting the ability to speak a variety of languages. At the moment I’m the only Scotsman around here – although I have changed our doorman’s attire to a kilt. He looks great, and adds character to our hotel,” Allan says. Talking changes, the GM also explains how the team’s approach to selling has been altered to focus on the quality of services, rather than overall sales volume. Explaining the approach with his trademark Scottish humour, he says: “I don’t want our staff to be up-selling for selling sake. If we have a guest ordering a coffee, we don’t need to be offering them a lamb kofta to go with it. It doesn’t make sense and compromises quality service when it happens. We need look at what guests really want. “Hospitality is not a not a complicated business, just employee the right people with direction.”
IT’S ALL BUSINESS Located in central Dubai Media City, $OODQ GH¿QHV KLV SURSHUW\ DV D EXVLQHVV hotel predominately driven by corporate guests, with strong occupancy throughout Sunday to Thursday, followed by relatively
The Radisson Rooftop is a popular spot in the locatity, driving interest from both leisure and business patrons.
64
competitive leisure demand of a weekend and a strong weekday F&B demand from local businesses. He reveals that 55% of guests come from the UK, 20% from the GCC and 15% from the United States. “We’re in a very competitive submarket here in Media City. Looking at the nationalities staying with us provides a strong representation of the business happening in neighbouring areas, however we are open to new markets and also targeting group business in the future,” Allan says. Continuing, he shares that occupancy is up on last year and an even bigger growth has been seen in rate this year when compared to last. RevPAR is “encouraging” and Allan hopes to replicate the same success going into 2015. With incoming inventory streaming Dubai’s hotel industry, he observes that the hotel is located in what he sees as a very stable business market, with few potential curve balls on the horizon. “We’re very much focused on our submarket and not the incoming inventory to Dubai on a whole. In our area there’s not much directly coming in to negatively affect our occupancy next year. “Incoming inventory isn’t competition as we operate in a sub-market and are driven by companies in our area. I’m very much against competing anyway, but if hotels out of the area wanted to target our source markets, they would have to offer mindboggling rates to attract guests to stay there, then travel to Media City for business,” Allan explains. Contemplating the approach to 2020, Allan hopes to see the hotel in a position where it’s performing better on a whole, all down to the personality that it offers. On a concluding note, he says: “When it comes to [a career in] hospitality, personally, I had no master plan, I just kind of lucked out and I’d like to think communication and personality played a vital role in that. Having the right people offering the right service is what I want to see… a hotel full of personality.”
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OPERATIONS
O
ISLAND STAYS MARK DEERE, GENERAL MANAGER AT BOTH YAS ISLAND ROTANA AND CENTRO YAS ISLAND PROPERTIES, TELLS SOPHIE MCCARRICK HOW RISING OCCUPANCIES ON ABU DHABIâ&#x20AC;&#x2122;S MOST POPULAR ISLAND DESTINATION WILL CAUSE A SHIFT IN FOCUS FROM CORPORATE TO FAMILY BUSINESS
f the seven hotels located on Abu Dhabiâ&#x20AC;&#x2122;s Yas Island, Mark Deere has been general manager at two since PLG 5HĂ&#x20AC;HFWLQJ RQ WKH WLPH VLQFH his appointment at the 308-key Yas Island Rotana and 259-room Centro Yas Island, he explains how both properties have now established themselves within the market and are experiencing 85% overall annual RFFXSDQF\ Âą D ÂżJXUH KH H[SHFWV ZLOO continue to grow. While looking at demand on the island, Deere admits that occupancy at the destination peaks in quarters one and four, mainly due to events such as the Abu Dhabi Grand Prix held at Yas Marina Circuit. With a focus on traditional Arabic hospitality, the two Rotana hotels have been receiving a lot of travellers from within the UAE and other GCC countries, Deere explains. â&#x20AC;&#x153;Although, we are also very popular with the UK, German and Italian markets, weâ&#x20AC;&#x2122;re beginning to notice increased demand from the CIS, Indian and Chinese markets who are visiting our properties regularly now,â&#x20AC;? he says. He adds: â&#x20AC;&#x153;There has been good growth in particular over the last year and I expect this will continue to increase due to the additional attractions on Yas, as well as increased promotions of the destination across the UAE and GCC and also on the international stage.â&#x20AC;? 1RW WKH ÂżUVW <DV ,VODQG *0 WR UHYHDO D rise in Chinese visitors this year, Deere explains that travellers from China represent a fast-growing market and the Yas Rotana Complex properties are keen to attract them. He comments: â&#x20AC;&#x153;In order to attract the Chinese market we are conscious that there are specialty requirements such as certain breakfast items, TV Channels and Chinesespeaking colleagues, all of which we are looking into.â&#x20AC;?
POSITIVE PROJECTIONS :LWK DQ HYHQW ÂżOOHG 1RYHPEHU RQ WKH FDUGV the GM explains that this month is always a busy one for the properties, particularly
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OPERATIONS
Yas Island Rotana and Centro Yas Island.
ALTHOUGH YAS IS NOT AS DEVELOPED AS DUBAI, ITâ&#x20AC;&#x2122;S MOST CERTAINLY CATCHING UP VERY QUICKLY WITH ALL THE ATTRACTIONS IT HAS TO OFFER because of the Abu Dhabi International Petroleum Exhibition and Conference from November 10 until 13, followed by the Abu Dhabi Grand Prix at the Yas Marina Circuit on November 21 to 23. â&#x20AC;&#x153;These events really increase demand for hotels on the island, and the fact that we are right next to the circuit obviously positively impacts this,â&#x20AC;? he says. Although the two hotels appeal to both business and leisure travellers, Deere reveals that currently 20% of business is generated though corporate guests. Moving forward he says the next step to maintain momentum will be to dedicate more focus to developing a greater
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HPSKDVLV RQ IDPLOLHV UHĂ&#x20AC;HFWHG LQ WKH offerings at the hotels. â&#x20AC;&#x153;Weâ&#x20AC;&#x2122;re currently working on this and looking at more things for kids to do, the possibility of launching a kidsâ&#x20AC;&#x2122; club is high. With its host of attractions and the soon to open Yas Mall, the destination is
540 85% ROOMS
AVERAGE ANNUAL OCCUPANCY
becoming more family-centric every day DQG ZH ZDQW WKLV RIIHULQJ WR EH UHĂ&#x20AC;HFWHG LQ our hotels,â&#x20AC;? Deere explains. Adding: â&#x20AC;&#x153;As well as this we always strive to improve and upgrade what we already have. We are looking to change and introduce new theme nights in all of our outlets.â&#x20AC;? Having worked previously at the Arjaan by Rotana in Dubai before his DSSRLQWPHQW LQ $EX 'KDEL 'HHUH UHĂ&#x20AC;HFWV that â&#x20AC;&#x153;although Yas is not as developed as Dubai, itâ&#x20AC;&#x2122;s most certainly catching up very quickly with all the attractions it has to offer. Watch this space!â&#x20AC;?
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ANALYSIS
CHASING CHINA CAPITALISING ON A DOUBLE DIGIT GROWTH IN CHINESE VISITORS, SOPHIE MCCARRICK REPORTS ON HOW YAS ISLAND IS CAPTURING ITS SHARE OF THE BURGEONING SOURCE MARKET
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utbound travel from China into Abu Dhabi is anticipated to grow by almost 14% over the next four years, and while Chinese travellers have gained a reputation of being transit visitors to the Emirate, local entities are now forming essential ties with Chinese travel professionals to lengthen their stays. Abu Dhabiâ&#x20AC;&#x2122;s Yas Island in particular is taking a stern stance in attracting Chinese tourists to the destination. To further establish ties with China, Yas Island Destination Management recently
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ANALYSIS
welcomed over 90 top-tier Chinese travel operators to discover the island’s offering during The Chinese Visitor Summit (CVS). “The demand from China is growing massively. Within the last year the outbound travel market from China to Abu Dhabi has grown by almost 14%. This growth will continue and we aim to attract the incoming traffic at Yas Island,” comments Clive Dwyer, director, Yas Island Destination Management. Boosted by the growing source market, the island’s seven hotels noted that
Yas Viceroy Abu Dhabi
occupancy rates were up across the board during the first half of this year, reaching 84%, compared with approximately 70% last year. Meanwhile, considering Abu Dhabi as a whole, Chinese visitors accounted for around 39,000 hotel guests in 2013 in Abu Dhabi, a figure that was around 30% higher than the previous year and continues to grow, according to Abu Dhabi Tourism and Culture Authority (ADTCA) data. In April this year alone, Abu Dhabi saw growth from China drive guest performance to a 309% increase on the previous year. While during H1 of this year, ADTCA also reported 59,518 Chinese tourists checked into hotels in the emirate, representing a 189% increase on the same period in 2013, while total stay nights reached 105,015, a 171% increase YoY.
HOTEL DEMAND Looking at Yas Island’s only 5-star property, the Viceroy Hotel Yas Abu Dhabi (pictured) so far this year has welcomed over 6,000 Chinese visitors, as hotel general manager Andrew Humphries reveals. “The Chinese market is still very new for us and offers a lot of potential. At the moment Chinese visitors account for 3 to 4% of our overall annual occupancy, however I expect this to increase by next year. Yas Viceroy has witnessed tremendous growth in the Chinese tourism market, which is up over 200% on last year as of August 2014. Already this year we’ve had over 6,000 Chinese visitors up from less than 2,000 last year,” explains Humphries. Catering to growing demand, the
309 % 59,512 PERFORMANCE INCREASE YOY
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CHINESE GUESTS AT ABU DHABI HOTELS, H1 2014
GM notes the property has undergone several changes such as adapting its F&B concepts to suit the needs of Chinese travellers as well as hiring Cantonese speaking staff. The Yas Viceroy currently has 60 Chinese colleagues employed. “We actually did a recruitment trip to China to recruit directly from the country to bring them here,” Humphries reveals. Further noting that there’s “great” demand for tour visits, opposed to individual stays, he says: “I think the growing attraction for Yas as a destination is in line with the growing momentum for Dubai and Abu Dhabi as a whole. Air travel between the two counties is also now very accessible with multiple daily direct flights.” Offerings on Yas Island also continue to gain traction with tourists with attractions including Ferrari World theme park, Yas Waterworld, Links Golf Course, Yas Marina Circuit and Du Arena. Dwyer adds: “Another major drawing point will be the Yas Mall which is expected to open this month. Shopping is very popular with Chinese guests so this provides another outlet of interest for them. There are also 56 bars and restaurants on Yas Island.” Moving forward, Humphries discloses: “We expect to see significant growth next year from the Chinese market, whether it will be the same as this year I’m not sure. I would say I expect to see 50 to 60% growth YoY.”
RISING AWARENESS Opening up about his experience as a buyer at the CVS, Ni Rongbing, director at Beijing Diaoyutai International Travel Service, explains that his interest in Yas
189 %
171%
YOY INCREASE IN CHINESE GUESTS, H1
INCREASE IN CHINESE GUEST NIGHTS, YOY
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ANALYSIS
Island was driven by his customers, who are consistently using Abu Dhabi airport as a stopover destination for connecting flights. “Building ties in Abu Dhabi is a great way of capitalising on the business that’s already transiting through here every day,” Rongbing comments. “I’ve seen growing demand from my clients for stays in this area as it gains more awareness. They view the area as a luxurious destination where they’ll be treated as VIPs, it’s very attractive to them. They’re also eager to learn more about the local culture, with which they’re not very familiar,” he adds. Rongbing envisions there will be a 50% rise YoY in the volume of Chinese visitors to Abu Dhabi and in particular Yas Island by this time next year, due to growing awareness of the destination in China. In agreement, Xu Yuanyuan of Shanghai The Yue Club Co. Ltd, notes that an increasing amount of Chinese travellers are realising that Yas Island has something for everyone. She concurs: “Our clients are entrepreneurs and would find Yas Island the perfect place to meet their demands relating to both business and leisure. It’s a one-stop-shop for all our needs and increasingly accessible.” Yas Island is approximately a seven minute drive from Abu Dhabi International Airport, which is linked to China through Etihad Airlines, providing travellers with daily flights to Beijing and Shanghai, plus five weekly flights to Chengdu, and through Hainan Airlines, which operates two weekly flights linking Beijing.
Chinese visitors to Yas Island during CVS.
THEY VIEW THE AREA AS A LUXURIOUS DESTINATION WHERE THEY’LL BE TREATED AS VIPS, IT’S VERY ATTRACTIVE TO THEM GOVERNMENT BACKING Working closely with industry stakeholders, ADTCA is spearheading a number of key initiatives, aimed at increasing the number of Chinese visitors to the capital. They are also focusing on encouraging those existing travellers to visit on lengthier trips. Highlighting room for growth in the Chinese market, Mubarak Al Shamisi, director at Abu Dhabi Convention Bureau, a dedicated TCA entity, comments:
39,000
84%
90
14%
CHINESE HOTEL GUESTS IN 2013
AVERAGE OCCUPANCY ACROSS THE ISLAND, H1 2014
CHINESE TAS AT THE CHINESE VISITOR SUMMIT
PREDICTED GROWTH OF CHINESE VISITORS OVER FOUR YEARS
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“Today, China is our eighth most productive overseas market for hotel guests and although we’re delighted with noted growth, we face a challenge; ” says Al Shamisi. “Our Chinese guests don’t stay with us long enough, just 1.78 nights on average, so we want more Chinese guests and we want those that do come to stay longer.” He explains that with TCA’s backing, Chinese guests to Abu Dhabi can now expect to find hotels and resorts with Cantonese speakers, TV stations and acceptance of China Union Pay. Meanwhile in Dubai, the city experienced a 26% increase in Chinese visitors in the first half of this year when compared to last year, which according to DTCM is due to targeted campaigns by DTCM and its partners with Dubai’s tourism industry to leverage the growing market.
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ANALYSIS
BEHIND THE NUMBERS AFTER MONTHS OF INTERVIEWS, SURVEYS AND RESEARCH, AON HEWITT HAS COMPILED A REPORT THAT REVEALS THE TRUTH BEHIND THE NUMBERS DRIVING THE HOSPITALITY INDUSTRY. HBME ANALYSES THE SALARIES AND MOTIVATIONS OF GCC NATIONALS. INFOGRAPHIC BY RUSHIKA BHATIA, WORDS BY MELANIE MINGAS
H
istorically, private sector employment opportunities for GCC nationals have been clustered in the finance, petrochems and construction industries, or in the succession of family businesses. In the UAE public sector, 72% of roles are held by nationals. But as the economic landscape shifts to capitalise on travel and tourism, findings revealed by Aon Hewitt’s HIRG Hot Topic Survey show another side to the story. According to the survey, conducted in Q3 this year and released only weeks ago, 54% of respondents noticed an increase in the number of local nationals in the hotel industry. Only 8% reported a decline. With specific drives to place more Emirati nationals in the hospitality industry – in both front and back of house, as well as corporate operations – questions are often raised over the remuneration and benefits packages that should be offered. The graduate salary commanded by an Emirati national in the UAE can top $8,000. A study by Hay Group claims Emirati graduates can earn 80% more than their expatriate counterparts, the greatest
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pay gap of a career, closing to 5% by mid-career. And taking a snapshot of the GCC’s three primary hospitality markets from the Aon Hewitt study, UAE, Saudi Arabia and Oman, showed that 38%, 60% and 45% of nationals respectively, were paid more than their expatriate counterparts. “The results did not surprise me at all. In virtually every organisation in the GCC you would find that local nationals are paid a premium over non-nationals and there are plenty of reasons,” says Robert Richter, compensation survey manager at Aon Hewitt. Richter quotes that, with the exception of Saudi Arabia, GCC nationals represent around 10 to 15% of the workforce; the restrictions in the talent pool make it an employee’s market. “Even within countries where there would be a larger pool of available nationals such as Saudi Arabia, nationals prefer to work for government or semigovernmental organisations where usually pay is comparable or even higher, combined with a less demanding job,” he adds.
Herein lies the quandary: Does the private sector work to compete with the public, or leave the outcome to market forces? Bearing in mind that last year the public sector enjoyed an average pay rise of 30%, not to mention longer holidays and on occasion less demanding hours, can the hospitality industry, with its armies of service staff on sometimes notoriously low salaries, afford to attract and retain such talent? Citing a combined disparity between availability and skillsets between nationals and expatriates – combined with the lucrative opportunities afforded by the public sector – Richter continues: “All these factors, in addition to minimum wage stipulations for some nationals, contribute to the fact that organisations have to pay higher salaries to local nationals as otherwise it would be very difficult to attract them. “However, employment of local nationals obviously makes a lot of sense for hotels and is sometimes even mandated by the government, as in Saudi Arabia.”
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However, as is often championed by the industry, salary is only half the game when forging a career in such a global, and demanding, industry. Says Assia Riccio-Smith, National Institute of Vocational Education, NIVE: “The fact that it’s about money is interesting. I started on a low salary too, but I was passionate about this industry. So yes, salary has a weight and they need to be paid, but we need to attract passion; that’s what this industry is all about. Hospitality isn’t a service, it’s an experience. If you promote it as a service industry, people will believe they are going to be servants” While that appetite isn’t just financial, money still talks and in the UAE and Oman only 8% and 18% of foreign nationals are paid the same as local nationals. “I believe MoL must come up with a formula to align the public and private sectors then we can push the subject further to create an appetite for the UAE nationals to join the private sector,” says Ayman Alawadhi of Corporate Business Services. As Richter concludes: “The interesting question is how much more does an organisation need to pay to attract, and more importantly to retain, local nationals and what else in terms of career opportunities, learning and development and other non-cash benefits, can an organisation offer?”
ALL THESE FACTORS, IN ADDITION TO MINIMUM WAGE STIPULATIONS FOR SOME NATIONALS, CONTRIBUTE TO THE FACT THAT, ORGANISATIONS HAVE TO PAY HIGHER SALARIES TO LOCAL NATIONALS AS OTHERWISE IT WOULD BE VERY DIFFICULT TO ATTRACT THEM
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INFOGRAPHIC
NATIONALISATION NATIONALISATION IN THE MIDDLE EAST
31%
77%
of HR Directors claim that the number of nationals employed at their companies has increased as a result of Emiratisation efforts
The level of engagement amongst GCC nationals working in their own home country is 51%, while their expatriate counterparts report engagement levels of 57%
of GCC nationals place importance on their title and position compared to 59% of expatriates
HOW EMPLOYEES RATE THE MOST IMPORTANT HR DRIVERS PAY AND BENEFITS
45%
GCC nationals
33%
expatriates
CAREER GROWTH
48%
GCC nationals
LEARNING AND DEVELOPMENT
39%
expatriates
46%
39%
GCC nationals
expatriates
ENTRY LEVEL SALARY NEW EMIRATI GRADUATES EARNINGS
AED 25,000 - 32,000
PAY GAPS AT GRADUATE LEVEL BETWEEN EMIRATIS AND EXPATRIATES
80%
in Abu Dhabi
in Abu Dhabi
AED 16,000 - 22,000
50%
in Dubai
in Dubai
Sources: Qudurat – a research study by Aon Hewitt, Middle East; HIRG EMEA Survey 2014 – Q3 Hot Topic Survey by Aon Hewitt, Middle East; Hay Group.
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INFOGRAPHIC
TRENDS, SALARIES AND HOTEL INDUSTRY INSIGHTS MID-CAREER SALARY Emirati nationals earn
4% - 5%
more than expatriates
NATIONALISATION IN THE HOTEL INDUSTRY
54%
8%
have noticed an increase in local nationals across the hotel industry
have noticed a decline in local nationals across the hotel industry
SALARY GAPS IN THE HOTEL INDUSTRY UAE
SAUDI ARABIA
38%
OMAN
60%
31%
30% 23%
45% 27%
10%
8%
9% 18%
local nationals paid higher on salary & allowances and benefits
local nationals paid higher on allowances and benefits only
local nationals paid higher on salary only
local nationals paid the same as foreign nationals
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TREND TALK
THE DOS AND DON’TS OF A HOTEL RISK AUDIT WALK FROM TRANSPARENCY WITH AUDITORS TO MANAGING A PANDEMIC, GRANT THORNTON’S MOHAMAD NASSAR AND KHURRAM BHATTI GIVE THEIR ADVICE ON THE HOTELIER’S MOST IMPORTANT WALK
T
he United Arab Emirates has seen extensive development over recent years. This has seen the emergence of some key industries which have emerged just as buoyant as the once oil and gas sector. Hospitality in particular has become one of the most pivotal sectors in the region as the UAE continues to diversify from being known as the land of pearls and oil, to a hospitality and leisure driven nation. The Expo 2020 win, announced in November 2013, further strengthened the leisure and hospitality sector, with new hotels emerging in the region and international brands expanding their footprint to the Middle East, in particularly the UAE. This inevitably creates a land of opportunity and further promotes sector growth within leisure and hospitality; however this increased opportunity also presents great risk. So what does this mean and how should it be approached? What should be done to manage this risk and what are some of the quintessential do and do nots? When looking at this in further detail, the essential dos of a hotel risk audit are to ensure the hotelier: 1) Is transparent when releasing
information to their internal auditor 2) Seeks help when they see a potential indicator of risk 3) Holds regular training for their staff to ensure they can identify a potential risk so that this can be minimized before it causes detriment to the business and organizations reputation
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hoteliers do not: 1) Allow exceptional cases such as
2)
MOHAMAD NASSAR, BUSINESS RISK SERVICES PARTNER AND KHURRAM BHATTI, ASSURANCE PARTNER
3)
4)
4) Hires adequately profiled auditors
so profiling can be certain. Auditors should be immediately informed of any changes in process 6) Ensures honest employees hold critical positions within the business 7) Initiates annual identification and assessment of risk and prioritisation 8) Is keen to protect data and embeds a data protection culture internally 9) Regularly reviews the budget versus actual variance analysis report as this proves a good indicator for the financial and operational affairs which can raise red flags in a timely manner 10) Undertakes regular mystery customer visits that rate the service delivery and overall experience so that the risk can be minimised versus competitors 11) Enhances awareness of all employees regarding the importance On the contrary the don’ts are to ensure
5) 6)
discounts, no shows, extra nights etc. to be approved by anyone lower than a certain grade to avoid the hotel being run by staff who may only consider their best and personal interests Ignore the internal audit report or the red flags raised, instead they should take corrective measures immediately Hesitant over change – enhancing processes and protecting property will require an element of change management, they shouldn’t resist this. Navigate risky waters without a qualified internal auditor who provides an inward looking view with an external perspective Invest too much time on non-risky areas Avoid complexities of the information system
The risk process shouldn’t be seen as complicated; with the right advisors this can provide insightful results to safeguard the business. The basic process involves (but is not limited to): 1) Building a profile of potential risks 2) Testing data for possible indicators 3) Improving the process by
implementing continuous analysis 4) Reviewing results 5) Expanding scope and repeat 6) Reporting the findings
Hoteliers need to ensure that they are aware of any emerging or overlooked risks in the industry by continuously re-evaluating their risk management
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TREND TALK
personal information and payment details being compromised which poses a huge risk for both the customer and hotel in question. Due to this, they need to make sure this data is protected against fraudsters to maintain the hotel’s reputation of ensuring their customers are in safe hands, pre, during and post stay. Health and safety
strategies especially regarding the following: Financing expansions and new projects
It is important to take into consideration the pay back periods, cash flow streaming and leverage ratios in balance with expected revenues, along with utilities increasing expenses in the next five years. A strong planning and budgeting process is needed to develop realistic forecasts, wise plans for the future and to establish efficient communication channels between all operating departments and most importantly measure actual results, to compare this to the budgeted figures on an on-going basis. This is to enable the decision makers to see the full accurate picture and take the corrective actions at the right time especially with the continuous changes in the world and domestic economies. Finding the right manpower
As Dubai is becoming a worldwide point of attraction for luxurious leisure and
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tourism, client and customer service is key. How can Dubai differentiate itself from others? One of the ways is to ensure that the customer receives nothing but the best, which includes service. To deliver this it is imperative that exceptional staff are hired to meet the rising expectations of guests. This will require a constructive and thorough hiring process through wellbuilt HR processes to screen, select, train, and monitor, and evaluate performance on a continuous basis, in order to ensure that standards are maintained throughout. Data protection
Hotels collect a large quantity of information and data in respect of their guests to insure themselves against damages, customer safety, protect themselves from any non-payment and create customer loyalty with their various reward programmes. This makes them popular targets amongst cyber criminals and hackers, as a single breach could result in hundreds or even thousands of pieces of guests’
As the hospitality sector relies on people travelling for business, leisure, treatment, etc. the most important risk to manage within the leisure and hospitality sector is the risk of pandemics. It is essential to be well prepared with plans for detection, prevention and recovery. Staff should be trained regularly to ensure this is managed. This should be done as part of an active business continuity management plan which should extend to cover all types of disruptions to operations as possible such as fire, power cut, health crisis and machinery breakdown. In summary, it is important to minimise the risk within the leisure and hospitality sector, especially as demand increases. Khurram Bhatti, Partner at Grant Thornton UAE states “the Expo2020 looks set to add $24bn to the UAE economy and create innumerable opportunities due to the increased demand in various sectors namely leisure and tourism. With an estimated 25 million visitors expected to arrive in Dubai during Expo2020, it is imperative that hoteliers begin to take risk management seriously. It needs to be at the top of the board’s agenda to ensure risk and reputation is managed.” It is the ultimately the responsibility of the board of directors, CEOs, CFOs and other key managers of any organisation to build integrated comprehensive systems of internal controls and risk management. Otherwise, it may prove to be very costly resulting in the loss of shareholders’ wealth, tarnishing the credibility of the business leaders and trust of investors and, the biggest threat for any business damaging the reputation of the business.
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TREND TALK
THE MILLENNIAL MARKET FROM INTERACTIVITY TO HOW WE EXPERIENCE FOOD AND SUSTAINABILITY; HOW AND WHY THE WORLD OF TRAVEL IS BEING RE-DESIGNED BY GEN Y
W
hen someone uses the terms ‘Generation Y’, ‘The Millennials’ or indeed ‘Generation Next’, many people may be confused, if not slightly worried about what they are referring to. But these are just a few names attributed to the generation born between 1980 and 1999, and this new generation is really leaving its mark on the way the world works. It is said that the core pillars of millennial travellers are: Wellness, Replenishment, Maintenance, Inspiration, Entertainment, Connectivity and Tailored experiences. The millennials have not just had a presence on the speed and innovation of technology; they are also having an impact on the hospitality industry. Besides being highly technical and independent millennials also know what they want, and more importantly, what they don’t want. They are generally more impatient as a generation, so when it comes to a hotel they want a quicker booking engine, a faster check-in, top speed Wi-Fi, sustainable efforts and more. The hotel lobby is one of the major parts of the hotel that has been affected by the millennials and their need for speed. A standard wait-at-the-reception check-in is no longer accepted, and guests are now looking for a quick check-in that does not involve them standing in a queue waiting to be attended to. This has seen more and more hotels in the region opt for technology-assisted check-ins, such as using iPad stations or mobile phone Apps. Some hotel Apps now even let the guest tell the concierge they are arriving soon using the App, and allow them to check-in online and proceed straight to their room when they arrive at the hotel. Within the rooms, guests are looking for tech simplicity. They need technological features, without being lost on how to
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MARCOS CAIN, CO-FOUNDER, STICKMAN
MILLENNIAL TRAVELLERS ARE VERY CONSCIOUS ABOUT THE FACT THAT THEY WANT TO EXPLORE A NEW CULTURE WHEN THEY VISIT A PLACE work them. IPads are being integrated into room designs, and allow guests to order room service, reserve a table or book a spa appointment, without having to call anyone. This is important for the younger generation as 57% of travelers say using their phone to get directions or recommendations is better than having to ask someone. The lobby has also become a ‘third-space’ for guests, where they can relax, work or meet with friends. This has to be incorporated into the design, making sure the lobby is no longer just a reception area. With the increase in Generation Y travellers, the focus is also being shifted in terms of the F&B offerings a hotel has. Dining is no longer just about the food; it’s about how exciting the concept is, how innovative the experience is and how stunning the restaurant design is. A
restaurant is now expected to transport guests to another destination; not just through the taste of the cuisine but also through the overall dining experience they are given, from the second they step through the door to the moment they leave. The increased awareness of social media means that wherever millennials are they want to share their experience with the world. They rely on the opinions of their peers, and no longer buy the marketing jargon hotels have been selling for years. The hospitality industry, therefore, has to match this demand. It is said that everyone is now a paparazzi photographer and this is the same within the hospitality industry; everyone is now a food, design, spa and hotel critic. Along with social media, websites such as Trip Advisor mean that one guest’s comment can have a strong impact on the reputation of your brand. Rather than shying away from social media, hoteliers should embrace it, by encouraging guests to talk about their experience and photograph their stay. The importance of mobile phones is even being incorporated into the design of some spaces, with mobile charging stations at tables and ‘hashtag campaigns’ printed on restaurant collateral and stationary. Furthermore, free WiFi is something guests now expect, it has become a commodity like water or electricity. As well as technology and the need for speedy service, the millennials are also changing the way the hospitality industry looks at sustainability. In the past, many hotels have only adjusted their properties to be more eco-friendly on the surface, such as encouraging people to reuse their towels and have the key cards activate the electricity to reduce energy waste.
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TREND TALK
However, these are things of the past and more hotels are now looking for pure sustainability from day one of building their property. They want locally sourced, sustainable products and materials to be used, only serving organic, local produce in their restaurants and implementing a paper-free environment throughout the hotel. When designing an outlet or property, the hotelier and design team have to work closely together to make sure that everything used is as environmentally friendly as possible, from the raw materials used in the fit-out, to the light bulbs chosen and even the locally sourced art displayed on the wall. Millennial travellers are very conscious about the fact that they want to explore a new culture when they visit a place, rather than just stay in a hotel with such
a generic feel they could be anywhere in the world. This majorly affects the design behind hotels, F&B outlets and spas as the local tradition, culture and feel of a place has to offer some depth and insight into whatâ&#x20AC;&#x2122;s outside the propertyâ&#x20AC;&#x2122;s walls. With this trend, we are seeing more boutique hotels pop up, which do not have the generic corporate feel to them, but rather are completely unique and more personalised in their offering. We are also seeing a very local feel to new properties and outlets with the country or cityâ&#x20AC;&#x2122;s traditions being reflected in everything from the colours used in the hotel to the amenities provided in the bathrooms. Millennials are anything but generic or cookie-cutter and they like to feel like they are experiencing real depth everywhere they choose to stay,
dine or relax. By creating environments and public spaces that are more engaging and socially interactive, as well as focusing on personalised touches rather than measuring your standards by traditional hotel classification, hotels can really adapt to suit the wants and needs of the millennial traveller. Technology trends change daily so it is imperative that the hospitality industry is kept on top of the latest desires from young travellers. When researching we found that millennial guests are looking for comfort, simplicity, quality and practicality when they travel. By bearing this in mind in the hotel design and adding a boutique, personalised feel, hospitality companies will be able to capture the hearts of this ever-changing generation.
ONE TO WATCH
LOUVRE ABU DHABI LAST MONTH THE 7,000 TONNE DOME AT THE LOUVRE ABU DHABI WAS INSTALLED, MARKING ANOTHER MILESTONE FOR THE ICONIC MUSEUM
he Louvre Abu Dhabi dome structure consists of 85 super-sized steel elements and weighs 7,000 tonnes. Supported by 12 temporary structures, these will soon be replaced with four pillars, completing the iconic exterior. Work has already started on the W clad cl addi ding ng of th thee do dome me. A t ot o al of eight l ye la yers rs o f al alum umin iniu ium m an andd st stai aiinlles esss st s ee eell in n sseert r s wiill be placed in a clockwis isee direeccttio di ionn above and below the steel fr f ame. Inss id i de, e, o nc nce completed the museum um will enco co om pass 9, 9 200sqm of art galleries. Dessigned by Pritzke k r-priz izze winnin ng arch hit i ec e t Jean Nouve vel Louu vre Abuu vel, ve Dha habi a bbii, iss in th t e hee ar artt of Saaadi diyat ya t C uulltu ya ltura tu ura rall Distr istric is trr ict i ct an ic a d wii lll b e co c -ll ooccat cat a ed d wiitt h Z Zaayed yed ye Nattio ioona nal na al Muss eu e m an nd Gugge ug ge ug genh nhei e m A bu bu Dhhaa bi bi.
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