Hotel News ME - April 2015

THE PROFESSIONAL PERSPECTIVE FOR THE HOSPITALITY INDUSTRY APRIL 2015 | WWW.HOTELNEWSME.COM

O T IN

A C I R F A

Why this vast continent is a hotbed for hotel investment

A PASSION FOR PEOPLE

ACCOR’S ME EXPANSION TRAIL

Exclusive interview with Fairmont’s Jennifer Fox

Group to roll out 40 new hotels regionally

SPA BUSINESS TACTICS Lively debate on management issues

INT CONTENTS

hot topics 08 | NEWS ROUND UP A SUMMARY OF REGIONAL AND GLOBAL NEWS 26 | THE PANEL A GROUP OF EXECUTIVE CHEFS DISCUSS THE IIMPROVING FOOD SAFETY REGULATIONS ACROSS THE REGION 62 | TAKE 10 THE TEN TIPS ON HOW TO MAKE A MID-SCALE HOTEL A SUCCESS 58 | MEET THE EXPERTS HOSPITALITY SPECIALIST VIEWS

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features 34 | COVER STORY TAKING A LOOK AT HOW HOTEL OPERATORS ARE MAKING THEIR MARK IN AFRICA 66 | SPA FOCUS A LIVELY DEBATE ON SPA MANAGEMENT ISSUES

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60 APRIL 2015 HOTEL NEWS ME

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CONTENTS

18 Managing Director Walid Zok Walid@bncpublishing.net Director Rabih Najm Rabih@bncpublishing.net Director Wissam Younane Wissam@bncpublishing.net Group Publishing Director Diarmuid O'Malley Dom@bncpublishing.net Sales Manager Charlotte Ringrose Charlotte@bncpublishing.net Executive Editor Gemma Greenwood Gemma@bncpublishing.net

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Deputy Editor Sophia Soltani Sophia@bncpublishing.net Art Director Rana Husam Shiblaq Rana@bncpublishing.net

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48 | CHAIN FOCUS PROFILING ACCOR'S ACHIEVEMENTS AND FUTURE GOALS

18 | JENNIFER FOX REVEALS HOW PERSONALISED RELATIONSHIPS HELPS KEEP FAIRMONT ON TOP OF THE GAME

CONTRIBUTORS The Factory Photography www.thefactory.me

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HOTEL NEWS ME APRIL 2015

APRIL 2015 HOTEL NEWS ME

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AFRICA ON THE RADAR WHY OPERATORS ARE EYEING THIS VAST CONTINENT FOR EXPANSION Our cover story this month looks at opportunities afoot in Africa – a vast and diverse continent where the hospitality market is immature and brimming with growth potential.

Many leading local and international hotel brands are starting to carve out their niche in this relatively untapped market, which for many has become a natural extension to their Middle East expansion strategy.

For most, North Africa has been the starting point, focusing on Egypt’s top destinations, but of late, Sub Saharan Africa appears to be en-vogue with east coast cities luring investors and operators alike.

Elsewhere, relatively developed markets such as Nigeria are on the hit list where hotel accommodation exists, but is often substandard and outdated.

The race is on to get properties up and running in many African gateway cities as management firms look to cement their brand name and concept in markets where quality hospitality offerings are scarce.

Most are looking to cater to the growth in corporate and MICE business, with demand generated by the growing affluence of the urban middle class.

More international companies are setting up shop across the continent, creating more trade, investment and employment opportunities, and similar to the Middle East 10 to 20 years ago, hotel accommodation is needed to facilitate this surge in economic activity.

Development appears to be focused on the luxury sector, with hospitality projects aligned to high profile or iconic infrastructure enhancements, or in the case of tourism hotspots such as Kenya, catering to High Net Worth visitors from across the globe.

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HOTEL NEWS ME APRIL 2015

However some hotel firms, ranging from major league players such as Wyndham Hotel Group to Middle East boutique firms such as HMH – Hospitality Management Holdings, are rolling out properties in the low-cost and midscale sector with the budget-conscious business traveller in mind.

Groups such as Rotana, which has forged a formidable reputation for opening properties in locations perceived as risky, has talked up the CSR aspect of expanding into Africa.

CEO & President, Omer Kaddouri, says one of the benefits of being the first in town (aside from the strong revenue-earning opportunities) is to generate jobs, educate the workforce and the community and set high standards from the offset.

Creating a hospitality industry in a market unaccustomed to the concept pays social and economic dividends, he argues.

Of course, Africa is not without its issues. Unlike other emerging hotel markets such as the Gulf, governments lack the funds, commitment and vision to drive forward the development of hospitality and tourism projects and associated infrastructure.

Political instability, changes in government, lack of transparency, corruption and supply chain issues can also prove challenging.

But if hotel operators can find the right partners to work with and introduce accommodation offerings that meet market demands, the African market promises lucrative returns.

GEMMA GREENWOOD Executive Editor

CHAIN OF THOUGHT...

AND OFF WE GO ON OUR TRAVELS...

THE PROFESSIONAL PERSPECTIVE FOR THE HOSPITALITY INDUSTRY APRIL 2015 | WWW.NEWSME.COM

INTO

AFR

ICA

Why this vast continent is a hotbed for hotel investment

A PASSION FOR PEOPLE

ACCOR’S ME EXPANSION TRAIL

Exclusive interview with Fairmont’s Jennifer Fox

Group to roll out 40 new hotels regionally

SPA BUSINESS TACTICS Lively debate on management issues

LOVING WHERE WE ARE GOING..

THE PROFESSIONAL PERSPECTIVE FOR THE HOSPITALITY INDUSTRY APRIL 2015 | WWW.NEWSME.COM

FRICA

INTO A

Why this vast continent is a hotbed for hotel investment

A PASSION FOR PEOPLE

ACCOR’S ME EXPANSION TRAIL

Exclusive interview with Fairmont’s Jennifer Fox

Group to roll out 40 new hotels regionally

SPA BUSINESS TACTICS Lively debate on management issues

NEEDS A BIT MORE ACTION

THE PROFESSIONAL PERSPECTIVE FOR THE HOSPITALITY INDUSTRY APRIL 2015 | WWW.NEWSME.COM

FRICA

INTO A

Why this vast continent is a hotbed for hotel investment

A PASSION FOR PEOPLE

ACCOR’S ME EXPANSION TRAIL

Exclusive interview with Fairmont’s Jennifer Fox

Group to roll out 40 new hotels regionally

SPA BUSINESS TACTICS Lively debate on management issues

LIKING THE CHARACTER OF THIS!

FRICA

INTO A

Why this vast continent is a hotbed for hotel investment

A PASSION FOR PEOPLE

ACCOR’S ME EXPANSION TRAIL

Exclusive interview with Fairmont’s Jennifer Fox

Group to roll out 40 new hotels regionally

SPA BUSINESS TACTICS Lively debate on management issues

THERE WE GO...INTO AFRICA

Follow us on our social media pages @hotelnewsme /hotelnewsmme hotelnewsme

REGIONAL NEWS

NEWS

WHO SAID THAT?

“DRIVEN BOTH BY CHINA’S SHARE OF GLOBAL OUTBOUND TRAVEL AND RISING WEALTH AND CHANGING CONSUMER HABITS IN EMERGING MARKETS, THE GLOBAL TRAVEL INDUSTRY IS POISED FOR A PERIOD OF SUSTAINED GROWTH OVER THE NEXT DECADE" HIS EXCELLENCYHELAL ALMARRI,

Dubai hotel guest figures up despite Russia slump The number of guests checking held strategy and collaborative com- March 2014 UAE federal ruling that into Dubai hotel eestablishments mitment between DTCM and our exempted citizens of 13 European increased 5.6% to more than 11.6 partners to diversify our inbound member states from requiring a premillion in 2014, despite declining markets, Dubai’s tourism industry is entry visa to the UAE – joining the tourism receipts from Russia, ac- insulated from any short-term fluc- other 15 European member states for cording to the latest figures released tuations within any one market, and which the exemption already applied

by Dubai’s Department of Tourism in 2015 we will continue to work – contributed to increases in hotel & Commerce Marketing (DTCM). with our partners to increase market guest numbers from European counIn fact Dubai’s top 10 hotel guest share from newer markets. tries, said the DTCM. source markets remained virtually China is a strong source of tourDubai’s hotels and hotel apartthe same compared to 2013, with a ism business moving forward, shift- ment establishments also recorded slight shift in poan increase in sitioning. Saudi guest nights in "THE 5.6% INCREASE IN THE NUMBER OF HOTEL 2014, increasing Arabia remained the top source GUESTS OCCURRED DESPITE THE DECREASE IN by 7.4% from market for the 41.58 million in THE NUMBER OF RUSSIAN VISITORS " emirate, followed 2013 to 44.66

by India, UK, million in 2014.

USA, Iran, Oman, China, Kuwait, ing its ranking from the 10th most The average length of stay increased Russia and Germany respectively. important source market to the sev- from 3.78 days to 3.84 days.

“The 5.6% increase in the number enth in 2014.

Revenues also grew significantly, of hotel guests occurred despite the Visitor numbers from this market up 9.8% from AED 21.8 billion in decrease in the number of Russian surged 24.9% with 344,329 hotel 2013 to AED 23.9 billion in 2014. visitors - a result of the current geo- guests compared to 275,675 in 2013. Room revenues increased by 12% political situation and the decrease in India and the UK ranked the sec- year-on-year and F&B by 6.1%. the value of the ruble,” said DTCM ond and third biggest source markets Almarri said the figures proved director general His Excellency Helal with hotel guest numbers increasing Dubai’s hospitality industry was in a Saeed Almarri. “Due to the long- 12.2% and 11.3% respectively. The “healthy state”.

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HOTEL NEWS ME APRIL 2015

DIRECTOR GENERAL, DTCM

GO FIGURE

7.5

THE PERCENTAGE INCREASE OF HOTEL STOCK IN 2014 COMPARED TO 2013, WITH 657 ESTABLISHMENTS AND 92,333 ROOMS (SOURCE: DTCM)

9.8% THE Y-O-Y INCREASE IN DUBAI HOTEL AND HOTEL APARTMENT REVENUES IN 2014 (SOURCE: DTCM)

11.6m THE NUMBER OF GUESTS CHECKING INTO DUBAI'S HOTELS IN 2014, UP 5.6% Y-O-Y (SOURCE: DTCM)

APRIL 2015 HOTEL NEWS ME

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REGIONAL NEWS

Jumeirah Group has signed an agreement to manage its second property in Turkey.

The luxury hotel company has inked a deal with Targets Investment Turizm Isletmeleri AS to operate a luxury hotel in Bodrum on Turkey’s Aegean coast.

The hotel, formerly known as the Golden Savoy, will be operated under the Jumeirah brand as Jumeirah Bodrum Palace Hotel, Turkey with an official opening scheduled for May 1.

Located 10 minutes from Bodrum city centre and 20 minutes from the Bodrum International Airport, the luxury property offers 135 keys including suites, villas and a six-bedroom palace.

Additional features include a Talise spa and 57 swimming pools, many of which are assigned to individual villas.

Jumeirah already operates Pera Palace Hotel Jumeirah in Istanbul’s Beyoglu district.

WHO SAID THAT?

GO FIGURE

“GROWING DOMESTIC DEMAND

1.14mn

Jumeirah to double Turkey presence

THE NUMBER OF

AND A STRONG

TOURISTS FORECAST

CORPORATE

TO VISIT OMAN IN

SECTOR WITHIN

2015, UP 3% ON 2014

THE OIL AND GAS

FIGURES

INDUSTRY ARE ALL

(SOURCE: BMI)

FUELLING DEVELOPMENT OF AL KHOBAR’S HOTEL INDUSTRY”

1480

ALEX KYRIAKIDIS, PRESIDENT, MEA, MARRIOTT INTERNATIONAL

THE AMOUNT OF GARBAGE IN KGS TIME HOTELS HAS BAGGED UP AS IT KICKS OFF 2015 CSR CAMPAIGN

THE VALUE OF OMAN'S TOURISM PROJECTS (US$)

3.3bn

Hotel projects dominate Oman's infrastructure plans Hospitality projects are a key focus of Oman’s infrastructure development plans with more than 24 new hotels and resorts already given the green light, the organiser of Arabian Travel Market (ATM), Reed Exhibitions, has noted. The country’s top 10 projects worth $3billion are tourism-related and luxury hospitality is a major focus with Westin, St Regis and W both taking shape, as well as the new $200 million Ritz-Carlton – The Muscat Reserve, and the high-end mixed-use Saraya Bandar Jissah Resort (managed

by Jumeirah Group), valued at $840 million. Many of these projects will be showcased at the upcoming ATM 2015 (May 4-7 at DICEC).

The First Group gives Torch blaze victims homes for free The First Group has stepped in to help those left homeless by the fire that ripped through the 86-storey Torch residential tower in February.

The Dubai-based property development and asset management firm has accommodated some of the blaze victims free of charge, handing over the keys to 20 studio and one-bedroom apartments situated within its Metro Central and First Central hotels (pictured) in TECOM “As one of Dubai’s leading property developers, we felt it was our duty to give back to the community and assist these residents by providing them with short-term accommodation so they can go about rebuilding 10

HOTEL NEWS ME APRIL 2015

their lives,” said The First Group joint chairman Danny Lubert.

The company, which has forged a formidable reputation as a developer of high-quality hotel apartments in Dubai, has joined forces with Kingfield Owner Association Management Services - the entity that represents the interests of residents of the Torch - to house a number of those impacted by the fire.

The free accommodation has been provided to select residents for up to two months.

Investigations into the cause of the fire, which devastated 30 floors of the Torch on February 21, damaging more than 100 apartments and leaving residents homeless, are ongoing.

APRIL 2015 HOTEL NEWS ME

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REGIONAL NEWS - SPOTLIGHT ON EGYPT

WHO SAID THAT?

“EGYPT IS BY NO MEANS WHOLLY STABLE; HOWEVER, TOURIST NUMBERS ARE EXPECTED TO RISE BY UP TO 10% AND RECOVER TO PRE-UPRISING LEVELS OF 14.7 MILLION VISITORS BY END OF 2015” PRABIR CHETIA, ASSOCIATE VP, ARANCA GO FIGURE

10mn THE NUMBER OF TOURISM ARRIVALS TO EGYPT IN 2014, UP FROM 9.55 MILLION IN 2013 (EGYPTIAN TOURISM AUTHORITY)

91% GROWTH IN ROOM DEMAND IN CAIRO, H2, 2014 (SOURCE: STR GLOBAL)

12

Hotel sector experts predict bright future for Egypt High-profile hoteliers and industry analysts attending last month’s Egypt briefing of the Arabian Hotel & Investment Conference (AHIC) have predicted a bright future for Cairo, Sharm El Sheikh and Hurghada, now that political stability has returned to the country.

“The dark days of the Egyptian tourism industry look to be finally over after four years in the wilderness,” said Philip Wooller, MEA area director of STR Global, addressing event delegates.

“In the early to mid-stages of 2014, following the formation of the new government, travel restrictions for certain countries were lifted and the much needed tourists started to return. If the political stability continues, 2015 should be a good year for Egypt."

He noted how demand for hotel rooms across Egypt in the second half of 2014 (July to December) increased by 58% resulting in an additional six million rooms being sold.

HOTEL NEWS ME APRIL 2015

In Cairo, demand for rooms increased by 91% in the same period resulting in an additional one million rooms sold and Sharm El Sheikh, demand increased by 45% resulting in an additional 372,000 rooms sold, he continued.

A 34.6% increase in RevPAR was reported for 2014 compared to 2013, according to STR Global and the highest ever ADR for the sub market was reported for year-end 2014 (EGP757.72).

Wooller added: "The average daily rate growth has also been interesting and although not to the levels of the occupancy, growth has risen steadily since 2001. However this measurement is still low on the ‘Global Average Room Rate Index’ and this remains the challenge for Egypt but if the trend continues, which all things considered it is likely to, then the future looks bright for Egypt.”

On a macroeconomic level, GDP in Egypt is on track to grow at a clip north of 4% in the fiscal year end-

ing June 2015 and the expectation for the next fiscal year is similar with growth in the 4.5% range, accelerating to 5% or more the year after that.

Egypt’s minister of investment, His Excellency Ashraf Salman, said: "Political stability, the Sharm conference and many initiatives our government has taken to promote Egypt as a destination for investment and tourism are key drivers for growth.

Moreover, investment in infrastructure is national in scale, from 3,600 kilometres of new roads to be constructed at a cost of EGP 36 billion to a programme to build one million new affordable housing units.

"Egypt is (also) investing in highspeed rail links between Alexandria on the Mediterranean Coast and Upper Egypt in our nation’s far south.

He added: "We are committed to expanding ports, developing renewable energy sector, and to deregulating industries ranging from transportation to the generation and distribution of electricity.”

Proud distributors of Julius Meinl APRIL 2015 HOTEL NEWS ME

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WORLD NEWS

Russian outbound market remains stable, says ITB report The devaluation of the rouble has effectively pushed up the prices of an overseas holiday by 20% for would-be Russian holidaymakers, the annual ITB World Travel Trends Report, conducted by IPK International and commissioned by ITB Berlin, has revealed.

In the first eight months of 2014, the number of foreign trips undertaken by Russians fell 1%, mainly to an estimated 50% decline in travel to Ukraine, the second most popular Russian destination in 2013.

But take the Ukraine out of the picture and the situation improves, with travel to other destinations up 10%, said the report.

Accor chairman and CEO Sebastien Bazin talks to Skift.com about the evolution of brand loyalty.

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HOTEL NEWS ME APRIL 2015

GO FIGURE

WHO SAID THAT? “INDIA IS RIPE FOR HOSPITALITY DEVELOPMENT RIGHT NOW AND AS THE ECONOMY CONTINUES TO GROW, AND INTERNATIONAL VISITORS TO THE

$11.6bn

“Customers today are going to be multi-brand and multisegment so the level of loyalty to us or some of our competitors is getting lower and lower”

THE VALUE OF HOTEL INVESTMENT TRANSACTIONS IN ASIA PACIFIC IN 2014, DOWN 8.1% ON 2013 (SOURCE: CBRE)

COUNTRY RISE, WE SEE GREAT POTENTIAL FOR HOTEL EXPANSION”

6.5%

PETER HENLEY, PRESIDENT AND CEO, ONYX HOSPITALITY GROUP

THE GROWTH OF THE UK MARKET FOR HOTELS AND SIMILAR ACCOMMODATION IN 2014 (SOURCE: RESEARCH & MARKETS)

According to the World Travel Monitor® published by IPK International the number of trips to Turkey, which last year was the most popular Russian holiday destination, rose in the order of double digits.

During the first eight months of 2014 Greece and the UK also welcomed more arrivals, as did Thailand and the USA, whereas visitors to Spain and Germany declined. The World Travel Monitor® forecasts a 4% increase in Russian trips abroad for 2015 based on its survey findings, with 67% of respondents polled claiming they would take the same number of foreign trips or more this year.

18bn THE NUMBER OF SMARTPHONES AND TABLETS PREDICTED TO BE IN USE GLOBALLY BY 2020, ACCORDING TO EXPEDIA

Mobile booking trend explosion Mobile devices are tightening their grip on the travel market. By 2020 there will be around 18 billion smartphones and tablets in use around the world, said Arne Erichsen, market manager Expedia, speaking at last month's ITB Berlin. In 2016 mobile devices will be used to book one in every five overnights in Germany, twice as many as in 2013. The tourism markets need to be prepared for this demand with products and interfaces to suit. Features required will include easy and quick smartphone navigation for obtaining relevant information that can fit onto one page.

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NEWS

GM LEADERS CONFERENCE

2015 Presented by

BANI HADDAD, REGIONAL VICE PRESIDENT, MIDDLE EAST & AFRICA, WYNDHAM HOTEL GROUP

to impact the hospitality industry, including government and DTCM incentives to speed up the expansion of hotels across the region, Rupprecht Queitsch, one of the panelists explains why the GM Leaders Conference is set to have a positive impact on attendees, “a top benefit of these conferences is meeting colleagues, guest speakers, and suppliers to share experiences, and best practices, different speaker topics cater to different audiences and at such a conference one can learn something new on different topics, often new pointers one had not thought of prior. These real-life encounters and meetings on occasions such as a GM debate allow us industry experts and GMs to get the latest information and know-how

“A top benefit of these conferences is meeting colleagues, guest speakers, and suppliers to share experiences, and best practices” As Hotel News ME gears up for its first GM leadership conference on the 1st of June 2015 in association with Rikan General Trading, we take a look at the stellar line up of panelist and key note speakers including Rupprecht Queitsch, CEO of INHOCO and Bani Haddad, regional vice president, Middle East & Africa, Wyndham Hotel Group.

With Dubai witnessing new, major developments and announcements which are set 16

HOTEL NEWS ME APRIL 2015

RUPPRECHT QUEITSCH, CEO OF INHOCO – INTERNATIONAL HOSPITALITY CONSULTING GROUP

opinions." Shedding some light on the upcoming topics for the conference, Queitsch says, “always of interest are new marketing and commercial best practices, including quickly developing social media trends, exploiting new marketing opportunities such as family holidays, health, and medical tourism, new area developments together with the new airport, staffing, wages and benefit trends in a very competitive environment and new government initiatives.”

Current challenges faced within the hospitality segment will also be vivaciously discussed at the conference, giving GMs an opportunity to compare and contrast similar issues and difficulties that the market is presently experiencing. Commenting on some of the issues, Queitsch emphasised the following, “staffing, sourcing and well trained staff, plus retaining staff in new hotels and restaurants keep creating turnover issues, handling temporary over-supply based on the fast supply growth in the UAE, quickly changing consumer trends, new source markets and specific requirements are some of the issues being faced at present.”

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APRIL 2015 HOTEL NEWS ME

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FACE FACE TO TO FACE FACE

A people's person In an exclusive interview with Hotel News ME, Jennifer Fox, president international and president Fairmont brand, explains how meaningful relationships and personalised experiences keep the hospitality firm top of its game

Exclusive interview

“ONE OF THE REASONS WHY I HAVE AN AFFINITY WITH THE FAIRMONT BRAND IS THAT THE COMPANY RECOGNISES INDIVIDUALS FOR LEADERSHIP ROLES AND PERSONAL DEVELOPMENT FROM THE OUTSET” 18

HOTEL NEWS ME APRIL 2015

FACE TO FACE

ABOUT JENNIFER FOX Jennifer Fox joined FRHI in 2011 and now serves as president international andpresident Fairmont Brand.

In these roles Jennifer is charged with leading hotel operations for FRHI’s International Division, while also overseeing strategy, positioning and standards for the Fairmont brand. Jennifer has more than 25 years of experience in the hospitality industry and possesses an extensive background in hotel operations, branding and marketing. Prior to joining FRHI, Jennifer spent 10 years at InterContinental Hotels Group, most notably as chief operating officer for Continental Europe, and 13 years at Starwood/Sheraton where she held several senior management positions.

Over the course of her career, she has also managed world-renowned hotels including the InterContinental Hong Kong and the Orchid at Mauna Lani (now a Fairmont property). Jennifer holds a doctorate in Business Administration (DBA) from the International School of Management in Paris, France, and an MBA from Baylor University, Texas USA.

DEFIN IN G G UEST EXPERIEN CE SIN CE 1942

You started your hospitality career in your teens; what attracted you to the industry and what got you ‘hooked’ on the job?

My family was in the hotel business when I was growing up and during this time I developed a love for travel. I believe I was destined to forge a career in the hotel industry and it has been a very exciting journey. Our industry is built on relationships and I find this aspect of the job very rewarding; I particularly enjoy the interaction I have with our hotel colleagues around the world.

Every day they exceed the expectations of our guests, going above and beyond the call of duty to make each visit meaningful and memorable. From first-hand experience I can honestly say that our people really do serve as a point of differentiation for our brand, and Fairmont is very fortunate to have a strong service culture with one of the most loyal and passionate workforce I’ve ever witnessed.

Many women in hospitality leadership roles struggle to achieve a work/life balance? How have you made it work for you?

I think most senior leaders, regardless of the industry, have to work hard to find harmony between their personal and

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You are one of the only female hotel group leaders in the world; what challenges have you met as a woman climbing the career ladder to board level?

I personally don’t focus on the gender topic and I’m a firm believer that individuals should be judged on their merits alone.

Gender stereotype issues have come a long way over the last few decades and I personally have never been held back from reaching my goals. Instead I’ve allowed my skills and ambition to drive my career forward. It is refreshing to witness independent individuals strive for top-tier positions given the current demand for overall global talent in the hospitality industry.

The hotel industry is fast paced, exciting, and can be demanding at times but it’s also extremely rewarding. One of the reasons why I have an affinity with the Fairmont brand is that the company recognises individuals for leadership roles and personal development from the outset and actively encourages all colleagues to pursue their career goals.

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Hotelier Middle East Ad - New Spec.indd 1

APRIL 2015 HOTEL NEWS ME

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20/10/2014 10:07

FACE TO FACE

“MY ADVICE TO ANYONE PURSUING A CAREER IN HOSPITALITY WOULD BE TO DO WHAT YOU’RE PASSIONATE ABOUT AND TAKE CHANCES” professional lives. Luckily, I’m passionate about what I do and would be an avid traveller even if I didn’t work in the hotel business. Advancements in technology, being creative with scheduling and travel itineraries, and having a husband who is incredibly supportive and understanding to the demands of my job are a few of the things that have certainly helped me in achieving a balance between the two.

What advice can you give to other women aspiring to achieve leadership roles in the hotel and hospitality sector?

My advice to anyone pursuing a career in hospitality would be to do what you’re passionate about and take chances. The hotel business is a global enterprise, with career opportunities arising all over the world, so being open to transfers and relocation is definitely an asset.

What’s your vision for the Fairmont brand and how do you ensure it stands out in a competitive marketplace, particularly in the Middle East, which is flooded with upscale properties?

Fairmont hotels are distinctive, often capturing the spirit or personality of their locale.

The brand’s DNA and customer promise is to serve as a gateway to the destination and enable guests to enjoy an authentic and meaningful travel experience. If anything truly defines Fairmont Hotels & Resorts, it is the value attached to lasting memories, and we never lose sight of this key priority. We operate 14 distinctive Fairmont hotels in the Middle East, Africa and India region catering to a diverse mix of travellers. We demonstrate our commitment to the Middle East market with environmental and social awareness initiatives.

For example, our Fairmont Sustainability Partnership programme aims to promote the wellbeing of local communities in destinations where we operate by minimising the footprint of each property. Our global partnerships division also sets us apart with the brand forging relationships with luxury lifestyle brands such as Reebok (Fairmont Fit program), Le Labo (Fairmont signature scents) and BMW. These partnerships are designed to provide guests with authentic connections to the destination in order to create a bespoke and memorable experience.

What’s your global growth strategy for the brand and where does the MEAI region fit in?

FRHI Hotels & Resorts, which includes Fairmont Hotels & Resorts, Raffles Hotels & Resorts and Swissôtel Hotels & Resorts, boasts more than 110 hotels in 35 countries, 42,000 rooms worldwide and employs in excess of 5,000 colleagues. Our company’s distinctive portfolio of luxury and upper upscale hotels features celebrated icons, world-class resorts and stylish city-centre hotels. Brand expansion and development in key strategic markets is our top priority and we are projecting 50% growth over the next five years. In the MEAI region this target will be supported by the debut of two new hotels this year - Fairmont Ajman and Fairmont Riyadh, Business Gate. The latter complements our multi-brand hotel complex in Makkah (Fairmont, Raffles, Swissôtel), and sets the framework for future developments in KSA. What challenges and opportunities face the brand regionally and globally?

In MENA, lingering political instability in some pockets of the region continues to impact travel patterns and we have been working closely with our properties to develop strategies de-

sets Fairmont apart. In 2014 our company also rolled out a new online talent acquisition and management system to help us more effectively manage our recruitment needs and engage with prospective colleagues.

What trends do you believe will define the hospitality industry over the next 12 months?

Traveller expectations have changed given they are able to interact online using several mobile devices no matter where in the world they are located. We recognise this trend and every Fairmont property is therefore designed with tech savvy guests in mind. Guests are also looking to maintain a healthy lifestyle while on the go and often mix business with leisure. In fact a recent survey showed that 43% of all international travellers take their mobile professional devices on holiday or on weekend trips. Guests today expect a thoughtful, engaging and personalised service too and our colleagues strive to excel in this field.

How will Fairmont evolve its offering Generation Y and tomorrow’s clients – the under 15s – set the agenda?

Digital media is revolutionising how this generation chooses, books and shares opinions about its travel experiences. We’ve looked carefully at guest communication patterns and taken a proactive approach by listening to them and communicating through the same media.

In MEAI we recently completed a Fairmont Luxury survey, the largest social media campaign conducted by the company in this region to date. It reached more than five million people (23 million impressions) with 42% of respondents revealing luxury to them meant ‘exploring the world’ as opposed to high-end consumer goods. Armed with this knowledge, our hotels in this region are developing travel offerings and niche programmes that align with this criteria, offering experiences that range from being a ‘Park Ranger’ for a day in the Masai Mara, Kenya, to the ‘Makkah Landmarks’ programme, which gives access to a number of scared but lesser visited sites in the Holy City, providing an unprecedented historical view on the foundations of the Islamic faith.

“OUR INDUSTRY IS BUILT ON RELATIONSHIPS AND I FIND THIS ASPECT OF THE JOB VERY REWARDING”

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HOTEL NEWS ME APRIL 2015

signed to mitigate these risks. We are also faced with task of hiring a large volume of talented and qualified personnel to help open and staff our upcoming hotels. With a global network of 110 hotels worldwide, we will overcome this challenge by hiring from within, especially for many of our leadership roles, combined with an aggressive recruitment policy that focuses on spotting talent and passion.

How will you approach the recruitment crisis that is impacting high growth markets such as MENA and Asia in particular?

The opportunity to recruit globally is bigger than ever and Fairmont understands the need to tap into new destinations to find talent. We strive to offer current and potential colleagues a place of work where they can develop and grow into senior positions, which is a soughtafter benefit in the hotel industry. Setting this benchmark to prospective colleagues is what

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MID-SCALE HOTELS

BUDGET BUSTING TACTICS MOUSSA EL HAYEK, CHIEF OPERATING OFFICER AL BUSTAN CENTRE & RESIDENCE

How many hotels do you currently operate in the UAE and how are these properties performing?

Al Bustan Centre & Residence is the sole property that we operate in Dubai, and we have been in the market for 19 solid years as key service and accommodation providers. Al Bustan Residence market performance has been spectacular, unprecedented and dynamic when it comes to strategising our position, and keeping our performance in line with the dynamic market trend.

What are the key factors driving occupancies at your properties and what are your key source markets for business and why?

The property’s average occupancy ranges from around 80-85 % over the past few years, and our main market contributors are GCC, CIS, European and the Far East markets, this is all because Al Bustan Residence is uniquely designed to cater to both business and leisure travellers alike. GCC and CIS guests prefer to stay in apartments rather than hotel rooms as they come and visit with their families and there are more options available during their stay.

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Moussa El Hayek, chief operating officer, Al Bustan Centre & Residence talks through using social media to bridge the gap between the luxury segment and the mid-market sector and how CIS travellers are now looking for budget brands

What recent progress has Al Bustan embarked on?

Al Bustan Residence completed its major renovations for the rooms and the hallways mid-last year 2014, this has made a great impact on our repeat business and valued guests and new business alike.

Our stylish new rooms changed the perception of the guests towards the property, and now being one of the primary

hubs for businessmen and families seeking a pleasant and enjoyable place to stay at an affordable rate.

Additionally, travellers from the CIS market are now looking for more affordable deals and are becoming more money-conscious, so this benefits us extremely when they are looking for affordable, yet sleek accommodation throughout their stay.

MID-SCALE HOTELS

Al Bustan represents a mid-scale brand, what potential is there for this type of property in the region?

As Dubai has been particularly known for its luxurious segment, it is often refreshing to see min-scale and budget hotels pop up around the region, the market for this is clearly growing, with the upcoming plans for Expo 2020 we will be seeing a new kind of traveller, one who isn’t just interested in the luxury hotel and spa, but wants great value for money.

I see exponential growth for our segment in the future.

For most guests in search of mid – range to budget accommodation for their trip, the first thing that springs to mind is the quality of the hotel, because it is a mid-range to budget hotel, the quality may appear questionable.

So secondary to this, we offer an apartment idea, it is not only economical but it offers more to the guest in terms of space and convenience to a family or a

Catering News April 2015.indd 1

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MID-SCALE HOTELS

“TRAVELLERS FROM CIS COUNTRIES ARE NOW LOOKING FOR MORE AFFORDABLE DEALS AND ARE BECOMING MORE MONEY-CONSCIOUS, SO THIS BENEFITS US ENORMOUSLY WHEN THEY ARE LOOKING FOR AFFORDABLE, YET SLEEK ACCOMMODATION THROUGHOUT THEIR STAY”

group of travellers.

Every room is fully equipped with a kitchenette and guests can avail themselves with the housekeeping and laundry services. Our property is suitable to guests who are seeking for a mall attached to it that gives easy access to banking, shopping and dining all in one roof. This is the kind of hospitality Al Bustan Centre & Residence provides.

Do you intend to expand your offering to include other brands and categories?

We have expanded the different categories of our room facilities in which we have introduced our Club rooms on the 3rd floor that offers VIP amenities, exclusive access to the Club Lounge for Club guests, fast, convenient and efficient check-in and check-out experience and 24

HOTEL NEWS ME APRIL 2015

VIP amenities. This is to ensure that our prominent, high end and VIP guests who are mainly corporate clients experience only high level of service.

How has the upcoming Expo 2020 impacted your business development strategy?

The benefit of the upcoming Expo 2020 is infinite; there will be an economic growth in the coming years that will surely contribute to the country’s production when it comes to jobs, trade, and tourism and hospitality industry.

This means hotels will benefit from increasing revenue of at least 4 or 5 times comparing to the recent times as predicted by economist. We are getting ready to embrace this immense change and our strategy will be based on the

market trend or situation, considering the demand and supply that may arise over the coming years.

How are you using social media to engage with your guests?

Social Media is one of our most subtle ways to reach out to our guests, considering that the generation nowadays is in line with high-tech solutions and everything is being accessed online.

We use all our social media platforms when it comes to giving solid information about our products and services, this is one of the strategies that can easily reach out to thousands or even millions of people that maybe interested to our property, thus we are always active and on time with all our promotions and events taking place in the property.

APRIL 2015 HOTEL NEWS ME

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THE PANEL

Hotel News ME in association with Rikan General Trading, talks to a group of executive chefs to discuss overcoming food safety challenges, government incentives and food and safety measurements in the UAE WORDS SOPHIA SOLTANI

IN ASSOCIATION WITH

The Hoteliers

MARCO DE WILDT, EXECUTIVE CHEF, MÖVENPICK HOTEL IBN BATTUTA GATE DUBAI

RAINER MUELLER, EXECUTIVE CHEF, AMWAJ ROTANA

T

GUENTER GEIGER, EXECUTIVE CHEF, THE MEYDAN HOTELS

CEDRIC D’AMBROSIO, EXECUTIVE CHEF, SOFITEL DOWNTOWN DUBAI

NEIL DAVID FOSTER, EXECUTIVE CHEF, JUMEIRAH ZABEEL SARAY

his month Hotel News ME in association with Rikan General Trading, gathered a group of executive chefs at Jumeirah Zabeel Saray to discuss how the high percentage of food importation affects the quality and safety elements of running a fully functional kitchen, the main concerns importation imposes and how varying government standards across the region are significantly improving.

With Dubai having to import over 80% of its produce, what concerns do chefs have when receiving these products from overseas?

Foster: I think that generally we are paying a premium price, a price that is heightened when you work in other areas of the world you would have that market readily available on your doorstep, we don’t particularly have that market here and these things are being developed such as local sourcing, but not yet in a way that supports the substantial number of guests that we need to prepare food for and be prepared to serve, the difference is that there are two sides to bringing in produce to Dubai, there is food that has landed 26

HOTEL NEWS ME APRIL 2015

at the port which is generally in a container that has been traveling across the world for around six to eight weeks at any given time, which is often at a lower price and is how suppliers are combating competition, particularly with fruits and root vegetables and then there is the air freight, which you tend to pay a higher price for.

Mueller: You can always see the produce that is coming in from Europe or Australia at the ripeness that is needed, coming in from Europe you can see the visible difference in taste, texture and presentation, something we lack here in Dubai is the locally grown produce, but the question comes when we

state is it even safe to eat if it is essentially grown in the sand as opposed to soil, there may be ways in which manufacturers are going against nature in a sense so the questionability surrounding local produce stands at large where safety is concerned. On another note, there isn’t necessarily enough safe produce that can be grown here in the UAE and Dubai to support the demand and the population here.

Geiger: The country of origin labeling is very important as it might otherwise mislead the consumer as to the true country of origin of the food. Another concern is whether cold chain management is done properly. As there are sev-

THE PANEL

“HALF THE FRUSTRATION FROM A CHEFS JOB COMES FROM WHEN PRODUCE HAS ALREADY BEEN RECEIVED AND IS IN YOUR OPERATIONS YOU HAVE TO WORK WITH WHAT YOU HAVE, SO IT IS KEY TO EDUCATE YOUR STAFF ON SAFETY MANAGEMENT AND TO EQUIP THEM WITH THE KNOWLEDGE ON HOW TO RECEIVE A PRODUCT ACCORDINGLY AND SEND IT BACK IF IT IS NOT UP TO THE CORRECT STANDARD” – FOSTER

IN ASSOCIATION WITH

eral means in which cold chain products can be transported, including refrigerated trucks and refrigerated cargo ships, it is important that items are maintained at the desired temperature. We need to be wary that every country has a different standard of treating pesticides and using chemicals. Some chemicals may not be allowed in the UAE, but other countries may be using them.

De Wildt: As Dubai imports over 80% of all its produce, it is important that we thoroughly assess the overall quality of the produce for any signs of damage from mishandling, contamination, or incorrect product delivery upon arrival at the hotel. We must take the transportation and delivery process into consideration and be aware that the goods may have been affected during this procedure.

As a company, we always strive to try and use as many locally sourced ingredients as possible, as we like to think that we are making a contribution towards supporting our local community and developing a more independent Dubai. The advantages that we experience by using locally sourced products is; the food is fresher, healthier and tastier with much less additives, pesticides and preservatives being used to maintain the quality and condition of the product, it supports the local economy and ecosystem and it ultimately leads to less distribution costs.

Mövenpick Hotel Ibn Battuta Gate Dubai takes enormous care and pride in

providing guests with a memorable and healthy gastronomic experience. One prime example of our establishment exercising the mindful sourcing of ingredients is acknowledged through our “Power Bites” children’s menu. The menu features a selection of inventive and colourful dishes that are fresh, nutritious, are composed of carefully selected ingredients that are locally sourced whenever possible and prove to be appealing to children of all ages.

local products but having the demand to supply these product in a safe way is going to prove tough. We don’t have enough meat or enough dairy here to sustain the growing numbers, so it is a challenge to source ingredients, but then it is also a challenge to ensure that a product that has travelled a long distance to reach your guests plates is safe for consumption, there will always be that heightened risk here in Dubai with such a high import rate.

What are the main concerns whilst importing?

What is the main cause of products being sent back to a supplier, the quality or the safety element?

Mueller: The taste is such a big concern, the produce you buy always has a different taste, take Holland, if you take a tomato from all four corners of the earth, the taste is never going to be the same as if you went to the market in Holland and hand picked the produce yourself. There is always the concern that your supplier may not take as much care as you when delivering the ingredients to your door.

De Wildt: In my opinion, I would regard both factors as being equally responsible for

D’Ambrosio: Quality is such a big thing, as a chef you have to take into real consideration the quality of your produce, because if the quality of your produce is low, it also means that it is most likely unsafe for consumption. For example take a pastry chef, if he wants to import some printed chocolate, arriving into the country it can be blocked, or banned, because of the e-numbers, or ingredients, so it is the way forward to find APRIL 2015 HOTEL NEWS ME

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THE PANEL

“AT TIMES YOU HAVE PEOPLE COMING WHO ARE NOT IN UNIFORM, NOT WEARING GLOVES AND GENERALLY UN-HYGIENICALLY PRESENTED, ONCE PRODUCE COMES THROUGH THE DOOR WITH THE HANDLER LIKE THAT, YOU WILL AUTOMATICALLY QUESTION THE SUPPLIERS INTEGRITY” - MUELLER IN ASSOCIATION WITH

any goods being deemed as unacceptable and consequently being sent back to their respective suppliers. Quality issues include problems such as bruised or rotten fruit and vegetables, or fish that does not appear to look fresh with distinguishable characteristics including cloudy looking eyes or brown gills. Safety issues may include incidences such as meat arriving in vacuum packed bags, which have been exposed, to oxygen due to a tear in the plastic packaging. In this situation we would need to organise the goods to be returned to the supplier as the product has had the opportunity to be exposed to foreign and potentially harmful bacteria that could prove to be harmful to our guests.

Geiger: Both the quality and the safety element are equally important. For example, we cannot accept products with short ex-

piry dates such as seafood or when the labeling on the products isn’t clear. Quality is also important, as you cannot compromise on the ripeness of the product. For example, even the fruits have to be at the optimum stage; if they are under ripe or over ripe, we will have to return them back to the supplier.

Mueller: Short expiry implements on the safety aspect, and if the supplier hasn’t mentioned this but in your expert opinion and position of being a chef you know certain products have gone off because of smell and sight, so we must at every angle cover ourselves and send this type of produce back.

It can also be because of damaged produce, so quality control is often an issue. We can place an order, but perhaps the supplier forgets to recheck and so this ends up creating a domino effect, so to avoid this kind

of delay or outcome, Rotana is not allowed to use any supplier that is not certified and audited, this is a fundamental aspect of building trust and a relationship with your supplier, it should also help maintain a level of certainty as to when the product arrive you begin to anticipate the quality of the produce. So your supplier has to be clean and certified.

Foster: The majority of the larger hotel chains are there to protect a company’s name, so for us at Jumeirah we have HSE managers who audit the suppliers, I have a receiving manager, so it is this persons job to ensure the consistency with the produce, but I myself do venture down to visit the suppliers as it is so important to know where the food you serve to your guests is coming from. Half the frustration from a Left to right: D’Ambrosio, Foster, Mueller

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HOTEL NEWS ME APRIL 2015

THE PANEL

“WE NEED TO BE AWARE THAT EVERY COUNTRY HAS A DIFFERENT STANDARD OF TREATING PESTICIDES AND USING CHEMICALS. SOME CHEMICALS MAY NOT BE ALLOWED IN THE UAE, BUT OTHER COUNTRIES MAY BE USING THEM” – GEIGER

IN ASSOCIATION WITH

chefs job comes from when produce has already been received and is in your operations you have to work with what you have, so it is key to educate your staff on safety management and to equip them with the knowledge on how to receive a product accordingly and send it back if it is not up to the correct standard.

What would you expect happens once the damaged or unsafe food has been sent back to a supplier?

Geiger: Ideally, the product is supposed to be destroyed. In cases like this, we note down the packaging number of the product; so, if the item comes back, we compare the packaging number. If it’s the same packaging number as the previously rejected product, we will blacklist the supplier.

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HOTEL NEWS ME APRIL 2015

De Wildt: I expect that the suppliers would be responsible and reliable enough to assess the damage caused investigate the problem and issue me with a replacement of the products that were returned. I assume that the food would either be thrown away or recycled and used as fertilizer or food for livestock.

We have had some incidences with fish and vegetable suppliers in the past where we were not happy with the products that were delivered, however the situation was always resolved.

Mueller: Tracking is really important, so you have to have a system internally within your kitchen department that takes notes of the incoming produce, so we have to see a level of consistency, should a product not be up to the correct safety standards we

track the packaging number to ensure that it does not come back into our kitchen, but the likelihood of this appearing back in your kitchen is really small should you be using a reputable supplier.

Another really important tactic is to analyse the people that are bringing in the stock from the company, you have to question your supplier if the food handler is not clean, or using relative safety precautions such as gloves, hair nets and so on, you don’t want the delivery person to be the food handler with unwashed uniforms and filthy shoes, this can frequently become an issue.

When you think of Dubai you think of it to be so advanced and technically inclined, but perhaps the education standards are not as high when the companies are delivering the food produce, at times you have people

THE PANEL

“HALF THE FRUSTRATION FROM A CHEFS JOB COMES FROM WHEN PRODUCE HAS ALREADY BEEN RECEIVED AND IS IN YOUR OPERATIONS YOU HAVE TO WORK WITH WHAT YOU HAVE, SO IT IS KEY TO EDUCATE YOUR STAFF ON SAFETY MANAGEMENT AND TO EQUIP THEM WITH THE KNOWLEDGE ON HOW TO RECEIVE A PRODUCT ACCORDINGLY AND SEND IT BACK IF IT IS NOT UP TO THE CORRECT STANDARD” – FOSTER IN ASSOCIATION WITH

coming who are not in uniform, not wearing gloves and generally un-hygienically presented, once produce comes through the door with the handler like that, you will automatically question the suppliers integrity.

Abu Dhabi is extremely stringent and has fantastic food regulations in terms of food safety, referring back to the question, once produce is sent back it should always be destroyed and processed in the correct way.

Foster: I think that is what can often be lacking in terms of education and training, often the food handlers and delivery individuals are not well equipped and do not understand the density of the process when it comes to handling the food safely.

What measures do chefs have to take inhouse to ensure the safe keeping of produce, and what restrictions are there?

De Wildt: Chefs within our establishment are fully aware of the important role they

play when it comes to the required standards of storing produce. The HACCP standard operating procedures that are in place within the establishment are practiced to ensure that the safety and quality of the food is maintained in all stages of handling food; from when the produce is received and stored in the appropriate environment to the moment the finished product is served to guests. Receiving staff have specific risk assessment criteria that must be lowed religiously whereas the chef, HACCP

APRIL 2015 HOTEL NEWS ME

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THE PANEL

“SAFETY ISSUES MAY INCLUDE INCIDENCES SUCH AS MEAT ARRIVING IN VACUUM PACKED BAGS WHICH HAVE BEEN EXPOSED TO OXYGEN DUE TO A TEAR IN THE PLASTIC PACKAGING” - DE WILDT IN ASSOCIATION WITH

manager and purchasing personnel conduct a physical inspection of suppliers in order to verify the premises conditions, processing methods, storage facilities and distribution controls. Staffs who are all certified and responsible for receiving products, which

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they are required to monitor, verify and keep records of products being accepted into the establishment.

The Dubai Municipality regulations, with regards to food hygiene and food safety, are an obligatory set of standard requirements, which are consistently monitored and controlled within our establishment. All colleagues are regularly trained to be mindful of the environment that they work in and are encouraged to report anything that they deem as questionable or out of the ordinary to ensure that

the establishment’s in-house standards of keeping produce are implemented and exercised correctly.

Geiger: As a 5-star hotel, we follow the highest standard of HACCAP food and safety measurements in the UAE. This process is in place from very beginning.

For example, during transportation, the vehicle is checked for registration and whether it is fit for transporting food. We are also particular to check the hygiene of the driver as well as the expiry date of the products. In terms of internal storage, some of the processes we have in place are: all our fridges are monitored four times a day and are calibrated; the cooking temperatures are noted and tracked. The main challenge is that the procedures can be time-consuming and quite expensive.

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COVER STORY

O T IN

A C I R F A

h nt, wiht e m t s hig nve hotel inumber of r o f d be na s a htohteir markwi ood i t n e n ti e en an cokning to makemma Gre c i r f A G The ators loo ets, says oper th mark grow

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COVER STORY

The hoteliers

“OVER THE NEXT FEW YEARS WE PLAN TO EXPAND OUR PRESENCE EVEN FURTHER FROM 10 COUNTRIES TO 17 WITH A CAPITAL INVESTMENT

BY MARRIOTT’S REAL ESTATE PARTNERS OF $1.5 BILLION ACROSS THE CONTINENT.” ALEX KYRIAKIDIS, PRESIDENT AND MANAGING DIRECTOR, MARRIOTT INTERNATIONAL MEA

A

frica is hot property right now, with many of the world’s leading hotel operators already forging ahead with ambitious expansion strategies across this vast continent.

The attraction is clear; Africa’s hotel market is underdeveloped. The accommodation offering is limited and substandard, with supply far outweighed by demand that is being driven by a surge in trade and investment.

The hotspots range from Sub Saharan Africa and other gateway cities in the east, to oil-rich

“MOST OPERATORS ARE KEEN ON EXPANDING IN AFRICA BECAUSE THERE ARE LIMITED OPTIONS TO DEVELOP MORE IN THE MIDDLE EAST AND EUROPE, AND ARGUABLY, CHINA.”

“WE SEE SIGNIFICANT GROWTH POTENTIAL FOR OUR MID-MARKET HILTON GARDEN INN BRAND IN LOCATIONS ACROSS THE CONTINENT, SERVICING DEMAND FOR QUALITY, ACCOMMODATION IN THE VALUE SEGMENT.”

HALA MATAR CHOUFANY, REGIONAL DIRECTOR, HVS GLOBAL HOSPITALITY SERVICES, DUBAI

JAN VANDERPUTTEN, VICE PRESIDENT OF OPERATIONS, AFRICA AND INDIAN OCEAN, HILTON WORLDWIDE

Nigeria in the west, while North and South Africa are still deemed ripe for the picking by investment and management firms alike.

“Most operators are keen on expanding in Africa because there are limited options to develop more in the Middle East and Europe, and arguably, China,” argues Hala Matar Choufany, regional director, HVS Global Hospitality Services, Dubai.

“So Africa is a point of difference for operators and most of the big players still have very

limited representation on the continent.”

She says hotel firms are typically “following the same rules they did in the Middle East around 10 years ago”.

“In these developing markets we see the industry going through the same cycle. Initially the priority is to develop five-star properties and get iconic projects in all of the major cities,” she says.

This is driven by investor desire to engage in “high-profile developments in prime locations”.

“BY BEING A FIRST-MOVER IN LUXURY HOSPITALITY IN DESTINATIONS LIKE INCLUDING DJIBOUTI, TCHAD, AND DRC, AND LATER THIS YEAR IN GHANA, WE CAPTURE THE GROWING DEMAND FOR LUXURY ACCOMMODATIONS IN KEY CITIES IN AFRICA WHERE ECONOMIES HAVE BEEN GROWING STEADILY IN RECENT YEARS.”

“WE ARE CONCENTRATING ON COUNTRIES WHERE WE SEE GROWTH OF THE MIDDLE CLASS, AS WELL AS SIGNIFICANT INFRASTRUCTURE AND TRANSPORTATION DEVELOPMENTS. ADDIS ABABA AND NAIROBI ARE GOOD EXAMPLES OF THIS.”

“IN ORDER TO GAIN ACCESS TO THE MARKET, SEVERAL HOTEL OPERATORS SUCH AS MARRIOTT OR ANANTARA RESORTED TO THEIR BALANCE SHEET AND PUT MORE ‘SKIN IN THE GAME’ BY INVESTING IN HOTEL COMPANIES.”

CHRIS NADER, VICE PRESIDENT DEVELOPMENT, MEA, KEMPINSKI HOTELS

BANI HADDAD, REGIONAL VICE PRESIDENT MEA, WYNDHAM HOTEL GROUP

XANDER NIJNENS, HEAD OF JLL HOTELS & HOSPITALITY FOR SUB SAHARAN AFRICA APRIL 2015 HOTEL NEWS ME

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COVER STORY

2014 MARKET ANALYSIS Africa is a diverse and fragmented continent with a vast array of cultures.

Each market is subject to its own political and economic issues and nuances.

However, STR Global data for year-end 2014 reveal some general trends: The majority of countries experienced OCCUPANCY DECLINES in 2014 with the exception of South Africa, which maintained 2013 occupancies at 62.2% (+0.4%) plus Zimbabwe grew 6.6%; TERRORIST ACTIVITY impacted

market performance in Nigeria and Kenya

The EBOLA OUTBREAK impacted west and central Africa SEYCHELLES AND MAURITIUS

maintained occupancy rates year-on-year; In MAURITIUS, rates declined 10% but ADR remained above $200 In the SEYCHELLES ADR grew with rates hitting nearly $400 – one of the highest in the region above $200 Despite terrorism and Ebola issues ADRs in NIGERIA exceeded $250 ADR levels for SOUTH AFRICA, BOTSWANA and ZIMBABWE dipped below $100 and ADR for all three declined year on year CAPE TOWN increased its

occupancies by 4.7% to 67.5%.

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HOTEL NEWS ME APRIL 2015

Choufany says HVS has historically worked with clients involved in markets like Lagos, Nigeria and Nairobi, Kenya, and to a lesser extent, Ethiopia.

“Nigeria has a more advanced hospitality market, but that doesn’t mean it’s developed; it’s far from mature, but there is some international [hotel] brand representation,” she explains.

In Nigeria, hotel demand is corporate and MICE driven, she adds, while Kenya has the obvious leisure factor thrown into the mix given the country’s tourism appeal.

“The projects we have been involved with [in these locations] are predominantly five-star because of the location of those assets and the investors behind them,” says Choufany.

She says it’s too soon for most private investors to make a commitment to this market, particularly as financing is not readily available in Africa.

“In fact many projects we dealt with were looking to this region (the Middle East) to raise finance,” she reveals.

“A number of Middle East investors, including big players such as Qatari Diar, have shown

interest in Africa, but many are deterred because many projects have not necessarily broken ground.

“So I would describe Middle East investment in Africa as shy – they are still exploring what they can do. At this stage I haven’t seen serious commitments from Middle East investors [in hotel projects in Africa], unless they are at the stage of commissioning studies, but we haven’t seen anything executed.”

Africa’s ongoing security issues and regular bouts of political instability are another investor deterrent. Add to that the difficulty in securing loans and moving money around a continent deemed “primitive” and the risks are “extremely high”.

“Middle East investors have been quite exposed in the past and are now much more cautious; the market is not transparent,” argues Choufany.

These stumbling blocks, combined with a lack of commitment by African governments to fund infrastructure enhancements and economic development, will dampen the hotel industry’s pace of growth continent-wide she continues.

“THERE ARE GOOD OPPORTUNITIES IN THE MOST ESTABLISHED CITIES, BUT THE EVOLUTION AND GROWTH WILL BE MUCH SLOWER COMPARED TO THAT OF THE MIDDLE EAST WHERE GOVERNMENTS HAVE LED INDUSTRY DEVELOPMENT” “There are good opportunities in the most established cities, but the evolution and growth will be much slower compared to that of the Middle East where governments have led industry development,” she says.

INVESTOR INSIGHTS Xander Nijnens, head of JLL Hotels & Hospitality for Sub Saharan Africa, says corporate hotels, rather than leisure resorts, are the main focus of investment attention in Africa.

“The need for business hotels stems from the fact that Africa’s GDP is expected to continue to grow at rates that are significantly higher than in other markets such as Europe or the Americas,” he explains.

“More international companies are setting up operations in Africa, which creates the need for offices and hotels.

“This trend is taking place at a time when most existing business hotels in Africa are largely antiquated and substandard, with many built between the 1970s and 1990s.”

Another factor driving hotel demand is the fast emergence of an urban middle class in many African countries, Nijnens continues.

“However, Africa is atypical in the sense that conducting business remains challenging to some extent,” he adds.

Most of the hotel sector’s growth is in the upscale and midscale category with international operators looking to identify the right partners/ owners in order to enhance their presence.

Nijnens says Nigeria, Ghana, Kenya and Tanzania have all attracted “significant and constant interest” over the past few years.

“That said, significant hotel development activity is taking place in many other areas such as Rwanda and Uganda,” he reveals.

“There are some other countries such as Angola that remain relatively untapped with virtually no international hotel company presence.”

One major barrier to African market entry is red tape, Nijnens argues.

“Hotel development is more complex than

COVER STORY

other real estate assets, and in Africa, so far it’s been an arduous process, which usually spans several years; this tends to impact the cost, quality and profitability,” he explains.

“Some structures are more efficient than others in managing the hotel development process and therefore are in a better position to extract more value from the investment.”

The owner/management business model is also skewed in Africa, with hotel management firms sometimes stumping up cash of their own to finance projects.

“In order to gain access to the market, several hotel operators such as Marriott or Anantara resorted to their balance sheet and put more ‘skin in the game’ by investing in hotel companies, as opposed to the preferred ‘modus operandi’ of management agreements only,” Nijnens explains.

COVERING ALL BASES: WYNDHAM Many hotel groups that have taken the plunge into Africa have initially done so as an extension of their expansion strategy in the Middle East

and North Africa (MENA).

Wyndham Hotel Group is no exception, with five properties in its Africa portfolio to date, all of which are independently owned and operated under franchise agreements. They include Ramada Plaza Tunis, in Tunisia, Ramada Accra in Ghana, Hawthorn Suites by Wyndham Abuja in Nigeria and Ramada Fes and Ramada Encore Tangiers in Morocco.

Bani Haddad, regional vice president MEA, Wyndham Hotel Group, says until two years ago, the firm’s development strategy was limited to MENA, determined by the popularity of the Ramada brand.

“Expansion in Africa was at first driven by opportunities brought to us by our existing partners – primarily from the Middle East – who were growing their real estate portfolio in the region,” he explains. “[But] following strong expansion in this territory, we implemented a development strategy for Africa in 2012 and have since announced a number of new properties, primarily under management contracts.”

Upcoming managed openings on the continent include Ramada Resort Dar es Salaam in Tanzania, Ramada Addis in Ethiopia and Wyndham Amboseli in Kenya.

Haddad says the group’s primary focus is to expand in east Africa, encompassing countries such as Ethiopia, Kenya, Tanzania, Uganda and Rwanda, although Ghana and Nigeria in the west are target markets too.

“Our approach is to bring our brands to regions where our hotels can benefit from our strong presence in international markets that generate a lot of demand, such as the US, Europe and China, but where we can also build a stable local network and capitalise on the regional and domestic demand at the same time,” he says.

Interestingly, Wyndham’s hotel pipeline covers a wide range of accommodation categories, from three- to five-star.

“Our aim is to quickly fill the gap in each of these segments both in terms of supply and quality,” explains Haddad.

“Generally speaking we are concentrating on

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COVER STORY

countries where we see growth of the middle class, as well as significant infrastructure and transportation developments. Addis Ababa and Nairobi are good examples of this.”

South Africa – the second most important economy on the continent – is also on the hit list, while “several opportunities” for midscale brands such as Ramada and economy brands like Ramada Encore, Days Inn and Howard Johnson exist in smaller economies spanning Benin, Senegal and Rwanda because they “address the needs of business travellers and hence perform very well”.

Wyndham’s diverse portfolio of 16 brands, catering to a broad spectrum of market requirements, is a draw card for investors looking to open properties in Africa, claims Haddad.

“Plus our business model is so flexible that we can also offer both franchise and management services, which means that we can adapt to most investors and their expectations,” he adds.

THE LUXURY HOTEL PIONEER: KEMPINSKI At the top-end of the market, Kempinski Hotels stakes its claim as the “pioneer of luxury hospitality” on the African continent, boasting a portfolio of nine properties across the country, with a focus on North and Sub Saharan Africa, covering Djibouti, Tchad, Egypt, Kenya, the Seychelles, Democratic Republic of Congo (DRC) and Rwanda.

“By being a first-mover in luxury hospitality

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in destinations including Djibouti, Tchad and DRC, and later this year, Ghana, we capture the growing demand for luxury accommodation in key cities in Africa where economies have been growing steadily in recent years,” explains Chris Nader, vice president development, MEA, Kempinski Hotels.

“In 2015 we will open Royal Maxim Palace Kempinski in Cairo, Egypt and Kempinski Hotel Gold Coast City in Accra, Ghana. We also signed a hotel that is part of a large mixeduse project in Abuja, Nigeria, scheduled to open in 2019.”

The group’s existing properties in Africa are performing well, Nader claims.

“In 2014 in Egypt we saw a recovery from the lows of 2013 at our two hotels - in Cairo and at the Red Sea - plus Djibouti Palace Kempinski, Kempinski Hotel N’Djamena, and Villa Rosa Kempinski in Nairobi remain the market leaders in their destinations. We expect the new hotels in our African portfolio to emerge as leaders in their destinations within two years of opening,” he adds.

Kempinski is quick to spot high-growth markets where hotel demand outweighs supply, Nader continues. Abuja and Accra are two cities where a luxury offering is lacking, he notes, while there are opportunities to capture the lucrative corporate travel sector in Cairo.

“We have an important expansion target for Africa,” stresses Nader.

“We are one of the most experienced luxury

operators on the continent, having managed hotels in Africa since 2004, with 12 hotels currently in operation or under development.

“We are now looking at approximately 15 more cities in Africa where rates are high and supply is limited, or where a presence in the market complements our existing operations (like a safari tour), or to increase our brand presence in key destinations where it makes financial sense for both Kempinski and the owner. These markets include a few key cities in Morocco, Tunis, Addis Ababa, Dar Es Salam, Brazzaville, Maputo, Lagos, Abidjan, Lome, Dakar, Cape Town, Durban, and Johannesburg.”

Kempinski has been “fortunate to find the right partners in Africa” and is looking for more, reveals Nader.

“We are seeing a rise in GCC and Chinese investors looking at hotel investments in Africa, and since Kempinski has a strong presence and reputation in both of those markets, we’ve found several investors who have expressed interest in

COVER STORY

THE CONS bringing the Kempinski brand to our targeted destinations [on the continent],” he says.

“In certain markets in Africa we look for owners with a PPP model because having the government’s political support is crucial to the successful opening and operation of hotels. “Our reputation as one of the pioneers in luxury hospitality on the continent, and not just in North Africa, has brought many owners our way.”

HILTON: THE MARKET EXPERT Hilton has managed properties in the MEA region for more than 50 years, with its longest serving hotels in Nairobi and Addis Ababa. The company’s portfolio now spans 37 properties (more than 11,000 rooms) across Africa and the Indian Ocean.

“With hotels now welcoming guests in 12 different African countries, we focus our operations and development in locations where there is clear demand for business and leisure tourism,” says Hilton Worldwide’s vice president of operations Africa and Indian Ocean,

Jan Vanderputten.

“Be it the diverse, cosmopolitan surrounds of Cape Town or the major economic drivers in Abuja – our hotels deliver to many different markets, dependent on their location and the style of property. By and large, we believe a lack of internationally branded hotels in many African destinations provides a significant opportunity to develop and grow our presence.”

Hilton’s African presence is biggest in Egypt with 18 properties. In South Africa there are five properties covering the Hilton, Conrad and DoubleTree brands. Other properties are located in Cameroon (1), Equatorial Guinea (1), Ethiopia (1), Kenya (1), Namibia (1), Nigeria (1), the Seychelles (3), Tanzania (three DoubleTree properties) and Algeria (1).

The company has 29 hotels (more than 7,000 rooms) under development in the region, which Vanderputten claims is the fastest growing pipeline of the three top operators.

“Our growth prospects in Africa see us focus on existing and new markets,” he explains.

“Our pipeline includes confirmed agreements,

Drawbacks to operating properties in Africa include: • Import restrictions • Supply chain irregularity • Sourcing qualified staff • Lack of market and government transparency • Unexpected government change • Unorthodox demands from officials • Corruption

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“THE POTENTIAL OF THE AFRICAN MARKET IS AWE INSPIRING AND ONLY REALLY MATCHED BY THE EXTRAORDINARY PEOPLE AND PLACES WE ENCOUNTER EVERY DAY AS OUR BRANDS PUTS DOWN ROOTS ACROSS THE CONTINENT” NEW AFRICA ROLE FOR IHG signed for locations including Uganda, Nigeria, Kenya, Burundi, Zambia and Namibia, with expansion in northern parts of Africa set for Morocco, Tunisia, Egypt and Chad.”

Plans to open a DoubleTree by Hilton in Kinshasa, the capital of DRC, were recently announced - the first Hilton Worldwide property in an increasingly important market given it’s one of the largest urban areas in Africa.

“In addition to our luxury and full-service portfolio, we see significant growth potential for our mid-market Hilton Garden Inn brand in locations across the continent, servicing demand for quality, accommodation in the value segment,” Vanderputten says.

Hilton Worldwide recently launched a modular Hilton Garden Inn build solution for upcoming Africa projects, in a bid to lure potential partners and investors.

“With this approach, modular guest rooms are built entirely in manufacturing plant conditions, allowing for fast development, efficiencies of cost and quality control assurances,” explains Vanderputten.

“Guests continue to experience the quality of the Hilton Garden Inn brand and investors see ever more efficient and cost effective hotel development.”

Investors are increasingly interested in Africa, where travel for business and leisure is gaining momentum, buoyed by “improving infrastructure, business investment and a lack of internationally branded accommodation in many parts of the continent”, Vanderputten says.

NEW AFRICA HEAVYWEIGHT: MARRIOTT In January 2014 Marriott International became one of the largest hotel companies in Africa after acquiring the 116-hotel Protea Hospitality Group (PHG) based in South Africa.

This added 10,148 rooms in seven African countries, including South Africa, to its portfolio, with 103 properties under the Protea Hotels brand, two lifestyle boutique Protea Hotel Fire & Ice properties, and 11 properties in the superior deluxe African Pride Hotels collection.

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Marriott’s Protea portfolio comprises 79 hotels in South Africa and 37 hotels across Malawi, Namibia, Nigeria, Tanzania, Uganda and Zambia. The company manages around 45% of the rooms, franchises 39% and leases 16%.

Plans are now on the table to roll out another 30 properties in Africa by 2020, nine of which will open by the end of 2015.

“The potential of the African market is awe inspiring and only really matched by the extraordinary people and places we encounter every day as our brands puts down roots across the continent,” says Alex Kyriakidis, president and managing director, Marriott International MEA. “Over the next few years we plan to expand our presence even further from 10 countries to 17 with a capital investment by Marriott’s real estate partners of $1.5 billion across the continent.

With it, we will create jobs and support local communities because our success is only possible through strong bonds of friendship, trust and cooperation in the markets we inhabit.”

With a keen eye on the extended stay segment, a new Residence Inn by Marriott Kampala Kololo has just been signed, bringing the total property count under the Protea Hotels and Residence Inn brands in Uganda alone to three. A raft of further openings will follow in 2015 across the continent with new properties in South Africa, Nigeria and Uganda, as well as Marriott International’s first properties in Ethiopia, Ghana and Rwanda.

Marriott Executive Apartments Addis Ababa, owned by Sunshine Business plc, will be the first property under the extended stay brand to open in Africa.

“The fundamental demand generators that drive our industry are alive and well on this continent,” says Kyriakidis. “Marriott International’s investment into this region represents the economic realisation for the need for hotels – countries need to invest in infrastructure, accommodation and airports to create jobs to grow the economy. In tangible terms, these planned hotels will create sustainable local jobs, increasing our workforce by around 10,000 employees.”

InterContinental Hotels Group (IHG) has created a new role in Africa – a market where the management group plans expansion.

Sandi Macfie has been appointed director, hotel performance support for Africa where IHG has 13 managed and 17 franchised hotels across five brands: InterContinental, Crowne Plaza, Holiday Inn, Holiday Inn Express and Staybridge Suites. Six more properties are in the pipeline including the firm’s first hotel in Ethiopia – Crowne Plaza Addis Ababa.

“Market sentiments are very positive with growing tourism numbers and the region witnessing more foreign investment,” says Macfie. “With a strong presence in key cities and the strength of the IHG brand we are in a good position to capitalise on this positive outlook.”

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DESTINATION REPORT

BAHRAIN’S RETURN TO PROMINENCE As political stability returns to Bahrain and its government announces infrastructure investment worth US$22billion, the immediate future looks bright for the kingdom’s hotel sector NEW DEVELOPMENTS Bahrain International Airport (BIA): Upgrades to the tune of around US$2billion are being undertaken at BIA over the next five years. The major overhaul, which will include a new 150,00-squaremetre terminal, will boost capacity from nine to 14 million passengers annually when it opens in late 2018. Construction has already started on the modernisation project.

Bahrain Bay: This vast project incorporating a harbour and canals, features seven zones spanning hospitality, residential, commercial, business, educational, retail and entertainment components. The Four Seasons Hotel Bahrain Bay opens on one of the development’s private islands this year.

Bahrain Financial Harbour (BFH): This is a fully integrated waterfront development housing a financial city and a self-contained community in the centre of Manama. Key features will include a luxury hotel, plus leisure, dining and shopping facilities including Harbour Mall.

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HOTEL UPDATE ART ROTANA: Rotana’s second Bahrain property with 311

rooms and suites opened on the new manmade Amwaj Islands project in December.

FOUR SEASONS HOTEL BAHRAIN BAY: Located on its own private island, accessed by a causeway, this 273-room luxury resort will boast sweeping views of the Manama skyline when it opens this year.

BANADER ROTANA, BAHRAIN: This 251-room five-star property is due to open in Q2, 2015.

ONE&ONLY: Kerzner International will open a 150-room One&Only resort in Bahrain’s Seef area in 2016.

IBIS MANAMA SEEF: The budget property will feature 304

rooms, located close to the business zone, the Bahrain Exhibition Centre and the Financial Harbour.

WYNDHAM HOTEL GROUP: The firm will debut in Bahrain this year with the 140-room Ramada Manama City Centre, followed soon after by the 450-key Hawthorn Suites by Wyndham Manama. A third Bahrain property – the 260-room Wyndham Grand Manama - will open in 2016.

DESTINATION REPORT

MARKET ANALYSIS Bahrain will invest around US$22billion (BHD8.29billion) in infrastructure projects over the next few years, according to Kamal bin Ahmed, the Minister of Transportation and acting chief executive of the Bahrain Economic Development Board (EDB).

Projects given the green light include a new terminal at Bahrain International Airport, investment projects in Durrat Al Bahrain and the development of Al Jazair Beach, among others. “The infrastructure projects are part of a wider effort by the Kingdom, which aim at diversifying the economy, as well as drawing quality

investment, in order to support long term sustainable growth, create quality job opportunities, and increase the standards of living,� says Ahmed.

Investment spend coincides with a return to political stability in Bahrain, spelling good news for the hotel industry, which has already

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DESTINATION REPORT

shown signs of reinvigoration as the international business community returns to kingdom.

“After a challenging half decade starting in 2009, the relative stability experienced by Bahrain during recent months allowed hoteliers to record a strong growth in revenues in 2014 compared to 2013,” confirms Prabir Chetia, associate vice president of research firm, Aranca.

“In October 2014, total revenue per available room (RevPAR) increased by 17% to $194, the highest level in the past two years.”

He says an increase in tourism arrivals in 2014 filled up hotel rooms and occupancy growth year-to-date September 2014 was 16% higher than the same period in 2013.

“The economic outlook is positive, but further increases in hotel room supply are expected to keep Bahrain’s stabilised occupancy levels slightly below their 10-year rolling average of 63.5%,” he warns.

Rezidor Hotel Group’s area vice president for Middle East and Sub-Saharan Africa, Mark Willis, says “hotels in Bahrain will be challenged by the significant increase in room supply expected to enter the upper-upscale and luxury segments over the next four to five”.

“Coupled with the recent cessation of the rate agreement between various hotels, this is expected to lead to increased rate competition, particularly in the business groups and weddings business segments,” he argues.

On the plus side, both Chetia and Willis point to positive steps being taken to drive more tourism to the kingdom with new visa regulations set to come into effect this year allowing residents of 100 countries to be eligible for Visa on Arrival. This will benefit nearly 2.5 million tourists annually, says Chetia.

Willis believes the policy will provide “easier and quicker access for businesses with operations in Bahrain and will also help to attract more tourists to the Kingdom”.

“However, more could be done to increase family tourism to the country, particularly from Saudi Arabia and other Gulf states,” he says. “[But] the strategy to rebrand the country as a boutique destination is a step in the right direction.”

Rotana, which recently opened Art Rotana on the new Amwaj Islands development and will start operating its third property in the kingdom, Banader Rotana, in the first half of 2015, is looking to court European tour operators, reveals president and CEO Omer Kaddouri.

“We get a lot of guests from Bahrain itself, and from the region and Europe, all related to finance business, while Saudis nearly fill the hotels over the weekend,” he says. “But we are trying to attract more leisure guests, particularly as we will probably have the most inventory [of any hotel group] in Bahrain.”

2,902

7,274

ROOMS UNDER CONTRACT:

EXISTING ROOMS:

MANAMA

3,157

8,382

EXISTING ROOMS:

BAHRAIN

ROOMS UNDER CONTRACT:

HOTEL PIPELINE

HOTEL PERFORMANCE

(CURRENCY: BAHRAINI DINAR)

OCCUPANCY

ADR

2013: 48.3 (+2.9%) 2013: 79.86 (+1.3%) 2014: 56.3 (+16.7%) 2014: 80.11 (+0.3%) JAN 2015: 53.9 (+1.4%) JAN 2015: 78.84 (-2.3) 44

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REVPAR

2013: 38.54 (+4.3%) 2014: 45.12 (+17.1%) JAN 2015: 42.47(-0.9%)

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INDUSTRY INSIGHTS

Ali Manzoor, Manager, Knight Frank's development consultancy

Ali Manzoor, manager of Knight Frank’s Development Consultancy, provides a potted history of the region’s hotel sector performance in 2014 and whets our appetites with some 2015 tips and trends

ABU DHABI: Hotel performance in

Abu Dhabi continued to improve in 2014 with a 6.3% increase in RevPAR from the previous year, led by increases in average occupancy rather than average rate. Major international brands expanding in the UAE capital included InterContinental Hotels Group (IHG), Starwood, and Accor, with the latter opening three properties over the last 12 months. While global operators dominate the upcoming pipeline, an interesting addition to the market is the Gloria Arabian Palace - a re-affirmation of the Dubai-based operator’s aggressive regional expansion plans.

REVPAR

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SHARJAH: Sharjah’s hotel pipeline is

modest, but it is worth noting that Starwood is well represented in the emirate, with a Four Points

by Sheraton, Sheraton Beach Resort and Aloft coming to market over the next two years taking its total key count to 849.

STARWOOD ROOMS

849

RIYADH:

A market historically reliant on corporate business, Riyadh experienced strengthening year-on-year occupancy levels in 2014. New hotel openings included the five-star Burj Rafal Hotel Kempinski, adding 349 keys to the luxury segment. Looking forward, there are some interesting lifestyle concepts coming online including the Aloft Riyadh and the Nobu Hotel Suites.

JEDDAH: While Jeddah has traditionally

led the KSA market in terms of average occupancy levels with Riyadh leading in average rate, 2014 saw Jeddah overtake Riyadh in terms of ADR, while maintaining average occupancy levels above those experienced in the capital. Looking ahead to new openings, Accor, Carlson Rezidor, IHG and Ascott are some of the operators strongly represented.

NEW LIFESTYLE CONCEPTS ADR & OCCUPANCY GAINS

DESTINATION REPORT

DOHA:

With average occupancy levels increasing almost nine percentage points between 2013 and 2014, hotels in Doha enjoyed sustained demand in 2014. New stock included the Banana Island Resort Doha by Anantara, and Marsa Malaz Kempinski, The Pearl, while Dunes Hotel was rebranded to the Aparthotel Adagio Premium West Bay Doha. In 2015, more internationally branded units will enter the market.

OCCUPANCIES UP

9% POINTS

INSIDE AND OUTSIDE WE HAVE YOU COVERED

MUSCAT:

The upcoming opening of the Millennium Executive Apartments in Muscat will mark the arrival of the first internationally branded serviced apartment development in a city where the extended stay market is traditionally dominated by locally branded or owner operated properties. The development is likely to outperform its competitors by leveraging its brand recognition, operational efficiencies and GDS capabilities. The next 12 months will see the addition of another internationally branded serviced apartment offering with the opening of the Somerset Muscat Panorama.

MILLENNIUM SHAKES UP MARKET

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CHAIN FOCUS

ACCOR Hotel News ME profiles the hotel group’s 2014 achievements, its future goals, plus it planned Middle East pipeline

Group overview Accor operates more than 3,700 hotels and 480,000 rooms with a presence in 92 counties. Its extensive portfolio spans 17 brands from luxury to economy. These include Sofitel, Pullman MGallery, Novotel, Suite Novotel, Mercure, Adagio, Ibis, Ibis Styles and Ibis Budget. Globally, one hotel is opened every two days and the group employs nearly 170,000 people.

CHRISTOPHE LANDAIS, CHIEF OPERATING OFFICE, ACCOR HOTEL SERVICES MIDDLE EAST

COMPANY FIRSTS • Ibis Styles is Accor’s newest economy brand joining the existing Ibis and Ibis Budget brands. Located in or close to city centres, each property offers an “upbeat, stylish, vibrant, trendy and urban experience”. The brand is distinctive for its inclusive all-you-can-eat breakfast buffet package and free Wi-Fi. Ibis Styles will make its Middle East debut in Dubai at International City’s Dragon Mart and Mall complex. The Ibis Styles Dragon Mart will be attached to the new Dragon Mart development. A second Dubai property, Ibis Styles Business Bay, is scheduled to open in 2017.

• Aparthotels Adagio is another newcomer, providing upper-midscale serviced apartment accommodation for corporate, extended stay and leisure travellers, particularly families. Three properties are already up and running in the Middle East with plans afoot for 11 Adagios to open region wide over the next three years.

THE HOTEL GROUP’S KEY ACHIEVEMENTS AND MILESTONES IN 2014 • 100 hotels mark: Accor reached its 100-hotel target for the region earlier than anticipated, with 10 hotels (2,500 rooms) opened in 2014. The company has 22 new hotel projects signed (9,500 rooms).

• ‘Leading Digital Hospitality’ plan: Launched in Q3, 2014, this five-year €225 million (US$251 million) investment plan includes the development of “more robust information systems, distribution infrastructure and data gathering capabilities that will create a seamless journey for customers, a more transparent relationship with partners and a more digitally empowered Accor team”. Building on the launch of Accor’s Arabic language website, the plan’s roll-out also includes improved mobile applications, an extension of the tailored deal search engine and a further expansion of Accor’s loyalty programme.

• New brand – Majilis Grand Mercure: Launched in 2014, this ‘glocal’ brand combines global knowhow with local culture, tailor-made for what is pre

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CHAIN FOCUS

“WE ARE MONITORING THE EFFECT OF DECLINING OIL PRICES VERY CLOSELY"

Current MEA properties Accor Hotel Services Middle East is one of the region’s fastest growing hotel groups, with a portfolio comprising 69 operational hotels (more than 17,000 rooms) and 40 hotels under development (almost 9,500 rooms). In the Middle East, Accor has a presence in 10 countries.

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ferred by Middle Eastern guests, but also for international customers seeking authenticity and sense of place. Everything from the uniform to guest greetings is localised. The brand is developed under the Grand Mercure umbrella and is positioned in the upscale five-star segment.

GROUP AND INDUSTRY CHALLENGES FACED At Accor we are monitoring the effect of declining oil prices very closely. Until now we have not noticed any major impact, although it will probably influence the

oil and gas sector’s expenditure in the short term, with knock-on affects for the meetings sector.

2015 GOALS In addition to the aggressive roll out of our digital strategy, we also aim to make significant progress in reaching our ambitious target of 30,000 rooms in operation in the Middle East by 2020.

THE IMPORTANCE OF TECHNOLOGY We launched our five-year €225 million (US$251 million) ‘Leading Digital Hospitality’ plan last year

in a bid to enhance the digital experience of all our stakeholders. Digital technology is massively important in the Middle East where social media is a growing part of daily life and smartphone penetration levels are the highest in the world. In response, not only are we improving our online booking services, we will also increasingly welcome guests through their smartphone or tablet. In everything we do, we are creating a richer digital-enabled Accor experience. Accor’s ‘Welcome Project’, which allows guests to check-in online, will be deployed throughout the Middle East in 2015.

KSA (18) Egypt (14) Bahrain (4) UAE (27) Kuwait (2) Sofitel: 3 Pullman 4 Novotel: 2 Mercure: 5 Suite Novotel: 1 Grand Mercure: 1 Ibis: 2

Sofitel: 4 Novotel: 4 Mercure: 5 Ibis Styles: 1

Ibis: 2

Yemen (3) Lebanon (1)

Ibis: 1

MGallery: 1 Mercure: 2

Pullman Dubai Jumeirah Lakes (354 rooms) Suite Novotel Riyadh Dyar (88 rooms) Adagio Premium Dubai Al Barsha (199 rooms) Pullman Zam Zam Madinah (834 rooms) Ibis Styles Dragon Mart (249 rooms) Sofitel Jeddah Corniche (189 rooms) Ibis Manama Seef, Bahrain (304 rooms) Novotel Marsa Alam Resort, Egypt (268 rooms) Mercure Karnak Louxor, Egypt (347 rooms)

HOTEL NEWS ME APRIL 2015

Sofitel: 4 Novotel: 4 Mercure: 5 Ibis Styles: 1

Oman (1) Qatar (3)

Upcoming MEA properties

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Sofitel: 1 Novotel: 1 Mercure: 1 Ibis: 1

Mercure: 1 Adagio: 2

Company firsts Ibis Styles is Accor’s newest economy brand joining the existing Ibis and Ibis Budget brands. Located in or close to city centres, each property offers an “upbeat, stylish, vibrant, trendy and urban experience”.

The brand is distinctive for its inclusive all-you-can-eat breakfast buffet package and free Wi-Fi. Ibis Styles will make its Middle East debut in Dubai at International City’s

Sofitel: 1

Dragon Mart and Mall complex. The Ibis Styles Dragon Mart will be attached to the new Dragon Mart development.

A second Dubai property, Ibis Styles Business Bay, is scheduled to open in 2017.

Aparthotels Adagio is another newcomer, providing upper-midscale serviced apartment accommodation for corporate, extended stay and leisure travellers, particularly families.

Three properties are already up and running in the Middle East with plans afoot for 11 Adagios to open region wide over the next three years.

CHAIN FOCUS

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F&B FEATURE

Culinary creation Middle East F&B professionals have their work cut out planning outlets for the region’s numerous hotels – but what are the key points and pitfalls of devising a property’s culinary portfolio? Lucy Taylor finds out

ENRICO CLEMENTI FROM TRIBE CREATORS

T

he Middle East’s hotel dining scene is arguably one of the most diverse in the world.

Given the huge investment in hundreds of new hotels – each boasting a plethora of F&B outlets – the guest is spoilt for choice.

But actually creating that portfolio, realising the perfect mix of concepts to suit a particular clientele, is no mean feat.

“Conceptualising F&B outlets, with a new hotel and a blank canvas, is both exciting and overwhelming,” concedes Thomas Tapken, vice president – operations for Millennium Hotels & Resorts Middle East.

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“Start with the basics: an analysis of what already exists in the area, identifying the concepts currently in fashion, the long-term successes and the expectations of your target audience,” he advises.

“You also have to analyse the actual space available within the hotel, along with the positioning and identity of the property.”

This process requires the expertise of a whole range of hospitality and F&B professionals, explains Philippe Montaubin – cluster general man-

involved almost a year before the actual opening date,” he asserts.

Simon Casson, regional vice president and general manager of the Four Seasons Resort Dubai at Jumeirah Beach, adds that including the designer from the early stages can be a boon: “By involving both designer and chef, it ensures the direction and general flow of the project (in terms of both style and logistics) remain symbiotic and grow simultaneously.”

For certain projects, hotels may decide to engage additional out-of-house expertise.

Enrico Clementi, managing partner at F&B

“HOTELIERS NEED TO UNDERSTAND THAT THE OLD CONCEPTS OF COFFEE SHOPS AND ALL-DAY-DINING OUTLETS ARE OVER, AND NEW CONCEPTS NEED TO BE IMPLEMENTED TO REPLACE THEM” DANIEL DURING, PRINCIPAL AND MANAGING DIRECTOR, THOMAS KLEIN INTERNATIONAL

ager for Novotel, Adagio Premium and Ibis Dubai Al Barsha.

“It is essential for the F&B director, operations manager and executive chef to get

consulting and design firm Tribe Creators, notes that external opinions combined with specialist insight can streamline the process.

“Too often, the decision regarding F&B

F&B FEATURE

mix is based on random opinions, comparPrincipal and managing director Daniel According to Clementi, the decision must isons with existing hotels, or simply rush- During asserts that any new F&B project be based on “thorough research, taking into ing to fill a perceived gap in the market,” should start with four basic principles: “Add account aspects such as existing competihe observes. value to the entire property; create clear dif- tion, catchment areas, customer demand “Every hotel needs to be treated different- ferentiation factors; create competitive ad- and so on”. ly. The days of “This idengoing down tity needs to “THE DAYS OF GOING DOWN A CHECKLIST AND TICKING OFF match the a checklist and ticking ITALIAN, JAPANESE AND STEAKHOUSE CONCEPTS ARE OVER” ultimate oboff Italian, ENRICO CLEMENTI, MANAGING PARTNER, TRIBE CREATORS jective for Japanese and that specific steakhouse outlet; for exconcepts are over. A hotel’s F&B offering vantage in each F&B concept; and consider ample, an Italian restaurant could be stylish, should be unique to that property, and fit Dubai trends, but don’t follow them.” classic, modern – and that direction impacts with increasingly demanding and well-traveverything from design to staff uniforms. So elled clients.”

SETTING THE STYLE it’s really important this is established from External expertise is also available at With so much to take into consideration, the start,” he adds.

Thomas Klein International (TKI): a firm developing an F&B portfolio from scratch At Dusit Thani Abu Dhabi, director of offering consultancy, design and manage- seems a daunting task. But any journey F&B Rami Zok advocates the importance ment services to the hospitality, entertain- must start with a single step: in this case, of strategic planning. “This is the process of ment and leisure industries. selecting the themes. matching the company’s goals and resources

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F&B FEATURE

“HOTELIERS ARE, IN GENERAL, NOT RESTAURATEURS…AND ARE RELUCTANT TO IMPLEMENT ANYTHING THAT MAY BE A BIT ‘NON-TRADITIONAL’,” CLEMENTI

to opportunities in the marketplace and helps you marry the F&B concept to the local area”, he explains.

This combination of professional expertise and market research is vital – particularly in a region where there are already so many diverse dining options; as Fadeel Wehbe, general manager at the recently opened Pullman Jumeirah Lakes Towers, notes.

“Trendy themes tend to go out of fashion quickly, and the cost of bringing a concept to market can be immense. As a sizeable brand, we have a number of tried and true concepts to call on, but we also have to take in to account what’s in the market – and in Dubai particularly, we’re already spoilt for choice,” he admits.

During agrees that originality is vital to an outlet’s long-term success – and voices concern that, all too often, Middle East operators fall back on tired concepts.

“It is sad to see that a lot of the things we have now in Dubai, not only in terms of F&B concepts but also architectural styles, are already somewhere else,” he observes,

adding the warning: “If you follow the herd, you will only go as far as the herd goes.”

During’s advice? “First and foremost stop copying and introducing franchises. Develop your own concepts after investigating what’s on offer, and do nothing that’s already here and done.”

TOO MANY COOKS… Teams developing multiple new outlets will have to deal with some obvious challenges – such as sticking to the budget and meeting deadlines.

But according to Tapken, one of the most common problems in devising an F&B portfolio is simply “differences of opinion” among those involved.

As Clementi puts it, when it comes to food and beverage “everyone has an opinion”; and deciding which one should become a reality can be a long conversation.

During believes such issues arise when

TOP TIPS

DANIEL DURING FROM THOMAS KLEIN INTERNATIONAL

hoteliers without an F&B background become overly preoccupied with old-school practices: “Hoteliers are, in general, not restaurateurs…and are reluctant to implement anything that may be a bit ‘non-traditional’,” he comments.

“I come from a hotel background and have been on both sides of the fence.

Hoteliers need to understand that the old concepts of coffee shops and all-day-dining outlets are over, and new concepts need to

“MAKE SURE YOU ARE READY TO WORK 24/7, 365 DAYS A YEAR. F&B IS NOT AS SIMPLE AS A LOT OF PEOPLE THINK – IT’S NOT JUST ABOUT COOKING AND SERVICE; IT’S ABOUT HEART” PHILIPPE MONTAUBIN, CLUSTER GENERAL MANAGER, NOVOTEL, ADAGIO PREMIUM AND IBIS DUBAI AL BARSHA.

“DEVELOP A DETAILED CRITICAL PATH COVERING EVERY ELEMENT OF THE PROCESS, AND THEN EXECUTE WITH PASSION!” SIMON CASSON, REGIONAL VICE PRESIDENT AND GENERAL MANAGER, FOUR SEASONS RESORT DUBAI AT JUMEIRAH BEACH

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CHAIN FOCUS

HOSPITALITY & SERVICES JLT

Hospitality Services Quality Management Systems consultancy and certification (HACCP, ISO22000, ISO9001, and other customized management systems for private enterprises and government sectors) Food Safety Training courses (all levels) Consultancy services for hotels (supply and buying with the vision of helping hotels in reducing their cost by getting them quotations with the best value in terms of quality and price on food and non food supplies such as equipment and furniture); the service does not apply any charge on the hotel itself but on our subcontractors Consultancy services for food trading companies and distributors (supply and buying products from different countries, brands launching and sales planning and execution); this service applies charge on brand owners and not on distributors.

For more info, please contact:

Hills Hospitality & Services DMCC Magy Khalil General Manager

M. +97155 5032366 T. +9714 3253130 www.hills-hospitality.com

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F&B FEATURE

be implemented to replace them.”

Tapken believes attitudes can be a problem across the board. “Laziness and lack of passion is yet another challenge – you will always encounter those with the opinion that ‘we’ve always done it like this, so why change what’s always worked’.

“But an outlet without passion will just be a place people eat because they have to,” he asserts. “It will never be the restaurant people are willing to queue for.”

Happily, recent years have seen growing enthusiasm amongst Middle East hospitality professionals for raising the bar when it comes to new concepts.

Wehbe notes: “We wanted to bring something a little different into the community, something that would appeal to our in-house guests. But it’s important to remember that you might face issues of sourcing, or marketing a venue, if has an overly complex theme.”

TURNING UP THE HEAT Confirming concepts may be the start of a long process, but as Zok points out, some aspects of this process are pretty enjoyable: “The most fun step is to choose the name. That should reflect the theme, region, country or ingredients of the outlet,” he explains.

Developers must also go through the allimportant process of checking the name is unique, and that it has no negative connotations in other languages.

Design is the next big focus, demanding a careful balance of style and practicality – whilst simultaneously taking into account region-specific requirements.

Montaubin expands: “There should be family seating options such as private booths – and if you want to serve pork, you need to take that into account in the kitchen layout and get the necessary permits.

You also need to apply for a license to

serve alcohol, and get official permission for any live entertainment.”

Wehbe flags up the need for “seating areas for women and families that allow them to protect their privacy”.

These details are followed by menu development and team recruitment.

“Working out the staffing guide, followed by the recruitment process, is a pivotal step. A good team creates good service, which is of the utmost importance,” says Casson.

The outlet should now be at the stage where it is stocking up, conducting staff training, and hosting ‘dry run’ dinners with invited guests.

Furthermore, the management should by now have a good idea of how the business will evolve, Casson continues.

“The costs for operating supplies and equipment procurement, along with the forecast profit, loss and revenue projections,

“HOTELIERS NEED TO UNDERSTAND THAT THE OLD CONCEPTS OF COFFEE SHOPS AND ALL-DAY-DINING OUTLETS ARE OVER, AND NEW CONCEPTS NEED TO BE IMPLEMENTED TO REPLACE THEM” DANIEL DURING, PRINCIPAL AND MANAGING DIRECTOR, THOMAS KLEIN INTERNATIONAL

TOP TIPS

“BE ON TOP OF YOUR GAME AT EVERY STEP WHEN EMBARKING ON A NEW F&B CONCEPT AND KNOW WHAT YOUR CUSTOMERS WANT” RAMI ZOK, DIRECTOR OF F&B, DUSIT THANI ABU DHABI

“LOOK AT YOUR POTENTIAL CUSTOMER, WHERE ARE THEY COMING FROM AND WHAT HAS WORKED FOR THEM IN THE PAST. TRY TO DEVISE A PERSONALITY FOR YOUR OUTLET…IT WILL GIVE YOU A FOCUS THAT COULD BE INVALUABLE MOVING FORWARD” FADEEL WEHBE, GENERAL MANAGER, PULLMAN JUMEIRAH LAKES TOWERSADAGIO PREMIUM AND IBIS DUBAI AL BARSHA.

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F&B FEATURE

should all have been forecast,” he says. requires effective marketing and public gree experience.”

The final stage is promoting the new en- relations support, to build and maintain There are also multiple factors to contity – which means a lot more today than awareness.” sider to guarantee customer loyalty stresses traditional advertising, says Zok: “NowaNaturally, a key part of any market- Montaubin: “We make sure we use high days the use of social media sites seems ing drive is to understand “exactly what quality products, and conduct internal to be the most efficient way to spread the type of customer you’re targeting”, as checks such as tasting and inspection of word about a new F&B venue; you have Clementi points out. produce, to ensure that standards are mainto tackle those areas,” he tained. asserts.

“There’s WORKING OUT THE STAFFING GUIDE, FOLLOWED BY THE also reguRECRUITMENT PROCESS, IS A PIVOTAL STEP. A GOOD BUILT TO LAST staff TEAM CREATES GOOD SERVICE, WHICH IS OF THE UTMOST lar The Middle East has a training, IMPORTANCE,” huge number of restauand we CASSON rant and bar offerings, introduce with new launches or special revamps happening all promothe time. So how can hotels ensure their “Food is at the heart of a restaurant, tions for occasions such as Eid.” concepts stand out – and last? so in terms of priorities the food offering At the end of the day, as Wehbe puts it, conTapken says it comes down to continual and quality has to come first,” he says. sistency is the vital ingredient: “People are keen assessment and investment: “Even with “Then all other aspects like branding, to try something new – but if you have that comprehensive initial research and ground- uniforms, service and interiors must be combination right, you’ll build up a following work, the on going success of any outlet in synergy, to give the diner a 360-de- of regulars who will always come back.”

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MEET THE EXPERT

The era of refurbishment

Existing hotels should be looking to modernise their offering to meet the challenge presented by new supply entering the market, says TFG Asset Management’s Mariano Faz

The massive size of the Middle East hotel pipeline is cause for concern for many existing operators in the region. Conversely, others only see opportunities.

Established operators are wary of the significant pressure new competition could place on RevPAR. At the other end of the scale, owners and investors believe the situation will provide more opportunities to grab a bigger slice of one of the world’s most profitable hotel markets.

Regardless of either perspective, Dubai, and the Middle East in general, have the capacity to absorb more hotel rooms. The demand is there and the industry’s foundations are strong.

What we should be doing as an industry is paying more attention to our existing hotel supply. The majority of hotels have crossed the seven-year operational threshold and many are in need of refurbishment.

In Europe, as a mature and consolidated hotel market with almost no development activity, hotel operators regularly refurbish their properties to ensure they maintain their competitive edge. Hotel owners in the Middle East would do well to heed the lessons learned there.

However, refurbishment is often a costly and complicated exercise. It takes a brave hotelier to commit to a full refurbishment when their hotel’s occupancy rate is above 90%.

Closing an entire hotel for any number of weeks is rarely feasible in today’s climate.

Yet, in the long run, it is vital for hotel asset managers to balance the cost of opportunity with the risk of failing to take action.

When considering refurbishment, the as58

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MARIANO FAZ, HEAD OF ASSET MANAGEMENT AT TFG ASSET MANAGEMENT.

“THE MAJORITY OF HOTELS HAVE CROSSED THE SEVEN-YEAR OPERATIONAL THRESHOLD AND MANY ARE IN NEED OF REFURBISHMENT” set manager, along with the operator, should devise and commit to a CAPEX (capital expenditure) plan. The potential impact of rival operators opening new properties in the vicinity of their hotel should be also considered in the analysis.

For example, an asset manager would be wise to refurbish the property’s F&B outlets if the future supply is based on limited-service hotels, or to refurbish their rooms if the new supply is expected to offer better-quality accommodation at a lower price point.

It is a complex challenge to overcome. The asset manager needs to balance the cost of refurbishment with the demands of the operator and the logistical issues associated with a partial or total closure of the hotel. They must also try and deduce what features up-and-coming hotels will be stacked with.

Ultimately, the result aims to guarantee a very competitive product that will be ready to compete with the new supply in its vicinity.

Additionally, the project management company involved in the refurbishment must grasp

the operational requirements of the hotel. The asset manager should facilitate a collaborative relationship between the project management company and the operator.

A badly planned refurbishment could irreparably harm a hotel’s profitability. If, for example, the refurbishment involves the lobby area, other alternatives for check-in and checkout should be made available to guests.

The hotel asset manager has a crucial role to play in securing the right parties to carry out these delicate tasks.

ABOUT THE FIRST GROUP AND TFG ASSET MANAGEMENT The First Group (www.thefirstgroup.com) is a British-owned global property development company based in Dubai, with an exclusive focus on creating innovative, iconic hotel projects. The First Group Asset Management (TFG Asset Management - www. tfgassetmanagement.com) assists with every aspect of a completed development to ensure property investors get maximum return on investment. Head of asset management, Mariano Faz, has more than 12 years of expertise in global hospitality and real estate markets and has held a number of high-level positions in hotel operations and management, business development, and hotel asset management for hotel owners.

MEET THE EXPERT

MANAGEMENT RECRUITMENT IS AN EXCELLENT INVESTMENT…..

OF TIME Piers Burton, executive director at boutique executive search firm Eagles Spearing Consulting, ponders the damage to companies of taking too long during the recruitment process

PIERS BURTON, EXECUTIVE DIRECTOR AT BOUTIQUE EXECUTIVE SEARCH FIRM EAGLES SPEARING CONSULTING

The competence of recruiting the best talent into leisure companies is, without a doubt, the key point of differential in developing mid to long-term competitive advantage. Organizations are all about people - get that aspect wrong, with the wrong people working within an inefficient structure, and be prepared to experience a prolonged episode of underperformance.

Identifying the right candidate to lead a company, or a division within it, is therefore the most critical executive function that senior managers and their support teams undertake as they evolve their strategy. However, from what I commonly see here in the GCC, in spite of their good intentions, a significant majority of these senior managers find themselves unable to allocate the amount of time it requires to comprehensively interview and then select the right candidates for their crucial leadership positions. The result? All too often candidates are selected for just their personality (it doesn't take long to assess whether you like someone, or not) rather than their capability, the set of personality and competency skills that will deliver value to a company in the long term.

This lack of management time to attend to the vital function of recruitment is damaging in numerous ways. Good, intelligent candidates who are keen to explore an opportunity with a company are regularly put off if they don't get to meet the person that will be their immediate manager within either the first or second interview. Meeting HR, Finance and Operational peers is fine, but they want to meet the person they’ll actually work for on a day-to-day basis. Waiting for this ‘final’ interview regularly takes a lot longer than either the recruiting company or the candidate had envisioned at the outset. This often leads to disengagement of the preferred candidate by the time he or she actually gets to the interview with the decision maker.

Wouldn’t it be better all round if time were properly allocated to ensure that the successful selection of a preferred candidate were managed in a time-bound manner? I feel that the recruitment process would yield more success if this were the case.

How much money do you waste on breakage and polishing by hand? www.meiko.de

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MEET THE EXPERT

Hitches and glitches Eric Rogers, regional head EMEA, FCS Computer, discusses how recovery software is assisting the service industry with tracking costs and compensation losses

When you work in the hospitality industry the term ‘complimentary’ is almost synonymous with the word ‘complaint’ and giving away compensatory meals, room nights and upgrades, laundry and internet is a daily chore in the lives of most hoteliers.

Are we sure that all incidents at the hotel are resolved immediately and with proper procedures? Are we confident that the guest was satisfied with the proper compensation? Are we minimizing the hotel’s exposure to legal liability, and do we know all the associated costs for each complaint or incident? The answer is probably not.

But how much does the average hotel actually ‘comp’ every year? Many hoteliers won’t have this figure top of mind and the reality is that it is costly, very costly. In a typical fourstar hotel with 400-500 rooms the ‘untracked’ compensation costs account for 3-5% of the annual gross revenue. Now that’s a lot of money to be giving away, especially if there are no statistics or data to show who or what made these ‘comps’ a must.

We all know that hitches and glitches are normal in any service-intense industry, including hospitality. Just add up the countless customer touch points; from their online research, the booking process and arrival, to their stay and departure, and there is plenty of opportunity for something to go wrong.

Where people are involved, mistakes are made and although that’s ok most of the time, sometimes it’s not. What’s important is that when such glitches happen, they are well managed.

The goal is to enhance guest satisfaction and 60

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ERIC ROGERS, REGIONAL HEAD EMEA, FCS COMPUTER

manage reputation, avoiding negative guest reviews and comments online and on social media. Moreover, if glitches are subject to legal action, it is vital to eliminate risk through the appropriate execution of preventive and proactive measures as well as standard operating procedures for such incidents.

You may ask yourself how compensation costs go untracked in hotels. Well, most hotels are still using the traditional duty manager logbook (hard or soft copy) to record guest complaints and incidents, which means that although the process is documented, there is no formal allocation of duties to, for example, to ensure that a police report is filed or an insurance claim is completed in a timely manner. It’s not easy to make sure all the right evidence is recorded and filed so that it is easily retrievable for any follow-up or legal proceedings that may be required. To make matters worse, there are generally no real-time statistics or reports to show the hotelier what the hotel’s top incidents and recovery costs are.

Without these real time statistics it is impossible to eliminate the root causes so that these incidents won’t happen again.

Recovery software can help hoteliers replace traditional logbooks and track and record the status of complaints, accidents, injuries and emergency incidents along with automated resolution actions that can be assigned to the relevant person or department. This means

that any compensation costs associated with a specific incident can be tracked and reported on, providing management teams with a true picture of their recovery costs. Choosing a recovery system that integrates with the hotel’s property management system (PMS) will ensure that important information about any guest’s VIP status, preferences and incidents is available in real-time, allowing the hotel to swiftly respond and take action to minimise and control the compensation and operation costs that are associated with any incident.

Most important the system helps to ensure the guest is well taken care of.

Automating auxiliary processes in operations such as glitch management, will give hoteliers more peace of mind through enhanced transparency in compensation costs and improved risk mitigation. With profit margins tight and competition fierce, investing in automated glitch management makes sense in order to understand the true cost of compensation and to add this money back to the hotel’s revenues, where it belongs. With average compensation costs of up to 3-5% of annual gross revenue, that’s a lot of money spent on glitches and incidents that are not systematically tracked and brought to management’s attention for immediate intervention. Remember, any reduction in compensation costs is money added to both the top and bottom line and is much better spent or invested in employee training, innovation or product and service enhancements that will improve the guest experience, the core business of any hotel.

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TAKE 10

Going Mid-Market RUPPRECHT QUEITSCH, CEO OF INHOCO – INTERNATIONAL HOSPITALITY CONSULTING GROUP, REVEALS THE TOP 10 REQUIREMENTS FOR SECURING SUCCESS IN A MIDRANGE HOTEL

Rupprecht Queitsch is most well known in the hospitality industry for launching and opening the JW Marriott Marquis Hotel, Dubai in 2012 and boasts more than 26 years of hospitality industry experience, spanning several GM roles. Queitsch recently ventured out into the hospitality sector on his own and launched INHOCCO, offering expert industry advise to hotel operators, investors and stakeholders wishing to become part of the hospitality sector.

“GREAT MIDRANGE HOTELS SUCCEED IN SATISFYING THE NEEDS OF THEIR CORE AUDIENCE THROUGH CONVENIENCE, LOCATION, INNOVATIVE DESIGN SOLUTIONS, PERSONALISED QUALITY SERVICES, ‘IN’ SOCIAL SPACES, AND REASONABLE PRICES. WHILE HOTELS MAY DIFFER SIGNIFICANTLY WITHIN THE CATEGORY, DEPENDING ON TARGET GROUP AND STRATEGY, SOME CRITERIA ARE CONSISTENT”

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TAKE 10

A GREAT PLACE TO STAY A mid-range hotel is seldom a destination in it-self, rather a convenient and comfortable place to stay. Focuses should be on the core needs of the travelers, including a good bed, refreshing bathrooms, free Wi-Fi, good coffee, relaxing chill-out space and a personalised service.

FOCUS A mid-range hotel cannot afford to satisfy all needs at all times, and is not expected to do so either. However, it should aim to exceed expectations of their target audience, for example if you are targeting corporate travelers then wifi must be available everywhere, potentially dock-in stations, simple meeting spaces, and a gym. If your focus is on families, they are likely to need bigger rooms, high chairs, baby cots, access to kids films and a play area. By covering the core needs within the price, you maintain the perception of luxury. Be conscious to maintain focus – too many target groups will eat up your overhead costs and waste your space.

CONVENIENT The hotel must be an easy gateway to the city or potential attractions.

Ease of transportation, and proximity to sites or public transport is key.

MotelOne hotels offers simple designed hotel solutions right in the middle of European cities, making it a favorite choice for many young business people and tourists.

ATTRACTIVE BRAND Focus on financials should not replace attempts to be stand out. Funky chill-out zones, effective all-in-one lounges, designed rooms are all part of making your hotel attractive to your target group. Yotel is famous for innovative designed rooms in small spaces. Premier Inn has elaborate

and well developed branding. Media One hotel in Dubai is funky, effective and loved by media-sauvy audience. MotelOne has wonderful chill-out lounges.

Once a great design is identified, it must be rolled out consistently across hotels and rooms, securing efficiency in execution. Seasonal variations must be covered within the original design or via minor add-ons, avoiding expensive changes.

AFFORDABLE PRICE It goes without saying that a mid-range hotel must have an attractive price point.

However unlike budget hotels, the price is not the sole decision factor. According to STR, the midscale hotels in UAE charged an ADR of AED 425 (YTD Feb2015), 53% of the ADR charged by upper-upscale hotels.

EFFICIENT MANAGEMENT Keep labour costs low, while service availability high. Introduce self-service check-in, laundry or shopping. Outsource some of the costly services, for example Jannah hotels offer limited F&B, however, are located in immediate proximity to a range of fantastic meal options. Maintain flexibility in your staff, so the receptionist is also serving the morning coffee.

Again, strategies may differ depending on audience. Ramada hotels run a full service model, while Holiday Inn and Best Western are limited service.

STANDARDISED DEVELOPMENT In order to secure an effective balance sheet, few mid-range hotels can afford to invest in a unique luxury development.

Standardisation is essential. Premier Inn and Ibis have defined a standard solution rolled out across many cities, generating economies of scale in the

development phase. Limited variety in room options limits the development costs.

LOW RENTAL While location is key, a second-best option may be acceptable to your audience e.g. around the corner of the main square instead of on the main square or a metro stop away from the main attraction.

Optimal use of space also allows you reduce rental costs, for example the Yotel hotel chain has succeeded in providing funky hotel rooms on only a few square meters.

GLOBAL REACH Cost conscious travellers mainly book online, and your hotel must stand out.

In Dubai the majority of bookings are done via booking.com; and 92% of customers read reviews prior to making their choice. OTA partners, online tools and automatic follow-up and review forms are a must. If you wish to market your hotel globally, it may also be useful to team up with global marketing and distribution programs such as Global Hotel Alliance, WorldHotels, or Design Hotels.

AVOID THE LOWS While important for all hotels, mid-range and budget hotels cannot afford the periods of low occupancy.

Partnering to secure group bookings, or promotion of long term stays may be a method to maintain a healthy occupancy and RevPAR. According to STR, midscale hotels in the UAE do a great job of securing a healthy occupancy rate, YTD February 2015 showed 89,5% - significantly higher than the average UAE occupancy rate of 80,9%.

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RESPONSIBLE BUSINESS

THEBIG CAN CLEAR UP

STAFF AND VOLUNTEERS PARTICIPATING IN THE RECYCLING INITIATIVE

The Grand Millennium Dubai participated in the Can Collection Day programme which was organised by the Emirates Environmental Group (EEG) as part of its corporate social responsibility programme towards making a positive impact on the environment by reducing energy usage and by helping to conserve earth’s natural resources.

Mariana Paunescu, director of housekeeping at the Grand Millennium Dubai explained, “we are delighted to have supported this campaign, which promotes the importance of healthy living. I believe it will grow to become one of the must–attend campaigns for everyone who believes in their civic responsibilities.”

She thanked the Emirates Environmental Group for inviting the hotel to participate in a movement which raises awareness towards recycling. Paunescu emphasised how the group plays an important role in impacting and inspiring residents to learn, overcome obstacles and understand that positive values can be lived each day.“ The drive raises awareness about reducing landfill waste, cutting down emissions and minimising carbon footprint of the emirate. Such drives are important to form a common vision of a just, peaceful and sustainable future for all.” She said.

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The hotel has been actively participating in the drive for the past two years and staff members have been making untiring efforts in championing environmental causes through participation in various awareness drives, action campaigns and events, truly following the principles behind the initiatives.

Besides participating in the two annual events Can Collection Days, the hotel continues collecting aluminum cans and

Following the Can Collection Day environmental programme, Grand Millennium Dubai takes recycling matters into its own hands

regularly gives it to the Emirates Environmental Group for recycling. To make the process more effective the hotel has set up an internal segregation programme which provides regular training to staff and remind them the importance of waste segregation process. Additionally, the hotel also uses color code bins and clear bags for the segregation and collection of materials across the property.

RESPONSIBLE BUSINESS

RIAZ JEELANI, GENERAL MANAGER OF CENTRO AL MANHAL & AL RAWDA ARJAAN, (MIDDLE) WITH MOHAMMAD AL BULOOSHI, POSITIVE CANCER FOUNDATION, AND DR.FAIZA AL AMERI, POSITIVE CANCER FOUNDATION

RAISING CANCER AWARENESS

Centro Al Manhal by Rotana, in collaboration with the Positive Cancer Foundation recently held an awareness session for its colleagues in order to spread information about cancer and the measures for its prevention. The session comes as a part hotel’s ongoing CSR efforts and commitment to improve their colleague’s health and overall well-being.

The Positive Cancer Foundation aims to spread knowledge and understanding about the disease

and the ways in which people live with the condition in order to ensure better community support and sensitivity towards cancer patients. Speaking on the occasion, Riaz Jeelani, general manager of Centro Al Manhal explains, “we are grateful to the Positive Cancer Foundation for coming and generating awareness about the disease. Their approach to its treatment and prevention is sure to influence the colleagues in striving to preserve their general health and well being while also en-

couraging them to be more sensitive towards the needs of cancer patients in our community.”

The Positive Cancer Foundation is a non-profit organisation, which was established by the UAE Ministry of Social Affairs and is aimed towards changing the way people live with and fight cancer, by developing a positive environment and attitude towards the disease. After the awareness session, all the attendees participated in a Q&A session about cancer early detection and treatment.

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SUPPLIER FOCUS

SPA IN THE SPOTLIGHT

Hotel News ME asks spa and wellness professionals to discuss the challenges and opportunities facing the Middle East’s spa management sector

The experts

STEPHAN WAGNER, DIRECTOR OF SPA AND WELLNESS AT TALISE SPA MADINAT JUMEIRAH

SUSAN HARMSWORTH, CHAIRPERSON AT ESPA

VLADI KOVANIC, VISITING LECTURER IN SPA AND HEALTH MANAGEMENT AT LES ROCHES INTERNATIONAL

“AS COMPETITION IN THE SPA INDUSTRY CONTINUES TO HEIGHTEN, MANY NATURALLY PURSUE A SIGNATURE, OWNLABEL SPA BRAND…BUT THE TRUTH IS THAT PRIVATE LABEL IS NOT IN LINE WITH CONSUMER DEMAND”

Today, spas are much more than the afterthoughts of a decade ago. They are a chance to add value, impress regular guests and attract new clients; and with dedicated destination spas and wellness retreats cropping up across the region, competition is increasing rapidly. As a result, excellent management is vital to ensuring a concept’s success – as these experts explain.

How important is the role of spas in today’s Middle East hospitality industry?

Harmsworth: The Middle East is a popular destination for some of the most discerning business and leisure travellers, which has resulted in the growth of some truly distinctive and luxurious hotels. Whereas 10 years ago hotel spas here were very much an afterthought, today they are a primary consideration, as hotels have come to realise that offering their guests an exceptional spa experience is a perfect and highly complementary addition, enriching their experience and 66

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engendering a real sense of loyalty. What’s more, these spas easily reach out to the local population – whose love of grooming is growing rapidly – offering them a relaxing break from the hustle and bustle of the city.

Kovanic: Hotel spas help properties to generate additional overnights, either through retaining clients or extended stays – which ultimately leads to increased revenue, providing the spa offerings comply with international standards and are globally competitive.

Many guests in ME are frequent travellers and come with high expectations.

SUPPLIER FOCUS

“THE ESSENCE OF TALISE IS THE BELIEF THAT IN ORDER TO LOOK AND FEEL GOOD FROM THE OUTSIDE, ONE MUST GO TO THE SOURCE – AND FOCUS ON CHANGING THE WAY ONE FEELS ON THE INSIDE. NO SINGLE ELEMENT CAN EFFECT THIS CHANGE, BUT WHEN FITNESS, RELAXATION AND NUTRITION ARE ADDRESSED TOGETHER, THE OVERALL EFFECT IS TO PROMOTE OPTIMAL WELLBEING.” WAGNER How has the field of spa management evolved in this region over the past decade?

Kovanic: As with the hospitality industry, the spa sector in the Middle East has seen strong growth over the past decade, with every luxury property offering some sort of spa and wellness service.

Client expectations have also evolved, with more and more consumers understanding wellbeing in connection with appearance and beauty. Spas must manage these demands accordingly.

Wagner: Today most spa mangers are hired

with previous overseas management experience. Nevertheless, the industry still needs to adopt a more professional management approach with regards to strategy and longterm development.

What are the key areas of focus when it comes to managing a spa?

Harmsworth: First and foremos, it’s about ensuring and driving commercial management and consistency of standards across both on-site and off-site operations. But really it’s

an all-encompassing role, covering everything from setting business objectives and operating principles, to recruitment, marketing planning and budgeting, and understanding staff, customers and current industry trends.

Kovanic: Every hotel owner or manager must have a clear vision, when developing the spa sector of his property. What type of spa it will be, what services it will offer, and which clients it will target.

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“THE INDUSTRY STILL NEEDS TO ADOPT A MORE PROFESSIONAL MANAGEMENT APPROACH WITH REGARDS TO STRATEGY AND LONG-TERM DEVELOPMENT”

with a clear understanding of their role. And the final essential ingredient is a sound understanding of the local market. Establishing a spa in this region requires expertise in spa tradition and local customs, to create an authentic wellness experience.

Wagner: There are several factors: knowing your goals and financial targets is key, as well as understanding what your guests want, along with managing the diversity of your team.

What training and experience do successful spa managers require?

Harmsworth: To name a few, you are looking at covering aspects such as specialist commercial training for operational spa management, commercial scheduling, yield management,

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customer care and, of course, people management. Some of this can be taught through formal training and some just comes over time.

Kovanic: In my capacity as a visiting lecturer at Les Roches International School of Hotel Management, it’s my duty to prepare students for the exciting spa and health industry. Apart from the knowledge of different treatments and procedures, students need a great sense of authenticity and an in-depth understanding of the luxury service industry. Once they graduate, it is crucial that they learn on the job and absorb their surroundings.

Unfortunately, there’s currently a serious global skills gap when it comes to qualified spa management staff, which is why Les Roches has created a new Spa and Health Management specialization for their Bachelor Degree in International Hotel Management.

Wagner: Passion for the industry is vital,

as well as a dedication to continuous study and self-improvemenWt. Prior experience in sales and marketing can also be a big advantage.

What are the particular challenges facing managers in the Middle East’s spa industry today?

Harmsworth: Recruiting and retaining the right talent and expertise is an on-going issue in the spa industry.

It’s vital the spa manager sets clear objectives and career paths, continually assesses staff and meets their training needs and works closely with the entire team to keep them engaged.

It’s a huge investment, but will ensure longevity over more short-term incentive schemes.

Then there’s the issue of adding value. There’s a delicate balance to be struck between

SUPPLIER FOCUS

“THERE’S CURRENTLY A SERIOUS GLOBAL SKILLS GAP WHEN IT COMES TO QUALIFIED SPA MANAGEMENT STAFF” meeting your clients’ demands and ensuring continued commercial success.

There’s no doubting that today’s stressfilled lifestyle is driving the market for recovery holidays, and holistic wellness experiences. But you can’t be all things to all people, so it’s important that you look to your location and your customer base, to ensure that your spa proposition is clear, distinctive and the best it can be.

Wagner: The spa scene here is diverse and fast-moving, with new projects announced almost every day. This speed naturally affects staff turnover, with therapists tempted away by more attractive opportunities and salaries. With a quick turnover of colleagues it’s challenging to maintain the same high standards. But the best part about this job is when you feel everything is well-balanced: colleagues are happy, clients feel special and your stakeholders satisfied with the results.

With increasing competition in the spa field, how can managers ensure the success of their establishment?

Kovanic: Today’s spa manager needs all the characteristics of a psychologist: they have to understand and consolidate the expectations of both the owner and customer, in order to constantly evolve and develop

their treatments and experiences. This also requires close monitoring of competing providers and their offerings, in order to innovate rather than duplicate, and retain a competitive edge.

Wagner: There has to be a strong focus on training and career opportunities. Each member of staff must feel content with their role and place in the team, as well as seeing opportunities to grow. Reaching out to potential new clients is another key to success. This is closely connected to the variety of treatments you are able to offer: the wider your selection, the more markets you can attract.

How important is a spa’s design to its operational success – and what factors should be taken into account when designing a new hotel spa?

Harmsworth: Design is obviously important, but there are many beautifully designed spas which simply don’t work. A spa’s layout and style must take into account many factors – the detail is what’s important.

It must involve a clear understanding of your customers, the market you serve and your own capabilities. And of course, it must work for your guests from an operational point of view.

Their journey through the spa must also be APRIL 2015 HOTEL NEWS ME

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SUPPLIER FOCUS

optimised, so the different zones are easy for them to locate and use – there’s nothing worse than getting lost in a spa! Think about every detail from the guest perspective.

Kovanic: Design is a crucial aspect of the entire planning of a spa and its future practicality.

It’s down to the spa consultant to make sure the architect not only focuses on aesthetics, but provides enough space for the more functional elements of a spa property, such as the back offices, changing rooms for staff, laundry facilities and rooms for the customers to relax after their treatment.

What spa product trends are you witnessing in this region?

Harmsworth: ESPA spa guests and consumers in the Middle East are demanding products that deliver instant results, feel and smell fantastic and have authentic credibility behind them. This latter point has been a key area of debate for some years. As competition in the spa industry continues to heighten, many

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naturally pursue a signature, own-label spa brand as a way to achieve a unique point of difference. We have, on occasion, fulfilled these requests for partners – but the truth is that private label is not in line with consumer demand. We conduct a great deal of consumer research and receive the same response worldwide: spa guests seek a credible, trustworthy brand that is known to deliver exceptional results. Own-label ticks none of these boxes, so generally falls at the first hurdle.

Kovanic: A recent regional trend in terms of products is a return to authenticity. Providers and manufacturers are falling back on the historical and cultural heritage of the region, developing treatments with hot sand, local plants and of course the hammam tradition.

What would your advice be to up-and-coming spa professionals looking to progress their careers?

Harmsworth: Spa managers and directors these days are expected to have all-round skills

in areas such as marketing, finance and HR, since managing a spa is almost like running a mini-hotel. However Spa P&Ls are very different to hotel P&Ls, so it’s worth taking the time to learn and understand spa financial models.

People management is a huge issue in the spa industry at present. Conventional management techniques and HR skills are often not as suitable for wellness experts and therapists, who require a more empathic approach.

Kovanic: Be a psychologist, be a businessperson, understand the needs of the spa owner and the expectations of the client, and when possible liaise with the architect to help ensure a unique spa experience.

In terms of product, make sure you know your market, your region and the competition in order keep ahead and be successful.

Wagner: Make sure you work on your social skills, as this is a people-focused role. Also, on the business side, ensure you have a full understanding of your targets, so as to make the right decisions going forward.

SPA FOCUS: EXPERT VIEW

Shifting spa trends and customer expectations HAYLEY BLUETT, DIRECTOR OF THE PEARL SPA, FOUR SEASONS

The Dubai spa market is extremely saturated in com-

Hayley Bluett, director of The Pearl Spa, Four Seasons Resort Dubai, Jumeirah Beach talks about the esteemed expectations guests have for spas in hotels and the spa trends that are here to stay to be exposed to a richer and more fulfilling lifestyle.

and a story of time, of how The Pearl Spa name came

parison to other countries, it is also a transformative

Incorporating more traditional and ancient tech-

about. From the ancient lucrative pearling industry

arena. In more recent years in spa trend tracking, spa

niques such as Ayurveda, Roman Baths, and Turkish

before Dubai discovered oil, how the men used to

and wellness concepts have transformed and diversi-

Hammams, is now very much in at the moment.

sacrifice their lives in the hope of finding a precious

fied to a vast extent.

There has been increasing interest in wellness trends

pearl. We give the guests a chance to open up a live

By monitoring trends, we are able to make in-

from Islamic traditions, beauty ingredients (argon oil

oyster where they will find their very own real pearl

formed decisions about the social, cultural and eco-

and camel milk) and spa experiences from regions

from the Arabian Gulf. The Signature Massage uses a

nomic shifts that fuel each trend in the spa industry

like the Middle East and Africa. These are very much

customized signature blend of essential oil of rose and

and we have witnessed certain trends that have taken this industry by storm but fade very soon afterwards and these are classed as passing trends, but more recently some trends that

frankincense with precious

“SPA GOERS ARE NOW IN SEARCH OF UNIQUE, HANDCRAFTED AND CULTURALLY EXOTIC EXPERIENCES AND CONSUMERS ARE LOOKING FOR TREATMENTS WITH AN AUTHENTIC STORY, EXPERIENCES THAT DIFFER FROM WHAT THEY CAN GET AT HOME BUT ALSO UNIQUE ENOUGH TO EXPERIENCE IT AT A SPA”

are here to stay. Trends have

Oud. Following the massage, the guest will further indulge in our signature facial which Dr. Burgener herself has carefully formulated, using pearl extract and pearl amnio acids

proved their staying power

We have also noticed

are concepts of wellness and ones relating to attaining

adopted at the Pearl Spa as we have customized treat-

many more male consumers in the region who take

a healthy lifestyle.

ments that expose traditional Arabic aspects, with spe-

a keen interest in meticulous grooming, more so than

cially crafted Arabic essential oils.

other parts of the world. Our Spa menu has taken this

Wellness is multi-dimensional and holistic concept, incorporating dimensions of physical, mental, emo-

into consideration and we are now integrating men’s

tional, spiritual, social, and environmental wellness.

The latest trends

treatments and facials into them to cater to this ever-

Some examples of trends that have taken prevalence

Wired wellness, a high tech wellness and fitness track-

growing market segment.

in spas today and I am particularly interested in are,

er, online booking, and online classes to monumental

We live in an age where time is a luxury; so the time

Wellness and lifestyle coaching is proven to give

leaps in mobile health where your personal trainer can

that a guest spends in a spa needs to be time very well

long-term health benefits by providing preventative

track your improvements while you are travelling. It

spent. Guests are now demanding a level of excellence

lifestyle changes, offering detox programs and pro-

has a very significant role to play in keeping us healthy

and quality of experience from their time spent at the

moting a positive healthy lifestyle. This has been ad-

and even in lowering the spiraling costs of healthcare.

spa; these platforms are the kind that has become the

opted at The Pearl Spa at Four Seasons Resort Dubai

Virtual Trainers, I have found establish the abil-

premise of our guest wellness journey. We aim to

at Jumeirah Beach; we offer packages including per-

ity to generate revenue from unutilised spaces. Con-

achieve lasting memorable guest experiences with each

sonal training, detox healthy lunches and juices along

ducting virtual exercise classes such as over a pro-

and every guest.

with fun elements such as the Spa Bike. The Spa bike

jector connected to the internet that store and run

With many spas in Dubai providing similar prod-

is a private aqua biking experience. This quick slim-

classes. We offer virtual training classes for our Spa

ucts, the strength of our proprietary product ranges

ming solution is a hydro-massage bath with an inte-

bike sessions. This is very popular for people who

and treatments are the determining factor in our

grated biking system. It improves posture, redefines

are introverted and those who are body conscious,

competitive position.The pursuit of differentiation

the figure, sculpts and tones legs and means that up

who want to avoid the embarrassment of being in a

and guest enrichment were both catalysts for our

to three times the amount of calories can be burned

swim-suit in front of others.

profound wellness journey.

than on a regular bike.

Spa goers are now in search for unique, handcrafted

It is now widely acknowledged that differentiation

Mindfulness massage is another highly popular ele-

and culturally exotic experiences. Treatments with an

is critical in determining the industry winners for the

ment whereby a therapist conducts treatments based

authentic story, experiences that are different from

future. We have examined what best represents we

on enhancing ones creativity and focus by incorporat-

what they can get at home.

have carefully fine-tuned these to establish the most

ing breathing techniques, meditation and visualiza-

We have successfully achieved this in one of my fa-

sound guest experiences. The spas that successfully

tion into the treatment. The main idea behind it is to

vorite treatments here at The Pearl Spa. Our couple’s

boost genuine and intuitive engagement and lever-

encourage "Mindful living" where every action taken

treatment named “The Dubai Pearl Journey” is a very

age synergies across their team will distinguish them-

should be done with intention encouraging our guests

unique experience, where we tell a story of culture

selves in the market.

APRIL 2015 HOTEL NEWS ME

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SPA FOCUS

SPA FOCUS

Taking a look at the trendiest spa concepts and products available to the hospitality industry

HYATT REGENCY DUBAI CREEK HEIGHTS ANNOUNCES LAUNCH OF NEW NYSA SPA The recently opened luxury property Hyatt Regency Dubai Creek Heights, has unveiled a new spa concept, the 5,300sqm Nysa Spa, inspired by the water nymphs of Greek Mythology, has been designed as a retreat Nysa Spa has sets itself apart through the use of the finest results-driven treatments and therapies with indigenous Arabian touches, positioning itself as a leader in the revolution of the modern day spa experience. “Nysa Spa is a destination that delivers, results must be visible and undeniable in every package we offer,” says Jason Sloan, Spa Director, Hyatt Regency Dubai Creek Heights. “We aim to be leaders in the spa industry, by subverting tradition and homing in on specialist treatments to suit an active lifestyle and the business traveller on the go.”

NYSA SPA LOBBY

BLISS SPA INTRODUCES 24K GOLD OROGOLD AT W HOTEL, DOHA Extravagant spa trends are seen all over the Middle East and the 24-carat gold flakes, a diamond dust and gems facial mask introduced at the W Hotel in Doha is no exception.

The Facial is priced at $1,000 per session and takes place in the Bliss spa The treatments is for facials rejuvenation and Oro Gold's rejuvenating gold mask is a blend of 24k gold and ingredients including Aloe Vera and vitamins and according to the hotel these masks provide immediate rejuvenating result.

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HOTEL NEWS ME APRIL 2015

SPA FOCUS

PRODUCTS TO LOOK OUT FOR

Renewing Rose Body Velvet

Classic Set

This body velvet flower extract cream is rich in minerals which helps the skin retain moisture and includes elements of Gotu kola oil which stimulates collagen production, improving tone and suppleness Sodium, also including hyaluronate which plumps and helps reduce the appearance of fine lines.

The classic collagen set of exfoliant fluid, night collagen and day collagen by is the foundation of daily treatment for facial skin. This anti-aging facial care system of 3 perfectly combined products that work in synergy, helps reduce the signs of aging.

Skin looks younger and revitalised while feeling smoother.

theproducthouse.biz training@theproducthouse.biz

theproducthouse.biz training@theproducthouse.biz

Myrrth Body Scrub

This body scrub exfoliates, moisturises and softens the skin with baobab oil, rooibos leaves and coconut shell. The sugar, coconut shell and rooibos flakes have been blended in a specific ratio for optimum exfoliation. Scented with natural sweet myrrh, this scrub sloughs away dead cells leaving the skin soft and refreshed. theproducthouse.biz training@theproducthouse.biz

Heated Lounger

Angelicus Serratus Body Oil

Distinctly fragrant super-hydrating body oil with VOYA’S signature notes of citrus and the sea. Blended with Angelious Serratus is used to improve suppleness and elasticity whilst purifying and cleansing tired skin. Enhanced with anti-oxidant rosehip that slows the signs of ageing, evening primrose which helps improve cell structure and skin elasticity, vitamin E and high oleic sunflower oil. Enriched with stimulating lime and rejuvenating mandarin to boost skin renewal. theproducthouse.biz training@theproducthouse.biz

Steam Shower

The new wellness loungers stand out due to their original and unique shapes. they set individual accents in wellness areas in a variety of styles and designs and can be harmoniously integrated into the total room concept. Colours and formats can be combined to produce unique designs and additional features include heated seating.

The humidity is at100%, but temperatures do not rise above 40–45°C, inviting the user to linger a little longer and relax. Tylö steam shower i110/c is built around the same unique profile system as the rest of the Impression series and includes a shared space for showers and steam baths in aluminum, glass and high-gloss acrylic.

360-wellness.com info@36-wellness.com

360-wellness.com info@36-wellness.com APRIL 2015 HOTEL NEWS ME

73

MARKETPLACE

Market place The supplier and buyer roundup of news, products and services

Bartech

Established in 1988, Bartech aims to reinvent the mini-bar within the hotel room through a combination of state-of-the-art technology alongside innovative design techniques and web based software. One of Bartech’s latest inventions includes the BarTouch, a web-based application that works with all browser types and meets the latest industry security protocols. mini-bar attendants can access the software from any smart mobile device, including Android and iOS phones, tablets and laptop computers. Through the software, a guest’s consumptions can be posted directly to their folio via the Property Management System (PMS). By bringing this type of intelligence to manual mini-bar operations, BarTouch allows hotels to capture more revenue, improve refilling efficiency and better management control. info@my-bartech.com bartech.com

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HOTEL NEWS ME APRIL 2015

Dometic

Dometic is renowned for its noiseless absorption cooling mini bar technology. The company’s success is based on a unique combination of know-how, state-of-the-art technology and innovative design concepts. Today, more than 90 years after absorption cooling was invented, Dometic mini-bars are still evolving and progressively moving forward with technology and design. All Dometic production plants are certified according to ISO 9001 and ISO 14001 as well as the Eco-Management and Audit Scheme. dometic.ae info@dometic.ae

MARKET PLACE

Hartmann Tresore

Hartmann mini-bars are available with two different cooling systems; both the Peltier cooling system and the absorption cooling system models are energy-efficient and 100% noiseless in operation. The Hartmann mini-bars come with an efficiency class A+, which is the best classification currently available on the mini-bar market and the 30-litre model, for example, uses a mere 0.26 kWh per day, whereas a comparable mini-bar with absorption cooling can have a consumption of up to 0.65 kWh and an energy saving capacity of up to 60%

GoCoCo Pure Coconut Water

Naturally sweet coconut water which comes directly from Go Coco’s single species Thai coconut ranges, a refreshing yet nutritious alternative to water with zero fat and natural vitamins including potassium, magnesium and calcium. www.koita.com info@koita.com

hartmann-tresore.com info@hartmann-tresore.de

Koita Organic Milk

Produced without synthetic hormones or pesticides this organic milk is gluten-free and organic. The cows are grass fed, free range and free to roam offering dairy milk at its natural state. www.koita.com info@koita.com

Cape Cod

Cape Cod Potato Chips are all natural kettle-cooked potato chips using a small-batch process that allows the guest to taste the true potato flavor. The distinctive crunch and hearty flavor became legendary among Cape Cod tourists and quickly spread within the hospitality industry. www.koita.com info@koita.com

Snyder's Pretzels

This classic pretzel range is fat free and includes mini, snaps, sticks and sourdough pretzels. In addition there are also flavoured pretzel pieces available including cheddar cheese, honey mustard and onion, buffalo wings and jalapeĂąo. www.koita.com info@koita.com

Heather Organic Teas

This range of organic teas comes as part of the Typhoo Tea Group. Fruit & Herbal infusions products are all 100% natural and are hand selected by a team of specialists. www.koita.com info@koita.com APRIL 2015 HOTEL NEWS ME

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MARKETPLACE

Towair and Cone lights

5 MINUTES WITH…

Airstar Middle East brings together a collaboration of intricate detailed lighting arrangements available to the hospitality industry, including the Towair and Cone Light options coming in various sizes and shapes as an air inflated product with built in fans allowing a quick and easy set up, the products come with Vinyl graphics, coloured or printed slip covers and LEDs colour washer with DMX control.

WHO: STEPHEN BENNETT, GENERAL MANAGER

FROM:

airstar-light.com info@airstar-light.com

PULSAR FOODSTUFF TRADING

PrO-Xtract

chabowskitrading.com info@chabowskitrading.com

The Pro Xtract range ensures that chefs from different training backgrounds and establishments are able to introduce recipes inspired by this unique piece of equipment. By breaking down ingredients in to its singular component chefs are able to create distinct flavors by using ingredients differently.

Hansgrohe chosen to kit out new Four Seasons in Abu Dhabi

German bathroom specialist Hansgrohe,, has been selected to work on Abu Dhabi’s newest luxury hotel, Four Seasons which is set to open at the end of 2015. This landmark waterfront five-star property will equip its bathrooms with Hansgrohe and Axor products that are in line with the hotel’s core design features. Hansgrohe PuraVida mixers will be featured across the guest rooms.

The Axor Citterio M range will add a touch of simplistic luxury to the hotel’s 127 apartments. The collection is the result of collaboration between Axor, the designer brand of Hansgrohe and the Milanese architect and designer Antonio Citterio. Dirk Schilmoeller, sales director, Middle East for Hansgrohe explained, “Four Seasons Abu Dhabi is a great example of how our products are the preferred choice for some of the most luxurious and prestigious hotel projects, both worldwide, and in the region. The combination of our Hansgrohe PuraVida and Axor Citterio M collections will enhance the quality, sophistication and unparalleled luxury experience of this spectacular new hotel.”

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HOTEL NEWS ME APRIL 2015

COULD YOU PROVIDE A DESCRIPTION OF YOUR COMPANY? Pulsar Foodstuff Trading started their journey almost 20 years ago supplying Mini-Bar and Bar Snack products to the hospitality industry in the Emirate of Dubai. Over the years we have developed into a company that focuses on delivering the highest quality products to all our customers.

We serve the entire United Arab Emirates, surrounding GCC countries and exclusive hotel resorts in the Maldives and Seychelles. Our portfolio includes Mini-Bar products, Bar Snacks, Fresh Olives, Gifts/ Amenities and personalized packed products. ."

WHAT DOES YOUR COMPANY OFFER THAT OTHER SUPPLIERS IN YOUR FIELD DO NOT? We offer a level of service that is not matched by anyone else in our field.

From start to finish and beyond we are there with our customers, advising on best products, mixtures, colours and design. Once service is up and running we have a highly dedicated team on hand to ensure that our orders are delivered fresh, on time, every time. We also monitor product performance and try to ensure that the product

chosen for each customer suits each customer.

WHAT IS THE MOST POPULAR PRODUCT THAT YOU SUPPLY TO THE INDUSTRY? There is no one product that is by far and away our best seller.

We do not only personalize finished products for our customers, but also what is packed for our customer is also personalised. Our nut mixtures are some of the best sellers but as we accommodate to each and every customer, many of our mixes are different. Therefore our best selling product is nuts, many many varieties of nuts.

WHAT GROWTH DO YOU ANTICIPATE TO SEE OVER THE COURSE OF THE YEAR? This whole region continues to expand at a fantastic rate and we believe we will expand as a result. We are also investing in our new project “The Gourmet Olive Market” which has already made a great start in the UAE. We have once again set ourselves an ambitious target, but with a dedicated team in place we have every confidence of achieving our goals.

Please feel free to contact us at any time for any personalised packing, bar mixes or olives you may require: info@pulsarfoodstuff.com

Personalised products. Professional service.

Pulsar Foodstuff Trading is the leading supplier of Minibar products and hotel snacks throughout the Middle East

Pulsar Foodstuff Trading PO Box 6852, Dubai UAE Phone: 04 8135503 Fax: 04 8135561 Email: info@pulsarfoodstuff.com Website: www.pulsarfoodstuff.com

APRIL 2015 HOTEL NEWS ME

77

MEET THE SUPPLIER

INFOSCAPE TECHNOLOGIES Ayesha Minty, hospitality sales consultant, Middle East & Africa, InfoScape Technologies discusses the companies latest innovations and product developments Can you provide a description of your company?

InfoScape Technologies was first established in 2008 and we aim to be the leading hospitality niche technology solutions provider in the region. We aim to make technology an asset for hotels and by doing so, enhance their guest experience, increasing profits, increasing staff efficiency and overall service. Our portfolio of products caters to multiple departments, including housekeeping, guest services, HR, laundry and security. We aim to be the partner of choice for the world's leading hotels by helping them create, build and maintain the most innovative, reliable and cost-effective technology solutions.

QUICK FACTS

OVER 400 PROPERTIES USING INFOSCAPE IN MENA REGION HIREVUE RESULTS IN 40% LESS INTERVIEW TIME & A 24% DECREASE RECRUITMENT COSTS OVER 4000 HOTELS WORLDWIDE USE HOTSOS FOR THEIR GUEST SERVICE MANAGEMENT How well did your company perform over the last year?

We exceeded expectations with a 25% overall growth.

What future growth do you anticipate to see?

With the growth of hospitality in the region as well as hotel opening announcements for 2015 we expect to grow between 25% to 30%.

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WHAT’S NEW?

Is there anything new we should know about your company?

We recently launched two new products into the market, including, HireVue a digital talent interaction/interview platform that allows clients to source, view, rate and share digital interviews. It is the latest technology in the recruitment arena. It lets candidates demonstrate their talents, share their stories, and answer your questions through digital interviews and the Digital Alchemy, which is hospitality CRM that drives revenue through internet marketing. From reservation confirmations to pre-stay marketing and Thank You Notes.

What products and services do you provide to the hospitality industry?

We provide a range of software applications, that are specific to different hotel departments including, OASYS, the leading human capital management Solution, a completer HR and Payroll system specifically for the hospitality industry, HotSOS used for facility management, REX, The first solution of its kind that streamlines the entire room assignment and clearing process and gets your guests into their rooms faster and SpaSoft, a spa management solution designed to meet the unique needs of the wellness and spa industry are just a few of the services in which we provide.

HIREVUE, A DIGITAL TALENT INTERACTION/ INTERVIEW PLATFORM DIGITAL ALCHEMY: IS A HOSPITALITY CRM THAT DRIVES REVENUE THROUGH INTERNET MARKETING

What does your company offer that others in your field do not?

Being specialised in the hospitality industry and working with leading chains in the region allows us to bring technology expertise to each client. Our range of products help every department in the hotel, in addition to a great offering of products, we provide a great service team to assist our clients and have a commitment to quality and go above and beyond to ensure our clients stay happy and gain the full value of our applications. Furthermore, many of our solutions are cloud based, which provides low cost of ownership, lesser capital cost and constant software updates and all our solutions integrate with all the leading hotel management systems including PMS’s.

SAVE THE DATE INTRODUCING

THE

WE ARE DELIGHTED TO INVITE YOU TO THE GM LEADERS CONFERENCE GM LEADERS CONFERENCE PRESENTED BY PRESENTED BY

BRINGING TOGETHER GMS FROM BRINGING TOGETHER GMS ACROSS THE REGION FOR A DAY OF WORKSHOPS, FROM ACROSSPANEL THEDISCUSSIONS REGION FOR AND DEBATE

A DAY OF WORKSHOPS, PANEL DISCUSSIONS AND DEBATE ON MONDAY 1ST JUNE 2015

GIVING DELEGATES A PRIME GIVING DELEGATES A PRIME OPPORTUNITY NETWORK OPPORTUNITY TOTO NETWORK AND DISCUSS THE LANDSCAPE OF THE EVER AND DISCUSS THE LANDSCAPE CHANGING INDUSTRY OF THE HOSPITALITY EVER CHANGING HOSPITALITY INDUSTRY RSVP BY 3RD MAY 2015

RSVP TO Mark Anthony Monzon mark@bncpublishing.net SPONSORSHIP OPPORTUNITIES Diarmuid O’Malley dom@bncpublishing.net

SPEAKING OPPORTUNITIES Sophia Soltani sophia@bncpublishing.net SPEAKING OPPORTUNITIES Sophia Soltani sophia@bncpublishing.net

LOOK FORWARD TO SEEING YOU THERE

REGISTER TO ATTEND Mark Anthony Monzon mark@bncpublishing.net

APRIL 2015 HOTEL NEWS ME 79 MARCH 2015 CATERING NEWS ME 1

LAST WORD

COMPETITION To be in with a chance of winning these basketweave 30cm x 41cm botanic coloured Hilewich place mats x 4 Style simply answer the question below:

‘Original Chilewich placemats are manufactured in the US but who distributes them in the UAE?’ Email your answers to hnmesocial@bncpublishing.net with the subject line ‘competition’.

Room with a view THIS MONTH’S ROOM WITH A VIEW GOES TO THE DISTINCTIVE TSCHUGGEN GRAND HOTEL IN AROSA SWITZERLAND

A hotel inspired by the majesty of its dramatic surrounds. Steps from Alpine skiing, Tschuggen Grand Hotel and its modish spa overlook the town of Arosa, Switzerland, which is set in the spectacular alpine surroundings of Arosa Switzerland, on an altitude of 1800 metres. The hotel provides the ideal venue for a relaxed vacation in gracious surroundings, and many of the 130 rooms and suites overlook the breathtaking mountain scenery of Arosa. The warm ambience is reflected in the personalised and discreet service that wins the hearts of travellers, whatever their provenance.

BIN EID EXECUTIVE SEARCH & SELECTION (Specialised in 5* Hotel Sector) General Manager Director of Operations HR Director

Training Manager Director of F&B Bar Manager Executive Chef

Laundry Manager Revenue Manager Sales Manager

Corporate Director of Finance Complex Director of Engineering Director of Sales & Marketing Complex Executive Housekeeper

Bin Eid is highly specialized in Senior Level Search & Placement of Hotel/Hospitality Industry Professionals.

Our clients include prominent 5 star hotels (international chains), 4 star deluxe properties and other hospitality and leisure industry establishments in UAE and other gulf countries.

We are now in the process of filling in the above positions for our clients in the UAE, GCC and other countries CV may be forwarded by email to M.D. Warrier indicating the present/expected salary

BIN EID EXECUTIVE SEARCH Specialised in 5* Hotel Sector PO Box 5455 Sharjah, United Arab Emirates Email: mdwarrier@bineid.com Tel: +971 6 5686144 Website: www.bineid.com

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The secret to a great night’s sleep

Silentnight UAE LLC has been in the UAE since 1978 manufacturing quality mattresses not only for the retail sector as the UK’s No.1 brand but also for the contract sector supplying quality mattresses and divan beds and accessories for all sections of the contract market.

Registered Office: Al Lttihad Street, P.O. Box 2604, Ajman - UAE Tel: (+971 6) 740 7264 / 740 7511 Fax: (+971 6) 740 8550 Email: info@silentnight.ae | Facebook: @SilentnightUAE.1978 Website: www.silentnight.ae

Silentnight is the UK’s largest bed manufacturer with over 60 years of excellence.

Voted one of the UK’s strongest brands by experts & consumers

For further information, please contact the following: MATTHEW GO CHRIS GOURDIE matthew.go@silentnight.ae chris.gourdie@silentnight.ae (+971) 55 6854 882

INTRODUCING AFRICA’S FIRST SUSTAINABLE HOTEL GROUP Verde Hotels Management Company is a pioneering thrivable hotel management company expanding their footprint in building, retrofitting and managing green hotels.

Thrivability is the leading edge of sustainability, meaning maximising the triple bottom line of people, profit and planet. Verde Hotels built and operate Africa’s Greenest Hotel just 400m from Cape Town International Airport.

WHY WOULD HOTEL OWNERS AND DEVELOPERS CHOOSE VERDE HOTELS TO MANAGE THEIR PROPERTIES? MANAGEMENT BASED ON SUSTAINABLE PRINCIPLES

INNOVATIVE WORLD-CLASS SUSTAINABLE DESIGN & TECHNOLOGIES

BUILDING GREEN HOTELS

HOTEL CARBON MANAGEMENT INITIATIVES

RETROFITTING EXISTING HOTELS

SOCIAL UPLIFTMENT, INVESTMENT IN STAFF & COMMUNITY DEVELOPMENT

Contact us to build, retrofit or operate your hotel with Verde Hotels using LEED criteria and join the movement towards the future of hospitality now. +27 (0)21 380 5500 info@verdehotels.co.za | www.verdehotels.co.za

AFRICA’S FIRST CARBON NEUTRAL

CO2

Our Flagship model: Hotel Verde 15 Michigan Street, Airport Industria, Cape Town 7490 ZA +27 (0)21 380 5500 l reservations@hotelverde.com l www.hotelverde.com 82

HOTEL NEWS ME APRIL 2015

HOTEL EXPERIENCE