Hotel News ME September 2015 by Hotel & Catering

THE professional perspective for the hospitality industry SEPTEMBER 2015 | WWW.HOTELNEWSME.COM

Top tips for navigating the risky hotel pre-opening phaseÂ

Hommage to a heavyweight

Hotel Show Highlights

Bar bosses speak out

Renowned hotelier Rudi Jagersbacher in his own words

What to look out for at this year's show

The fight for beverage driven revenue is on

眀眀眀⸀爀椀欀愀渀搀甀戀愀椀⸀挀漀洀

CONTENTS

hot topics 08 | NEWS round up a summary of regional and global news 26 | THE PANEL A group of procurement professionals discuss banking on a budget 84 | TAKE 10 qatari ambitions 94 | MEET THE EXPERTS Hospitality specialist views

features 32 | cover story top tips for navigatng the risky hotel preopening phase

78 | international best practise: an ecohotel with a difference in austria 74 | design the black lion gastro-pub

CONTENTS

108

20 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 Group Editor Melanie Mingas Melanie@bncpublishing.net Editor Sophia Soltani Sophia@bncpublishing.net

38 | chain focus millennium & copthorne hotels: profiling the hotel group's achievements and future goals

Marketing Executive Mark Anthony Monzon

c o n t ribu t o rs Gemma Greenwood The Factory Photography

46 | The hotel show previewing the show's 2015 highlights, news and key exhibitors

subscriptions@bncpublishing.net PO Box 502511 Dubai, United Arab Emirates P +971 4 4200 506 | F +971 4 4200 196

interviews 20 | rudi jagersbacher exclusively reveals the highs and lows of a 40 year plus career 88| brian rafferty discusses being a modern day engineer and keeping the cogs turning on every project

For all commercial enquiries related to Hotel News ME contact dom@bncpublishing.net T +971 50 55 97339 All rights reserved ÂŠ 2014. Opinions expressed are solely those of the contributors. Hotel News ME and all subsidiary publications in the MENA region are officially licensed exclusively to BNC Publishing in the MENA region by Hotel News ME. No part of this magazine may be reproduced or transmitted in any form or by any means without written permission of the publisher.

Printed by Raidy Emirates Printing Group LLC www.raidy.com

Making our mark Hotel News ME turns one, long may we reign and progress in

tandem with the burgeoning region As we celebrate a full year this month since the launch of Hotel News Middle East , taking a look back at all of our achievements over the past 12 months highlights how busy the whole team has been cementing our position within the market. From our series of roundtable events discussing current affairs in the industry, to partnering with key trade events such as HOTEC Middle East where we were exclusively invited to moderate a panel, and hosting the inaugural GM Leaders’ Conference with 150 general managers from across the region in attendance, and a key note speech from Marc Bennett, senior vice president, operations for DTCM. So really it is a no-brainer as to why we have been busy solidifying relationships with industry heavyweights and leaders marking our 12th issue with an exclusive interview with renowned hotelier Rudi Jagersbacher, president, Middle East and Africa for Hilton Worldwide, and an exclusive white paper on pre-opening strategies by The First Group. With the support of our readers and the industry, the course of the next 12 months hold promise to be just as jam packed, with our upcoming Executive Housekeepers’ Summit and The Procurement Conference plus more roundtables and exclusive interviews. Kicking off the action this month, we will be at The Hotel Show, from 28 to 30 September at the Dubai World Trade Centre. This year's show is set to welcome an

anticipated 19,000-plus visitors, and has also introduced, new for this year, The Design Theatre, where leading architects and designers will share their expert insights with hospitality professionals throughout the three-day event. On a secondary note, as it stands, Dubai’s tourism authorities are making no secret of seeking out new markets to attract tourists, with DTCM making inroads in the Far East, the region is set to welcome 6,000 members of the Chinese financial and insurance industry for the 2015 International Dragon Award (IDA) ceremony held at the Dubai World Trade Centre. DTCM also reported a 25% increase in Chinese visitors with overnight guest numbers in the first six months of the year hitting 241,000 guests, a 25% increase from the same time period last year. Leaving Dubai in good stead to hit its goal of welcoming 20 million visitors by 2020.

Sophia Soltani Editor

On Page 23 of The TFG Asset Management White Paper, the table should read “item types” and not “year of entry”. Hotel News ME apologises for the mistake and any confusion caused. 6

HOTEL NEWS ME SEPTEMBER 2015

this is baal

regional news

NEWS

WHO SAID THAT?

INSERT IMAGE 1

Istanbul, Turkey

"In addition to business interests, there is considerable demand for Iran as a new tourism destination, and we can see potential to grow in all sectors in the country, taking advantage of new financial incentives as well as the transformation of the image of Iran in global markets" Peter Blackburn, president and CEO, Cristal Group

Turkey hotel construction high of 12,968 pipeline Hotel construction in Turkey is at an all-time high with 75 projects totalling 12,968 new rooms in the pipeline. The Hotel Show 2015 commissioned the report from TOPHOTELPROJECTS on the back of a 70% increase in interest from Turkish manufacturers looking to exhibit at the 16th annual event this year, taking place at Dubai World Trade Centre. Turkey is now the 6th most visited country in the world with 41 million tourists in 2014, and its robust manufacturing industry, including leather and textiles attracts a significant amount of international business travel. In 2015, Starwood Hotels and Resorts opened a new Sheraton hotel in Samsun, a city famed for its manufacturing businesses as well as providing a major port to the Black Sea. Hilton is set to open two properties in Eskisehir, another Turkish business centre.

HOTEL NEWS ME SEPTEMBER 2015

The TOPHOTELPROJECTS report puts Turkey in 3rd place in the Middle East for hotel construction, behind only the UAE and Saudi Arabia. Caroline List, International sales manager at TOPHOTELPRO-

" Hotel construction is rife in Istanbul, which currently hosts over 800 properties and 50,000 rooms" JECTS commented: “Turkey has emerged as a leading tourist destination with a massive growth in hotel construction. Trends we have witnessed for the Turkish market include recreational complexes, which can also be used for day trips, as

well as hotels with spa facilities. Hotel construction is rife in Istanbul, which currently hosts over 800 properties and 50,000 rooms, but there is a clear move towards the regional cities popular for manufacturing companies including Samsun, Eskisehir, Ankara, and Izmir.” “The increase in representation of local Turkish manufacturers looking to showcase their products to hoteliers and target distributers in Dubai is interesting and could be encouraged by buoyant hotel construction in that country,” said Christine Davidson, group event director of the dmg events hospitality portfolio including The Hotel Show. “It is clear that these suppliers have their eye firmly on expansion and increasing exports and we are delighted to have such a strong contingency at the show this year.”

GO FIGURE

4.8% rise in occupancy levels in Sharm El Sheikh for the month of June contributing to an ADR of

$38.61 and Resulting in RevPAR growth

11.2%

(sourcE: HOTSTATS) HOTSTATS

6.1% Riyadh hotel performance decline, taking occupancy to 59.1%

regional news

Eng. Mohamed Mubarak Al Mazrouei, CEO, Abu Dhabi Airports, commenting on the 1 August announcement that Abu Dhabi International Airport had passed the 2 million passenger mark within a single month on 31 July, signalling a new era in the airport’s journey. To celebrate this new record, Abu Dhabi Airports identified its two millionth passenger Saeed Ali Al Suraidi, who arrived on the Friday 8:00 pm from Cairo on Etihad Airways and presented him with a commemorative gift from Abu Dhabi Airports and a greeting from Eng. Mazrouei.

WHO SAID THAT?

INSERT IMAGE 2

GO FIGURE

96.5%

"This milestone is a significant one for the airport and for the different teams that work hard to deliver seamless services to millions "

“More invest-

drop in GOPPAR to

ment from Saudi

$1.11 as hotels in the

Arabia and the

UAE suffered a decline in

United Arab

profitability for

Emirates has

the month of June

resulted in the

(SOURCE: HOTSTATS)

IMF upgrading its forecasts for Egypt for 2015 and 2016, with GDP growth forecasts raised to 4% and 4.4%.” Ayman Sami, head of Egypt office, JLL MENA

0.9% 4- and 5-star hotels in Dubai suffered the effects of falling demand in June with occupancy levels falling 9.0 points to 68.4% (SOURCE: HOTSTATS)

Foodex SAudi 2015

$60bn

...the value of annual food consumption in Saudi Arabia The annual value of food consumption in Saudi Arabia has been valued at $60bn, according to figures from the Central Department of Statistics, quoted by Reed Sunaidi Exhibitions in the run up to Foodex Saudi 2015. The Saudi Arabian market represents more than 64% of the total gulf market volume, and represents the highest rise of purchasing power of most of its consumers. Foodex Saudi 2015 contributes to spreading food consumption culture according to health and economic standards through participation of food experts and local and international chefs through the seminars held during the exhibition. The third edition of the event will be held from 17 – 20 November 2015 at Jeddah Centre For Forums And Events.

RIKAN RETURNS TO SUPPORT GM LEADERS' CONFERENCE 2016 Rikan will return as lead sponsor of the GM Leaders' Conference 2016. Having witnessed the tremendous response to the inaugural edition of Hotel News ME’s GM Leaders' Conference, on 1 June, top sponsor Rikan has signed up to retain its leading role for the second edition, scheduled for June 2016. Over 150 general managers from across the emirates came together at the Four Seasons Resort Dubai, in Jumeirah Beach, for the first conference, which featured some of the Middle East’s leading professionals, including experts from the tourism and hospitality sector, sharing their expert analysis and views at the half-day conference. Rikan has always been in the forefront in events which bring 10

HOTEL NEWS ME SEPTEMBER 2015

the industry leaders together so it has retained its role as the sole sponsor for this year too. Speaking about the sponsorship, Riaz Khimani, Rikan MD, said: “We were confident Hotel News ME would deliver a good conference, but were very impressed by the guest profile at the last event and the fact that they all were very happy that as always, Rikan was in the forefront in bringing great minds together. “It is this feedback and the interesting and informative discussions at the event which makes our support of the 2016 event vital. “For 2016 we will have some tremendous new innovations to share with the conference delegates and we look forward to a lively and information event.”

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regional news

"The GCC market contributes 2.9% to tourism arrivals in The Maldives, up 14.7% YoY. In 2014 the Maldives received a total of 37,201 tourists from the Middle East equivalent to a 16% increase compared to 2013. Saudi Arabia remains a priority for us bringing 12,405 visitors in 2014 and the UAE with 7,007 visitors, followed by Kuwait with 5,248 visitors. Other Middle Eastern countries are accountable for 10,591 visitors" Ibrahim Asim, director of MMPRC

Go figure

49% vs. 51% business vs. leisure guests are almost equal according to a two year study conducted by SweetBeam

Mövenpick opens first property in Riyadh The new Mövenpick Hotel Riyadh is officially open, marking the debut of the Mövenpick Hotels & Resorts brand in Saudi Arabia’s capital city and the chain’s 10th hotel in the kingdom. The 5-star property, in the business district on King Fahad Road opposite the Ministry of Interior, is the result of a $213.2m investment and features 438 luxury rooms and suites. To mark the opening, a highprofile celebration took place at the property under the patronage of HRH Prince Faisal Bin Bandar Bin Abdulaziz Al Saud, the Governor of Riyadh, which was attended by many of the city’s prominent business leaders. “We are thrilled to be opening the first Mövenpick hotel in Saudi’s vibrant capital, which also marks another major milestone as our 10th property in the kingdom,” said Andreas Mattmüller, chief operating offficer, Mövenpick Hotels & Re-

HOTEL NEWS ME SEPTEMBER 2015

sorts, Middle East and Asia. “We have always felt a strong connection with the Riyadh community and are delighted now to have the opportunity to welcome guests to our fantastic new property, offering them our warm hospitality and a host of modern facilities, from the spectacular ballroom to signature dining experiences.” The hotel’s F&B inventory includes Acacia by Pierre Gagnaire, the highly acclaimed French Michelinstarred chef; Naya serving Modern Lebanese cuisine; authentic Indian restaurant Anardana; and all-day dining outlet Horizon. For a drink or light snack, the Rotunda lobby lounge (pictured) is expected to fast gain local notoriety. Fully sharia, the hotel also caters to female guests, teaming up with famous beautician Joelle Mardini to create its all-female Aurora Spa by Joelle. Additional property features include the Rio Health Club with

modern fitness equipment, massage rooms, sauna, ice room and pool; 12 meeting venues including a 1,200-square-metre Grand Ballroom; and a Kids Club. “There will always be something new, lively and interesting happening at Mövenpick Hotel Riyadh,” said GM Philippe Bonnot. “The property is destined to become a local landmark.” Mohamed Bin Dawood, the CEO of Manafea Holding Co., which owns Mövenpick Hotel Riyadh, said: “Together we have created a distinctive hotel that will mark a new era for Riyadh, introducing a new style of hospitality and service the local market will highly appreciate.” Mövenpick Hotel Riyadh’s debut marks another step towards Mövenpick Hotels & Resorts achieving its goal to operate at least 15 properties across Saudi Arabia by 2020. This latest hotel opening boosts the hospitality firm’s inventory to 3,894 rooms kingdom wide.

regional news

Cristal Group eyes Iran UAE-based hotel group The Cristal Group is to capitalise on Iran’s ambition to increase visitor numbers fivefold, through the development of business and leisure hotels. There has already been a huge influx of business traffic in to Iran which has underlined the lack of accommodation in the capital Tehran that has an estimated 100 hotels, many of which are in need of renovation. “There has already been talk of an investment of $185bn in oil and gas projects, as well as further development of the country’s metals and automotive industries, while general trade is certain to rise which will give a tremendous boost to the region, and Dubai as a major hub,” said Peter Blackburn, president and CEO of the Cristal Group

“Iran is set to become one of the region’s most lucrative hotel development markets," he added. The group already operates hotels in Iraq, Lebanon and the UAE, with further properties under development and negotiation in Saudi Arabia, Kurdistan and Turkey, and Blackburn said Iran would be a natural fit in the group’s growing portfolio. “Hospitality has moved on in recent years and international travellers expect certain levels of service, product and communications which are currently lacking in Iran,” said Blackburn. “Importing the services of experienced hotel operators who have a knowledge of the region will enable Iran’s hotel sector to up its game in the short-term – and this is where we see a role for Cristal Hotels."

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REgional news

DUKES OCEANA 80% SOLD A total of 80% of the rooms at the Dukes Oceana property have been sold within four months of their launch, according to a report by Asteco. The property is developed by Seven Tides, whose portfolio also includes Anatara The Palm and Movenpick Ibn Battuta Gate. The Palm Jumeirah property will be the first international property for the Dukes Collection brand, whose flagship hotel Dukes London is a popular destination for GCC travellers. Dukes Oceana, Dubai’s 5-star luxury hotel and adjacent hotel apartments are undergoing interior fit-out ahead of handover in Q1 2016. Targeted at the regional and international investment community, Seven Tides is guaranteeing a return on investment (ROI) of 10% net per annum for the first five years, with remaining unit prices ranging from AED 1.8 to AED 2.7 million. “We have seen tremendous uptake for our inventory of studio and one-bedroom

“The average family will spend between AED 550 and AED 650 per room, per night on food, beverages, spa and other hotel facilities” SweetBeam CEO, Troy Simoni, reveals the likely revenue increase due to the expected surge in family visitors to Dubai in the run up to 2020. The data is the result of a recent study by the firm which concluded more families are visiting Dubai and spending more.

HOTEL NEWS ME SEPTEMBER 2015

units, with 80% sold in the four months since the launch, which validates our decision to appoint Asteco, with its unrivalled network of contacts and decades’ of market expertise, as sole agent,” said Abdulla bin Sulayem, CEO, Seven Tides. Unit prices start from AED 2.5 million with footprints ranging from 1,158 up to 9,500 square feet and the adjacent hotel facilities include a 4,000-square foot gym, 110,000-square feet of temperature controlled lagoon pools, six world-class dining and entertainment venues, signature Anantara Spa and a private stretch of white sandy beach. Bin Sulayem added: “We have not one but two high-end opportunities on Palm Jumeirah, with a focus on the remaining 45 Dukes Oceana hotel apartments and both the North and South Residences at Anantara Residences offering benefits for switched-on investors."

DOWNTOWN DESIGN PREPARES FOR OPENING Downtown Design, part of Dubai Design Week, will take place at the Dubai Design District (d3) from October 27. Curated from a long list of applicants, the exhibiting brands ensure a mix that covers a wide breadth of product categories – from lighting and furniture to kitchens and bathrooms – 70% of which will appear for the first time as exhibitors, with many never before seen in the region. Of this year’s brands, 13 exhibitors are returning, including Bohemian lighting brand Lasvit from Czech Reuplic, Dubai’s Nakkash Gallery and climate controlled cellar environments from Canadian Vin de Garde.

140 exhibitors will participate in the 13th Edition of MENOPE, the region’s niche organic and natural products expo, to be held in November at Dubai International Convention and Exhibition centre

The 13th edition of MENOPE (the Middle East Natural and Organic Products Expo), will open November 2015 at the Dubai International Convention and Exhibition Centre (DICEC) with over 140 exhibitors. MENOPE 2015 also will hold on the sidelines the First Emirates International Conference on Organic Agriculture and Sustainable Products for two days – a first-of-its-kind knowledge forum where experts will present papers and discuss critical issues concerning organic agriculture and sustainability. It will also feature a dedicated section for natural/organic healthcare and cosmetics.

WORLD news

SHANGRI-LA MAURITIUS TO OPEN NOV 1

74.8%

The countdown to the unveiling of Shangri-La’s Le Touessrok Resort and Spa, Mauritius on 1 November is underway, with the extensive six-month renovation of the legendary Le Touessrok nearly complete and pop-up events being held in London, Paris and Dubai in late September and early October set to showcase the resort’s experiential offerings and provide a taste of paradise with Mauritian musicians, artists and flavours flown in

GO FIGURE

for the occasion. Located on the east coast of Mauritius in the Trou d’Eau Douce Bay, the 200-room Shangri-La’s Le Touessrok Resort offers Indian Ocean views from all guestrooms, suites and villas; talcum-white sand beaches; and Ilot Mangénie, a secluded private island reserved exclusively for guests that features 3.5 kilometres of beach, a stylish beach club and on-island butlers.

Total average ocupancy across American, July 2015, up 2.2% with a 5.8% increase in average daily rate to $124.78 and an 8.2% increase in RevPAR to $93.37

4.7% occupancy increase in Panama to 50.3%, but decreases in ADR by -6.2% to PAB99.33 and RevPAR by -1.8% to PAB50.00

Taking a stand

226

...Culinary Union members in Las Vegas held a protest outside Trump International last month They say the hotel, owned by Republican presidential candidate Donald Trump, has blocked unionisation efforts there, and they also want to speak out for the rights of immmigrant workers. The Las Vegas property is one of 12 luxury properties operated by Trump International across the Americas. Trump has also been vocal on his beliefs about minimum wage , stating that he will not support a rise in higher minimum wage for American workers as such a move would hurt the nation's economic competitiveness. Trump has rallied GOP supporters with a hard-line stance against illegal immigration.

BANYAN TREE TO OPEN CASSIA IN THAILAND, OCTOBER 2015 Banyan Tree Hotels and Resorts is to unveil its first stylish hotel residence in Thailand in October 2015, under a new hospitality concept combining hotel and serviced apartments, Banyan Tree’s newest brand, Cassia. Cassia features cutting-edge design, colourful street art and customised living and dining options. Opening within the Group’s integrated beach resort of Laguna Phuket, Cassia Phuket has been designed for families, friends and couples seeking the freedom to create their own space, craft their own holiday and immerse themselves in the local culture and environment.

HOTEL NEWS ME SEPTEMBER 2015

Cassia Phuket brings a fresh approach to hospitality with 221 stylish residences complemented by a special opening offer that can be tailored to the specific needs of guests looking to ‘Live, Laugh and Love their way’. Banyan Tree says Cassia Phuket will offer a new and unique way to explore destinations, reconnect with family or make new friends during extended stays. Cassia Phuket is a 20 minute drive from Phuket International Airport. To celebrate the opening, Cassia Phuket is offering a special opening package for stays from 21 October 2015.

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face to face

LIFE IN THE

FAST LANE

Charming industry heavy weight, Rudi Jagersbacher, president, Middle East and Africa, Hilton Worldwide talks exclusively to Sophia Soltani about the compelling ups and downs of a 40-year plus career, coming from a small town in Austria and making it big as the regional president for one of the worldâ&#x20AC;&#x2122;s most prestigious hotel groups

HOTEL NEWS ME SEPTEMBER 2015

t is extremely likely that you have heard about Rudi Jagersbacher, president, Middle East and Africa, Hilton Worldwide; the larger than life Austrian hotelier with a quick wit and charismatic charm. Having begun his career in the hospitality industry over 40 years ago, he has more than earned his title as somewhat of an industry heavyweight; from being a leader in the industry to building strong roots in the MEA region, both on a personal level and on brand development goals for Hilton Worldwide. Having joined Hilton Worldwide back in 1974 as a corporate trainee, to then moving on to become the youngest general manager to date of Hilton Park Lane, Jagersbacher remains as humble as ever despite his remarkable achievements within the industry, as he explains: “I came from Innsbruck, a small Austrian town in the mountains to work in London back in 1976, I didn’t speak English too well at all, even native Germans couldn’t really understand me with such a thick accent! “At the time of my studies, every student wanted to go to London to work, and so I started applying and that is when I got accepted for a corporate trainee position with the London Hilton. I lasted for about two years in that role, going through the different departments working on several projects which was real hard work. For example I had to learn about stewarding, not the easiest of tasks.”

Becoming a leader: Moving on from his role as corporate trainee, Jagersbacher successively progressed into senior management roles within the likes of the Savoy and Claridges London. He recalls: “When I look back and I remember perhaps 50 of us beginning that role [corporate trainee] and by the end of it only five or six had lasted, I knew I was in it for the long haul. “I then met my future wife, who was just finishing her last year at Trinity College in Dublin and I remember the coming years so clearly, not just for work purposes but personal ones too, I also most probably remember it because Elvis Presley died in 1977.” He then moved to Munich as a food manager controller, before an assignment to Luzuto, Africa to open a new property in 1979. Despite expectations of “exotic animals and an experience of the African dream”, that wasn’t what greeted him. “In the middle of this town we built a hotel and at the time my wife was pregnant and frustrated at my work commitments, so one day she turned around to me and said: ‘Enough is enough, we are going back home.’ Then I had to ask myself,’ where was home for me? “Knowing the only place I classed as home was Austria we tried to make a go of it there and it really just didn’t work. We had some family businesses and I tried working there for a while but there was so much family politics I ran away from that deciding it wasn’t for me!” The next stop was a job at the Savoy in London as assistant manager, where Jagersbacher remained for the next four years. He remembers: “I really have to express the great times that I had there, that was my first big step on the ladder which then led me to my next move onto work for Claridges London as assistant GM.”

The next big step: After his brief departure from his initial role with Hilton, Jagersbacher was inclined to return to the company when they put up an offer he couldn’t refuse: opening GM of the Langham Hotel,

London and the youngest GM, at the age of 37. Little did he know, the position would essentially shape the direction of his career for the next 40 years. “We had an exceptional launch where we created great concepts and I could see progress in front of my very eyes, which gave me the further drive to progress in my career. I was there for a good few years and then I was promoted to work in Park Lane, London Hilton where I became the youngest ever GM at the age of 37.” Having begun his career so early on, Jagersbacher learnt tactile yet simple methods to engage his staff by emphasising the need for equality through understanding, and the importance of making time for all staff members from board level to senior management. He explains: “The one thing that I will always remember having first joined Park Lane, was to acknowledge all of the people that still held their current positions as back of house staff, be it bar manager, housekeeper or the dishwasher. So I invited them all to have a big lunch with me to meet and greet everyone and the first thing which I implemented was the introduction of first name culture, I eliminated the whole title game. “This meant everybody could call me Rudi and this practice was one of the most important game changers in succeeding to bring everyone closer together as a team to be approachable and personable. This is something I have carried with me throughout my whole career and realised the importance of back in London.”

Things you didn’t know about Rudi Jagersbacher: •

He is a watch collector owning approximately 20 watches with the oldest piece dating back to the 1920s, but his favorite watches belong to the Patek Philippe variety

•

One of his collectable watches is one of only 50 pieces made belonging to the Tag Heuer range

•

His first salary as a corporate trainee in 1974 was $28 a week which was then bumped up to $40 a week a year later

•

He has always felt the need to be connected to Austria and hates being called ‘a foreigner in his own country’

•

He has been honoured by the Austrian government with an Goldenes Verdienstzeichen, one of the fifteen classes of national honours for services to the Republic for his services to hospitality

•

He is an avid fisherman

•

A keen sommelier, he owns approximately 700 collectable bottles

•

He has the need for speed with his love of fast cars and bikes

SEPTEMBER 2015 HOTEL NEWS ME

face to face

“As a leader you need to make sure that you become the innovator, that you are the one who is giving the inspiration and drive, you are now the creator to lead a team who will work with you and not against you” It was this seminal position Jagersbacher reflects on with favour, but not all the memories are so romantic: seven day weeks and 24 hour days were the standard and he clocked up two years of service at a frenetic pace. For Jagersbacher success comes at a price; often a large one, but one he is willing to pay all the same. Crediting charisma, a little luck and a lot of hard of work, in one breath he candidly admits his level of dedication, but in the next he affirms the role was the making of his career. “Without that I would probably own a small hotel in the middle of Austria with a big belly and be oblivious to the rest of the world.” He adds: "This is always going to be one of the downsides of our industry, because as passionate and as devoted as you may be, the more pain you will suffer privately.”

How would your employees describe you? “In complete honesty I asked around before we had this interview and I wrote it all down, when asked I was told that they admired the open door policy, that I am easy to speak with and work with, they like me being approachable, challenging the status quo but doing it in a respectful manner and that I am results driven. But on a self-critical level, I am not always nice about how I want results to be achieved because being a visionary leader is hard; we need everyone to work to the same level and expectations. When my senior leaders travel around the globe they need to be mindful that they reflect the brand and their management. I often get too involved sometimes, which I imagine could perhaps really bother my staff!”

HOTEL NEWS ME SEPTEMBER 2015

Time to grow: Having held several management roles in high-end hotels, Jagersbacher is an authority when it comes to leadership and career management, but he sees a paradox between the ability to be successful at the GM level and the ability to sustain that success to a regional level. During his own career transitions, education was key, attending Cornell University and the London School of Business to graduate from thinking about the single unit to a unit management mindset, a tactic central to his role. The next most vital element Jagersbacher names is the support of the employing hotel company. “If you are a really great host as a general manager then you become solid within this unit and become a leader in your own field, however this can also become a hindrance, as the likelihood of you being successful on a regional level becomes very unlikely.” He elaborates: “There are still two colleagues of mine who have been with Hilton for over 30 years and are now successful leaders in other areas, and we all went on to do further education to ensure we walked away from the daily drive of ‘is the breakfast good’ ‘is the housekeeping up to par’ to a job where you need to think and analyse situations and outcomes as opposed to managing a hotel by walking around and seeing the problems. “As a leader you need to make sure that you become the innovator, that you are the one who is giving the inspiration and drive, you are now the creator to lead a team who will work with you and not against you.” And with team satisfaction a top priority, he continues: “You have to go around and motivate your people and so my motto is really simple, I have an open door policy. This has created a lot of good will within my teams and with job titles aside the values of being human stand strong.”

A people person: From strengthening his position in the industry, Jagersbacher quickly learnt that he had the knack for scouting out talent and classes this as one of his greatest achievements throughout the history of his career. His process is simple, even if a little unorthodox; identify people with extraordinary qualities, allow and nourish them to grow within the company, and then invite them to the ski club in order to lead by example. “We have something for our staff and colleagues called the Hilton Ski Club and these are people with whom I have worked with for years, seen them grow and prosper, and we go skiing for three days every year and talk about the old times before heading back to our day jobs. It is so important that I maintain these relationships because I have been put in a position as leader, and so I have to lead by example.” But his career has not always been so straight forward. Jagersbacher faced his fair share of challenges over the course of 40 years, but is adamant that he will learn from them, from a lack of guidance in his early career to the

prejudice faced by hospitality workforces. “People thought that going into the hospitality game meant being a toilet cleaner or a waiter, and I was regularly asked: ‘So what does a waiter actually do?’ Despite not being a waiter. So this highlights the perception of the industry at the time I was working on joining. It didn’t have a great name on-top of long hours and a poor salary people thought that I had chosen to work in this sector because I couldn’t find another job, irrespective of the fact that I had gone to hotel school and studied, people’s perceptions remained stubborn. He adds: “Another big challenge for me was getting to grips with the internal politics of a large brand, coming from a small town in Austria I had no idea about large scale businesses and their day-to-day functionalities. I had to go through this cultural aspect of transitioning from 600 people in my town to finding a way to stand out from the crowd and get recognised.”

The MEA mark: It was in January 2011 when Jagersbacher was appointed as the president for the MEA region where he has relentlessly grown Hilton Worldwide’s presence in various areas of the Middle East and Africa, he explains how he manages to keep the brands competitive in a marketplace particularly flooded with upscale properties: “We have been in the Middle East for 60 years and we have always been entrepreneurial in sourcing new markets to land our hotels in. We have a lot of resources and experience in the Middle East and Africa regions but initially we only had the Hilton brand, so we could only offer Hilton.” Today, that is far from the case. Over the course of 60 years, the company has developed 12 brands in line with the MEA region’s developmental structure, predominantly echoing aviation trends and new airport developments to guarantee heads in beds. The next consideration is the economic viability of each Hilton product in the region’s wildly varying territories. The announcement of Hampton by Hilton and Hilton Garden Inn properties was perfectly aligned with the continued effort to broaden tourism offerings, across the GCC at least, and contribute towards the maturation of the market, through the introduction and development of a solid and robust mid-market sector. It also suited Hilton’s responsive business model, to embark on projects which are capital light and attractive to a new guest profile, as well exploring new markets including Morocco, Doha and Egypt where three new properties will open this year. Jagersbacher says: “Take Dubai as an example, as the region is growing and trying to attract 20 million visitors we needed to make room for a different type of offering with our mid-scale brands and collection brands. It can take up to three years to build a hotel and figure out local legislation, so we were circled the area [Egypt] back in 2011, putting into perspective our analysis that by 2015 the economy would pique interest again.” SEPTEMBER 2015 HOTEL NEWS ME

face to face

“I had to go through this cultural aspect of transitioning from 600 people in my town to finding a way to stand out from the crowd and get recognised” Growth Markets: Hilton Worldwide takes the number one spot for upcoming hotel openings, and shows no signs of slowing down with 90 hotels under construction, which will soon join a portfolio of 70 operating properties. On average, for the next five years Hilton will open a new hotel every month, across the MEA region. To put the numbers into perspective, Jagersbacher and his team sign up to 25 new hotels each year, to maintain a continual pipeline. By the time the current batch of 90 new hotels is operating, there will be another 90 signed up and under development. “Saudi Arabia is a key focal area for us and we are building 6,000 rooms there but this wasn’t a decision that we recently made as we decided a few years back that it would be the right time to enter the religious market, it is huge business.” There is more to the science than simply reaching a point of critical mass. Responding to the hyper-local economic situations of each city with a Hilton chain hotel, Jagersbacher says the knack is to create a cross-portfolio mix of brands to capture a cross section of guest profiles, rather than – figuratively – placing all the eggs in one basket. It’s an approach investors also warm towards, creating more opportunities for revenue generation.

Industry insight:

If I weren’t an hotelier, I would be: “What I really wanted to do when I was younger was be around cars. I always had cars and mopeds, racing go-karts and fixing bikes, I love speed. My character has always been quite competitive and I am always busy trying to win in both sports and work alike. Ultimately I can admit that I probably wouldn’t have been a successful racing driver but that is something I would have loved to have been.”

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With trends disappearing as quickly as they emerged, Jagersbacher has a keen eye on the industry at all times. Over the last four decades the game of hospitality has changed frequently and drastically and from where he sits today Jagersbacher predicts it will be technology that will define and change the industry over the course of the next 12 months. In response to the trend, Hilton is investing “millions annually” to keep ahead of the curve, as more than one million guests now check in and book online. Hilton International has also developed an app, from which guests can choose their room and confirm the room number, speeding up the check-in process and allowing the guest to feel in control of their experience.

What annoys you about the industry? “Our industry isn’t aligned because everyone is opening new hotels they instantly lower their prices with pre-opening rates and so they end up swimming in the wrong lane. For example, if I have a luxury hotel I should be swimming in the luxury lane, everybody drops their rates when they shouldn’t do. From an owner’s perspective this isn’t fair, midscale brands need to stay in their mid-market lane with correct room rates which shouldn’t be on the same level as the luxury properties we are not confident enough in our industry and we aren’t secure enough in our products which causes significant rate issues.”

“There is the new craze about the Gen Y traveller who needs accessible Internet connections and the facility to do things at the touch of a button. If we were to make a show about back to the future now then we would see everyone sitting on their iPads and iPhones and experiencing the world through a virtual hub.”

Becoming the president: Despite his colossal title and responsibilities, behind the corporate jargon Jagersbacher’s inspiration is his grandfather, who founded a newspaper in Austria when Jagersbacher was a child. Recalling the sight of his grandfather writing and operating the printing machines in the family’s home, today Jagersbacher draws on the same passion to fuel his own professional success. “He created his own work of art because he was a real journalist at heart. I always admired how he created a business out of nothing all on his own, he wasn’t in it for the money, which was a good job because he hardly made any anyway. But to him, he did something worthwhile that he loved doing. He didn’t get many physical or notable rewards by other people’s standards but he had a purpose and definition to his life.” He adds: “Secondly Conrad Hilton has always been a big part of my drive here at Hilton, the man himself built his empire from solid, hard graft and generated his own monopoly. Because of my origins and hometown, when I started my career I had led a somewhat sheltered life with very little life experience so when I read about Hilton, the man himself, and understood his success I would think how much I wanted to be like him, to be a great leader. “I wanted to follow on from his principals and the ethos of ‘never worry about the next job always think about the job after’, and for such a long time this drove me crazy as to what I needed to do to be two steps ahead like Conrad Hilton always was.” SEPTEMBER 2015 HOTEL NEWS ME

The experts

the panel

Joseph Ghosn,

area procurement director, Middle East and Sub Saharan Africa, Rezidor Hotel Group

Binesh Poulose,

purchasing manager, Millennium Plaza Hotel Dubai

Muhammed Shan,

area materials manager, TIME Hotels

Raji Hashwah,

director of finance, Amwaj Rotana, Dubai

Pulling on the purse strings

Mohammed Kapital Al Bastaki, vice president supply

chain and logistics, Jumeirah Group

This month Hotel News ME spoke to a group of procurement professionals to find out what steps should be taken from suppliers to secure business; the fundamental factors which go into budgeting; and if large scale regional events are set to change purchasing practices 26

HOTEL NEWS ME SEPTEMBER 2015

Given the number of large-scale events being planned in the Gulf, such as Expo 2020 and FIFA World Cup 2022, it’s almost certain that we are going to see extensive growth in the region’s hospitality sector. How do you predict manufacturers and service providers will capitalise on this surge, and ensure their share of this market? Shan: Major large-scale events will have numerous positive impacts on the economy, especially within the hospitality industry. For example, with the Expo alone DTCM has forecast that Dubai will receive over 25 million visitors per annum by 2020 and is planning to increase hotel room inventory by 40,000 to meet with that forecast demand growth. Put into perspective, this is more than double the existing hotel inventory. This means that numerous hotel projects will need to be developed and existing hotels will need to expand their portfolio to meet the demand, so I believe fixtures and interior design companies will also benefit during this period as new projects are planned and renovation jobs are scheduled. Suppliers who offer solutions to assist with reducing the energy and water consumption of a property will cash in on this market as more guests insist hotel brands adopt sustainable policies. Hoteliers are now being kinder to the environment and keeping eco-conscious guests happy. Al Bastaki: Manufacturers and service providers should be transparent and use a sustainable approach to give them the competitive edge which will make them the supplier of choice. With increased demands to deliver value for money, competition among suppliers is an important factor being used by buyers. Taking time out to understand and review the requirements during tenders is also fundamental as this enables a concise and complete tender response to be submitted. The end result should be an economically advantageous tender. Hashwah: The best potential they have is to identify where the trends will shift well in advance and to be the first to offer products that are essentially groundbreaking. Should they be at the forefront, they will be sure to surpass their competitors in the market. Ghosn: Events such as Expo 2020 and FIFA World Cup will represent an excellent growth opportunity for the region. The Expo is also expected to create more than 100,000 jobs, and most of these jobs will be in the hospitality, retail, transportation, banking and real estate sectors. The market is becoming increasingly discerning and service providers who want to capitalise on the opportunity must improve their value proposition. The focus is no longer purely cost driven, manufacturers and service providers must now focus on factors such as sustainability, customer experience and the ability to adapt to enhanced business models. Poulose: Dubai is certainly looking forward to hosting huge international events in the near future. With an estimated growth of 85,000 rooms to Dubai’s inventory by 2020 and 50,000 rooms being added to the hotel inventory of Qatar, the manufacturing industry in the Middle East is now required to drastically expand. The hospitality industry offers substantial grounds for high returns on investments and Dubai will experience a significantly positive impact on all related

industries such as construction, engineering and transportation and all hospitality products. Manufacturers and service providers can capitalise on this surge by increasing their offerings and enhancing their service quality. In light of the progress expected in the market, do you think this will result in some radical changes in established procurement practices, or is it going to be just business as usual? Poulose: With the tremendous rise in demand, the market will inevitably turn much more competitive. Procurement practices will be looked into and strengthened to be more combative. The number of hotel suppliers will increase in the market with an increase in products. Procurement practices will have to be improved to make the process smooth and easy. The more streamlined the practices are, the more efficient the process is. Hashwah: There will be a shift in procurement practices for sure. For instance, we are already seeing the process going online and gone are the days of printed catalogues. Consumers are not only able to view product catalogues online, the option to purchase online has also increased. Order and payment processes are therefore, much faster than before. Shan: Procurement teams will need to consolidate their requirements from their respective properties and source certain supplies from global distributors to ensure timely and cost effective deliveries. On the supplier side of things, I think that as the market grows, some suppliers will inevitably begin to specialise rather than continue to generalise. Ghosn: Procurement practices change every year, and I believe companies need to be more efficient and transparent in their sourcing and move more towards the method of E-sourcing to replace the traditional procurement process. I expect to see an increase in centralised procurement and partnering with multinational companies. There will be greater focus on sustainability and the drive to reduce our carbon footprint is becoming even more critical. I think we will see an increasing number of organisations implementing more transparent processes for assessing vendor’s capabilities and credentials. Al Bastaki: We may not see radical changes but instead we may see procurement departments maturing as they develop different contracting models in line with the changing market conditions. Due to rising demand, increased emphasis will be given to the sources which are available locally, this reduces the lead time, carbon footprint and

“The market is becoming increasingly discerning and service providers who want to capitalise on regional events must improve their value proposition”

the panel

cost. This also provides an opportunity for manufacturers across the globe to consider establishing themselves in this lucrative market with the engagement of local entrepreneurs. What are some of the ways in which purchasing processes can be made more efficient, given that the number of hotels in the region is going to drastically increase over the next few years? Ghosn: For purchasing processes to be more efficient certain actions and steps should be considered going forward. One of them is being well organised by defining a yearly purchasing calendar well in advance. Companies should encourage the use of standard pre-set tender documents taking into consideration products, services requirements and specifications. The purchasing process should assess supply capability and sustainability compliance and it should be fair and open. An E-sourcing tool, which links the above procurement processes, will enable efficient and transparent purchasing practice. Poulose: Hotels definitely need to strategise the purchasing processes in a market where suppliers will also operate with cutthroat strategies. Regional and centralised company contracts can add to the efficiency of the process. Al Bastaki: The system can be made more efficient by moving away from traditional manual tender processes and towards electronic procurement. Enhanced technology will reduce time to market and provide options for one central repository. Additional benefits include easier communications internally and externally, provision of live benchmark data for modeling and clear historic audit trails. This will assist with the continued improvement of interactions for procurement and help to achieve a vision of world class purchasing in hotels. Hashwah: If suppliers are able to accurately gauge stock levels and constantly monitor buying patterns and demands in line with the growth of hotel numbers, this will significantly make purchase processes more efficient, especially for products that need to be shipped from abroad. Shan: Purchasing premium materials from a quality source will decrease waste and result in an overall reduction in costs; in addition, you will also have products that run at a higher efficiency, which leads to higher overall guest satisfaction. What are some of the challenges facing procurement processes in the region right now, and how do you propose we overcome them? Ghosn: One of the major challenges facing us today is sustainability. At Rezidor we are always working towards reducing our carbon footprint. We are aware that some of the suppliers in the market today are considered high-risk, and they are not compliant with our green initiatives, 28

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especially overseas suppliers where we don’t have access to their facilities and procedures. Therefore it’s good to have a transparent supplier selection process taking into consideration supplier sustainability initiatives and the ability to deliver. Shan: Cutting costs in the F&B department has become a hard manoeuvre for procurement professionals, especially if alternatives are not of sufficient quality. We try and source our produce locally to save on cost and to ensure the ingredients we serve our guests are as fresh as can be. Al Bastaki: Developments in the business environment have become difficult to anticipate due to the globalisation of demand and supply markets. It is important to become more compatible with these markets and meet the requirements of our customers and guests. In addition, it is beneficial to establish a balance between expenses and revenues, maximise our products lifecycle and embrace corporate social responsibility. As a result, supplier management has become more important and working strategically is required to overcome challenges in the region. Hashwah: One thing we have noticed with food is home-grown versus imported ingredients. Our guests are increasingly looking at companies who adopt sustainable practices when it comes to procuring ingredients. We are seeing that more suppliers are also becoming aware of this and growing their portfolio of local producers. This is great for us as we equally substitute our ingredients with local produce. Poulose: The number of suppliers means that competition is rife and prices differ, these are major factors affecting the choice of product. However, the focus is always on high quality products, which best match the budgetary requirements. What are some of the qualities that you look for in a supplier and why? Al Bastaki: The integrity of a supplier’s reputation is cruicial. When assessing a supplier’s competences, it is important to look at proposed staffing structure, the implementation of schedules and time management, contingency planning, quality, health and safety, risk management, innovation, commercial pricing and compliance with terms and conditions. These qualities must be successfully demonstrated to ensure buyer confidence. Ghosn: When we partner with vendors we are always on the lookout for suppliers who share our values and the ‘yes I can’ attitude. It doesn’t matter whether the supplier is an SME or multinational, what is important is the extra mile that they are willing to go to deliver quality service. In today’s market the world has developed into a global village and it has become increasingly easier to deal with factories and companies from all corners of the globe. What differentiates those companies from each other is their service and ability to deliver according to their client’s requirements whilst meeting all the general procurement

the panel

KPIs from cost to quality and keeping the environmental social and ethical considerations in mind. Poulose: We look for dependable service and quality products. As our products have a direct impact on our guests and their experience with us, we certainly do not want to compromise the quality of our offering. Shan: Reliability, effectiveness, efficiency and timely delivery are the qualities that we look for in suppliers. Transparency, integrity and appreciation to the job they deliver are also key. Hashwah: For us the key factor is relationships. While price, timelines and delivery processes are important, we also prefer to work with suppliers who we trust and accord us a good level of after-sales service and reliability. As a 5-star hotel, we can’t afford to default on the quality and products we offer our guests. What new innovations are you on the look out for, and what new developments do you hope to see over the next 12 months?

“We are keen to develop strategic partnerships with service providers who understand our business and can support our growth strategy” developments for these properties, as well as existing hotels. How do you balance meeting the needs of different departments whilst staying within a budget? Ghosn: This is a constant balancing act as we have an ambitious growth plan for the region and we are keen to develop strategic partnerships with service providers who understand our business and can support our growth strategy. Factors including sustainability, compliance and transparency are becoming increasingly important for decision makers in all departments across the organisation. Budget management will always remain a challenge, however with increased awareness of factors other than cost it becomes easier to align priorities and reach decisions.

Ghosn: We are on the lookout for the best E-Sourcing/ERP tool that can simplify the hotel procurement process. There are opportunities now to tailor our procurement practices towards promoting innovation in the hospitality sector while at the same time delivering a better and more efficient service. The market is flooded with procurement software however, very few solutions can fully automate the process whilst linking all related procurement activities and accelerating deployment of tenders electronically. Over the next 12 months we are hoping to rollout new procurement software that can improve our procurement practices.

Poulose: Our budget is set after considering all requirements from different departments, and our business plans include strategies for cost control and optimal delivery for our guests. It is a fine line but we work to satisfy department needs while considering the budget and our guests’ needs.

Hashwah: We hope to be able to expand our portfolio of local produce and organic ingredients and are always on the lookout for suppliers who have such products. As always, it is great to have proactive suppliers who are forthcoming with their new products that are in line with the latest trends or are able to replace the current products we purchase with newer, more efficient or more effective ones. Over the course of time, suppliers tend to become partners who truly understand your business, your clientele and your needs and are able to make sound recommendations to you to better attain your business goals.

Al Bastaki: Procurement professionals are very fortunate to work across different departments and business units within organisations. This enables them to focus on building a scalable model to support not only the existing business but also for future growth. Planning early and establishing a strategy can help different departmental needs to be managed within budgets. It is very important to agree the point at which procurement should be involved in projects. The procurement team should be involved in the initial stages and not after the decision has been taken to proceed with a specific supplier. This helps save money and protects businesses against market risks, as the selection process will be robust and transparent with clear accountability.

Al Bastaki: I am hoping to see innovation around products and supplier consolidations, incentivised pricing model options and supplier self-performance management tools developed. Poulose: Millennium & Copthorne Hotels is growing as a company and we have lots of new hotels opening all over the Middle East by 2020. We will certainly be looking at new technological and structural

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Shan: I maintain close communication with all departments to understand their needs and requirements; I will source directly from the manufacturer and put a consolidated order from all properties in order to reduce costs.

Hashwah: There is nothing that cannot be achieved without open communication. We hold regular meetings to ensure all departments are aware of the budget and keep in line accordingly with their specific needs. In certain cases, it is also useful to source a variety of options so that they are able to make informed decisions and balance their needs within the set budget.

Top tips for navigating the risky hotel pre-opening phase By Gemma Greenwood

COVER STORY

he fast-paced growth of the Middle East’s hotel market, which boasts one of the world’s fastest-developing property pipelines, has been well documented. The estimated number of rooms under contract across the UAE, Saudi Arabia, Qatar, Jordan, Bahrain, Oman and Egypt, totaled more than 108,000 at last count, according to STR Global figures. The UAE is leading the way with 41,110 rooms under contract, 25,327 of which are planned for Dubai, with Saudi Arabia coming in second, boasting a pipeline of 35,844 rooms, more than 10,000 of which are contracted for Riyadh, followed by 9,722 for Makkah. A recent report published by Jones Lang LaSalle (JLL) for The Hotel Show Dubai 2015 found 2,300 more rooms are set to flood the Abu Dhabi market by the end of 2015 and an additional 5,200 rooms by 2017 taking its total inventory to 26,000 rooms. Another report published by TOPHOTELPROJECTS for The Hotel Show found 96 new hotel developments are planned for Dubai spanning 36,523 additional rooms. Looking at the Middle East and Africa (MEA) region overall, TOPHOTELPROJECTS says a record 694 new hotel projects are planned, bringing 188,817 new rooms to the market, most by 2020. Of the 700 hotel projects pipelined for MEA, 528 are in the pre-planning, planning and construction stages, according to the report. This creates an opportunity for 528 new general managers to make their mark in the industry by launching a brand new property from scratch.

But before they can open the doors to a shiny new building they must first embark on one of the most challenging periods of their career – the pre-opening phase. With most GMs appointed around a year before the planned opening date, it is their job to ensure to their best ability the obligations and budgets set out in the original management agreement are adhered to. It’s a juggling act whereby the GM is essentially the middleman between owner and his employer (the operating company), and it’s a role where hurdles and curve balls can be an every day occurrence. Challenges usually arise when owner-operator opinions differ and if the dispute is serious, it can delay the opening date, leading to a long list of negative repercussions. Given the high number of pre-openings currently underway or planned over the next five years, Dubai-headquartered TFG Asset Management has launched a first-of-its-kind hotel pre-opening strategies white paper, distributed exclusively with this issue of Hotel News ME. “The white paper’s objective is to address some of the most common problems faced by operators and owners during the pre-opening phase,” explains Mariano Faz, head of TFG Asset Management, who spearheaded the research. “We aim to show the owner-operator relationship can be easily managed if the proper planning is in place from day one.” Here, Hotel News ME uncovers some of the white paper’s key findings and speaks to GMs and hoteliers with extensive pre-opening experience for their hints, tips and advice on effective strategies to manage this critical phase for both a property and their own career.

SEPTEMBER 2015 HOTEL NEWS ME

COVER STORY

COMMON CHALLENGES

THE SOLUTIONS

Physical causes of hotel opening delays • Poor management of Standard Operating Equipment (SOE) requirements • The absence of necessary licenses • Excessive focus on small flaws, disregarding the big picture

TFG Asset Management suggests the following 10 building blocks designed to address and combat common hotel pre-opening challenges:

Malfunctioning equipment. • Human causes of hotel opening delays • An inexperienced opening team • General manager (GM) not hired at the right time • Poor estimate of the workforce required and the inability to find the right employees with critical skills on time Organisational causes of hotel opening delays • Non-alignment (owner-operator) on opening date and unrealistic opening date • Inadequate staff accommodation • Poor organisational structure and failure to effectively integrate staff into the hotel’s corporate culture Consequences of delay in hotel opening • Increased pre-opening expenses • Negative impact on key financial metrics (revenue streams, cash-flow, GOP and ROI) • Negative impact on hotel brand • Missed opportunities to cater to existing and pent-up demand

1. Hire a SOE consultant An SOE consultant must be able to offer a bespoke service that suits the specific needs of the owner while upholding the hotel operator’s brand standards. A consultant liaises between both parties on budgets and requirements.

“The owner-operator relationship can be easily managed if the proper planning is in place from day one” – Mariano Faz

2. Control licensing requirements Hotel licencing requirements differ from market to market and in Dubai, even from zone to zone. GMs must understand what licences are needed and the processes involved to obtain them, including hotel inspection and approval time periods. 3. Attention to detail The operations team must train staff to identify and rectify small mistakes. Every department must keep its own checklist to ensure

Sheraton Lake Como Hotel

The doors to the first ever internationally branded property in Italy’s Lake Como region opened in March this year following a three-month refurbishment. The transformation of the independent property into Sheraton Lake Como Hotel was guided by new general manager and pre-opening first-timer, Davide Spriano, who gives Hotel News ME the low-down on his experience:

Which team was involved? The whole executive team: GM, chief engineer, front office manager, executive housekeeper, revenue manager, financial controller, executive chef and the sales and marketing team. The GM and executive chef were hired from other Starwood properties, while the revenue and sales managers were hired from other companies.

How long was the pre-opening period? Three months exactly; the hotel closed at the end of December 2014 and reopened at the beginning March 2015. We completely re-styled all the rooms and room categories with four suites added. Other works were completed in compliance with Sheraton brand standards: the Sheraton Fitness with up-to-date work-out machines; the Sheraton Link - free use of computers with internet access in the lobby; and the Sheraton CLUB lounge.

What was your training strategy? All associates attended training sessions managed by Starwood, including our signature ‘Service Culture Training’.

HOTEL NEWS ME SEPTEMBER 2015

What were the biggest challenges? The change management phase was the most challenging one. It is not easy to make people work in new ways and to convince them to get rid of old habits.

What strategies did you put in place to make sure you opened on time? We split the organisation in two distinctive plans: the hotel’s physical restyling and the merger of the systems to incorporate the Sheraton brand. We managed both plans together with the Sheraton leading team. What advice can you give to other GMs re-opening a property? Be sure to have team members who know the property and at the same time, someone who feels at ease with the brand standards. Prepare action plans carefully.

important issues are taken care of and staff must also be trained to deal with unexpected circumstances. 4. Test your equipment and leave time to rectify errors According to Faz, the testing or commissioning phase for hard equipment needs to be undertaken regularly until all errors have been rectified. “It is imperative the testing process takes place during both the construction and handover phases,” he says. “Furthermore, all parties must be informed of the ongoing process, and understand the critical issues.” GMs must ensure they are kept in the loop, particularly if functions such as snagging are managed by a third party. 5. Staff training Most industry professionals interviewed for the paper believed an in-house on-the-job training programme should be implemented for pre-opening staff. For jobs where certain specialised skills are required, GMs could consider outsourcing training to experts in the relevant fields. 6. Hire the right GM at the right time The GM’s employment contract should be established six to 18 months prior to the hotel’s official opening, depending on the star rating and size of the hotel. Owners or their asset managers are responsible for selecting the GM within the right timeframe and assigning them their pre-opening responsibilities. 7. Plan the incorporation of the hotel’s staff For a branded upscale hotel, the directors of key departments such as finance and sales and marketing must be recruited no less than 10 months prior to the opening date. Some hoteliers suggested recruiting key positions from existing properties to ensure ease of alignment with the brand philosophy. On average, entry-level staff should be employed one to three months prior to the hotel opening, industry professionals concur. 8. Set a realistic opening date Failure to set a realistic opening date will cause unnecessary stress for the hotel operator and could weaken their relationship with the hotel owner. In order to set a realistic opening date the owner and operator need to reach a compromise. The two parties should set a realistic timeframe for each key pre-opening activity before deciding on the final opening date. 9. Staff accommodation Most hoteliers agree that providing good staff accommodation improves staff satisfaction and motivation. If possible, accommodation should be close to the hotel, be comfortable and provide basic facilities. An annual contract is preferable. 10. Plan the hotel soft opening A soft opening brings unexpected issues to light before the property becomes fully operational. It also allows more time for staff training while guest feedback will help the GM address any problems before the grand opening. In Middle East markets a short soft opening during the quieter summer months is preferable.

COVER STORY

What the Hoteliers say PHILIPPE BONNOT General manager, Mövenpick Hotel Riyadh Philippe Bonnot was poised to open his first property for Mövenpick Hotels & Resorts as Hotel News ME went to press. His goal was to get Mövenpick Hotel Riyadh operational on 1 September. His experience on this project has been far from conventional – the management contract for the property was first signed in May 2006. A number of factors have caused the hotel opening delay, with the owner changing the purpose of the property from a residence to a hotel. Other factors from major construction works to disgruntled neighbours have slowed matters since, but the project is now counting down to its official opening with Bonnot having already put the hotel through its paces with a dry run involving the owner, family and friends. Bonnot has extensive experience having orchestrated three openings and two major re-openings for Starwood’s Le Meridien brand in markets as diverse as a private island in Bora Bora to Cochin in India’s backwaters. He says no two hotel pre-opening experiences are the same due to market nuances and varying owner-operator dynamics. “You cannot compare one opening to another because how you deal with one in French Polynesia is completely different to how you deal with one in India, or Saudi Arabia for that matter,” he says. “The result is the same as are the obligations you need to fulfill, but the rest is completely different. However, in general all projects are late because it takes time to do things right and to get approvals.” In the case of Mövenpick Hotel Riyadh, despite the delay, which has seen the budget maxed out to more than 10 times its original amount, many processes have gone according to plan, according to Bonnot, who has worked on the project for two-and-a-half years. “I started recruiting two years ago and the owner has always been loyal to employees, even though it has meant some being paid to stay at home for a year,” he says. “The owner is committed to having the right team in place, even if it comes at a price. The owner has also been focused on quality and maintaining brand standards. “He did not compromise on the procurement side,” says Bonnot. “When we had to import, we imported and when we had to make things local, we did that.” His advice to other pre-opening GMs is simple: 1. Keep your finger on the pulse: Even though the property build is outside your remit, keep an eye on developments to ensure quality and standards are maintained. 2. Keep your pre-opening checklist updated: Most international operators have a standard checklist, but this must be updated, particularly when the opening is delayed. 3. Get customer feedback: Remember your ultimate role is to make guests happy. Get their feedback during the soft opening. 4. Have a trial before the soft opening: Invite family and friends to test things out and give you an honest opinion. 5. Don’t be afraid to ask for help: GMs are often the first person employed on site. It can get lonely and overwhelming. Don’t be too proud to ask head office or a sister property for assistance. 6. Put yourself in the owner’s shoes: You have to have the right answers to their questions because they are spending money. It’s down to the GM to settle in the owner-operator relationship, particularly after the honeymoon period (when the management contract is first signed) is over.

HOTEL NEWS ME SEPTEMBER 2015

Tim Cordon, Regional director, UAE, Egypt, Jordan and Oman, The Rezidor Hotel Group The Rezidor Hotel Group is rapidly expanding its Middle East portfolio with eight new properties rolled out in 2015 in markets including the UAE, Saudi Arabia and Oman. Cordon, who has been involved in the pre-opening of all of these properties to varying degrees, gives the heads up on dos and don’ts during this crucial phase: 1. It’s all about planning and communication: If that is not clear then frustration creeps in, which is common when everyone is pushing to get a hotel open. From the outset the pre-opening team needs to know what is expected – whether it’s the budget for the opening party or when the hotel signs need to be erected. 2. Get a timeline in place: This must be extremely detailed and reviewed with all parties. This critical path clearly states who, when and what and is the working document we use as we build up to a new opening. 3. A middleman can help: A good asset manager or owner’s representative can be great help during the pre-opening phase as they will clearly outline the owner’s expectations in a language operators understand. 4. Don’t delay tasks: Stick to the timeline you have set out because openings are very busy periods and tend to come around very quickly.

Fairmont Ajman Putting in place an effective pre-opening sales and marketing strategy is essential says Frédéric Savoye, vice president sales and marketing, MEA and India for FRHI Hotels & Resorts (FRHI), who cites Fairmont Ajman’s May opening as a success story. He says: “A successful opening means ensuring the property’s pre-opening team has all resources and plans in place, including promotions and offers to be communicated to key stakeholders, including the local community and to regional and global markets. From a sales perspective, this translates into assisting the hotel to achieve fair market share as quickly as possible, ideally within the first year of operation and ensuring that it is well positioned within its competitive set. Fairmont Ajman is a great example of this, after opening in early May, in the relatively ‘quieter’ emirate, to great response from nationals and expatriates alike.”

it is time to take a different approach

ANTONY SHAW, Hotel industry consultant Antony Shaw, formerly part of a pre-opening support team working for Hilton International Antony Shaw has worked on around 36 hotel pre-openings for Hilton International across a wide range of markets including France, Belgium, Turkey and China. His role during the pre-opening phase was to support a number of departments including front office, reservations, groups and tours and revenue. His is advice to pre-opening GMs is wide-ranging and insightful: 1. Licenses: Establish early on what licenses are required for the building and equipment, which authorities to go through to get them and then log this as part of your planning process. 2. Keep an eye on the build: Establish a close relationship with the person managing the building project and the contractors and stage regular meetings with them to get clarity on the project timeline. 3. Get HR right: Get the HR head on board nine to 12 months before opening to get staffing right and draw up training programmes and job descriptions. If the property opening is delayed, lend staff out to sister properties to get live training. 4. Do a soft opening: To put the staff through their paces and iron out any operational glitches. 5. Contingency planning is critical: You could have the best plan in the world, but make sure you have a well thought-out back-up strategy in case things go wrong and the pressure is on. 6. Enjoy it: Even though it’s hard work, opening a hotel is a once-in-a-lifetime experience and the reward is the feeling when the first guest walks through the door and you see the hotel machine and all its departments come to life. It’s an amazing experience!

read using a mirror

specialized in os&e procurement www.pass-international.com info@pass-international.com yasemin@pass-international.com

t: +971 50 714 7365

chain focus

Millennium & Copthorne Hotels Hotel News ME TAKES a look at Millennium & Copthorne MEA’s rapidly expanding regional footprint with plans to more than double its portfolio and roll out several new brands over the next three years Bab Al Qasr Hotel, Abu Dhabi will open in Q4, 2015

GROUP OVERVIEW Millennium & Copthorne Hotels plc owns, asset manages and/or operates more than 120 hotels worldwide across a portfolio of brands that each serve different market segments. Its room inventory totals more than 40,000 keys. Today Millennium & Copthorne is recognised as one of the fastest growing regional hotel management companies in the Middle East and Africa operating 23 hotels across the region with 10 hotels due to open over the next year. The firm aims to operate 50 properties in MEA within the next three years. Millennium & Copthorne’s current and upcoming MEA portfolio is divided into nine distinct brands: Grand Millennium Hotels, Millennium Hotels, Millennium Executive Apartments, Copthorne by Millennium, Kingsgate Hotels, Studio M, The Biltmore, Agarwood and M Hotel.

CURRENT MEA PROPERTIES Grand Millennium Hotels »» Grand Millennium Al Wahda Hotel, Abu Dhabi, UAE »» Grand Millennium Hotel Dubai, UAE »» Grand Millennium Sulaimani Hotel, Iraq »» Grand Millennium Amman, Jordan Millennium Hotels »» Millennium Corniche Hotel, Abu Dhabi, UAE »» Millennium Hotel Fujairah, UAE »» Millennium Airport Hotel Dubai, UAE »» Millennium Plaza Hotel, Dubai, UAE »» Millennium Resort Mussanah, Oman »» Millennium Hotel Doha, Qatar »» Millennium Taiba Hotel Madinah, Saudi Arabia »» Millennium Kurdistan Hotel & Spa, Iraq »» Millennium Hotel & Convention Centre, Kuwait »» Millennium Al Aqeeq Hotel Madinah, Saudi Arabia 38

HOTEL NEWS ME SEPTEMBER 2015

Millennium Executive Apartments »» Millennium Executive Apartments Muscat Copthorne »» Copthorne Hotel Dubai, UAE »» Copthorne Hotel Sharjah, UAE »» Copthorne Hotel, Doha, Qatar »» Al-Jahra Copthorne Hotel and Resort, Kuwait »» Copthorne Hotel Baranan, Iraq Kingsgate Hotels »» Kingsgate Hotel, Doha, Qatar »» Kingsgate Abu Dhabi, UAE

2015 BRAND ANNOUNCEMENTS Studio M Studio M is Millennium & Copthorne’s 3-star lifestyle hotel with plans to extend its footprint to as many as 25 urban locations across the GCC in the next five years. The signing of three Studio M properties for Dubai was recently announced, as well as plans to open a property in Muscat

The Biltmore The original Biltmore Los Angeles, now owned by Millennium, is internationally renowned and steeped in history. This opulent property, once the playground for presidents, statesmen, starlets, tycoons and movie moguls, has been reimagined for the 21st century and today remains a popular choice with the world’s movers and shakers. One never merely visits The Biltmore – one experiences it. The first Biltmore outside of Los Angeles is due to open in Abu Dhabi 2017, unveiling a concept rich in brand heritage but adapted for the local market.

Agarwood A unique lifestyle brand, new to the Millennium & Copthorne portfolio, Agarwood Hotels combines modern design sensibilities with innovative and intelligent eco-friendly features.

chain focus

»» Copthorne by Millennium Riyadh, KSA (145 keys) – Q4, 2015 »» M Hotel Makkah, KSA (785 keys) – Q2, 2015 »» Millennium Executive Apartments Dubai Marina, UAE (151 keys) - Q3, 2015

Millennium Taiba Hotel Madinah, Saudi Arabia

The Agarwood brand’s global debut will be in Salalah, Oman, in 2017.

M Hotel M Hotel is a modern, midscale to upscale hotel brand with a lifestyle edge. Designed with the savvy business traveller in mind, M Hotels are spacious, stylish and functional. The region’s first M Hotel will open in Makkah, Saudi Arabia in 2016.

SAUDI FOCUS Five of Mövenpick’s upcoming properties are

Studio M, Riyadh

pipelined for Saudi Arabia with two planned for Riyadh, two for Jeddah and one for Al Khobah. It will take the group’s portfolio across the kingdom from nine to 14 by 2019.

UPCOMING MEA PROPERTIES 2015 »» Bab Al Qasr Hotel, Abu Dhabi, UAE (677 keys) – Q4, 2015 »» Millennium Hotel Hail, KSA (191 keys) – Q3, 2015 »» Grand Millennium Hotel Muscat, Oman (328 rooms) – Q4, 2015

2016-2018 »» Global debut of eco-lifestyle brand, Agarwood in Salalah, Oman (286 keys) - 2017 »» Studio M, Muscat, Oman (302 keys) - 2017 »» Studio M Dubai World Central, UAE (circa 750 keys) - 2018 »» Millennium Dubai World Central, UAE (circa 400 keys) - 2018 »» Studio M Al Barsha, UAE (144 keys) - 2017 »» Studio M Dubai Investments Park, UAE (150 keys) - 2018 »» Copthorne Hotel, Muscat, Oman (164 keys) - 2016 »» Biltmore, Abu Dhabi, UAE (218 keys) - 2016 »» Grand Millennium Hotel Madina, KSA (299 keys) - 2018 »» Biltmore Riyadh, KSA (265 keys) - 2018

NEW LUXURY HOTEL COLLECTION

Inspired by the British perfumer’s iconic fragrance bottle, the Cefiro collection adds the ultimate touch of luxury to your bathrooms.

Please contact Robert Dupree on pacificd@emirates.net.ae or on +971 (0) 4341 8920 For all other international offices, please visit www.pacificdirect.co.uk and follow us on

chain focus

5 minutes with...

Ali Hamad Alzaabi,

founder, president and CEO, Millennium & Copthorne, Middle East and Africa

What were the hotel group’s key achievements and milestones in 2014? As a rapidly expanding company we were pleased to see continuing growth across our hotel portfolio during 2014. We added around 3,000 rooms to our development pipeline and reinforced our growing presence in Saudi Arabia; in fact we opened a registered office in Riyadh, a clear sign of our commitment to this market. During 2014 we also introduced two new brands to the market - Studio M and Millennium Executive Apartments. Studio M is our lifestyle budget brand developed for the Gen X and millennial traveller while Millennium Executive Apartments is our standalone serviced apartment brand developed due to the increasing demand for quality branded residences for medium to long-term stay business travellers and GCC families. In 2014 we also opened Grand Millennium Hotel Sulaimani, which has already established itself as an architectural landmark in Kurdistan.

What have been the recent challenges facing the hotel group and the hospitality sector in general? The increased supply in hotel rooms across the region has upped the competition and we embrace this as it challenges us to be creative in finding unique selling points in order to differentiate ourselves and appeal to all the different markets. To ensure all properties across our portfolio remain competitive we implement an ingoing product improvement programme so brand standards and quality are maintained. For example, we recently renovated guest rooms at Millennium Airport Hotel Dubai and also enhanced the F&B offering at Grand Millennium Dubai. We are a company that prides itself on innovation and we evolve our proposition to meet changing consumer profiles and demands. For example, we recently introduced new brands such as Studio M, M Hotel and Millennium Executive Apartments to the region; concepts that we believe will stand out from the crowd. We have spent considerable time researching and developing these brands to ensure they meet the demands of tomorrow’s traveller.

What are the hotel group’s key goals for 2015 to 2016? We have already opened five hotels this year, including our debut in Saudi Arabia with the opening of Millennium Taiba Hotel and Millennium Al Aqeeq in the Holy City of Madinah. Saudi Arabia is a key strategic focus for the group and we plan on making our mark with three further hotels scheduled to open in the next six to 12 months. We have identified Saudi Arabia as a particular focus for strategic expansion due to the significant and sustained growth of religious tourism in this market. We therefore aim to open 20 hotels in the kingdom by 2020.

HOTEL NEWS ME SEPTEMBER 2015

Bab Al Qasr Hotel, Abu Dhabi will open in Q4, 2015

The roll out of Studio M is another strategic focus for the group this year because it’s a brand developed to fill the gap in the market for quality budget accommodation. It has been created to offer guests designer chic with contemporary functionality at an affordable price and will appeal to the Gen X and Millennials as well as the ‘young at heart’ and independently minded. We also launched our new standalone serviced apartment brand, Millennium Executive Apartments in Muscat in 2015 and will open another in Dubai Marina towards the end of the year. We’ve seen an increasing demand from guests looking for spacious high quality serviced apartments and are confident that it’s an attractive offer for both business travellers looking for medium- to long-stay serviced options and families seeking upscale apartment-style accommodation.

How is technology dictating the way you run your business and liaising with customers? Technology continues to have a major effect on the travel and hospitality industry and drives the latest trends. We have invested significant resources into our digital platforms in order to adapt to the changing distribution models for travel. We believe the increasing number of travellers making bookings through mobile devices will continue as consumer confidence increases in secured online payment processes and the use of desktop declines. To meet this trend we have redesigned our mobile site to make it easier for consumers to make a booking or search for any of our hotels. We will also be launching a mobile app, making it even easier for guests to connect and book with us. Guests will be able to check that they are getting the best rates, book rooms, view their booking details, view the hotel’s facilities and surrounding attractions, and look at interactive maps and photo galleries. In addition, our new global CRM platform will help improve our customer communications and focus our marketing more effectively. The data we collect will enable us to build up accurate profiles of our guests and give us vital insights into their lifestyles, behaviour and preferences. Using these profiles, we can be sure we’re making the right offers to the right people at the right time – reducing our costs and increasing the number of times a guest stays with Millennium & Copthorne Hotels. Social media will continue to have the powerful influence on travel purchasing behaviour. A consumer’s ability to share information with friends and followers creates a very interesting dynamic for the hotel industry. The challenge for us it to drive the ‘conversation’ and we have developed a clearly defined digital strategy investing in the necessary resources to successfully manage our brand reputation online.

Introducing Allure by VingCard, a "no lock on the door" solution. With its unique design and exceptional features, hotel locking solutions are brought to a new level. By moving hardware from the guestroom doors to the walls, you are left with a sleek and minimalistic environment where the Allure by VingCard is part of the interior design. Allure is more than you would imagine it to be. It can act like a lock, but surely does not look like one. With its sophisticated glass looking fronts and elegant touch, Allure is a jewel in disguise. More flexible than ever before, you can now choose the appearance and functionality based on your desires. Allure by VingCard RFID lock is compatible with VISIONLINE by VingCard, hence providing the same features and functionalities as any other electronic lock by VingCard

THE NEXT GENERATION OF SECURITY AND SOPHISTICATION

Introducing Allure by VingCard, a â&#x20AC;&#x153;no lock on the doorâ&#x20AC;? solution. With its unique design and exceptional features, hotel locking solutions are brought to a new level. By moving hardware from the guestroom doors to the walls, you are left with a sleek and minimalistic environment where the Allure by VingCard is part of the interior design. Allure is more than you would imagine it to be. It can act like a lock, but surely does not look like one. With its sophisticated glass looking fronts and elegant touch, Allure is a jewel in disguise. More flexible than ever before, you can now choose the appearance and functionality based on your desires. Allure by VingCard RFID lock is compatible with VISIONLINE by VingCard, hence providing the same features and functionalities as any other online electronic lock by VingCard.

COUNTRY report

JORDAN FIGHTs back Hotel groups are eyeing new openings in Amman

Geopolitical events across the Levant region continue to negatively impact Jordan’s tourism industry. Ongoing unrest in neighbouring countries, particularly in Syria and Iraq, have resulted in a 13.8% decline in tourist numbers to the destination for the first five months of 2015, according to Jordan’s Minister of Antiquities, Nayef Al-Fayez. According to STR Global Jordan saw declines in each of the three key performance metrics in June 2015, with occupancy down 31.7%; ADR down 6.2%; and RevPAR dropping 35.9%. The number of group tours to the ancient city of Petra, one of the New Seven Wonders of the World, dropped 35% between January and May this year, which even forced some tourism companies and hotels to lay off staff.

Hilton’s upcoming Dead Sea Resort and Spa

HOTEL NEWS ME SEPTEMBER 2015

Following a $212m drop in tourism revenues in H1, the Jordanian authorities have launched a number of high-profile initiatives to lure tourists back to the kingdom, which, combined with ongoing infrastructure developments, paint a positive long-term picture

Al-Fayez has warned that if regional turmoil continues to make tourists reticent about visiting Jordan, the country’s tourism receipts could drop to $705 million at year end, compared to $4.4 billion in 2014, according to official figures. The slump in visitor numbers to the kingdom has already dragged down tourism revenues by $212 million or 15% in the first half of the year. However, the Jordanian authorities are making a concerted effort to win back tourism with the kingdom’s cabinet announcing a set of counteractive measures. They include launching substantial promotional campaigns targeting regional and international markets, but perhaps the most monumental move has been to waive visa fees for most travellers to Jordan, regardless

of their country of residence or departure. “The measures approved by the government aim to encourage travellers to add Jordan to their next itinerary and will aid in promoting Jordan as an accessible, safe, and inviting destination,” explains Al-Fayez. “They also reflect our dedication to constantly and vigilantly developing our products and services to cater to guests from all around the world.” The visa waiver fees primarily focus on tourists booking packages with tour operators and who stay for two nights or more. Departure taxes from Aqaba and Amman have also been waived for tourists staying three consecutive nights or more. In addition, the government has annulled entry visa fees for visitors who buy unified tickets for multiple tourist sites. Launched in September, the multi-destination ticket is designed to encourage visitors to discover all the country has to offer, enabling them to visit up to 35 attractions for one single fee. “This one-stop ticket will be an incentive for visitors to both enjoy a few days in the gateway cities of Amman and Aqaba as well as travel to iconic sites in Jordan including Petra, Jerash and the Dead Sea,

Vital stastistics

which have unparalleled appeal,” according to Erik Huyer, general manager of Corp Amman Hotel. “On a wider basis, the waiving of visa fees for both tourists booking through a Jordanian tour operator or travelling independently will encourage longer stays as visitors only qualify for the free visa if they stay a minimum of two nights.” Huyer also welcomes the Jordanian government’s initiative to lower hotel electricity tariffs, which he says has made an “immediate beneficial impact on operating costs” and “helps the hospitality sector remain competitive with its neighbours”.

Rotana eyes prospects Hotel groups are decidedly upbeat about Jordan’s long-term prospects with regional and international heavyweights including Rotana and Hilton forging ahead with new property openings in the kingdom. Rotana made its Jordan debut with the opening of The Boulevard Arjaan by Rotana in Amman in December 2014 and says it

has maintained an “exceptional” average occupancy rate of 60% during its first six months in operation, which is above the market average of around 48% (January to May average according to STR Global). “The hospitality scene in Jordan faced few challenges resulting from regional instability, which has impacted tourists’ perception about Jordan as a leisure destination,” says the property’s marketing and communications manager, Rana Al Yahya. “However, we remain optimistic about the future of the sector due to Jordan’s safe standing in the region and government and private sector initiatives currently underway to increase footfall to the kingdom.” In early 2016 Rotana will open its second property in the Jordanian capital, the 412key Amman Rotana hotel. Located in the Abdali area it will be the highest property in Jordan, towering 188 metres over the busy downtown of Amman. “Jordan’s role as a conduit for trade and communications – connecting east and west, north and south – coupled with its commit-

18.8% 35% $1bn

decline in tourists for the first five months 2015

drop in group tours to Petra between January and May

revenue from international medical tourists in 2012 ment to structural reforms and economic stability, makes it an ideal destination for our two Rotana properties,” remarks Al Yahya. “Several mega projects in Amman, Aqaba and the Dead Sea are expected to further grow Jordan’s hospitality sector, introducing a multitude of new hotel room keys to accommodate the influx of tourists into the country. These include Abdali, home to two new Rotana properties.” Abdali is where one of Jordan’s largest mixed-use developments

COUNTRY report

HOTEL PERFORMANCE In numbers: H1 2015 Occupancy: down 20.3% to 47.3% ADR down 3.9% to $151 RevPAR: down 23.4% to $71.4 Current pipeline: 10 new properties totaling 3,501 rooms (Source: STR Global)

Hotel performance analysis (by STR Global) •

• •

•

• •

In Q1, 2015, Jordan’s RevPAR declined 20.1% year on year to $70.39; this was predominantly driven by a 16.5% decline in occupancy; ADR declined 5.6% to $146.11 in Q1; The strongest RevPAR in 2015 so far occurred in May, which despite a 17.2% year-on-year decline reached $93.18; Demand declined during Q1, 2015 but reached a high of 313,749 in April; Supply has been increasing consistently at a rate of 2.2% each month, putting pressure on demand and rates. RevPAR has also been dropping consecutively each month, for the first six months of 2015; Occupancy rates rose from 36.2% to 58.2% in the first five months of 2015, but dropped to 43.6% in June’ ADR reached an eight-month high of $160.23 in May and RevPAR reached $93.18; Occupancy, even with consistent declines in 2015, also hit an eight-month high of 58.2% in May 2015.

DEVELOPMENT UPDATE QUEEN ALIA INTERNTIONAL AIRPORT (QAIA): The expansion of Amman’s QAIA is ongoing with the old terminal demolished and work now underway on the new $200 million pier extensions that will complete the first phase of the new terminal, equipping QAIA to handle 12 million passengers per annum. This phase is mooted for completion in

is under construction and is the current and future home of a host of renowned multinational companies. It is set to feature residential, business, medical, retail and entertainment components.

Hilton expands footprint Hilton Worldwide is also preparing to strengthen its presence in Jordan where the international hotel group currently operates the DoubleTree by Hilton Aqaba, as well as the popular King Hussein Bin Talal Convention Centre, which caters to the kingdom’s biggest conferences and events, including the recent edition of WEF MENA. “We see Jordan’s natural wealth of tourist attractions as an opportunity to expand our 44

HOTEL NEWS ME SEPTEMBER 2015

2016, after which QAIA will be able to handle 16 million passengers annually. In 2014 a record 7.1 million passengers passed through the airport, up 9% on 2013 figures. NEW HOSPITALITY SCHOOL: Jordan’s city of Tafileh, with the support of charity USAID, has opened its first vocational institute for hospitality and tourism. The facility has been built to meet the industry’s anticipated growth and development with 25,000 additional trained employees required over the next four years, according to the Jordanian Tourism Strategy. The centre, which has the capacity for 60 students, is the 14th hospitality and tourism training institute USAID’s Vocational Training Corporation has opened in Jordan. AQABA DEVELOPMENT PROJECTS: The Aqaba Special Economic Zone Authority (ASEZA) and its investment arm, Aqaba Development Corporation (ADC), are devising a strategy to diversify the destination’s tourism product. Multi-billion developments like Ayla, Saraya, Marsa Zayed and Tala Bay are already underway, with a golf course the latest addition at Ayla. ASEZA has proposed projects including the Yacht Club expansion and Aqaba Authentic Hotel and Resort, which will include a park, exhibition centre, water dome, botanical garden and a cultural centre. Plans for a football stadium, a marine science station with museum, aquarium and a dolphinarium, plus an entertainment landmark at Aqaba Recreation Park, are also on the table. RED SEA/DEAD SEA PROJECT: Jordan, Palestine and Israel are embarking on a $950 million project designed to save the shrinking Dead Sea from extinction. It involves the construction of a desalination plant in Aqaba to provide fresh water to the three countries for agriculture and drinking purposes. Brine, a by-product of this process, will then be pumped north via a pipeline to replenish the Dead Sea. The project will be completed in 2019.

regional portfolio and with Hilton Dead Sea Resort and Spa set to open in the coming months, we are poised to cater to guests eager to explore the culturally rich destination that Jordan is,” says Hilton Worldwide’s vice president operations, Egypt and Levant, Christian Muhr Hilton Dead Sea Resort and Spa is a new-build waterfront resort with 285 rooms and views of the Dead Sea – the lowest point on Earth. “We are always exploring opportunities to add to our portfolio and Jordan presents an opportunity for growth with its ancient cities, sweeping deserts and red sea reefs,” adds Muhr, praising the Tourism Board’s aforementioned promotional campaigns and

the recently introduced visa waiver rules. He says: “This will enhance the kingdom’s affordability and drive increased length of stay and we expect to see changes take effect in the coming months through increased bookings.” Air Arabia’s May 2015 establishment of a new Jordanian hub is another welcome development, he continues. “The airline’s new Amman base is set to provide direct services to locations across Europe, the Middle East and North Africa and will undoubtedly have a positive impact on traveller numbers through widening the scope of the country’s tourism offering with the introduction of lower cost travel options.”

When,

GUZZINI MET HAUSBRANDT ...

THe HOTEL SHOW 2015 THE

28-30 SEPTEMBER 2015

The

DUBAI WORLD TRADE CENTRE

Hotel Show 2015 Ahead of The Hotel Show 2015, taking place from 28 September at Dubai World Trade Centre, group event director of the dmg events hospitality portfolio, Christine Davidson, talks to Hotel News ME about pipelines, demand and the next big thing in hospitality

Last year The Hotel Show celebrated its 15-year anof this is Accor which introduced its ‘leading digital niversary, what are the future growth targets? hospitality’ campaign in the region and globally this year Since 2012 The Hotel Show has seen significant featuring partnerships with Press Reader and Apple. growth from 300 to 600 exhibitors and 11,000 to Secondly, and this relates directly to the regional 18,000 attendees. In our 16th year we expect to marketplace. There is a realisation that whilst Expo continue this upward slant with obvious reasons 2020 and tourism growth equals more business for all, new build, refurbishment and overall growth in line with more hotels and restaurants in the pipeline and new Christine Davidson, group event director, with increasing tourism. If you are a supplier to the hotels opening at an unprecedented rate - 3,600 rooms for dmg events hospitality sector, wherever you are in the world, the Dubai alone in the final months of 2015 - competition is Middle East is going to be a major target market. You cannot certainly heating up. So you better be ready with well-trained ignore the sheer number of potential contracts and orders to be customer friendly staff, exceptional service, facilities, F&B and won across the entire region. experiences, and, above all leave guests wanting more – or the The Vision Conference enters its third year and has already next hotel will pick up your revenue. become an unmatched knowledge center, with over 80 industry experts speaking on a range of subjects. Senior managers from What would you say have been some of the more pressing hotels, restaurants, cafes and catering, heads of departments, market trends and shifts seen in the industry over the past 12 budget holders, procurement professionals and decision makers months? from around the world attend, what is, one of the most popular The surge of mid-range hotel options entering the region, aspects of the event to find out latest trends, opportunities, chalparticularly in Abu Dhabi and Dubai, where the market is nearlenges and to hear industry experts sharing vision and insight. saturated with luxury resorts. Hoteliers need to adapt to cater for the families, single travellers and the growing middle class In your opinion, how has the landscape of the hospitality indussegments forecast to travel to the region for 2020, particularly try changed over the last 12 months? with the rise of family tourist attractions and low-cost airline carriers entering the market, developing source markets in Asia and From my position there are two major changes I have noticed. One is in the way the industry is responding to a tech smart Africa, and the growing middle class. Just recently, The Hotel Show revealed from an exclusive guest – and this is probably a little overdue. Increasingly technology has been part of consumers’ lives, we expect and now report prepared for us by JLL that 50% of the 3,600 new hotel demand immediacy and efficiency, with customised and seamless rooms to enter the Dubai market in the final months of 2015 experiences from the moment we decide to book a hotel or reshave a 3-star or lower rating. JLL report a current supply of taurant through to checking out. I have seen a lot of investment almost 65,000 hotel rooms in Dubai in the first quarter of 2015, in developing ‘smart’ hotels yes, but I have also seen increased 44% are 5-star rated. Now, the near-saturated luxury market is investment by major brands to upgrade and develop their own set to be rivalled by a supply of lower-graded properties with tech offering and operations across the board. A good example more competitive room rates, 44% of which are forecast to be 46

HOTEL NEWS ME SEPTEMBER 2015

What's new? »» The Hotel Show and one of its key partners will be making major announcements set to impact the hospitality industry in the Middle East and Africa »» The Hotel Show’s Interior Partner and exhibitors for 2015, S&T, one of the leading global interiors and contracting companies, is unveiling a new brand and a unique design and build fit-out concept

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»» US-company Big Ass Fans will reveal a 24-carat gold fan, its finishing valued at $10,000, to the market for the first time at The Leisure Show, colocated with The Hotel Show »» The full-body drier, Valiryo Body Dryer, will make its regional debut. Valiryo is a Spanish brand and its unique full-body dryer product is a first in the market and world-leader in energy efficiency, removing the need for towels »» Bang & Olufsen is exhibiting for the first time in the GCC, and will also sponsor the new Tech Forum. Major consultants, IT Directors and experts join the BIG IT debate to understand how tech can realistically be used to best advantage. »» TecSec Summit – colocated with the show, summit topics include: The Big IT debate; How to satisfy tech savvy guests; Can hotels rooms be ever too tech?; Smart hotels; Online behavioral traits of MENA Millennials and Using social platforms to your advantage. »» The Design Theatre – Where industry-leading architects and designers share latest trends, concepts, collections and ideas in a theatre created, built and sponsored by a group of leading Italian designers, Well-Tech. »» Other exciting products this year come from Philips, Canon Middle East, Mouhajer Group, RAK Porcelain, Rotte Group, Sandalyeci, Treelocate, Pearl Cork Design, Dream Glass and more. graded 3-star or less and a total 69% at 4-star or less. These new figures represent a significant shift. Approximately what percentage of exhibitors report show floor sales? And what percentage of visitors then convert buyers into long-term purchasing clientele? In 2014, $6.2 million in new business deals were conducted on-site between visitors and exhibitors at The Hotel Show. 89% of exhibitors reported that they view the event as important to help achieve their business objectives and 41% rebooked onsite to secure their place at the event this year. Out of the 17,772 total visitors that attended the event in 2014 from 98 different countries, 21% reported that they have a purchasing responsibility in excess of $1 million and 63% were key decision makers, purchasers or buyers. The Hotel Show Dubai 2015 takes place 28-30 September 2015 at the Dubai World Trade Centre. Turn the page to read about Hotel News’s top exhibitors.

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THe HOTEL SHOW 2015

Renarte General Trading Exhibiting at The Hotel Show since 2008, Renarte General Trading is a hotel supplier specialising in operating supplies for the Horeca sector, with specific focus on new projects, as well as existing hotels and refurbishments. Ranjan Salis, CEO, Renarte General Trading, says: “Being one of the market leaders, our presence is important to reflect the buoyant nature of the UAE, it allows us to meet most of our clients at one place and also allows our principles to meet distributors from other markets. Being a show solely focused on the equipment side of business keeps it more target driven for our clients to visit us. We find more time to spend with clients without the crowds associated with other shows in the region.” Launching seven new brands during the show, Renarte General Trading will also showcase its most popular products, like tabletop, and in-room products such as minibars, safes, ironing centers and hospitality tray sets are all market leaders in design and functionality. Renarte’s trolley makers are used as a benchmark in design and ergonomics Find Renarte General for other manufacturers to follow Trading on and will also be on display. Salis adds: “We have always been known as innovative in bringing

stand 4 A171

Intermetal Intermetal specialises in the design and manufacture of quality and resilient banquet, conference, outdoor and restaurant furniture for the hospitalCathy Di Savino ity contract market. The product line was recently expanded with IM Suite, a division dedicated to the manufacture of complete hotel room furniture and doors for commercial projects. Intermetal’s vast product line includes furniture for both indoor and outdoor contract use and consists of stacking chairs, lightweight folding banquet tables, conference tables and seating, buffet units, stages, dance floors, table tops and bases as well as lounge and bar furniture. In addition, the comprehensive Outdoor Living Collection is recommended for beach or poolside and includes a versatile range of tables, chairs, sofas, loungers and umbrellas

Visit Intermettal at

hall 6, stand C241

HOTEL NEWS ME SEPTEMBER 2015

new international trends to the marketplace, this has been one of the core reasons of our success thus far. We visit numerous shows globally looking for new products that would suit our client’s needs and while this takes up a large chunk of our annual budgets, it is very satisfying when the clients appreciate what we put forward to them. Of course the orders that follow make it even sweeter.”

On show:

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Ranjan Salis

Fiskar’s (iitalla), a Finnish market leader which recently partnered with Renarte Perfekt Pass trays is a unique product offering various presentation solutions for chefs Lava Rock Cooking is a popular trend in USA and Europe, which Renarte hopes to replicate in the UAE Rosseto Buffet Solutions, one of most modern buffet bouquets that has been seen in recent times Plus products from: Revol, Dudson, Guy Degrenne and Forbes Industries

that are manufactured in aluminium, teakwood and rattan that can withstand extreme weather conditions and all are upholstered in weather resistant materials.

On Show This year, Intermetal will launch a range of hotel room furniture for 3-, 4- and 5-star establishments as well as hotel apartments to fit budgets and time restraints. In addition, new products in the banquet, restaurant and outdoor living collections, including The Deco Chair with ProBax technology, are the latest addition to the conference collection.

Hartmann Tresore stand 3 BD106

Hartmann Tresore Middle East LLC is the Dubai-based branch of Hartmann Tresore Germany, one of the leading safe suppliers in Europe that looks back on a 150 years history. Hartmann Tresore is a specialist for hotel and room safes, and has provided to some of the top hotel chains in the world and various prestigious projects within the GCC region. The product range includes room safes, minibars, drop and deposit safes, locker units, back office safes and key cabinets, data media safes and hazardous cabinets. On show this year will be the newest addition to the product range – the Key Management System. This is one of the demands of the industry to monitor the usage of the cards and keys conveniently and wisely.

Bond Interiors Exhibiting at The Hotel Show since 2011, Bond Interiors is a specialist turnkey and interior fit out contractor renowned for providing superior quality interiors to local and international clients in the sectors of hospitality, F&B, healthcare, retail, corporate offices and banking. As one of the preferred contractors in the hospitality sector, Bond Interiors is proud to be continuously associated with such prestigious operator clients as Ritz Carlton, Sheraton, One & Only, Marriott, Oberoi, Crowne Plaza, Radisson Royal and Kempinski. Founded in 1986, Bond Interiors employs an expanding workforce of 2,300 people and has more than 200,000 square feet of manufacturing space, with various in-house manufacturing services such as: joinery, MEP, paint shop, upholstery, glass works, metal works, civil works, solid surface and signage. Such integration of works enhances both quality and delivery of projects. Tarek F. Ardakani, GM of business development at Bond Interiors, says: “To create a winning ambience, an innovative design supported by quality contracting is the key. This is where Bond’s Find Bond Interiors on predominance in the field of hospitality contracting for the past 29 years comes to the foreground."

stand 5F 211

Bahraja General Trading Bahraja General Trading has been a regular exhibitor at The Hotel Show since its inception and is a specialist supplier to the luxury hotels, catering and healthcare sectors, in the Middle East and India sourcing high-end quality products from all over the world. This year Bahraja will launch the brand LOOKSEASY, which produces an exciting range of cordless rechargeable LED lamps. LOOKSEASY is an associate company based in Germany and specialise in customising table lamps to match the interiors of restaurants.

Bond Interiors is also working on several FF&E packages, fabricated in-house, and is a finalist for Best Fit Out Contractor at the MEHA and CID Awards, and recipient of the CSR label by the Dubai Chamber of Commerce and Industry. He adds: "With Dubai being Tarek F. Ardakani the business hub of the Middle East, the visitors to such trade shows are bound to increase in number thus providing a thorough professionally oriented exposure of our company and our services."

On show: Bond Interiors will represent two brands at the show: Avonite: Innovative solid surface products, from the largest continuous cast acrylic company in the world. Unique, aesthetic and sustainable products. Stratta: Spanish manufacturer Stratta’s award winning indoor and outdoor furniture collections are inspired by innovation and modernity, mixing traditional and vanguard design.

On show:

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MO-El heater, MO-El hair & hand dryer THE FLAMES – decorative fire place ZANETTO – silver ware LOOKSEASY – customisable LED Lamps Paresh Lal Shah NIPCO – acrylic glasses KALTER – cooling system Visit the Bahraja stand DESIGN IN STEEL – unique designs and metal baskets in steel

hall 6, booth 6A231

Feel Mühldorfer The Hotel Show, Dubai German Pavillion, 3A111

FINEST BEDDING MADE IN GERMANY Mühldorfer GmbH & Co. KG · D-94145 Haidmühle · T 0049 (0) 8556 / 96000 · bett@muehldorfer.com

www.muehldorfer.com

THe HOTEL SHOW 2015

Intercoil International Established in 1974, Intercoil International is a leading UAE based manufacturer, distributor and retailer of total sleep solutions across the MENA region. The company is a family-owned business, founded by the late Abbas Ali AI-Hazeem, and currently managed by Hassan Abbas AI-Hazeem. With a strong presence in 23 counHassan Abbas AI-Hazeem tries and employing 450 people, Intercoil International is committed to increasing its regional presence and expanding its production capacity. Intercoil’s brand promise is to increase awareness about the importance of a healthy sleep and to proudly promote the “Made in UAE” mark. Exhibiting at The Hotel Show since 2001, Intercoil International manufactures its own range of foam, mattresses and furniture products and is the exclusive licensee of Therapedic for the GCC and Simmons for the Middle East. Intercoil supplies a wide range of premium hotel groups in the MENA and Levant regions, including Starwood, Rotana, Kempinski, Intercontinental, Rezidor, Accor, EMAAR and Four Seasons. Hassan Al Hazeem, MD, Intercoil International, says: “Inter-

Easy access With over 35 years of international experience, German-based Messerschmitt International has worked extensively with 5-star hotels across the UAE providing access control and key management solutions. Today, the company has turned classic room control systems into a more advanced and integrated system. Messerschmitt has developed an application where its room management system can be controlled with a tablet or smartphone, through Bluetooth connection. Even though this system is not common in 2- or 3-star hotels, key account manager for Middle East and Africa at Messerschmitt Michael Krevet, says that it is an expected standard in 5-star hotels. He explains: “Most 5-star hotels in the UAE want a more integrated system. There is very good demand for technologically advanced systems as competition in the market is very high to deliver topnotch facilities.” The technology enables a guest to access controls within the room through an app on their smartphone, al50

HOTEL NEWS ME SEPTEMBER 2015

Find Intercoil International at

stand 6D231 coil is the preferred supplier to 18 out of 20 major hotel groups. Moreover, we bring cutting edge technologies and had introduced the pocket springs in 1900, first double bed in 1970, the first non-flip mattress in 2000, and more recently, the Evernu technology, yet another smart technology aimed at easing the house keeping work, bringing more revenue to the hoteliers, which is also an important step in protecting the environment. These breakthrough technologies were aimed at helping the hoteliers. The Hotel Show, which brings together the hoteliers in the region, is the right platform to introduce such technologies.” Intercoil is also working to implement a new concept, ‘The Mattress Housekeeping’, a service included in the initial price of the mattress, including a full cleaning and sanitising process.

On Show Heavenly bed | St. Regis Black | Four Seasons bed | Pullman bed | Ibis bed | Rotana bed + a premium range of mattresses from Simmons featuring sumptuous fabrics and stylish details. The luxury mattress features, among other innovative technologies, Micro Diamond™ Infused AirCool® and Memory Foam which moves heat away from the body.

Michael Krevet, key account manager MEA at Messerschmitt International, speaks with Hotel News ME about its latest key management system and how there is an increasing expectation in the market for technologically advanced facilities lowing the guest access to the control systems at check-in where key information could be linked to the smartphone. “If guests have been members of the hotels, this system could already be present on their smartphones. All they would need is a mere SMS saying their room is ready for them,” he says. Not only does this remove the need for keycards, but the smartphone can also control other room facilities such as air-condition temperatures, lights, night lights, and much more. The system works through a Bluetooth model integrated in the card reader which is much simpler to use compared to the near field communication (NFC) technology used a few years ago where the mobile phone had to be placed on the card reader. He says: “The range was minimal and wasn’t really practical. In case of our system Bluetooth works from two or three metres away.” The best part about this kind of

technology is that the room systems could be controlled from anywhere, so after a hot day at the beach, a guest could control the room systems before entering the room itself to make sure it is cooled down.

You told us what you wanted in a treadmill. Now it’s here. Our new Experience Series treadmill is designed and built to last. Extensive research and development with operators, technicians and exercisers has resulted in the most robust, reliable and energy efficient treadmill we’ve ever produced. It’s also the quietest and most stable running experience we’ve ever delivered. So, you enjoy a premium ownership experience, and your guests enjoy their run.

THe HOTEL SHOW 2015

Business France: The French Pavilion Visit The French Pavilion at the entrance of hall 3 in the International Village of the Dubai World Trade Centre A total of 13 French manufacturers will participate in The French Pavilion organised by Business France, the national agency supporting the international development of the French economy, responsible for fostering export growth by French businesses, as well as promoting and facilitating international investment in France. The eclectic variety and quality expertise of the French companies should please the major public and private project decision-makers as well as purchasing managers of the leading hotel chains attending the region's largest exhibition to discover the latest trends in the hotel sector. A key event for conducting business in the Middle East and North Africa, this annual event continues to attract new companies with over half participating for the first time. Founded on January 1, 2015 through a merger between UBIFRANCE and the Invest in France Agency, Business France has 1,500 personnel, both in France and in 70 countries throughout the world, who work with a network of public- and privatesector partners. It promotes France’s companies, business image and nationwide attractiveness as an investment location, and also runs the VIE international internship program.

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Among these companies:

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D’un jardin à l’autre: A designer and manufacturer specialising in outdoor showers for the last 16 years. High end models in exotic wood, zinc and stainless steel marine grade. Each model can be customised to offer a large panel of optional fittings. Le Jacquard Français: Le Jacquard Francais is a great story of men and women with a passion for their work. Since 1888, each of them has contributed to building a one-of-a-kind brand of table linens. The weavers, tiers, warpers and slashers, all performing their tasks with expertise and enthusiasm, have always been the driving force of the production site located in Gérardmer (Vosges - France). Leader in the high-end table linens market, Le Jacquard Francais sells its products through a selective distribution network of over 1,500 retailers across the world. Today we offer a collection of luxury table linens for professional use with a large range of patterns, weaves, fabrics, colors and finishings that enables the creation of a chic, timeless look for each client in an approach nearing customisation.

HOTEL NEWS ME SEPTEMBER 2015

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Le Labo design: With a 35-year experience in manufacturing high quality chainmail, company Manulatex with its brand Le Labo design, now proposes a full collection of metal fabrics (chainmail and stainless steel or aluminium plates assembling) for use as curtains or partition system, as well as metal lightings, furniture and tableware objects, designed and manufactured with these different fabrics. Tradition pierre: For over 30 years, Tradition Pierre has been hand-crafting Volvic stone using 100% French traditional methods. In the outdoor segment, master craftsmen create highly expressive statues and faces carved in stone, vases, benches, fountains, etc. that enhance parks and gardens. The company also makes swimming pools, bathrooms and kitchens using enameled lava. This high-quality material comes in a wide range of luxury finishes and colours. In indoor decor, Tradition Pierre predominantly uses decorative wrought iron combined with enameled lava or Volvic stone. Simar Design: The French Family company, based near Aix-en-Provence, manufactures impressive lights. Simar Design is continuously drawn by this challenge: imitate day's light, and more generally, simulate nature inside. The purpose is to make people look at the sky when they look at the ceiling. The idea of bringing skies inside has been made by the simple statement that it is necessary for humans to have a light which is the closest to nature. Many studies have shown the influence of nature on relaxation. It has been also proved that productivity can be increased through wellness. In hotels, these lights create wonders and admiration and will bring a positive image of the building.

For further information, please visit: www.businessfrance.fr

Baal Artisians BAAL is a highly reputable Lebanese company, dealing in design and production of quality, custom-made OS&E for the hotel industry. Exhibiting for the 10th consecutive year, Baal credits its continued success to its customer service, ability to continuously exceed expectations, and more importantly the use of ecofriendly materials and flawless techniques. Likewise, a meticulous method in production is also a factor. Khajak Krikorian, managing director, says: “We maintain a competitive edge over competing companies through our vision, creativity, quality, and introduction of new ideas and techniques all true to BAAL’s aim at innovating stylish, albeit organisation inducing products. He adds: “We are keen to prepare an updated catalogue for our clients annually, to show them what is in the works and what new ideas we’ve come up with. When they seek us out, it’s because our service and our products are unparalleled. Our customers’ loyalty to us is what drives us to achieve pole position in this Find Baal at industry. In the end, this is BAAL. We love what we do.”

On Show Baal introduces a number of new products every year. This year’s new additions to the portfolio include:

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Mobile docking stations Drawer inserts to diminish clutter

stand 4c169

Khajak Krikorian

THe HOTEL SHOW 2015

’ Bon CafEé For almost eight years Boncafe Middle East was part of the largest and most comprehensive business-to-business event for the hospitality industry in the Middle East and Africa Boncafe was established in Singapore in 1962 and founded Boncafe Middle East in 2003 evolving into becoming a leading manufacturer and supplier of fresh roast and ground gourmet coffee. A renowned distributor of domestic and commercial coffee machines and producers of a variety of beverage mixes and along with its partners in Switzerland, Singapore, Thailand, Hong Kong and Malaysia, Boncafe has become one of the leading suppliers and roasters of fine coffee in the region. From 1 August 2014 Boncafe Middle East became a proud member of the Massimo Zanetti Beverage Group, which acquired full equity share capital of the entire Boncafe Group inclusive of the roasting plants in Thailand and Singapore. The Massimo Zanetti Beverage Group is the largest private company in the coffee industry and owns a network of successful companies and international brands such as Segafredo Zanetti, Chock full o’Nuts, Kauai and Hill Bros (USA), and Meira (Finland). Boncafe Middle East offers the complete package from the finest Boncafe Middle East gourmet coffee blends, premium will be exhibiting at coffee machines and equipment brands all in addition to the full Segafredo Zanetti portfolio. With an extensive range of

Hall 6 Stand D251

Desert River Set up in January 2004 by Dutch Nationals Claudia van der Werf and Michiel Schröeder, who both have extensive experience in the international luxury hospitality industry, the Desert River team has been successful in bringing European quality products to the Middle East. Teamwork, integrity and fun are the essential elements of the company culture, something that is reflected in the products they choose to

coffee and beverage products and services we provide a strong portfolio and a ‘one stop shop’ for coffee shop design or the complete beverage supply solution. Offering preventative maintenance programmes, technical assistance, after sales support, certified Barista training courses and beverage menu development these services are available through Boncafe’s experienced and professional in-house Barista Trainers, mixologist, a certified and highly skilled technical and maintenance team.

On Show Boncafe Middle East will be launching three new products at The Hotel Show 2015:

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Cremesso Viva B6 – a new range of our in–room coffee capsule solutions Linea Mini La Marzocco Home Espresso Mazzer Lux D grinder – the result of a collaboration between La Marzocco and Mazzer to build an optimised home espresso grinder. Segafredo Coffee La San Marco coffee machine

bring to the market. For more information on the company’s stylish furniture, head to the website: www.desertriver.com

On Show

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Furniture by Fermob, which creates innovative, practical and fun furniture – whether for the home or for a café/restaurant. Fermob’s designs and charming clean lines combine beauty with practicality and comfort with cosiness. Luxembourg range: high-protection aluminium, stackable chairs in a range of colours Sixties range: high-protection aluminium frame with woven resin seating in a range of colours Djobie table lamp range by ImagiLights, ideal for homes, hotels and restaurants.

Visit Desert River at

stand 7C271 54

HOTEL NEWS ME SEPTEMBER 2015

Al Diyafa stand 4A161

The hotel and catering supplies firm is a leading distributor of supplies and equipments in the hospitality industry. Since its establishment, the Company has grown to become the main player in both Dubai and Abu Dhabi markets. Through the representation and the distribution of major brands, the company is recognised as the top supplier of small operating equipments such as tabletop, crockery, glassware, kitchen utensils, chef uniforms, buffetware, banqueting tables, and bed and bathroom linen. Al Diyafa aims to provide in stock the largest range of hospitality supplies and to ensure the best service and satisfaction of the clients. Its mission is to be the preferred hospitality supplier in the UAE.

THe HOTEL SHOW 2015

Silent Night

On Show

SILENTNIGHT UAE LLC was first established in Ajman in 1978 as a subsidiary of UK's No. 1 bed manufacturer, Silentnight Beds UK manufacturing and supplying beds, mattresses, bed accessories and sofa sets within the Middle East. In 2001, the company became a licensee under the leadership of Christopher Gourdie, Silentnight UAE LLC's managing director. Gourdie says: “We remain competitive in the industry by offering premium quality products, on time service and fulfilling our commitment of five years warranty given on all mattresses and divan beds against faulty materials and workmanship.” SilenNights top three selling products are: the Silentnight fire retardant mattress and divan bed; Silentnight rollaway bed; Silentnight range of sofas.

Find Silent Night at

stand 5B211

Matthew Go, contracts manager

Dometic

Visit Dometic at stand number 8D319 Dometic Group is a premier supplier of mobile comfort products for manufacturers and end users in the lodging, RV, marine, automotive and retail markets. The group employs 6,700 people, operating 19 factories across USA, Europe and Asia. Dometic minibars and safes are found in hotels all over the world. From the start of minibar production in 1970, Dometic provided millions of minibars, initially as part of Electrolux, and as an independent company from 2002. The regional office in Dubai was established in 1991, followed by the setting up a dedicated lodging distributor network throughout Middle East and North Africa. It offers support across the region, as operators and owning companies expand into new markets.

Bang and olufsen

VISIT BANG AND OLUFSEN AT stand number 8E311 Bang & Olufsen is exhibiting for the first time in 2015, unveiling a new product range to celebrate its 90th anniversary. The Bang & Olufsen ‘Love Affair Collection’ features six current products rejuvenated with a rose gold finish. The Danish firm is also a sponsor of the new Tech Forum, - the TecSec Summit where big technology brands including Google, Sabre, NEC, and more host sessions and talks on the very latest products and solutions to hit the market. Major consultants, IT Directors and experts join the BIG IT debate to understand how tech can realistically be used to best advantage.

HOTEL NEWS ME SEPTEMBER 2015

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SILENTNIGHT Ergo Coil Collection - the latest in dynamic bedspring technology that features a unique cross-laced design providing enhanced comfort and a supportive sleep surface and allows the body to maintain its correct postural alignment. SILENTNIGHT Verticoil Collection - the Active Support Technology in Verticoil's patent pending design allows muscles to relax in a more natural sleep position and the coils adjust spontaneously to your movements therefore, comforting and supporting the body. SILENTNIGHT Soft Touch Collection - the Soft Touch Pocketed Coils incorporate revolutionary soft touch spring system providing a special combination of responsiveness, comfort and support making them highly receptive to individual body weight, shape and sleep pattern. SILENTNIGHT Rollaway Bed - Space Saver Rollaway bed is primarily used by hotels as an extra bed in the room. The bed could be move around quite easily because of the wheels underneath the frame and does not require a big space for storage when not in use since it could be kept in vertical standing position.

Chabowski Trading: Muddle Me Muddle-Me is the distributor of a range of unique, high-end and luxury kitchen, bar and café equipment from around the world. We represent world renowned brands including Pacojet, 100% Chef, Polyscience, Probat, Slayer, ACME, Cocktail Kingdom, etc. Muddle Me works to a 3i principle: Initiate- product activation in the market through various trade events; Innovate- the way forward and the reason to keep adding unique products to the portfolio; Involve90% of the portfolio is the outcome of active involvement from clients, young and old. Sharad Nair, business development manager, Muddle-Me, says: “Leading hotels in the UAE form over 65-70% of our overall client base. The products that we represent are vital for any hotel operation. The Hotel Show will help us reach out to a wide range of hoteliers, hospitality entrepreneurs and hotel related professionals to display and demonstrate our products.”

On show Café division – launches last year with Slayer – The Most Exclusive Espresso Machine in the World Probat – Leading Coffee Roaster ACME – Championship Coffee Cups Hario – Japanese Coffee Syphons Bespoke Bar and Barista aprons from Mr. Murkha

Visit Chabowski Trading at

stand 3A130

THe HOTEL SHOW 2015

Established in Germany in 2012, Mühldorfer us a market leader in manufacturing duvets and pillows for top class and luxury hotels. To this day, goods are produced in Bavaria and certified “Made in Germany” and it is due to the close partnership Mühldorfer maintains with its suppliers that the company can ensure safe, direct and efficient supply chain and production processes. Elisabeth Hintermann, CEO, Mühldorfer GmbH & Co. KG, says: “It is always a pleasure and a factor for success to meet our partners in their environment. The visitors of the Hotel Show represent our core market in Middle East and we are delighted to get together there.” She adds: “Our premium collection is the most preferred product for 5-star hotels. First class quality down Elisabeth Hintermann and feathers, cleaned in the fresh,

Fashionizer Couture Uniforms Appearing at The Hotel Show for the first time in 2015, Fashionizer Couture Uniforms was established in 1993 in London and specialises in creating unique and iconic uniforms for the luxury end of the hospitality market. An award-winning company that offers an extensive range of uniform services including design, manufacture, full onsite delivery, fittings and global distribution. Fashionizer offers high-quality bespoke uniforms, across all customer facing hotel departments, including front of house, housekeeping, F&B and spa. Fashionizer Spa, provides high-quality natural fibre uniforms for beauty clinics and spas. Fashionizer’s client list includes prestigious global luxury brands, 5-star hotels, resorts and spas. The company excels in delivering complete packages for new openings. Its approach is that each project needs unique designs, innovative and 58

HOTEL NEWS ME SEPTEMBER 2015

Debbie Leon

practical solutions and good logistics to ensure timely delivery. Collaboration is key and they work closely with each client to ensure that their uniforms are in tune with their interiors and delivered to deadline and to budget. Debbie Leon, MD Fashionizer Couture Uniforms, says: “Having just completed first major project in Dubai, at the Four Seasons Resort Dubai at Jumeirah Beach, it provides the opportunity to showcase what the company can do for the ME hospitality market. Hotel Show Dubai is a flagship event in the hospitality calendar and gives Fashionizer the chance to meet key decision makers and influencers.”

Fashionizer

stand 4E145

MUhldorfer GmbH & Co. KG

Find Muhldorfer at

stand 3A111 within the German soft and calcium-free water of the Pavilion Bavarian Forest, guarantee, besides our experience for more than 95 years, the highest degree of quality. One of our highlights – the Mühldorfer featherbedding, ergonomically shaped for the back and providing ideal temperature balance conditions. For our new product line, Bio-nature, we use carefully chosen cotton qualities, unbleached and uncolored.” Taking pride in the product range, a member of Mühldorfer’s owning family is always present during trade shows in order to keep personal contact with clients old and new. On show Bio-Nature – a product line by Mühldorfer Selected downs covered in the finest untreated cotton – this is the natural sleeping quality by Mühldorfer.

Prologic First

stand 8 A 331

Prologic First is an employee owned software development and marketing company based in India. It was formed in 1997 by a group of experienced hospitality IT professionals. It has, since, evolved into a leading provider of integrated software solutions for hospitality and related verticals. Amit Sharda, VP of hospitality at Prologic First, says: “Prologic First has been a technology leader. Prologic First would be demonstrating their new products and APPs which are based on the latest technology. It would be worth a while to visit the stand to know more details.” Prologic First has attained continuous growth in the hospitality IT segment. We are a ‘single vendor’ company for all the software requirements for hotels, restaurants, catering companies etc. Our after sales support is one of the key to our success.

On Show Adding to its best sellers, WISH.NET, Touche POS and Web Prol’IFIC, This year Prologic First is celebrating the launch of mycloud HOSPITALITY; the latest in a string of technology and functional innovations from Prologic First. Sharda says: “Prologic First has leveraged on the benefits of cloud computing to deliver a cost-effective integrated solution for operations and management of guest facing applications in a hotel. It is one integrated solution that includes the traditional PMS, POS, channel management, web booking engine and receivables served to you on a pay-for-use basis over the cloud. “Everyone talks about Apps these days, we will also be demonstrating some Apps developed on Android and Apple iOS platform.” Amit Sharda

HOTEL SHOW 2O15 UNITED ARAB EMIRATES – DUBAÏ SEPTEMBER 28-30, 2015 Visit us : International village, Hall 3

Exhibitors :

FRENCH PAVILION

arT MElY  3c 121

For more than 10 years, Art’Mely Company, imagines, designs, manufactures and sells its innovative MADE IN FRANCE Indoor/outdoor furniture’s. www.art-mely.com

arTaSa  3a121

Paris-based, ARTASA designs and produces exclusive artworks. In addition to a catalogue inspired by the Islamic culture, we offer services of art procurement and commissioned art. www.artasa.eu

arT ESprESSo  3B123

Our range of expresso coffee machines, including the Ledies (the only expresso machine with leds - 16 colors) and their multi-colored capsules of unique coffees and teas invite you to discover a world of flavors that expresses the French art of espresso. www.art-espresso.com

aToll EnErGY  3c126

Since 2010, Atoll Energy develops reliable, efﬁcient and environmentally friendly combined cooling, power and heating –CCHP- solutions. Atoll Energy’s solutions harness heat and turn it into energy. www.atollenergy.com

BalSan  3c127

DESHoUlIErES  3B124

Founded in 1826 Deshoulieres Company became in a very short time the leading French porcelain factory for ﬁne dining tableware. Our high technology production combined with our know-how producing different products: white Limoges plates, glazed colors plates, special customization patterns and standard patterns. www.deshoulieres.com

lE JacQUarD franÇaIS  3B120

Since 1888, Le Jacquard Francais is a great story of men and women with a passion for their work. Leader in the high-end table linens market, Le Jacquard Francais, today offers a collection of luxury table linens for professional use with a large range of patterns, weaves, fabrics, colors and ﬁnishings. www.le-jacquard-francais.fr

lE laBo DESIGn  3B121

With a 35-year experience in manufacturing high quality chainmail, company Manulatex with its brand LE LABO design, now proposes a full collection of metal fabrics (chainmail and stainless steel or aluminium plates assembling) for use as curtains or partition system, as well as metal lightings, furniture and tableware objects, designed and manufactured with these different fabrics. All our products are hand-made in France, respecting our know-how and complying with European standards. www.lelabo-design.com

As the leading French manufacturer of roll carpets and carpet tiles, Balsan develops a myriad of colours, effects and textures and has no equal in combining materials technology and aesthetics in a range of some 2,000 references designed for building and hotel trade professionals. www.balsan.com

rIcHarDSon fIllES  3c122

crISTal DE parIS  3c123

To help you optimize the management of your hotel staff with objectives such as customer satisfaction, mastery of contractual and legal obligations, simplicity and efﬁciency of your processes, Senef Soft tailored for you a bunch of innovative web solutions, flexible and scalable and as dynamic as the hotel sector. www.hookee.fr - www.senef-soft.fr

By combining hand-engraved free-brown pieces with great classic styles, Cristal de Paris, haute couture of engraved cristal, offers a complete range of table and decoration crystal ware. We are specializing in gold decoration and pate de verre too. www.cristaldeparis.fr

D’Un JarDIn a l’aUTrE  3c120

Products made in France. Dsigner and Manufacturer specialized in OUTDOOR SHOWERS since 16 years. High end models in Exotic Wood, Zinc and Stainless Steel marine grade. We have the possibility to customize each model in offering a large panel of optional ﬁttings. www.dun-jardin-a-lautre.com

contacts :

Richardson Filles is a company that designs, creates and distributes made in France quality linen. Its clientele is both professional (BtoB) and made of end customers (BtoC). www.richardson-filles.com

SEnEf GroUp  3D120

TraDITIon pIErrE  3D122

For over 30 years, Tradition Pierre has been hand-crafting Volvic stone using 100% French traditional methods. In the outdoor segment, our master craftsmen create highly expressive statues and faces carved in stone, vases, benches, fountains, etc. that enhance parks and gardens. We also make swimming pools, bathrooms and kitchens using enameled lava. www.traditionpierre.com

andrea de rossetto, Head of Department - +971 (0)4 408 49 81 - andrea.derossetto@businessfrance.fr Miryem oukas Messidi, Head of communications - +971 (0)4 408 49 69 - miryem.oukasmessidi@businessfrance.fr www.businessfrance.fr

Fabio Pozzan

Liubomyr Fil

Halil Ansar,

bartender, Armani

General Manager, Intersect by Lexus

The experts

GM, Asia Asia

Waweru IsaacNewton

Head Barman Dubai World Trade Centre/ Seven Sands JBR

Adam Carr

Training Manager, Tonique Consultancy

Mixing up the menu 62

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Anthony Gomes

restaurant and lounge supervisor, Le Porte Des Indes

Earlier this year KPMG predicted a further 1,600 F&B outlets could open in the UAE, placing even greater pressure on existing venues to maximise profits. With beverages playing an ever larger role in revenue generation, Hotel News gathered Dubaiâ&#x20AC;&#x2122;s top beverage experts to discuss market dominance, themed concepts and regulation

Nabil Djabbari

bar manager, Nasimi Beach

the panel - in association with

Dubai may be a trend setter in many ways, but when we’re talking about bar trends it’s a follower, not a leader. Trends come from London, Australia, Asia Marcel Haddad: I think what is missing is the education, not the guest education but the whole culture. We all bring our own bar culture here from different parts of the world – London, Lebanon – and try to apply here. With the innovation and new concepts coming, I think there is little else to do to a classic but change the glassware or presentation of the drink. So innovation of the new classic drinks is what is missing from this region; for a local bar tender to say they work in a certain place and created this drink. Using the power of social media a new drink can be global within 10 days and that’s how Dubai can set its own trends. Djabbari: I think we also need to educate our customers better. Carr: A lack of training is apparent also; it just isn’t executed as much here as elsewhere. As a training manager when you go into a venue you see many managers will invest in the look of a place, but forget about the training. It is changing, around the world, this is important, so Dubai will have to catch on. Asar: The most important part of a recipe can be the person making it. If you look at how to make and present, training is vital to that.

Marcel Haddad

bars manager, Vida Downtown Dubai

In a snapshot observation, what do you currently see in the local market? Adam Carr: Although Dubai is developing rapidly, with new bars opening every week, in my opinion compared to the rest of the world we are behind. That isn’t a negative, it’s just reality. For me, Dubai may be a trend setter in many ways, but when we’re talking about bar trends it’s a follower, not a leader. Trends come from London, Australia, Asia and like any trend in any circuit, things come from elsewhere and we execute them, but hopefully with the level of talent coming here from all over the world we can begin to set our own trends. Nabil Djabbari: Definitely. I think we are missing speakeasy bars and genuine, well made classics. You can get the bling factor anywhere, but we miss that authenticity in the bar culture here. Halil Asar: We see the nitrogen and dry ice and smoke – a lot of techniques – but I have noticed also that bar tenders are more involved in not only preparing the drink, but also in what you are eating, both in alcohol and non-alcoholic drinks.

Waweru IsaacNewton: As we are located in an Emirati restaurant, we are in a slightly different position. We have a whole range of signature mocktails that were created especially for the restaurant, each of which is designed to have a very distinct flavour. In our area, we are seeing more demand for crushed ice drinks and also exotic fruits. There is a huge market for mocktails and we see people coming to the restaurant to drink them with a meal, or straight from the beach to cool down. In the context of the restaurant we use traditional ingredients and imported fruits and blend new combinations. Carr: We see menus being developed, which feature mocktails that are charged at the same amount as a drink which contains alcohol. For that price, consumers do expect the same amount of love and thought to be put into their drink as an elaborate cocktail. Anthony Gomes: Mocktails get much more exposure here than in European or other markets but they are being appreciated for the level of artistic creation that goes into them. Asar: It is always the chef who will take the complements, but with creations like those the bar staff can too. With this in mind, does it make business sense for venues and outlets to expand on their mocktail menus? Marcel Haddad: It depends on your target and where you want to go

who develops a cocktail menu does it for occasions. So a sweet drink is good for after dinner. To differentiate the offering further we are going to incorporate – and this is a trend which has been circulating for a few years – food products into the drinks.

we are seeing more demand for crushed ice drinks and also exotic fruits. There is a huge market for mocktails and we see people coming to the restaurant to drink them with a meal, or straight from the beach with your venue and concept. Do mocktails make enough money for you? Are you purely a cocktail bar with only a few signatures? Perhaps it’s up to the company or the corporation to decide which way they want the venue to go then you can push your grapes list, or hops, etc. But don’t forget your occasion guest. For example, Zuma has huge order for mocktails and they have a large menu of signature mocktails that mirror the concept of the bar. Carr: It’s essential. IsaacNewton: Think about the time of day. In midday or afternoons you will not see the same demand for alcohol. I believe you need to develop and change these offerings and also keep your clients entertained and interested through these elements Liubomyr Fil: We see people going for the lemon mint lemonade, but the demand for mocktails in our bar isn’t as sophisticated as you would see elsewhere. You have to know your client and why they have chosen to be at your venue. Carr: The visuals are important. People see an interesting looking drink and want to try it. I previously worked at a bar where the most expensive mocktail was AED110 and had gold leaf. It was incredibly popular and it was luxurious and tasty. It caught on and was a big success. Haddad: The clients appreciate the attention, the care, and that somebody can create that. There has been a distinct rise in the number of sommelier offerings and the pairing of food with a whole range of drinks. How do you see that developing? Fabio Pozzan: We have seen different cocktails being created to go with different foods. We have moved beyond the classic white grapes with fish combination and everybody is a foodie today so cocktails are now becoming part of that cuisine experience. Carr: At Cocktail Kitchen, it’s in the name. We won’t match every drink with a dish because it becomes quite a large task – anybody 64

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Asar: I believe too that we are going to see more edible parts in drinks, so for example cucumber in a traditional Asian drink, holed out so you can eat and drink together. Perhaps we could even see completely edible cocktails. Haddad: Gimmicks. Now is a time where gimmicks catch on. Anthony Gomes: We have a drink that incorporates a little olive oil, so at the end of the drink you finish with a savoury note and that pairs really well with the food. Djabbari: I was in Germany and we were creating cocktails with light deserts but in my role here it is very different. We are serving maybe 5,000 drinks over the course of an event so quality and speed are our targets. You need a small speakeasy kind of bar to do that and the bar tender needs interaction with the guest to find out what they like to drink and what they are eating. Carr: A worldwide trend right now is drinks that are low in ABV and Dubai will catch on to this because of the mass of restaurants here and because people in that time after work but before dinner, want something light and refreshing. There is also something quite sophisticated and elegant about them. Asar: The bar nut is disappearing and that’s a good thing I believe. It shows drinks are more respected by the person making them and we see things like crudité and popcorn replacing that. As an extension of that trend do you see any demand for more exotic, or perhaps even organic, ingredients? Djabbari: I have noticed Dubai uses a lot of spice and herbs. London is a take on classic drinks with their own signature, here the market prefers traditional tastes. Carr: Going back to exotic ingredients, when I first came to Dubai it was Marcel who introduced me to products like Zataar and I had no idea what it was. I didn’t know about the ritual around eating dates, or how jasmine could be used in drinks. Products from the Levant, Morocco, and guests had never seen anything like it. You can’t generalise, so if somebody wants a traditional drink you can’t ignore that, but Dubai has this huge expat influence and some of these people have travelled the world, so they want those exotic ingredients, and that’s a trend that exports. Sumac is now used in drinks in London for example. Now that came from the Middle East. Haddad: In Dubai 70% of the people are under 35 years old so your market is after something totally different. Unless you are going somewhere for a specific drink, that is what you will find. Then on the other hand, many classics developed because of what was available. South American drinks are all based on lime because that’s what they had access to.

the panel - in association with

Pozzan: The culture here is very different, so there is an element of guest education; an element of people understanding what is in a drink and the craft of the cocktail. It goes hand in hand. Haddad: But the bar tender takes the order and makes it, they don’t push for a guest to try something else. In previous jobs we have used special machines that nobody else had in Dubai for our own infusions and to create specific flavours. But when you have clients on a Thursday or Friday night, they’re not going to look for that level of sophistication and you also need to serve quicker. Pozzan: You can’t open something like 69 Colebrook Row here because the audience isn’t ready for it. You want to convince your team to sell to them but really it isn’t just about “selling” it is advice about what the guest will like. But too many places see upselling as just money on the bill. It’s the wrong way to create a cocktail culture.

ingredients and training. You require tighter cost control, but without affecting the operation. Haddad: it’s not just cost control; that’s the mistake of sticking to this 25 to 30% in which you cannot do a proper signature cocktail. You have to think about it in terms of footfall if you want to sell that product in the best looking way possible to bring people to your bar. Asar: Imagine how much creativity we could encourage if we didn’t have to answer to the financial department. That’s a huge factor. Haddad: That is the great thing about cocktails because you have flexibility to provide the same product with alternative ingredients.

Haddad: I think people also don’t want to leave their comfort zone and they don’t want to admit that they don’t know something.

How does this cost element change for bars which are themed to a single drink? For example, we recently saw the opening of Ginter at the new InterContinental, which serves a whole menu of drinks based on gins from around the world. Does this set up allow for more creativity within set budgets?

As managers does this affect cost control? Asar: It doesn’t just affect our financial and waste management because it’s not only the machine you purchase but the glassware,

Carr: There is also W1 in Grosvenor House and it’s a great concept especially in that hotel because of the standard. The Vault was a similar idea at the JW Marriott. But in terms of business they make

varying degrees of sense. Some drinks have an entire ritual behind them, as well as the versatility to create cocktails from them, others don’t so you will always have to extend the menu. Haddad: It’s nice to visit a themed bar but you go once or twice and that’s it and you will have to serve everything else on the menu too. It’s the market and the market will change your concept whether you like it or not. You try to hang on to your idea because you believe in it, but it comes to opening night and the place is empty. How big an influence does brand orientated training have on selling drinks? If a bar tender is trained using a specific brand or edition of a drink, are they likely to experiment with alternatives? Carr: You see a lot of very heavily brand-orientated training. It’s great that they offer this and very enthusiastic bar tenders go to these sessions; usually those who have very limited prior knowledge of cocktails and spirits, but the result is they are “brainwashed” to push only one brand. Haddad: They are very simple to work with. They have a good variety – not artisanal, but extensive enough. But these are the suppliers and you have no choice but to work within those two sources. Carr: It would be good to see more special imports but that comes at a cost that few are willing to stretch to if you can’t be sure there is a market for it to be bought, they are reluctant to do it again. But on a positive note there are more and more venues opening with one or two really rare and new products and I believe that once people see that, a few more venues will have it and the consumer will be happy. I think if you work with these brands in a manner which is realistic, then everybody can benefit. At the end of the day they aren’t us here to sell us products, but also educate and we see that through their academy endeavours. Managers have to have integrity. How do you approach training within each venue? Haddad: Training is a right for every associate – they join the company to develop. We have training with department heads and they have yearly or six month schedules, which everybody must attend. Carr: If somebody is there working a job simply to make money, they shouldn’t be in the industry. This industry is all about being hospitable; even if the venue requires a quick service because of volume. We are going to have even more high end venues here moving forwards, but the basics need to be right before we try to run. Asar: We have development plans at regular intervals internally and also the branded training but managers have to think about what they want. Just hands that serve or an extension of the brand values? SOPs are crucial here, but often not integrated. Your in-house training manager isn’t going to be as relevant to bar staff as an external trainer; think about who you are bringing in. Gomes: People in Dubai don’t get the proper level of training here and the balance between passion and knowledge is different here than in other markets. 66

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We have moved beyond the classic white grapes with fish combination and everybody is a foodie today so cocktails are now becoming part of that cuisine experience Djabbari: It is the responsibility of each manager to know the level of training that is needed and who is talented enough for promotion. We as managers need to ignore the trends we see in the local market and always to know where the standards are and how to meet them. Recently we had a training session on the idea of giving the guest something extra. So offer a napkin, or the right amount of ice for large tables. Another issue is that I am not interviewing the staff. We have 4,000 people throughout the hotel so recruitment isn’t always inclusive of department heads. Asar: You always need a two part process. The HR interview which takes it to shortlist then the department head. Otherwise you end up with people who when you’re training, you’re training is a paper exercise, not an addition to overall quality. IsaacNewton: At Seven Sands the concept requires a high level of training but also a high level of quality control in the recruitment process and it goes from the large responsibilities to the smallest parts of our job, like when and how to crush ice for the drinks. We evaluate our service through a guest questionnaire so we can monitor the quality of service, but it has been known in some places that staff will amend or discard questionnaires they don’t like, so we use iPads and when the questionnaire is complete it goes directly to management. Carr: We go to many different bars and restaurants with a service called “train the trainer”. On a very basic level we teach people how to respond to feedback and how to create the emotional connection. We train staff and management in how to give feedback to the staff and how to teach the staff how to receive and give feedback and create a healthy relationship. So if a guest complains you know how to apply that skill set and relay the information back to management. How do you train staff to say no to a difficult customer? Carr: All hotels and venues should adhere to clear guidelines in terms of their responsibility when selling beverages. They should be aware of promoting moderate drinking. Pozzan: We all have a line of care towards our guests and to make sure nobody gets injured, because if something bad happens it also reflects on your establishment. Haddad: It’s judgement and common sense and you can always contain an issue through security and decisive management.

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Djabbari: We have an Arab customer who wanted to drive his car and I took his keys. His family came to collect the car the next day and it transpired he had been banned from a number of places. Carr: People don’t like to be told no, even in the most polite way. Although every member of staff should be able to diffuse any situation with the right training, it should always go back to the manager. The manager is there for a reason and this is the situation where they need to step in. Asar: Then they want to speak to your boss and then they bring in the wasta and threaten to close you down for saying no. Haddad: Just mention one word: police. It’s very simple. If they are not coming to their senses that is what you have to do. This country is very controlled security wise. Our security staff are just as well connected as any customer can be. Djabbari: We often have guests who try not to pay the minimum spend and they react in the same way, but you have to be professional and not back down. Do you find any challenges in terms of the regulations around beverages here compared to other markets you have worked in?

Haddad: Exposure. That’s the only issue. No matter what you do and no matter how creative you get, you are dependent upon word of mouth to fill your establishment. Social media is the best way to reach people, because even consumer magazines can’t fully explain the process you have put into creating a drink. The focus is always on the chef. Prices are also expensive here. Pozzan: The fact that business are effectively taxed twice as well does nothing to mitigate that. Haddad: The market dominates in Dubai it isn’t as much about your education or experience and we have to adapt to that market. Even with suppliers. In Lebanon you can call at the last minute and they will go above and beyond for you to retain your loyalty. Here, at the weekend they are closed and your hotel could be on fire or you have 3,000pax to cater to but they don’t care about losing the business because they will always pick up more business from elsewhere. That’s what happens when there are only two companies dominating the industry.

Hotel News ME would like to thank La Porte Des Indes at The Address Dubai Mall for hosting this event and all the participants for their contributions

SEPTEMBER 2015 HOTEL NEWS ME

F&B FEATURE

Tasting tradition

The cosmopolitan culture upon which the UAE was built put the country on the map. But in the midst of the international glitz many have begun to ask: Where is all the Emirati food? By Melanie Mingas 68

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isit any city around the world and one thing stands out – culture. You can see it in the people, experience it in the hospitality and taste it in the cooking. It’s the least tangible but most impactful and educational element of any trip, and it’s the part that makes memories to last a life time. While Dubai has captured hearts across the global community, it has done so by creating a hub of other cultures: a multi-national, cosmopolitan blend of the finest from every corner of the globe to be experienced, predominantly, through taste. According to analysts CBRE, the UAE has the highest number of F&B outlets per capita in the world, but few showcase the traditional tastes of the desert. From Asian to American, Japanese blow fish to tribal African game, the UAE serves it all but in recent years the menu has been expanding in new ways. In 2012 in Abu Dhabi, Samaya International CEO Ali Al Hosani, began dedicating himself to creating an indigenous F&B brand for export. In 2013, Za’abeel Palace general manager, His Excellency Ahmed Bin Hareb Al Falahi, spoke of a directive that would ensure at least one Emirati dish is served at every restaurant in the Emirate and, while his ambition is yet to be realised, that year, the World Hospitality Championship was held in Dubai for the first time with the top accolade awarded to the UAE’s team of Emirati chefs. In tandem with these developments, single Emirati restaurants and cafes began opening up to serve neighbourhoods across the country; Al Fanar, Al Khettar, Bu Tafish. Mainstream versions opened their doors in Dubai Mall, such as Milas and The Majlis and, while the tastes were distinct the traditions around the food were lacking. Even in Abu Dhabi’s Mezlai, at Emirate’s Towers, first fine dining Emirati restaurant, the 5-star Emirati food was served as one would expect in a Michelin star restaurant; plated on white porcelain with sprigs of garnish and jus. Emirati cuisine wanted to break through, but was watered down by a lack of authenticity, committment to the concept and Emirati chefs imparting their family traditions. Then award winning head chef and TV star Ali Salem Edbowa was appointed to transform Mezlai’s palatial dining room from a venue serving homogenised Emirati food to a truly Bedouin culinary experience. Thanks to his passion and prominence on the culinary scene, since then the taste for Emirati cuisine has only grown.

Shifting sands This year, Dubai opened the doors to its own high-end Emirati concept, Seven Sands – a culturally immersive culinary journey around the emirates, located in a prime tourist area, Jumeirah Beach Residence. A concept by Dubai World Trade Centre (DWTC) – a key player in the Emirate’s promotion of indigenous hospitality, host to more than two million visitors every year and ‘preferred’ royal wedding caterer – the Seven Sands venture was a formalisation of DWTC’s knowledge of Emirati cuisine; or, as VP of hospitality, Mohammed Al Jumairi, says “an obvious next step”. “Seven Sands is the result of having identified and recognised a gap in the market for restaurants which celebrate Emirati cuisine. Promoting the UAE’s rich cultural heritage and helping the com-

F&B FEATURE

munity understand it is important across the country, but we’ve not seen it done before through food,” he reveals. Typically, Emirati cuisine is only found in Emirati households, due to the slow cooking techniques and large quantities in which dishes are usually prepared. The traditional chargrilled meats, popular across Arabia, are some of the few dishes which lend themselves to restaurant service. The distinction between Emirati and Arab cuisine is the use of bezar, a mixture of 24 different native spices, which in home cooking sees variations on the blend in order to distinguish between households. It’s a practice that has brought a very literal sense to the globally recognised idiom “there is nothing like your mother’s cooking”. Al Jumairi adds: “DWTC conceptualised Seven Sands to serve these authentic recipes with a modern twist, and in a contemporary setting. In essence, the restaurant creates a culinary interpretation of the cosmopolitan but traditional values of the UAE today. The menu reflects food across the seven Emirates and celebrates the history of each.” The name, and indeed celebration, comes from the gathering of sands from each of the seven emirates, on display within the restaurant’s décor. The entire venue pays homage to the history of the UAE, from a molded mural on the vestibule wall, reaching from ground level to first floor ceiling, to the ingredients in the bespoke mocktails. Coffee is served in ornate jars originally invented by Bedouins and heated through candles and the ingenious application of basic physics. It is served with Sevens Sands’ already famous date toffee pudding, crème brulee, kunafa, or khabeesa an ancestral-rooted dessert made with semolina, sugar, ground cardamom, rose water and saffron and garnished with cashew nuts and sultanas. Al Jumairi continues: “Before opening, we knew there was a demand for this kind of culinary offering in Dubai and the popularity of the restaurant so far has reinforced that. We launched before Ramadan VP of hospitality, Mohammed Al Jumairi, when there is naturally an increased DWTC demand for local cuisine with Iftar 70

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and Suhour, and we expect Seven Sands’ visitor numbers to continue to strengthen over the cooler months which will bring more tourists. Plus, our customers will be able to enjoy the fantastic view of the Dubai coastline from the terrace.”

The business casE Following the opening of more Emirati restaurants and with the annual Dubai World Hospitality Championships set to return in 2015, there remains only piece to fit into the jigsaw; Emirati food in hotels. While the UAE has many indigenous hospitality brands, from Rotana to Jumeirah and Emaar’s The Address, these have yet to fully embrace Emirati food in the same way they have Emirati hospitality. Broadly speaking, there are two reasons. The first is kitchen capacity. Camel Turducken, or whole stuffed camel, is listed in the Guinness Book of Records as the largest single item on a menu. It is an Arab – and Emirati – staple, and serves as a reminder of the scale at which Emiratis cook.

Traditional dishes The World Hospitality Championship recognises 92 dishes as having traditional Emirati heritage. Here are some of the most popular: • Bezar prawns – Spiced marinated prawns fried with vermicelli dough • Maleh korse – An Emirati fish delicacy • Al Harees – Meat and wheat boiled together until the water evaporates • Camel Turducken – Cooked with turmeric, lemon, cardamon and cinnamon bark • Al Machboos – Rice, meat, onion and dried lemon • Harees – Wheatberries with lamb or chicken • Arseeyah – A traditional comfort dish of rice and chicken with cream and oil • Thareed – Crispy flat bread layered with soup or lamb stew

From far left, the interiors at Seven Sands, a platter of traditional Emirati sweets and cooking at the World Hospitality Championship

“Like the popularity of food trucks, which have become prominent players in the local market, we will see a similar level of market penetration in the Emirati and indigenous foods market ” The second is talent. When interviewed on the opening of Mezlai, Chef Ali Salem Edbowa, attributed the lack of Emirati restaurants down to the lack of Emirati talent in kitchens and shared the story of how his own award winning career only came about because he learned to cook out of necessity while spending time in Eastern Europe. Samaya International CEO Ali Al Hosani has dedicated much of his career to encouraging Emirati youths into the hospitality and tourism industry, in a number of roles. His homegrown hospitality brand is due for export next year, with openings in London, New York and LA, rather than Dubai and Abu Dhabi. His vision is to predominantly employ Emiratis at all levels, from front of house to senior management. “Career wise, hospitality provides huge opportunities, it’s simply about getting the message across to promote those senior and management roles, in the back office, front of house and in cuisine and banqueting. It’s about education and they in turn can education the guests on our culture, as well as being role models for more Emirati nationals to embark in a career in hospitality,” he explains. “We have to change this current trend. Oman and Bahrain regulate their nationals in the workforce with quotas, and while the UAE has a free and open market, that doesn’t mean we don’t need to strategise,” he adds. However, even with the largest kitchens and an army of local talent one person believes there will still be one more element to overcome – fashion.

MER & MISTRAL

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Head notes: Citrus, Mandarin Heart notes: Pine of Alep, Cypress, Rosemary Base notes: Cedar, Amber white, Musks For more information, contact: Myriam.Redouane@mailmac.net / 048128300 / 048128398 chalhoubgroup.com SEPTEMBER 2015 HOTEL NEWS ME

The terrace at Seven Sands, JBR, the newest Emirati restaurant in Dubai

“Before opening, we knew there was a demand for this kind of culinary offering in Dubai and the popularity of the restaurant so far has reinforced that ” The Dubai World Hospitality Championship

Emirati food in itself may be tasty and native to the country, but it isn’t yet an on-trend cuisine, meaning the business case for opening more Emirati restaurants, or investing in the talent and equipment to serve Emirati dishes in hotels, remains weak. GM of food and beverage at AKI Group, Farah George, knows how to spot a trend. AKI has introduced such concepts as Burger Fuel, Il Caffe Di Roma and Espressions to the local market and George attributes the lack of Emirati food to the lack of popularity and understanding of the concept. He explains: “It’s an untapped niche in the market and it’s strange. A lot of people are followers, so when something is popular everybody follows the trend and when that ends and something else comes, they follow that. You get to see a few creative minds here and there but not many. “It’s not easy to push for a new direction because it’s not enough to serve just Emirati food; it is expected that menus will feature certain items and those cannot be incorporated in just that cuisine,” he adds. However, that doesn’t mean things can’t change. During Ramadan this year, the Sheikh Mohammed Centre for Cultural Understanding served Iftar with a side of cultural scholarship, providing the opportunity to learn about indigenous traditions through food and the concept is just as popular outside of the Holy Month with cultural meals held four times a week at the centre. As the 30-something Europeans, who have traditionally opted for hotelbased dining, are replaced with a burgeoning youth population who have travelled, and tasted, the world, the demand for authentic and ethnic F&B concepts, can only grow. George concludes: “Emirati and local food is very interesting and we are seeing more concepts coming up, so I do believe that this is going to be a big trend now, moving forwards. “Like the popularity of food trucks, which have become prominent players in the local market, we will see a similar level of market penetration in the Emirati and indigenous foods market. Emirati food, packaged with modern industrial design and sleek concepts but serving traditional food, is going to be the next big trend.” 72

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Organised by Za’abeel Palace Hospitality under the directive of His Highness Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai, the Dubai World Hospitality Championship (DWHC) takes place annually in Q4 at the Dubai World Trade Centre. The challenge not only promotes Emirati talent, but traditional Emirati dishes, a cuisine that, despite the melting pot of nationalities and cultures in Dubai, is rarely the main attraction on a menu. Mona Al Suwaidi, Emirati Competition coordinator from the Dubai Women’s Association, says: “Emirati cuisine is unique and deserves to be acknowledged at a global level and DWHC is the first step in that direction. This is the first time that an event of such magnitude is taking place in the UAE and we are excited to be part of it. The response we have received so far has been overwhelming.”

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DESIGN

Gastro-mix

Early last month, American inspired gastro-pub, the Black Lion opened its doors in the H Hotel offering guests a mix of eclectic dishes in vamped up classic surroundings

Andrew Clough, SVP Development, Asia Pacific and Middle East, Hilton Worldwide

Tones of deep red surround the pub

HOTEL NEWS ME SEPTEMBER 2015

he Black Lion pub opened its doors to guests on 18 July this year in the bustling H Hotel, Dubai and comes as a welcome addition to the F&B scene as the transatlantic sister of the award-winning Reform Social & Grill restaurant in The Lakes, Dubai. This new stylish gastro-pub combines refined American classic dishes alongside a beverage list which has been inspired by the best of the U.S. Embracing the gastro-pub concept, the venue was designed and decorated by TGP Consulting, who worked on accentuating the natural feel of a traditional pub with its own twist. Discussing the concept and design momentum, Jonathan Mangham, design director, TGP International who spearheaded the design team on the project explains: â&#x20AC;&#x153;The owners wanted us to create a U.S inspired gastro-pub, creating a comfortable local feel whist producing a space that

had a unique style, attracting the nightlife crowd of the neighboring Dubai hotspots. We were tasked with transforming the existing location, Bapas, into a space which was lighter and more welcoming. We had a challenging eight-week design and fit out programme but we worked with the existing layout, modifying and adding to the dominant current finishes in the bar area, introducing the exposed

brickwork and the heavy Lincrusta wall finish, resulting in a complete transformation. We focused on adding interesting key visual anchors such as the painted exposed brick and the art collection. The team also incorporated interesting materials to complete the brand image.â&#x20AC;? Reflective of its traditional tone, the pub hosts a mixture of deep reds surrounded by old oak finishings.

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DESIGN

“These pieces were vital in order to be able to meet the needs of the classic gastro-pub menu and to be able to cope with the volume of meals which need to be served”

Discussing why this was the colour of choice, Mangham explains: “Our colour scheme is representative of many great pubs with a mix of classic colours in natural materials, whilst transforming and lightening up the space to make it more welcoming. Our accent colour which is used throughout the venue is a deep red, RAL 3003 to be exact.” The flooring used throughout the space is comprised of hand scraped aged oak panels, reclaimed bricks and sawn timber paneling which has been used to create a feature wall, this combined with the industrial style windows give the feeling of a former industrial space given a new lease of life as a contemporary gastro-pub. With traditional heavily textured Anaglypta wallpaper covering the entrance areas and the ceiling over the bar, pressed tin panels from New York positioned at the bar front and an eclectic American influenced art collection, TGP created an overall design concept that was yet to be achieved in Dubai. In a competitive marketplace, which is already home to a plethora of pub concepts, Mangham is acutely aware of the defining points of DNA. 76

HOTEL NEWS ME AUGUST 2015

He explains: “The main feature is the central bar taking pride of place as it would in any great pub but the subtle detailing of the artwork, lighting and materials create an eclectic organic feel that a good local pub would provide. We also wanted to create a design concept that felt as if it has been added to and developed over time. “With our short time frame we were relatively limited in our choice of lighting suppliers, but the design team selected statement pieces and styles from local retailers within the region creating the right setting for guests. Our furniture has all been locally made to our bespoke designs to reflect an industrial heritage, such as the heavy cast iron bases at the large high tables.” But it is in the kitchen where the magic takes place and in order to produce the vast quantities of hearty U.S-styled cuisine required, a raft of specialist equipment was selected. Mangham says: “We augmented the existing kitchen with some specific pieces of kit such as a chargrill and a salamander. These pieces were vital in order to be able to meet the needs of the classic gastro-pub menu and to be able to cope with the volume of meals which need to be served.”

INTERNATIONAL BESt PRACTICE

Austria’s Grüner Baum underwent an 18-month organic transformation

An eco-transformation with a difference How can a traditional, familyrun Austrian hotel, reinvent itself as a unique organic resort village? Gemma Greenwood reports from Gruner Baum, Bad Gastein

HOTEL NEWS ME SEPTEMBER 2015

estled in a secluded lush green valley of Bad Gastein in Austria’s Salzburg Alps, surrounded by endless mountains and forests, sits a traditional family-run hotel village with a difference. Hoteldorf Grüner Baum is the Gastein valley’s first entirely organic hotel and only the third such property in the Salzburg province. But it’s not always been that way. The property, which has been run by the Blumschein family for more than 100 years, took the ambitious step to ‘go bio’ back in 2011 – a move pioneered by Maximilian Blumschein and his wife Sigrid who are the fourth generation of the Blumscheins to manage Grüner Baum. The experienced man-and-wife team, who first met working for a well-known hotel chain in the US before moving together to North Africa, decided it was time to give the family resort a new point of difference, while retaining its rustic authentic Austrian charm.

Useful links Grüner Baum: www.hoteldorf.com/en Bio Hotels: www.biohotels.info Austria Bio Garantie: www.abg.at/en Marías Organic Care (spa products): www.marias-organiccare.at

It saw the passionate hoteliers embark on an 18-month makeoverof the property in 2013, costing more than $500,000. While the extensive renovations to both the rooms and exterior were taking place, they orchestrated Grüner Baum’s transformation to a fully organic resort.

Food first In an exclusive interview with Hotel News ME, Sigrid Blumschein explains how Grüner Baum’s new Hungarian chef first instigated the move to organic when he joined the property a few years back. “Chef Endre had lived in Bad Gastein for years and at first, we talked about focusing on original food [of the region] which naturally led us to the subject of organic locallysourced food and ingredients,” she explains. “This involved changing our menus, our suppliers and our ingredients – everything. It was a big change.” One of the first steps the culinary team made was to “scale back the menu from six to four courses”, explains Blumschein. “We changed quantity to quality.” This process involved reducing menu options to fewer dishes, but still offering a delicious salad bar to start the meal; followed by the choice of two starters, typically soups; then three mains (one meat, one fish and one vegetarian); and a desert of the day. An organic cheeseboard is served upstairs in the bar for guests who would like a post-dinner indulgence. The switch to seasonal dishes using local organic ingredients where possible was also high on the agenda. “We learned to buy in bulk when items like strawberries, for instance, were in season, because we could then deep freeze them to make them last,” says Blumschein. “Another challenge for the chef was that deliveries of organic ingredients are not as frequent as regular produce, often occurring once every three days rather than daily, so we have had to adapt to that.” To ensure quality, Grüner Baum procures solely from suppliers whose organic products are guaranteed and certified by Bio Garantie, the Austrian market leader in inspection and certification of organic products. The certificates must be renewed every 12 months, during which time Austria Bio Garantie conducts two checks. The Grüner Baum management team also conducts its own checks every six months. By August 2014 every consumable product in the resort’s kitchen and cellar was certified as organic by Austria Bio Garantie, from wine, soft drinks, tea and coffee to salt and pepper, flour, vegetables, chips and ice-cream. The hotel has also committed to using fish from its very own on-site pond, wine from vintners with certified sustainable agricultural practices and beer made at the local Gußwerk brewery. Grüner Baum serves up more than 100,000 meals a year, so the use of exclusively organic food and drink represents a significant undertaking.

F&B FEATURE INTERNATIONAL BESt PRACTICE

Organic vegetarian risotto with pesto, cherry tomatoes and eggplant

Organic eggs served omelette style at the outdoor mountain breakfast served at Fox Farm

“Sourcing wine and spirits was particularly difficult; there’s not much organic vodka and whiskey around,” laughs Blumschein. “But thanks to suppliers from all over the world, we now have 120 wines on our menu and have sourced enough organic spirits to create a brand new innovative cocktail menu.” Future plans at Grüner Baum include growing a herb garden at the hotel while the resort’s estate, which spans some 70 hectares, is home to two natural springs which produce the property’s entire water source. “You can drink our fresh spring water straight from the tap,” says Blumschein. “We definitely don’t have a water shortage here and it costs us nothing.” She concedes that organic produce can be costly, but notes the chef is clever with recipes and sourcing ingredients. “For example, we have even learned that some of the small organic eggs are just as tasty but not as expensive,” she adds.

The whole organic package While the kitchen transformation was taking place, Grüner Baum overhauled its spa offering too. The property now uses certified organic skincare products from Salzburg-based firm Marías Organic Care and last year introduced six new treatments, from facials to massages, based on mare’s milk, wild roses and other natural organic ingredients. In-room amenities, from soap to shampoo, are sourced from FLORALUXE Bio, which are made from natural ingredients too. 80

HOTEL NEWS ME SEPTEMBER 2015

Grüner Baum uses certified organic skincare products from Salzburg-based firm Marías Organic Care

The last step in the journey was to rollout organic cleaning products in January 2015. These products are even applied using recycled paper such is Grüner Baum’s quest to become as environmentally friendly as possible. The 4-star resort finalised its ‘green makeover’ with the implementation of eco-electricity throughout the property this year, using water and wind power as a renewable energy source.

“There is growing demand for organic resorts as part of the global drive for responsible tourism and my advice to any hotels thinking of taking the plunge would be, ‘just go for it’.”

Grüner Baum uses certified organic skincare products from Salzburg-based firm Marías Organic Care

ABOUT GRÜNER BAUM Grüner Baum has a long and colourful history. The foundation stone for the original building – a hunting lodge - was laid in 1831 and its use as an inn and restaurant dates back to the beginning of the 20th century. The Blumschein family bought the property in 1913 and the business has since grown into a hotel village, which today is run by the fourth generation of Blumscheins. The 4-star hotel comprises five converted hunting lodges with 84 guestrooms. It is located in its own 210-acre private valley in the village of Bad Gastein, part of the Salzburg Alps. Grüner Baum borders the 1,836-square-kilometre UNESCO-listed Hohe Tauern National Park, the biggest national park in Austria and Central Europe’s largest nature reserve. The resort’s grounds are home to two natural springs, which boast healing thermal waters, thanks to the natural occurrence of Radon. Following its recent makeover, which cost more than $500,000 Grüner Baum has a renewed family focus with new additions for kids including a petting zoo, iPads (that are Lederhosen clad!), a chill-out lounge for teenagers, an adventure playground (at the converted on-site ‘Fox Farm’), plus an upgrade of the thermal water outdoor pool. WiFi is now free throughout the property plus rooms have been renovated and upgraded. Grüner Baum targets multi-generational family groups as well as guests seeking an organic spa retreat. Famous guests who have stayed at the property over the past 100 years include the Shah of Persia, the Pope and Emperor Franz Joseph of Austria, Princess Margriet of the Netherlands who celebrated her Ruby wedding anniversary celebrations there in 2007, and British actor Jude Law who visited in 2008.

Wood-chop heating and sourcing energy from ‘green’ suppliers has helped the property complete this transformation. As attestation of its commitment to enhancing its eco-credentials, the Grüner Baum hotel has become a member of ‘BIO HOTELS’ - a pan-European group of more than 50 hotels that all agree to adhere to stringent criteria of energy-efficient construction, organic cuisine and environmentally-sound waste management. Blumschein says guest feedback since the resort went organic has been “overwhelmingly positive”. “At first some guests, particularly the older generation and regulars who have been staying with us for years, were sceptical,’ she admits. “But once they experienced the resort for themselves they embraced the change and they have acknowledged that the organic food tastes so much better,” she says. “There is growing demand for organic resorts as part of the global drive for responsible tourism and my advice to any hotels thinking of taking the plunge would be, ‘just go for it’.” She advises the managers of would-be organic resorts to “take advice” from those who have already made the switch. “We definitely learned some top tips from other hotels in Austria, particularly when sourcing ingredients,” she adds. Grüner Baum general manager Max Blumschein says the resort now caters to the growing number of international travellers seeking “organic travel experiences”. “In 2013 The Grüner Baum celebrated its centenary and we want to be here in another 100 years, offering the most sustainable quality possible,” he says. “We have always taken pride in our hotel’s closeness to nature and now we are throwing down the gauntlet and retaining and growing our great range of food, wine, spa products and activities but offering a guarantee of organic quality and reduced [environmental] footprint. “Today’s travellers are extremely discerning and the Grüner Baum will continue to pride itself on offering the best, which now means being genuinely responsible and sustainable.” SEPTEMBER 2015 HOTEL NEWS ME

Analyst corner

Market update: Ras Al Khaimah

Ali Manzoor, manager of development consultancy, Knight Frank, analyses how the emirate of Ras Al Khaimah is slowly piquing the interest of investors and why German and Russian visitors combined account for 45% of all visitors to the region

Market Outlook

Supply

Although the hotel sector in Ras Al Khaimah is considerably less developed than in Dubai or Abu Dhabi, it has seen significant growth over the last two years. New brands including Waldorf Astoria and Rixos, have helped to establish the emirate as a credible tourist destination, and efforts to expand the coverage of Ras Al Khaimah International Airport will help ensure sustained demand growth in the medium-term.

Hotels in Ras Al Khaimah are primarily clustered in three locations: Al Hamra, Marjan Island and the Central Business District. While Al Hamra and Marjan Island predominantly feature 5-star resorts - the vast majority of which are internationally branded properties - the Central Business District largely consists of locally branded 4-star hotels and serviced apartments. Hotel room supply has seen substantial growth over the past year, with the opening of the Doubletree Marjan Island, Rixos Bab Al Bahr and Marjan Island Resort and Spa representing a 38% increase to existing stock. The serviced apartment market (which primarily consists of locally operated properties) expanded at the much more modest rate of 9% in 2014, and by comparison is in its relative infancy. The only internationally branded serviced apartment in Ras Al Khaimah is the Ramada, which achieved considerably higher average rates in its first year of operation compared to unbranded supply.

Demand Much like Dubai, demand patterns in Ras Al Khaimah are highly seasonal, with demand highest between October and May, and softening during the summer months. As a destination that is heavily reliant on the leisure segment, there is also seasonality observed over the course of the week, with demand levels highest during the weekend, and much more moderate during the working week.

Source: Knight Frank

Hotel and serviced apartment supply growth

Hotel and serviced apartment supply growth Looking forward, in addition to the expansions planned for the Cove Rotana and Hilton Doubletree Marjan Island over the next 18 months, there are also several 5-star hotels due to be completed including the Santorini, the Crown Plaza, Hilton Giralda and the

HOTEL NEWS ME SEPTEMBER 2015

Ras Al Khaimah Marriott Resort. At present the pipeline is predominantly located in Al Marjan Island and Al Hamra and consists entirely of 5-star properties, but this will likely become more balanced as future projects are announced.

SOURCE: STR Global, Knight Frank

Average occupancies: Deviation from the mean The launch of Al Marjan Island as a major leisure destination has proven to be a successful demand generator, the effect of which has already been seen from the performance of the first few operating properties. Although the strong growth in supply seen in 2014 put downward pressure on citywide occupancy levels, the number of accommodated guest nights actually increased by 72% YoY during this period, which was driven by the introduction of new brands to the market. Looking at the segmentation, domestic tourism particularly from Dubai is a major source of demand. Visitation from within the UAE increased by almost 100% between 2013 and 2014, which was partially attributable to induced demand from the development of the Rixos and Doubletree by Hilton, both of which offer all inclusive concepts (the prior of which does so on an exclusive basis). In terms of inbound tourism, visitors from Germany and Russia combined account for approximately 45% of all visitation and are therefore Ras Al Khaimahâ&#x20AC;&#x2122;s most important source markets. Given however, that both of these nations face weakening currencies against the US dollar, to which the UAE Dirham is pegged, growth in these markets will continue to be subdued in the short-term. In the coming years room night demand growth is expected in the Indian, GCC, and wider Arabian submarkets.

Top Source Markets

SOURCE: Ras Al Khaimah Tourism Development Authority

Key Performance Indicators

SOURCE: STR Global

Average occupancies: Deviation from the mean

Key Performance Indicators In light of the significant additions to supply in 2013 and 2014, the hotel market in Ras Al Khaimah continues to perform well. Despite an increase in room supply of 35% in 2014, RevPAR levels were fairly stable compared to the previous year as the increase in average rate offset the market-wide decline in occupancy. With hotels such as Rixos Bab Al Bahr able to achieve occupancy levels of over 60% in its first year of operation, this is a signal to potential developers that there is a strong demand base for hotel accommodation in Ras Al Khaimah provided the correct product is brought to market.

take 10

Thomas Fehlbier, general manager, Banana Island Resort Doha by Anantara, discusses hotel trends in Qatar, strategies and how large-scale regional events will change the landscape of Doha’s hospitality industry

Qatari ambitions B

anana Island Resort Doha by Anantara, is the luxury brand’s first resort in Qatar, developed by Al Rayyan Hospitality. The hotel recently appointed Thomas Fehlbier as its new general manager for the island resort. Prior to joining Banana Island, Fehlbier served as the GM of Anantara Hua Hin Resort and Spa in Thailand. “I am very excited to be a part of this amazing property and it’s truly an honour to have the opportunity to lead an exceptional team. I am looking forward to driving the next wave of transformations to further strengthen the

hotel’s position as a leading brand in the region,” he says. Fehlbier boasts a wealth of knowledge within the luxury hospitality business, with over 25 years of experience in managing leisure resorts and global hotel chains across Asia, Europe and the Middle East. Here Fehlbier discusses why Qatar’s hospitality industry is coming along in leaps and bounds, plus what measures the tourism and hospitality sectors should be taking in order to secure their share of the market before the influx of travellers due to visit the country, begin to appear.

Family focused In line with Qatar’s 2022 tourism vision, it is fundamental that a variety of hotels and resorts offer family friendly activities and work towards providing a safe environment for children. Alongside this, we are also targeting leisure travellers and we think business professionals travelling for corporate incentives, meetings, or conferences can take advantage of their time in Qatar and visit the resort, especially as we are only a 20 minute luxury ferry ride away from the busy city.

Cultural roots Thomas Fehlbier, general manager, Banana Island Resort Doha by Anantara

Although Qatar is rapidly becoming an important destination for international travellers with planned investments of more than $40 billion in the hospitality and tourism pipeline – which will ultimately encourage significant growth for the evolution of Qatar – it is also extremely important to remain true to our Qatari roots. Offering authentic and culturally enriched experiences in our hotels will promote regional recognition and pride in the heritage

Think social

Patrick Both, general manager, Qasr Al Sarab Desert Resort by Anantara

HOTEL NEWS ME SEPTEMBER 2015

As a newly established luxury resort, our focus at Banana Island Resort is to support Qatar’s strategy in becoming a world-class hospitality hub in the region. So our marketing strategy incorporates all key mediums from above the line to PR and engaging in

Q-Lounge Pool at the resort

social media to connect with our audiences. Hotels need to engage in campaigns highlighting the USPs of a property. We need to work towards making Qatar a seriously recognised hospitality hub.

Not so far afield Hotels in Qatar need to work harder at utilising core strengths across key communication platforms to target local residents in Qatar. It isn’t just about outside visitors coming in; it is vital we appeal to our own residents. Plenty of Qatari locals whizz off to Dubai for a weekend break; they can do that here. So at our resort we are spending time focusing on the local market with print ads, radio spots, digital campaigns and traditional PR to encourage organic visitors.

Fifa fanatic Doha became a real focal point in the Middle East when it won the rights to host the 2022 FIFA World Cup. Thereafter, the bid for the Olympics was an additional attempt to solidify the independent Arab state’s position in the global sporting arena. Doha is investing in major developments and projects in order to cater to the growing demand from its core sectors. In light of these ambitions, Doha continues to undergo changes in the hospitality sector with new hotels opening regularly.

Growing pains A key target in Qatar’s tourism strategy is to

increase total tourist spend to $10.7 billion annually. Another stated aim is to increase tourism’s contribution to gross domestic product (GDP) from 2.6% to 5.1% by 2030. So for the hospitality sector to secure its share of this growth in visitor numbers we need to come up with new inventive ways, offers and experiences to ensure we are up there with the rest of the big players in the Middle East.

Trust It takes years to build, only a second to break and forever to repair. You need an honest and pro-active team who you can delegate work to. There is no such thing as a single-handed success: when you include and acknowledge all those in your corner, you propel yourself, your teammates and your supporters to greater heights.

New ground Currently, Qatar has more than 80 hotels in operation, with another 110 reportedly under construction. The spate of building activity is part of the country’s preparation for the FIFA World Cup in 2022, when it is expected that more than one million visitors from around the world will attend one of the biggest sporting tournaments on the planet. This gives great room for existing hotels like Banana Island to showcase its unique traits, to create memories that last.

“A key target in Qatar’s tourism strategy is to increase total tourist spend to $10.7 billion annually. Another stated aim is to increase tourism’s contribution to GDP from 2.6% to 5.1% by 2030” Set SMART goals Specific: A specific goal has a much greater chance of being accomplished than a general goal. Measurable: Establish concrete criteria for measuring progress toward the attainment of each goal you set. Attainable: When you identify goals that are most important to you, you begin to figure out ways you can make them come true. You develop the attitudes, abilities, skills, and financial capacity to reach them. Realistic: To be realistic, a goal must represent an objective toward which you are both willing and able to work. A goal can be both high and realistic; you are the only one who can decide just how high your goal should be. But be sure that every goal represents substantial progress. Timely: A goal should be grounded within a time frame. With no time frame tied to it there’s no sense of urgency. SEPTEMBER 2015 HOTEL NEWS ME

l u ssf e cc u s A year As Hotel News ME celebrates its one year anniversary, we reflect on our biggest moments and most noteworthy successes

his issue of Hotel News Middle East marks one year since the publicationâ&#x20AC;&#x2122;s launch. It has been a rollercoaster 12 months packed with events, exclusive interviews, huge success online and all the biggest scoops from an dynamic industry in a fast paced region. Over the course of the last year Hotel News Middle East has positioned itself as a premier title in an increasingly crowded market, and is today the go-to source for industry information for thousands of hospitality professionals. In a fast paced market, rife with competition and heavyweight industry leaders who have seen numerous start-up magazines burst onto the scene then fade away, Hotel News Middle

Abdulla Bin Sulayem, CEO Seven Tides, addesses the delegates at the GM Leader's Conference

East has managed to secure its position within the lucrative hospitality market. From monthly roundtable discussions covering integral market updates and issues, to an inaugural GM Leadersâ&#x20AC;&#x2122; Conference which welcomed 150 hospitality leaders in June, Hotel News Middle East has been developing lasting relationships across the GCC to secure its ranking as one of the leading B2B publications on the market... and bring you, our readers, the information you need to continue in your business success. We couldn't have made it without our valued readers and commercial supporters and we wish to extend our thanks to each of you. Here's to year two!

More than 150 general managers and hospitality leaders attended the GM Leaders' Conference

Hotel News ME has carved a reputation for organising premier networking events

HOTEL NEWS ME SEPTEMBER 2015

Our top concept covers 20m

THE PROFESSIONAL PERSPECTIVE FOR THE HOSPITALITY INDUSTRY OCTOBER 2014 | ISSUE 01 WWW.HOTELNEWSME.COM

visitors

$107bn

plan

$320bn

projects

investment

83m

$350bn

tourism trips

$20bn

investment

700m

room nights

MAPPING OUT THE FUTURE

3,659 more rooms

Industry experts discuss challenges and opportunities in the multi-billion dollar travel and hospitality market

VENU UNVEILED

Jumeirah's Matt Balcik reveals brand details

BANKING ON BUDGET

SEEING STARS

Why Premier Inn hotels are full to the rafters

Michelin-star chefs flock to the region

The first ever issue: Mapping out the future The participants at one of our roundtable discussions, featuring on page 62 of this issue THE PROFESSIONAL PERSPECTIVE FOR THE HOSPITALITY INDUSTRY APRIL 2015 | WWW.HOTELNEWSME.COM

Some of Our top INTERVIEWS.... 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

April’s cover: Into Africa

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

VEL TRAENlDierSs w TR hoteld kno u t sho abou

Rudi Jagersbacher , president, MEA, Hilton Worldwide

A panel discussion at the GM Leaders' Forum

Cornelia Erhardt, Carlson Rezidor Hotel Group

David Thomson, COO JA Resorts & Hotels

Carlos Khneisser, VP of development for Hilton Worldwide

Global and regional insights that impact how you do business

ALL EYES ON EGYPT

STARWOOD STRATEGIES

MAN ON A MISSION

Investment boom swells market confidence

MEA pipeline tops 37 properties

Mövenpick’s new VP development

We revealed the 10 top tips hoteliers needed to know

THE profEssional pErspEcTivE for THE HospiTaliTy indusTry sEpTEMBEr 2015 | WWW.HoTElnEWsME.coM

Top tips for navigating the risky hotel pre-opening phase

Lucky number 12, coming into the 12th issue with a bang The next 12 months promise to be just as much of a whirlwind, with more events, more roundtables, and more exclusive and VIP interviews in print and online. We look forward to celebrating another year of success with our valued readers, very soon! SEPTEMBER 2015 HOTEL NEWS ME

INTERVIEW

Smooth operator

Brian Rafferty, vice president of technical services and projects, Movenpick Africa tells Hotel News ME why being an engineer in the hospitality industry is more than just keeping the cogs turning on a million dirham project

aving worked in the hospitality industry for over 27 years, Brian Rafferty VP of technical services and projects for Mövenpick Africa, could be hailed as somewhat of a veteran in his field. Originally from Scotland, Rafferty has worked across the globe, holding not only senior technical positions but also senior operational roles in highly reputable hotel chains including the Jumeirah Group. Having moved onto pastures new with Mövenpick Africa at the start of the year, Rafferty discusses the highs and lows of a 27-year long career and the importance of a supportive team. How did you begin your career in the hospitality industry and what first attracted you to the role? I did my initial engineering training in Scotland and a few years after qualifying I relocated to South Africa in 1984. My hospitality career begun with Sun International at Sun City in 1987 in the engineering department. Sun City is a multi hotel resort that was the creation of Sol Kerzner. During my time there I continued my studies for project management and business leadership and I finished top of my class in my business leadership course. This then lead me from engineering to hotel operations and I became the operations manager of the Sun City Vacation Club, which at the time was the biggest timeshare resort in South Africa. After two years I then became the hotel manager of the Sun City Cabanas again and I held this position for two further years before becoming the general manager of the Ezulweni and Luggogo Sun Hotels in Swaziland. The time that I spent as a general manager has given me a distinctive perspective, which allows me to understand the concerns of a hotel operations team, particularly whilst refurbishing an area of the hotel. In 2006 I received an offer to join the Jumeirah Group in Dubai and I was with them until the end of 2013, when I left I held the position of vice president of engineering and projects. I then joined Abjar Hotels in early 2014 until February 2015 when I joined Mövenpick. Having so much experience, one might call you a veteran in the industry, how does your role differ at Mövenpick? My role, whilst based in Dubai covers the existing properties and new developments in the African continent. There are currently 18 operating properties with 88

HOTEL NEWS ME SEPTEMBER 2015

Brian Rafferty vice president of technical services and projects, Mövenpick Africa

the majority situated in Egypt and others located in Morocco, Tunis and Ghana. My involvement is to ensure that good engineering practices are followed in conjunction with existing standards. Mövenpick has a number of new properties under development and it is my job to provide technical advice to our owners, ensuring Mövenpick brand standards are protected. You have been involved in a number of high profile refurbishment projects, what have you learnt from these and how does this place you in good stead for your role at Mövenpick? I have indeed been involved in a number of high profile refurbishment projects and I am proud of these achievements but I could and would never claim to have achieved success on my own. You need to have a good team around you with the ability to encourage the best out of each individual to ensure they contribute towards the success of a project. Sometimes you have to make tough decisions when a member of staff can’t make a positive contribution to the team, something thankfully I have only had to do a few times. At various points in my career I have overseen more than 50 projects at any given time ranging from AED 1m in budget all the way to AED 200m for room refurbishments. I would never profess to have known every little detail of each, but being able to bring together a group of individuals to

form a team is one of my key strengths, which benefits me in my role with Mövenpick. Hotels are now spending more time recognising the importance of sustainable practices, do you think enough is being done to now build on this momentum? My short answer is no. I am really passionate about sustainability and energy conservation and I can spend hours analysing trends in order to achieve further energy efficiency on my own projects. There is still a lot of ‘lip service’ towards sustainability in the industry and I believe that additional mandatory regulations need to be put in place to ensure that both operators and owners take real steps towards becoming sustainable entities. The majority of Mövenpick Hotels are Green Globe certified, meaning that they are continuously taking greater car moving forward with sustainable practices in the properties around the region. What qualities do hotel engineers need to posses in order to be successful in their roles and what can hotels do to assist in training staff? You cannot go to university and study hotel engineering as a subject, so like myself engineers come into the industry after training in another field. In my case I studied steel manufacturing, so I don’t really believe that there is a technical issue with regards to training, but I do believe there is an engineering management issue which needs to be addressed by the industry. I am sure if you ask any training manager the question of ‘which department

has the least amount of training?’ And ‘which department do you find it difficult to provide job related training in’ they would tell you its engineering. This is an area of focus for me and will remain so with Mövenpick, I am working on developing a training programme specifically focussed on hotel engineering management. What has been your worst experience as an engineer throughout your time in the hospitality industry? That’s an easy one to answer, on the first of January 1999, I was the operations manager of the Sun City Vacation Club. It was a Friday, so change over day. Around this time of year there was the mass-hype surrounding the millennium bug, which was apparently going to set all technology haywire. Well, in my hotel it struck us a full year early when all of our room safes locked, meaning guests could not access their possessions whilst departing. People couldn’t gain access to jewellery, money, passports and believe it or not even guns, one of which I was threatened with! Each safe had to then be reprogrammed with a special decoder and whilst it only took a few minutes we had 234 apartments with two safes in each that was most certainly one bad day that I will never forget. I am sure you must have some good memories as well? I have had the pleasure of meeting some really great inspiring people including guests and colleagues but my ultimate highlight has been meeting Nelson Mandela who most certainly played such an integral role in the history of South Africa.

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Serviced hotel apartments: bridging the gap for travellers Vincent Miccolis, area general manager, Gulf region addresses the factors which are contributing towards the rise in demand for hotel serviced apartments

he rise of hotel serviced apartments in the industry across the UAE continues to get stronger with both consumers and investors, the reason being, we see four major areas generating this growth and demand: tourism, leisure travel, mega infrastructure projects, population growth, and rising investment interest in hotel apartments. The UAE’s tourism contribution in 2014 to GDP recorded AED126.7 billion and is projected to grow by 5.1% in 2015 as reported by the World Travel Council. A report also published by Al-Ittihad highlights that from 1995 – 2014 the tourism sector’s direct contribution to GDP grew by 206%, almost doubling the economic growth in that period. The report also emphasised that tourism has a more powerful impact than other industry sectors such as education. Tourism arrivals continue to increase across the UAE, with Dubai and Abu Dhabi now both global transit hubs to other destinations. The standout being Dubai with Dubai International airport gradually emerging as the second busiest airport in the world for International traffic behind London’s Heathrow airport. According to Abu Dhabi tourism and Culture Authority (TCA) guest arrivals in 2014 grew year on year by 25% and this was reflected in the growth of room nights seen. With the efforts of the TCA focusing on increasing the average length of stay, the hotel apartment market will benefit. Dubai Tourism and Commerce Marketing (DTCM) reported that 2014 saw 13.2million visitors, an 8.2% increase year on year reflecting a 7.4% increase to 44.6 million nights being recorded. The average length of stay has grown to 7.8 days which is longer than both London and New York City, showing that Dubai is not only a transit city but a holiday destination. The main source markets continue to be neighbouring GCC countries; leading the way is Saudi Arabia. Serviced apartments benefit greatly from the Saudi market with high demand from large families travelling, preferring to stay in two and three bedroom apartments. The construction sector is an economic indicator for the GCC and with the highest to date forecasted projects planned or underway in 2015 of $172 billion the economy is looking strong. However with a backdrop of falling oil prices, political unrest and recession in Russia the IMF World Economic Outlook update February 2015, global growth has been lowered to 3.5% only a small increase on 2014. However as GCC countries have benefits of oil reserves, they have built up a buffer to continue to spend to achieve their outlined strategies. This allows them to continue to spend on the numerous infrastructure projects to achieve the strategy of diversification. This diversification from oil based economies, according to Deloitte’s ‘GCC powers of Construction’

HOTEL NEWS ME SEPTEMBER 2015

report is job creation. Population growth is forecast to grow from 350 million to 602 million by 2050, all driving the GCC countries' strategies include education, transport, tourism, manufacturing, logistics, finance and information communication technology. The population growth driven by the diversification strategies in particular the mega infrastructure projects are strengthening the demand for longer term accommodation. The hotel apartment sector is benefiting from an increased influx of expatriates working on longer term assignments, requiring accommodation of up to a year. Security and International quality of accommodation and service standards are key drivers to the increased demand of hotel apartments across the region. Investment continues to be robust with 26,000 rooms under planning and construction in the UAE leading up to 2020 operators continue to battle for brand expansion. The business model of a serviced apartment proves a very cost effective strategy for investors due to the flexible operating structure. Case studies conducted by Colliers International show that branded residences achieve approximately 20% premium over unbranded residences, attributed to 3 key factors: • • •

High end quality brand Service and amenities Superior facilities eg. Pool, gym etc

These key factors are reflective of what Ascott experiences along with factors based on the region which include: personalised service and security. In the coming years, The Ascott Limited will open two new properties in the UAE to complement the already operating Ascott Park Place Dubai, The Ascott Culture Village and Citadines Culture Village Dubai. This will see the launch of the Citadines brand in the UAE and will complement the diversification to increase the mid-range hotel apartment sector, catering towards a more varied global market. The family sector is the fastest growing tourism segment globally according to Thomson Reuters, accounting for 12.5% of the global tourism market in 2014 and forecasted to grow 5% year on year through to 2020. In 2014 just under half of the tourist were from this segment and with the commitment and the strategic priority of Dubai’s Tourism Vision, the long term investment to improving the proposition tailored to global family travel falls in-line with the increase in the mid-range hotel apartment market. The UAE’s demand for international branded serviced apartments is in line with the strategic direction of The Ascott Limited, focusing on high performing cities globally and deepening our presence in existing cities. The number of units we have in GCC will more than triple in the next two years, a growth of more than 40% per year.

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Shop smart: Tips for simple procurement Procurement has become a controversial subject, especially during pre-openings and even more so in the realms of the OS&E industry, writes Yasemin Akaydin Miller, managing director, PASS International FZE

n a hotel development, a hospitality procurement company would previously have been hired without much of an issue. Operators would insist on having one, as they needed a reliable partner who can source the items required to meet and uphold brand standards. Hotel owners and developers would have the budgets managed and project managers would follow the schedules easily. Nowadays, they have different views on this. They question if it is really necessary to hire a procurement company. Can't they do it in house? What are those procurement companies doing anyway?

What does procurement mean? In the book: Purchasing and Supply Chain Management, Arjan J. van Weele describes procurement as, "the acquisition of goods, services or works from an external source. It is favourable that the goods, services or works are appropriate and that they are procured at the best possible cost to meet the needs of the acquirer in terms of quality and quantity, time and location." Let's apply this to a hotel pre-opening; you need to establish the basic list of items with quantities, finalise BOQ and determine the quality of items, according to the star and service levels of the project, which then translates into an accurate budget. Then comes the requirement to identify and confirm specifications, determine the best possible source, buy it at the best possible price and deliver the goods on schedule, to the required location. Of course, you need to manage this process throughout the project and deliver everything in or under budgetâ&#x20AC;Ś. Wouldnâ&#x20AC;&#x2122;t you think that, hiring an outside specialist to do all these would be a good option? So where does this uneasy feeling of not using a procurement company come from? What makes the owners, developers and operators feel there is an alternative?

How procurement has changed Lack of experience and training 94

HOTEL NEWS ME SEPTEMBER 2015

Procurement has turned into a process of organising paperwork: sending RFQs, preparing cost comparisons, ordering, tracking production, getting invoices, payments, arranging deliveries, receiving goods. It is all part of the immense procedure of procurement and it has always been like that. However in between all these papers there were systems and sources in place; a knowhow, experience, product knowledge, expertise. These were used to guide the developer and the operator to find what was right for them.

â&#x20AC;&#x153;you need to establish the basic list of items with quantities, finalise BOQ and determine the quality of items, according to the star and service levels"

Wrong definition There are companies in the market who are suppliers or distributers of certain manufacturers, calling themselves procurement companies and ignoring the conflict of interest this creates. Procurement companies work as the agent, against a fixed fee, they are not the company which earns on top of its fee through buying and selling goods. This is a turnkey contractor.

Corruption If you call yourself a procurement specialist, you should be able to advise and recommend what is best for the project, not for your interests.

Under staffing The amount of work that is involved in a project cannot be handled with just one inexperienced project coordinator. Simply, there is not enough time, considering it is always done at the last minute, you need a team with certain experience and abilities.

Give it a chance Most clients still choose procurement companies according to the price they pay. If you only pay for one staff, you will only get a paper pusher, think again! If you choose one source to supply everything, then you get what you are given, think again! If you believe that against the small fee you paid, all the work is done without any additional cost that comes out of your budget, think again! If you want procurement done in a proper way, then choose wisely.

Investment and demographic trends Mark Willis, area vice president for the Middle East and Turkey, Carlson Rezidor Hotel Group, analyses current hospitality trends, challenges and the potential for new source markets, including Iran

or those of us in hospitality, the outlook at the turn of 2015 was rather rosy. With healthy revenue per room rates expected to be 5-8% globally, hotel trades estimated at $24.5 billion in the Europe, Middle East and Africa region and double-digit volume growth from the previous year, the numbers looked very promising, according to a study from JLL. While the forecast for hotels continues to look encouraging no matter the location, hoteliers in the Middle East, home to several diverse, dynamic and challenging markets must not rest on this promise for growth. So what are the most interesting emerging markets for hospitality in the Middle East? Countries such as the UAE and Qatar expect to host millions of people to prepare for worldwide events such as Expo 2020 and the FIFA World Cup. Both of these Gulf states have developed plans that consolidate infrastructure, retail and travel investments in the hope of realising ambitious tourism goals. These countries might seem like the usual suspects for foreign investment spend, however, what’s crucial is that the development of the tourism industry has been earmarked in government strategy for both countries, indicating a high probability that significant public funding will be funneled into the sector by the end of this decade. Similarly, in Saudi Arabia, the government’s development agenda is seriously considering hospitality as part of its ongoing drive towards economic diversification. As a country rich in natural resources, the Kingdom has traditionally been identified as an energy powerhouse, but the government is looking to do more than just export oil and gas. In fact, the gross domestic product from hospitality is expected to grow faster than the country’s overall average in 2015, according to forecasts from Saudi

Arabia’s Ministry of Finance. Although these predictions are not unusual in light of the recent oil price decline where prices have dipped more than 50% in the last year, this would have been unthinkable for this OPEC leader a few years ago. And this government confidence in hospitality has already translated into investor confidence. To date, we at the Rezidor Hotel Group operate eight hotels in Saudi Arabia, split between our core brands, Radisson Blu and Park Inn by Radisson. By 2020, we will open an additional 22 properties, a four-fold increase in our country portfolio. For hoteliers looking to make a mark in the Middle East, consider the demographics of the countries you are looking to grow in. According to a Brookings Institute study, nearly 65% of the population of the Middle East is under the age of 24, a statistic that has an enormous impact on education systems, healthcare investment and employment. A United Nations survey likewise concluded that the Middle East is overwhelmingly young and middle class. These demographic trends will have a huge effect on how hospitality companies do business. Traditionally, the luxury segment was seen as a driver of growth, but this will slowly change as hotels welcome the new Arab consumer: young, professional and hyper-connected. Though the luxury consumer will not disappear altogether, hotel groups will need to look at each demographic individually and decide on adapting their services to meet future demand with products such as our new Radisson Red brand which has been designed and developed to deliver today’s customer the experience of tomorrow. With the rise of the middle class, you can expect that more consumers will look for options that can cater to their budget. And with the growing popularity of concepts that offer economical alternatives, like AirBnB, hoteliers cannot afford to overlook such

“a key challenge for the hospitality sector in Iran will be addressing the bureaucracy in partnering with international hotel groups ”

a critical demographic. Looking ahead, research into the investment opportunities in the Middle East’s hospitality sector has yet to examine the Iran question. With the historic nuclear pact between the country and the United States, analysts have predicted a gradual economic liberalisation in Iran that will open up the economy to foreign investors for the first time since 1979. For a country with many millennia of history, rich culture and potential for religious tourism, you can expect the emergence of a vibrant hospitality sector. Although, a key challenge for the hospitality sector in Iran will be addressing the bureaucracy in partnering with international hotel groups. While the potential for the country to attract foreign investment will be quantified, and re-quantified, one sentiment remains: Iran is open for business. At the end of the day, achieving the enormous potential of the industry comes down to a simple business strategy: understanding what the customer wants and delivering it consistently. What changes is the customer profile and the execution of the services. After all, what works in Moscow will not work in Cairo because the contemporary Russian consumer is likely very different from the current Arab traveller.

SEPTEMBER 2015 HOTEL NEWS ME

meet the expert

To tax or not to tax? Naim Maadad, CEO, Gates Hospitality discusses the impact of UAE corporate tax and the new proposed VAT laws and asks if the hospitality sector should be exempt

hilst one fully agrees that corporate tax and VAT is normal in most countries of the world, and a modern day reality, there is obviously an air of uncertainty prevailing regarding its introduction in the UAE. Bearing in mind the big push towards tourism, one question that springs to mind is whether service industries like hospitality should in fact be excluded? In Dubai we already have a 10% service charge, 10% municipality tax, and for guests staying in hotels and hotel apartments the tourism dirham fee ranging from AED 7 to AED 20 per room per night. Any additional taxes on this sector could have a huge impact on the profitability of operating units. Introduction of a new tax naturally brings more questions to mind, including: Who should absorb such taxes, the retailer or the consumer? Will it be fully imposed at one time or implemented in stages? How will it impact the general cost of living? Would it affect attracting a quality work force that is needed for the extremely professional and vibrant hospitality sector of Dubai? In short, Dubai has been promoted as a tax haven for business houses and many brands have done well despite the already existing tax structure. It would be interesting to see how the new additional VAT proposed affects the viability of the hospitality industry. Tourists would weigh the pros and cons of the additional burden before deciding on the destination they travel to. The additional VAT will affect almost all services and it will essentially have a ripple effect on the hospitality sector too. Though it would be too early to comment how the future will unravel, it is perhaps advisable to wait and get details of how and when the new tax implementation plan is set to strike. Introducing corporate tax and VAT into the UAE at this stage, when a low-tax environment has always been promoted to investors, will present a major shift in policy and will be politically sensitive. The introduction of the value added tax (VAT) may cushion the impact of the low oil prices, but economists have already expressed the view that this move could reduce the competitiveness of the countries in the GCC, especially in the UAE. The UAE is renowned all over the world for being an enterprise-friendly nation because of its zero direct tax policy. It has been rated highly in international studies, ranking 12th in the world in the recent World

HOTEL NEWS ME SEPTEMBER 2015

“Introducing corporate tax and VAT into the UAE at this stage, when a low-tax environment has always been promoted to investors will present a major shift in policy and will be politically sensitive” Economic Forum’s Global Competitiveness Index, ahead of 22 European Union-member countries. The introduction of any new tax reform does bring in a lot of queries and apprehension on the impact the implementation would have on all sections of society and especially business sectors. So this leaves more questions than answers and it also goes against the very essence of Dubai, focusing heavily on tourism as a great source of revenue generation. There needs to be more clarity on the same as well as a one stop information provider to answer all queries. There also needs to be a phased manner of implementation in order to help the various sectors adapt to the new business environment in our rapidly changing economic landscape.

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Staff retention strategies need more focus

Piers Burton, executive director at boutique executive search firm Eagles Spearing Consulting, outlines a range of straightforward steps that can be taken to encourage staff retention within a company

he implementation of strategies to retain great staff is an essential focus of any company, anywhere, but within the hospitality industry across the GCC this aspect of the HR department’s accountabilities is especially relevant. With so many hotels, restaurants and other leisure sector developments under construction the opportunities for staff of all seniority levels to move from one hospitality employer to another are abundant, so serious energy needs to be applied to giving your best performers a reason to remain within your organisation. The good news is that other than offering the most competitive remuneration packages, most retention initiatives are fairly straightforward, inexpensive to apply and, by their very presence, pretty effective. Here’s just a few to consider: • Promote from within when vacancies arise. Always try to identify candidates from within your team. Internal promotions prove a commitment to staff development and demonstrate to the entire workforce that career advancement is possible in the company.

• Ensure that managers and a human resource business partner meet with team members in a structured manner (at least twice a year) to review their performance and discuss their aspirations; be professional and honest as to how they can achieve their goals within your organisation. • Provide a structured mentoring and training environment for all great staff, proactively developing skills through cross-functional interactions and creating a better understanding of how each department in the company performs its duties. • Acknowledge both company and staff achievements; a public ‘thank you’ at a staff meeting can be very motivational and enforce loyalty, particularly if combined with a simple reward of some sort (e.g. a spa treatment or restaurant voucher). • Encourage people to take initiative and don’t micromanage them. Staff rarely feel good if their work is subjected to constant criticism, so let them get on with the job and provide feedback in a structured manner. All pretty obvious, but there are surprisingly few companies in the region that apply simple retention strategies to their benefit.

Meeting deadlines: An incomparable investment Aymen Mzoughi, senior project manager, Draw Link Group, discusses tactics to overcome missing architectural and design deadlines, and the steps to take if the dreaded deadline is missed

lain and simple, no one likes to miss a deadline. It doesn’t matter what type of work you do or what industry you’re a part of, but it’s especially true when it comes to architecture. Delivering projects on time is not only essential in order to develop an excellent reputation in your market, but also absolutely essential when competing for new projects. A track record of projects delivered on time builds confidence in clients and staff members. Building an environment that encourages meeting deadlines on time is an investment that can deliver great returns. Building that required environment is easy by following some essential guidelines in order to make sure you are meeting your deadlines and delivering projects on time. From a business standpoint, the role of time management is to increase productivity and ultimately, profit. From an individual standpoint, its purpose is to spend less time on the things we have to do so that we will have more time to spend

HOTEL NEWS ME SEPTEMBER 2015

on the things we want to do. As an architect or a designer, it is even more important to understand and implement effective time management in your firm because if you cannot organise yourself and plan your own activities, how will you convince your clients that you are capable of planning their entire building project in time? Before starting work on any project, it is fundamental to make sure that your entire team has been briefed on the project in hand. It happens quite often that the project managers are so focused on things like budgets and keeping things in line that they don’t share all of the information with the production staff. Therefore, the key factor here is to inform every one of the target and its deadline very clearly. It is as well essential to be realistic about the time left and the amount of work still in progress. With the sufficient communication with your team members you can foresee whether the job will be done in time or not. If you realise that the deadline

cannot be achieved, you should give as much advance notice to you client as possible. Neither party will be too excited about the missed deadline anyway, but if you inform them about it with a short notice, there can't be anything more frustrating for everyone. At the same time, you should make conclusions out of any experience, especially if the experience was not that great. Think of why things got out of control, not as per the plan, and identify the problem to avoid it next time. It is all about balance after all. If the deadline is missed, try to do your best with the entire team to make sure that at least the key elements of your project are completed. Try to find those and present it to the client as a balancing ‘bonus’ to improve the situation. However, the main thing is not making this a habit, which will surely reflect on the reputation of your company and yourself. Remember though that under-promising and over-delivering is still necessary for a happy client. The deadline you provide to your client for setting expectations should rarely be the same deadline you set internally for your team. In the long run, stay positive and inspire your team, no matter what, as you will not be able to meet the next deadline successfully on your own.

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The Project Canvas Experience The Editor of Catering News ME, Michael Gordon gets to grips with Marriott International’s Project Canvas and what is means for the future of hotel F&B.

he relationship between hotels and their F&B outlets is changing dramatically. Where once hotels would create and develop their own brands, today the 100% ownership, joint venture and franchise models have been replaced a complex combination of several structures. Arguably this is because consumers have become much more market savvy and are demanding more value for money, in terms of the overall “experience”. They look at options before choosing, need a lot of variety to keep them enticed, and brand loyalty is something that is becoming extremely challenging to sustain. The customers today are willing to eat out a lot more and to try bold new concepts, without actually worrying too much about how expensive the outing is – if it is perceived as a great meal experience it gives excellent value for money. Additionally, it’s a result of a changing demographic and mind-set, the traditional 30 plus European expatriate diners are no longer satisfied with traditional licensed hotel outlets, and they are being joined by a new generation of Millennial diners – those that enjoy discovering local and foreign cultures in their travel and everyday life. Forbes estimates that these Millennial travellers will comprise half of business travel spending by 2020, and together they have a desire to break away from the homogenised dominance of international brands. One hotel chain to actively embrace this change is Marriott International, which has launched a campaign to nurture local talent while injecting new life into its flagging hotel outlets and creating a pull for the next generation of travellers - capturing the rapidly growing millennial purchasing power. Marriott has a history of innovation, with its entrepreneurial heritage dating back to 1927, when

the company’s founder J. Willard Marriott opened a nine seat A&W root beer stand in Washington, DC. Through its latest initiative, Project Canvas has made the dreams of food and beverage entrepreneurs a reality using Marriott International as a lab in their quest to create. This concept positions Marriott International as a facilitator of local talent and a platform for home-grown brands to shine in this region, as Markus Roeder, senior director operations, Marriott International Middle East and Africa. In the UAE, the first talent to spearhead a project was Tomas Vindasius, best known for his contributions to the nightlife and event scene in Dubai, and the second was Darren Velvick, a previous protégé of Gordon Ramsey’s and most recently, Patron Chef at Table 9. What united the two winning entrepreneurs was their vision to create and launch new and exciting concepts that focus on a distinctive food and beverage experience in order to attract Gen Y travellers and guests. In working with local entrepreneurs Marriott International can marry the best talent with resources, space and capital to transform under-utilised hotel assets. Furthermore, the hotel gets its outlet redesigned at a fraction of the usual cost, and also has the chance to own a brand new and potentially prosperous brand. After all, the key challenges in the ROI puzzle are high outlay costs in construction and staffing, as well as the ability to drive footfall. So what on the surface seems like a revolutionary, and surprisingly altruistic endeavour, may in fact transpire to be an ingenious new model for creating new home grown brands. After all, $50,000 would never make a dint in a traditional marketing campaign, but who will sing louder than a chef in his own tailor made environment.

“The customers today are willing to eat out a lot more and to try bold new concepts, without actually worrying too much about how expensive the outing is"

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SUPPLIER FocuS: LIGHTING

Hotel News ME asks lighting specialists to elaborate on the latest solutions available to the hospitality industry and how technological advancements have changed the way fixtures are designed, processed and manufactured

under the

The suppliers

SPOTLIGHT Hicham Lalmi, Sergio Padula, managing director, technical director Airstar Middle East at iGuzzini Middle LLC East

Eligiusz Rozanski, business development manager, Middle East, LUG Light Factory Middle East LTD

What are some of the latest trends in the market for lighting features and products?

Chamberlin: Since LED is the new illumination standard, we have integrated this technology into the design development of many of our fixtures. We are no longer bound to designing a light with a regular socket in mind. Staying on the forefront of this technology allows us to share our new design approach with our clients and open the door to more creative and innovative ways of illumination Rozanski: The lighting industry is seeing more of a push towards LED technology and modern design. High efficiency, long lifespan and highest light quality are still the main features for our clients, but an increasingly frequent aspect is the appearance of the luminaire and simplicity of mounting. Therefore, our products combine the latest LED solutions with advanced design.

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Maurizio Fabbrini, marketing manager, Thorn Lighting MEIA region

Joe Chamberlin, Donna Dederding, director of interna- marketing manager, tional sales, Wired- Zumtobel, Middle East, Designs India & Africa

Fabbrini: The lighting industry is vast and heterogeneous as every country has different characteristics, not just from an electrical point of view, but also considering education and technological adaptations. For instance, some European countries are looking at how to use LED technology combined with WiFi while in other countries the shift from compact fluorescent lamps to LED lighting is still mainly ongoing. Padula: LED lights are up and coming with exciting and sustainable opportunities in terms of design and energy saving options. The tunable white is also a new trend being seen and it gives the possibility to tune the colour temperature from 2700K to 5700K is another great trend being seen in the market, so being able to choose the correct colour temperature for a light allows designers to satisfy the widest range of application requirements. Thanks to this highly innovative option, it is now possible to fully appreciate the quality and characteristics of items and materials.

Madinat Jumeirah, Talise Fitness-Gymnasium

Lalmi: Trends are more recently focused on the design, shape, lighting control and autonomy. It all really depends on the client and where they plan on placing the fixture.

Personalised design from Wired Designs & Alger Triton

Dederding: The most recent trend is moving towards easy controls via smartphones and iPads but also giving people the freedom of choosing their own preferred lighting scenarios. Dynamic lighting scenes can not only enhance an architectural space but also create a sense of wellbeing, increase performance and the ability to concentrate. The flexibility of the lighting solutions offers flexibility to the space. Flexible and adjustable downlights help changing beam angles of light without changing the complete product. This is a huge advantage to venues that change the interior frequently. Which materials are making a comeback to the market, and what is the most popular material and why?

Fabbrini: Governments and companies are becoming more conscience about the environment and are incorporating sustainable practices into their CSR initiatives. Hence why attention is now being given to environmentally friendly materials such as aluminum and new batteries for solar powered systems. Moving from the conventional lead acid to NiMH for instance is something that the municipalities are looking at in order to enhance performance and the sustainability of solutions. Chamberlin: Custom lighting is Alger-Tritonâ&#x20AC;&#x2122;s forte. Every new project brings its own unique design challenge and developing new materials into the creative process is essential to the art of decorative lighting. Natural quartz is a material that has been quite popular in many of our newest installations. Rozanski: In the lighting industry the steel sheet has always reigned supreme for the frame production. However, in our portfolio one can find luminaires made from polycarbonate or polyester resin. For example, we use polyester resin to produce the body of HB886 and HB443 luminaires, the leading products of FLASH&DQ brand. Another interesting item in FLASH&DQ offered is Concra, the sophisticated fusion of light and architectural concrete which perfectly meets requirements of modern hotel receptions, galleries and restaurants.

Airstar Middle East LLC projects

Padula: More so than new materials I would say there is more of a new approach to lighting solutions such as graphic lighting. This is a new way to rediscover dark spaces by using graphic light to give shape and character to shadows. A few millimeters of light crehighly dynamic shapes, and the luminous lines become one with the architecture. They subtly highlight architectural features and create magical atmospheres by giving surfaces a sense of infinity. This is an innovative way to highlight paths, design textures and even colour to environments.

Atlantis The Palm Emirates Palace Shangri La Barr Al Jissah Oman Shangri La Qatar

ate simple, yet

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Trick outdoor range from iGuzzini Middle East The Tow’air Range from Airstar Middle East Mozaik Round black light by LUG Light Factory

“Attention is now being given to environmentally friendly materials such as aluminum and new batteries for solar powered systems” How has technology changed the way lighting fixtures are designed and constructed?

Lalmi: Technology has helped advance new designs in terms of molding new out of the ordinary shapes, additionally mobility has been increased and technology has impacted the control of a lighting fixture, this is because it is now more to easy control, for example lights can be switched on and off via a mobile device. Rozanski: LED technology and our own production line of LED modules allow us to create luminaires in various sophisticated forms. Several years ago every frame of lighting product was closely bonded to a light source therefore, designers could not break through borders of its shape. As a result, almost every luminaire had a circular, quadratic or linear outline. Nowadays, light sources can be shaped to fit any luminaire design and mosaic is a great example here. LUG offers mosaic in circular and quadratic shape of body, while lighting surfaces are irregularly situated squares.

Chalice Downlights by Thorn Lighting

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Padula: Technological advancements have given the possibility of creating and developing flexible shapes which almost disappear through their integration within architectural structures. For example Laser Blade, one of our most innovative fittings, is an invisible line which generates luminous circular magic and it is a luminaire at the service of interior architecture which revolutionises the downlight concept. The fitting basically introduces this

new approach of graphic lighting through a multiple, flexible universal tool that is equipped with a miniaturised, high visual comfort optics and uses the physical principle of a form source to generate circular luminous emissions which are all now possible thanks to technological advancements. Fabbrini: With the introduction of LED technology, the industry changed dramatically with regards to designs becoming more flexible in shapes, depths and surfaces that can now become illuminate spaces. This is given by the fact that the LED chips are much smaller than a T26 or T16 lamp, allowing the development of much smaller fixtures. The challenge has now become how to control the different aspects of the lighting performance, for instance the glare rather than the vertical luminance, since the source is now much smaller than previous technology but still delivers the same amount of light. Dederding: The revolution of LEDs has opened new doors to the lighting industry. Thanks to the size of the LED chips, luminaires can be designed in a much slimmer and minimalistic way. Also the use of reflectors and lenses to direct the light and avoid losing light output has become a big part of this revolution. You will see scenarios where the LED spots are part of the luminaire design itself and you will find PMMA diffusers that will hide the LED spots. In future the use of OLEDs will take the design flexibility of luminaires a step further with possibilities of curved light fittings and transparent light surfaces. Chamberlin: Keeping a pulse on the new technology allows us to offer alternative illumination options due to the versatility of the LED. In addition, we have been utilising a 3D printer to more efficiently serve our clients when it comes to creating elements for light fixtures. Rather than spending weeks on a hand-carved piece, we can easily print it within days and send it to our client for immediate approval. This helps immensely in the design development process.

LUG Light Factory projects

What are the product specifications hotels in the Middle East look for when purchasing lights and lighting solutions?

Padula: High-quality products, reliable fixtures that can guarantee a long lifespan with the least amount of maintenance are generic requirements hotels look for. They also require eclectic designs without compromising the quality and efficiency of the luminaire.

Hilton Worldwide Novotel Golden Tulip hotels in Kuwait

Chamberlin: There is absolutely more of a demand for sustainable and eco-friendly products. With new laws supporting sustainability, this has put pressure on owners to implement energy saving solutions. Many specifications we receive specify LED lamps to be used, but more and more we are integrating the LED tape into the design of the fixture.

Chamberlin: Clients are definitely requesting sustainable lighting solutions. This is no longer just a trend but an industry standard. Not only in the long run are fixtures saving energy, but the property owner is saving money on the maintenance as the lamping does not require bulbs to be continuously changed out. Lalmi: Hotels are looking for easy to use and maintain products with high performance and efficiency levels, and elegant design.

components. We understand that eco-friendly products are the future of lighting and we are meeting the expectations of our clients in this matter.

Padula: We can now illuminate entire surfaces using less than half the quantity of fittings which were needed before. This makes a huge difference in terms of energy efficiency. At iGuzzini we guarantee products for five years, which on average is around 50,000 operating hours meaning our products maintain 80% of their initial flow, guaranteeing significant energy savings due to reduced power or number of products needed.

iGuzzini Middle East projects

Dederding: In 2012, 44% of all commercial and institutional buildings were already built in a sustainable way. Recent studies indicate that this share will increase to 55% by 2016. There is growing awareness of the importance of environmental protection and using resources in a sustainable manner. Energyefficient luminaires and lighting control systems can save up to 80% of electricity costs for lighting. Holding green building certifications such as LEED, (Leadership in Energy and Environmental Design) are becoming more attractive to building owners. Zumtobel products can actually help achieve bonus points for the LEED certification, with so called EPDs.

The Ritz Carlton, Abu Dhabi Grand Hyatt Dubai Sofitel the Palm Le Meridien Mina Seyahi, Dubai, Four Seasons Bahraina

Fabbrini: It is important for each hotel to deliver their message to the guests from the moment they approach the hotel to the moment they leave the hotel. From the parking area, to the hall, to the guest room corridors the journey has to respect the values of the hotel. We try to facilitate this process by giving the architect and the designers the possibility of choosing different finishes and different lighting effects according to the area that needs to be illuminated.

Rozanski: The enquiries we receive are twofold. On one hand we propose lighting solutions for hotel lobbies, reception desks Where do ideas for new design concepts come from? and apartments where luminaires, despite perfect light quality have to be a fusion of unique and sophisticated design. Secondly, we Rozanski: There is no doubt that our designers are brilliant and prooffer products designed for corridors, underground car parks lific artists. They base their work on the most distinguished art and so on, where luminaries must have long lifespans and in the world, but they are also inspired by exotic culture Wired-Designs the highest lighting parameters. and pure nature. A good example of this is the Marall projects luminaire inspired by Gaudi's Sagrada Familia, Kobe JW Marriott Marquis Hotel luminaire, which is rooted from Japanese culture, anIs there more demand for sustainable, eco-friendly Dubai Meydan Beach Dubai products, if so how is this translated across in some of other example is Constellation luminaire that reflects Rosewood Sowwah Island Abu the features of your products? the constellation of Orion. Dhabi St. Regis Abu Dhabi Fabbrini: Our customers are the first inspiration for Lalmi: People are slowly showing interest in ecoAl Faisaliah Hotel our products and our product management teams travels friendly products but it is still residual and more needs Riyadh to different countries to gather feedback and understand to be done. At Airstar we have developed eco-friendly each market. technologies for different ranges of products for example the use of low consumption lights and wireless control technolDederding: Natural light has the highest level of acceptance. ogy. Unfortunately it has a cost repercussion on the price of There is no substitute for intelligently used daylight. No other the items. form of light is as uniform, no other light can cause such feelRozanski: All LUG luminaires are made in line with our ecoings of pleasantness. I believe that many design ideas are actually design philosophy. The latest LED technology-based products based on the concept of natural daylight. fulfill our internal â&#x20AC;&#x2DC;more than 100Lm/Wâ&#x20AC;&#x2122; requirement and so we focus on production materials as well and the Tino LED spotlight which Chamberlin: Many ideas come from our very talented pool of designers that is a good example here. In the Tino LED, 92% is made from recyclable we work with every day. Custom lighting is an art form and we address each SEPTEMBRER 2015 HOTEL NEWS ME

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SUPPLIER FocuS: LIGHTING

Burj Al Arab Jumeirah spa facilities

SUPERSYSTEM range from Zumtobel

project with the attitude of bringing the designer’s intention into fruition. We also have a very talented internal team that takes our 30 plus years of manufacturing expertise and develops new and innovative designs.

the world to deliver unique features or configurations with existing products and we are able to manufacture custom made products according to the creativity of the designers.

What safety features should hotels take into consideration

Rozanski: We are ambitious and aim to bring to the market a lively and fast developing portfolio of the FLASH&DQ brand, luminaires with refined design and highest lighting performances. We offer support to architects and designers with the use of 3D model packages and architectural consulting.

when choosing lights?

Padula: International certification and compatibility is key for safety, along with the control systems as they need to be included in the development of the lighting scheme. To this regard the recognition and positive reputation of our brand offers a guarantee of reliability, safety and performance. Since 1973 we have been compliant with safety standards and stringent international rules. Fabbrini: Product quality, CE Certification and the country of origin are good indicators to differentiate the quality of products. In a globalised world where the competition of low-cost items are becoming stronger, it is important to choose the highest quality possible as a long term investment. Dederding: Reliable light sources should not only work during normal operation but also during emergency operations. The solution should be from a reputable supplier that offers a guarantee on the product. Depending on the application the solution should comply with the norms and regulations such as EN and ISO.

Zumtobel projects

Rozanski: There are clear safety and fire protection regulations, which all manufacturers have to comply with. LUG always follows the most demanding standards and is approved by European Norms Electrical Certification, which is given to our products. What does your company bring to the market that is unique and different?

Lalmi: Since launching 20 years ago, Airstar has always been a creator of unique products. We have worked with some of the best designers and architects all over

HOTEL NEWS ME SEPTEMBER 2015

Padula: We have a real commitment to innovation, research and design, environmental protection, biological and psychological wellbeing and sustainable economies. Since 1959 we have been committed to positive development of life and society through light. iGuzzini promotes responsible use of energy with public organisations, protagonists of architecture, industry and trade, to support cities for real improvements in social scenarios.

Sheraton Burj Al Salam Sheikh Zayed Road Emirates Palace Abu Dhabi Ishtar Dead Sea Resort Hotel, Jordan Mövenpick, LB Sofitel, Egypt

Chamberlin: One concern that hotels should take into consideration, whether it is a new build or renovation, is to ensure there is proper blocking in the ceiling to withstand the weight of the light fixture that is being installed.

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Dederding: Around the world we build close relationships with the most talented architects and designers. Combined with our knowledge and innovation, this enables us to enrich everybody’s life with lighting that is purposeful and inspiring. Furthermore our EPDs add value to green building certifications such as LEED.

Fabbrini: Thorn Lighting was established as a lamp manufacturing brand. It was the first company to produce 2D lamps and integrated sensors in a luminaire. I believe Thorn Lighting brings not just lighting fixtures but knowledge, people and trust to the market. Our mission is to make great lighting available to all with the aim to exceed the requirements of customers all over the world to be the trusted, reliable, professional long-term partner for costeffective lighting. Chamberlin: Alger-Triton’s mission of ‘exceptional service driven by design’ draws from its history of design sensitivity and continued customer service. We have a foundation based on customer loyalty and creative excellence. The broad array of materials Alger-Triton utilises from natural quartz, blown glass, high-quality crystal, cast resin and various metals, provides capabilities uncommon to other manufacturers.

SUPPLIER FocuS: EXPERT VIEW

ohn Flynn, a professor of effectiveness of other elements that are being architecture, explored the human implemented to make the restaurant environment response to lighting and found pleasant. Lighting in restaurants is becoming that changes in lighting produced more prevalent in operators minds, and now substantial changes to reactions, creating fresher approaches to lighting styles are impressions such as spaciousness, being applied as people move away from visual clarity, privacy, appeal, and the minimalist bare bulb trend to a more relaxation, demonstrating that lighting contemporary and modern design has the ability to play a much more language. significant role in the human There are several psychological experience than simply as an considerations that need to be enabler of task performance. taken into account when designing Whilst there are many lighting to ensure the environment things restaurants have and ambience created are to consider in the décor, psychologically suitable for design, and ambience, purpose including the number lighting is probably one of lights. For instance, there thing that isn’t at the top need to be enough lights to James Hacon, Strategy of the priorities list. But enable people to recognise it can have a substantial spots that are off-limits as and development director, effect on their business well as ensuring they feel Elliotts Agency, discusses the and profitability. A study by secure enough to explore Npower (2014) found that the space. Add to this the psychological considerations almost a third of customers concept; lighting is essential for lighting fixtures in the UK have left a to represent the purpose of the restaurant as a direct result space; and the mood – lighting organisations should take to of bad lighting; emphasising has the ability to ensure the gain and retain customers that lighting is a central part of proper atmosphere exists to evoke the customer experience. the desired mood in people entering Food is the foundation of a the space. restaurant, but the ambience is Some of the major trends being just as important in attracting and applied in restaurants at the moment retaining customers. Lighting, the key to include LEDs, domed pendants, clear glass creating ambience, offers endless prospects for shades, and bar uplighting. LEDs are incorporated incorporating new design and creating a great not only to reduce energy costs in the long run, but atmosphere for diners. also to enable restaurants to bring their front-ofIt is vital to the customer’s enjoyment, allowing house designs up-to-date, and this is currently being the diner to create a positive (or in cases where considered as perhaps the biggest trend in designer lighting is less than desirable, negative) emotional lighting. LED lighting is being utilised across the board, connections to the restaurant and this can influence with brands ranging from McDonalds to Morimoto their decision to dine at the same venue again. It in Philadelphia and Apples Restaurant in Hamburg can also impact a diner’s decision to visit an outlet, incorporating LED lights into the décor. based on their mood before going out because they The domed pendant is for those venues that wish create an emotional tie with certain venues which to achieve the reconsidered industrial look, and are are driven by their mood at the time. reminiscent of those lights found in factories or oldWith the flip of a switch or the twist of a dimmer, school gymnasiums. The domed pendant also provides lighting has the capability to create ambience, set an excellent source of lighting for diners to read the mood and play a strong facilitating role in defining a brand. menus. With companies like Gourmet Burger Kitchen, Les Allumés Those brands switched on to this phenomenon are utilising lighting des Mont in Lissieu, France, and Lockeland Table in Nashville as part of a competitive approach to create character. integrating these into their designs. Not only is the customer experience affected by lighting, but Another trend that is making an appearance at the moment is the it can also effect the duration of their stay, as well as how much clear glass shade and to be on trend it is suggested that clear glass they eat. Studies have been carried out atCornell University, whcih is used as opposed to coloured or translucent glass as this, when show the lighting of a fine dining restaurant, versus that of a fast combined with a warm-coloured lamp, facilitates the maximisation food outlet, can create a relaxing atmosphere that encourages of light output and can add energy and a pleasant twinkle to the diners to stay longer but, surprisingly, can result in them eating venue. The clear glass shade does appear more dominant in venues less. The results of this study, and others like it, suggest that when that value class and style similar to that of Forty Four restaurant a customer feels more relaxed in their environment, it can lead in Manhattan, Adam’s Restaurant in Birmingham, and Il Milione in to an increase in satisfaction, whilst also leading to a decrease in Hong Kong. consumption. Finally, the most prevalent trend right now is to employ uplighting It has been found that bright lighting, which is found in many along the back of the bar –providing splashes of colour along quick-service restaurants, can improve the speed of service and the wall rather than a continuous light stream, to create a friendly increase customer turnover, which is a valuable strategy for brands atmosphere. Some good examples of uplighting in bars include where quick turnaround is vital to their success and profitability. venues like Hakkasan Restaurant, Alegra Restaurant, both inDubai, Further to this, if the wrong lighting is used, it can hinder the and Glass House Tavern,New York.

The human response to lighting

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SUPPLIER FOCUS: PRODUCTS

Products you should know

Showcasing the brightest lighting solutions and products available to the hospitality industry

Laser Blade

Laser Blade revolutionises the concept of the downlight with miniaturised optics, providing high visual comfort, which uses the physical principle of pinpoint lamps, generating circular light emission. With no rigid frameworks, but instead ample opportunities for customisation and innovative in its simplicity, Laser Blade is the result of an integrated process involving various disciplines: the science of lighting, technology, design and culture. The system is a multiple, flexible, universal tool. iguzzini.com | info@iguzzini.ae

Tow’air Range

Thorn Voyager Compact

This range of air inflated lighting fixtures with built in fans, come in various shapes and sizes available with a diameter base of 80cm/2’7’ and the height of the envelope between 200, 300, 400, 500cm. LED lamps are used with a supply voltage of 120V/60Hz or 230V/50Hz. The lights can also be customised with vinyl graphics, coloured or printed slip-covers. airstar-light.com | dubai@airstar-light.com

Concra

Concra is a decorative pendant luminaire with LED light sources. This modern luminaire combines refined construction and energy saving technology. lug.com.pl | Dubai@lug.com.pl

Voyager Compact LED is the latest extension to Thorn’s trusted Voyager emergency lighting range. Ideal for new installations and direct 8W fluorescent replacements, the compact 100lm LED emergency bulkhead is 76% more efficient than fluorescent alternatives, using just 3W when in maintained mode. Voyager Compact LED is sealed to IP65 and suitable for outdoor and indoor applications. With conical and side optical prisms, performance and spacing can be maximised. thornlighting.ae | maurizio.fabbrini@ zumtobelgroup.com

INTRO

The INTRO lighting system ensures that customers enjoy a shopping experience of outstanding quality. Due to its unique adjustment options, INTRO can be matched to many different interior designs, providing custom-fit and efficient lighting for retail applications. zumtobel.ae | info@zumtobel.ae

Trick

Trick lighting is a button-object, an LED capable of generating geometrical effects, with a well defined and punctual shape: circles, concentrated lines, decorative graphic elements in numerous combinations, as well as grazing light effects. The fitting is a point capable of personalising space, giving rhythm and creating design sets. Three bodies are available: small 45mm, medium 90mm, and large 160mm. iguzzini.com | info@iguzzini.ae

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Thompson

This custom-made Thompson, Miami beach lobby chandelier was designed by Martin Brudnizki Design Studio and bought by Neil Locke & Associates. The fixture has a fine finish with faceted crystal strands with an antique brass frame in the size of 1727mm x 3048mm. wired-designs.com | info@wireddesigns.com

DEFINING GUES T EXPERIENCE S INCE 1942

HB 886

An impressive decorative LED high bay luminaire fixture which has been designed for modern interiors. The HB is available in two sizes and in multiple colour configurations. lug.com.pl | Dubai@lug.com.pl

President Hotel Hairdryer A beautiful ionic hairdryer.

Thorn FleXity

FleXity is a modern and discreet LED lantern offering high performance for a fast return on investment for cityscape lighting and has been designed to provide a durable yet attractive lighting solution for all urban applications. Features also include an extra-long 100 000-hour (B10L80 @Ta25째C) maintenance-free lifetime with surge protection of up to 10KV. thornlighting.ae | maurizio.fabbrini@zumtobelgroup.com

Dubai (Stockist): +971 4 420 2667 Cairo: +202 225744966 Amman: +962 6 4783 251 Email: sales@northmace.com

HNM PHD 1014

JW Marriott Marquis Dubai

This custom made piece was designed for the JW Marriott Marquis as the Lobby with a smooth matte black metal frame with faux linen acrylic cylinders in the size of 800mm x 3200mm. wired-designs.com | info@wired-designs.com

www.northmace.com SEPTEMBER 2015 HOTEL NEWS ME

Hotelier Middle East Ad - New Spec.indd 1

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MEET THE SUPPLIER

HORECA TRADE LLC Wael Al Jamil, general manager, HORECA Trade LLC, UAE and Oman discusses the company’s growth plans and top of the range food and beverage products available to the hospitality industry

Can you tell us a little more about HORECA Trade? HORECA is a food, beverage and nonfood distributor in the UAE dedicated to the foodservice channel. We provide our customers with a wide variety of high quality products with a personalised service to each individual. We are certified by HACCP, OHSAS 1800, ISO 9001 and CSR labels and we employ 150 food service professionals, offering 24 hour delivery services with a 98% service rate, using a fleet of 21 multi-temp trucks and two distribution centres in Dubai and Abu Dhabi reaching all the emirates. The company was first established in 2003 by Hisham Al Jamil, who later partnered with Bidvest Foodservice in 2005 to form Bidvest Middle East; a Middle Eastern holding company that operates in the UAE, Saudi Arabia, Oman, Bahrain and Lebanon. What does HORECA Trade offer that other suppliers in your field do not? We try to be leaders in innovation, service and complementary offerings to the foodservice professionals. One of the service initiatives we offer is our HORECA Rewards Programme; a scheme designed to reward customers for the business they give us. By simply spending with us, our customers will not only receive the best services and products but they will be rewarded with their choice of reward. As soon as customers are registered and start making purchases, points are then accumulated and the HORECA Reward statement of accounts is sent out on a monthly basis.

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The more points they collect the more rewards they enjoy. Another point of distinction of ours is our newly launch online ordering platform, HORECA Trade Smart Store (www.shop. horecatrade.com). The portal allows customers to order their goods online and even track their order. What products and services do you provide to the hospitality industry? We specialise in nine categories, each with its respective brand. Emerald Valley, Stanbroke, Rioplatense, Hartley Ranch and ULSA are all highly recognised meat brands for their premium and superior taste. We also have seafood products with brands including, Pacific West and SEACREST. Other brands that we represent include, Lamb Weston, Ottima & De Cecco dried pasta, Tilda basmati rice, Chefmate for oils and sauces, Nestlé Professional, Arla for the dairy range, Sweet Street, MRS Packaging and Bridor, an excellent range of French breads. For our beverage selection we look after Acqua Panna, the official mineral water of the Worldwide Sommelier Association and S. Pellegrino, served in over 100 countries worldwide. What is the most popular product that you supply to the industry? We don’t have just one popular product in particular, but I can definitely say that our beverage portfolio, potato products, meat and

dessert range are amongst the higher orders so far. Any recent projects that you have embarked on? Our newly launched online trading platform ‘HORECA Trade Smart Store’ is definitely another feather in our golden hat. This enables customers of the facility to reach out 24/7 online with the ability to track and monitor orders. We are also expected to launch an iPhone app which is scheduled to launch first with an Android app following shortly after, each designed to draw its 1,500 active customers away from the tradition system of placing orders over by phone, email or fax. How well has HORECA performed over the past 12 months? We have been delivering good results consistently over the past 10 years. Our internal growth is in line with the market’s growth, and we tend to avoid growth which we cannot handle as an organisation from an operational standpoint. What future growth do you anticipate to see? We will continue to challenge the company in order to go the extra mile for our foodservice partners; be it the customers, the brands we represent, the consumer, or the community. We will continue to expand our range, improve our services, and bring good food and beverage brands to our customers and their consumers!

Under the Patronage of H.H. Sheikh Mansour Bin Zayed Al Nahyan Deputy Prime Minister of the UAE, Minister of Presidential Affairs and Chairman of Abu Dhabi Food Control Authority

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Market place

The supplier and buyer roundup of news, products and services

RAK ceramics reports exponential growth

GROHE Grandera Grohe Grandera has introduced a new rose gold collection called Warm Sunset to its portfolio with a new faucet colour bringing the look and feel of an elegant spa to bathroom fixtures. The range has been designed to capture hues of sunset with rose pinks and a shimmering rose gold surface which radiates a sense of relaxed wellbeing. The Grandera collection also comprises an exclusive selection of elegant finishes for a coordinated bathroom. Chrome sets the tone for a classic, elegant look, whilst chrome and gold lends itself to a delicately artistic ambience. grohe.com

Steelcase introduces intelligent office concepts The Intelligent Office concept from Steelcase integrates sensing devices into the work environment that gather and aggregate data and learn over time what people want and need. The company recently displayed its vision for embedded technologies that help mitigate distractions and augment interactions at work at NeoCon 2015 in Chicago. steelcase.com HOTEL NEWS ME SEPTEMBER 2015

Global manufacturer of lifestyle ceramics solutions, RAK Ceramics has released its results for the second quarter of the year with results in Q2 of 2015 reflecting the success of RAK Ceramics’ re-focused strategy and continued growth in its performance across core businesses in focus markets. Non-core revenues increased in Q2 2015 by 11% to AED 137.3 million (20.9% increase in H1 2015 to AED 255.2 million) and core tiles and sanitary activities in the core focus markets also witnessed strong growth. UAE local market tiles sales recorded a 9.5% increase and reached AED 121.8 million in Q2 2015 (9.5% increase in H1 2015 to AED 242.1 million) and sanitaryware local UAE sales increased by 6.7% to AED 36.4 million (5.2% increase in H1 2015 to AED 69.0 million). Additionally, sales in Saudi Arabia have also rebounded as tiles sales increased by 5.0% to AED 88.9 million compared to the first quarter of 2015. Overall net profit for the period declined by 5.7% to AED 85.9 million (2.4% decline in H1 2015 to AED 146.4 million), after considering a total net loss of AED 13.7 million from restructuring activities such as the divestments of stakes in RAK Pharma, Moshfly in Bangladesh, RAK Laticrete in the UAE and in addition to an impairment provision in Sudan, Al Hamra Aluminium and RAK Gypsum. Commenting on the report, Abdallah Massaad, CEO RAK Ceramics, says: “Strengthening core businesses is on track, where RAK Ceramics is seeking to gain greater control of the companies it invests in. RAK Ceramics announced the acquisition of the remaining 20% of RAK Iran, gaining full operational and financial control over the Iranian facility, which is ready to fully integrate into RAK Ceramics’ overall operations. We promised last year to continue creating long-term value for our stakeholders by sustaining growth and executing a solid restructuring strategy. Our results come in line with our refocused strategy which aims at expanding high-margin core businesses to unlock hidden value and improve shareholder profitability. Growth in 2016 is expected to be driven by planned expansions and higher demand in the Middle East and Asia.”

Abdallah Massaad, CEO Rak Ceramics

minutes with...

Joseph Kedemos,

general manager beauty franchise, Chalhoub Group

Can you share some details about the Chalhoub Group’s history?

What is the most popular product that you supply to the industry and why?

Created by Michel Chalhoub in 1955, the Chalhoub Group is recognised as one of the leading forces in the luxury business in the Middle East. It specialises in the retail and distribution of renowned brands within the beauty, fashion and gift sectors. With a presence in 14 countries and the management of over 640 outlets, a passion for building brands is the group’s very essence. We partner with prestigious houses such as Baccarat, Christofle, Christian Dior, Louis Vuitton and Michael Kors. Today, we are a group of over 11, 000 people and the CGR division (Chalhoub Group Retail) is the exclusive retail, spa and amenities distributor for L’Occitane en Provence.

L’Occitane en Provence, the Verbena range made with naturally growth ingredients from the South of France. The scent is suitable for all genders, fresh, invigorating and perfect for the sharp summer season encountered in this part of the world.

What growth do you anticipate to see over the course of the next 12 months? We observe a versatile market each year, however we are stable in growth. Even though the geopolitical situation is influencing the flow of leisure and business tourists, we anticipate accordingly. Numerous upscale projects are opening in the GCC but the number of rooms is already starting to overlap on the demand. Meanwhile we are looking forward to a successful year.

What does your company offer that other suppliers do not? We tailor-make offers from the price to the variety of products, the elegant fragrances and product designs, along with efficient logistics and support through our retail network and spa expertise. We strongly adhere to our core values and deliver accordingly; we innovate through adapted solutions such as elaborated skincare treatments and intelligent marketing support. We also adapt accordingly to the pace of regional markets.

What new products and announcements should we know about? We recently launched our exclusive line as La Collection de Grasse in Jasmin and Green Tea, elegant lavender and an almond vanity gift set. The L’Occitane brand offers various options for wellness experiences, including the worldwide successful Spa by L’Occitane concept integrated into 5-star hotels.

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GLOBAL LINKS DUBAI L.L.C

P.O. Box 34351, Dubai, U.A.E. Tel: +971 4 3322283 Fax: +971 4 3322253 E-mail: info@naturalproductme.com Web: www.naturalproductme.com

Hendon Leatherette Tray Set

Foodex Saudi to return

The third edition of Foodex Saudi will take place from the 17 to 20 November 2015 at the Jeddah Centre for Forums and Events. The show is gearing up to host its largest international participation to date, with 35 countries participating in the show and exhibitors already confirmed from 30 different countries. “The exhibition will be attended by exhibitors representing different sectors from home and abroad. Preparations for the exhibition started early, with a number of workshops that aim to identify priorities, to assess results achieved in the last two exhibitions and to keep on with previous success. Additionally it is key to understand that the annual value of food consumption in the Saudi market is on average SAR 224bn according to statistics from the Central Department of Statistics. Making the show more relevant than ever.” Explains Rony Haddad, exhibition manager, Foodex Saudi.

The Hendon Leatherette Tray Set from UK designers and manufacturers Northmace & Hendon, uniquely blends style and class with practicality. The luxurious main tray features a discreet clear plastic insert to protect the tray from spillage. Included in the set is a leatherette ingredients dish with non-slip feet. It is suitable for use with all Northmace Hotel Safety Kettles. hendon-international.com | sales@northmace.com

New additions to BAGNOSPA range The latest BAGNOSPA collection from BAGNODESIGN now also includes a range of rattan accessories, from laundry baskets to cotton wool holders and a towel basket, available in two finishes. Completing the spa experience is the three scented soy candles named after three of the most popular BAGNODESIGN ranges, Metreaux, Biarritz and Bloomsbury. bagnodesign.org | info@bagnodesign.org

Avantcha Tea sets A home-grown UAE-based concept, Avantcha’s avant-garde approach to the expanding luxury tea market is founded on obtaining organic world blends direct from source to create an unrivalled portfolio of premium whole leaf teas and herbal infusions that are exclusively packaged in the UAE. Blends include tea boxes: Rose white, a combination of organic white tea and rose; Sencha Classic, which is rich in flavour with nutty accents; and Organic English Breakfast, a unique blend of organic black tea. avantcha.com

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HOTEL NEWS ME SEPTEMBER 2015

Lapiaz freestanding Apollo mirror The Lapiaz mirror from Maison Valentina offers a contemporary range of freestanding geometric shaped mirrors with hang up frames. The style of the mirrors showcase concrete and wooden elements with the choice of skipping the pop up colour style by styling with white or grey towels. maisonvalentina.net | info@maisonvalentina.net

27-30 OCTOBER 2015 | DUBAI

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minutes with...

George Monzon,

corporate account manager, Eton Institute

What services does the Eton Institute provide to the hospitality industry?

What is the most popular service that you supply to the industry and why?

Eton Institute is globally recognised as a leader in learning and development solutions, offering professional development training courses in over 100 languages and mobile learning programs internationally throughout the Americas, East Asia, Europe, the Middle East and South Asia. We are the region's leading provider of training customised to the hospitality industry, available through multiple delivery platforms. With a dedicated team of professionals developing quality programs. Eton Institute features the most sought after training methodologies and techniques, and is proud to be associated with top international thinkers to successfully provide organisational change for over 2,000 clients globally.

The most popular service is languages. We offer internationally accredited language courses as well as hospitality-specific language programs to enable hospitality professionals to engage with international customers and understand their requirements. Apart from developing the learner's language skills, we also focus on powering up their workplace skills covering a range of roles within their departments.

What does your company offer that other institutes do not? We offer flexible timings and industry-tailored courses to suit the learner’s needs. All training is facilitated by highly qualified and experienced instructors, teaching practical skills while maintaining competitive prices for individuals and businesses. Courses can be delivered in the classroom, at the company premises or virtually to suit the needs of each learner. Our clients also have the option to include the Eton Institute Learning Accelerator into their courses, a unique post-course online retention tool with interactive alerts, aimed at optimising learning and reinforcing what they learnt post-course.

What growth do you anticipate to see over the course of the next 12 months? With Expo 2020 on the horizon, the demand for training in the hospitality industry is growing exponentially. Looking at the number of hotels that are expected to open in the UAE in the next year or so, our innovative and customised solutions enable us to cater for the various needs of our clients in preparation for this exciting era.

What new announcements should we know about? As part of our ongoing commitment to promote language learning globally, we are offering micro-learning, an innovative way of accessing learning on the go, in short, very specific bursts through a range of devices including computers, tablets, smart phones and smartwatches. It is an extension of our recently launched mobile learning program which is accessible 24/7, anywhere in the world.

Ecolab launches Hand Hygiene Ecolab has introduced Nexa, a new hand hygiene dispensing platform that makes it easier to promote good hand-washing practices and reduce the spread of infectious diseases. According to the Centres for Disease Control and Prevention (CDC), an estimated 80% of all infections are transmitted by hands, and hand washing is the single most effective way to reduce the spread of infectious diseases. Failing to sufficiently wash one’s hands significantly contributes to the spread of foodborne illness outbreaks and also to the 1.7 million hospitalacquired infections that occur each year in the US alone. A study by Michigan State University found that only five percent of those observed in public washrooms washed their hands long enough to remove dangerous bacteria . “The reasons for poor hand hygiene can range from individuals not fully understanding the health risks to feeling they are too busy,” said Dr. Andy Cooper, vice president of Research, Development & Engineering at Ecolab.

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SAVE THE DATE

PROCUREMENT CONFERENCE OCTOBER 19, 2015 GROSVENOR HOUSE, DUBAI

Sponsorship Opportunities charlotte@bncpublishing.net +971 56 130 7753

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To Attend mark@bncpublishing.net

Speaking Opportunities melanie@bncpublishing.net

Free to attend for hotel Procurement Managers, Purchasing Managers, Finance Managers, Cost Controller, Revenue Managers, General Managers

COMPETITION

LAST WORD

To be in with a chance of winning this set of six Guy Degrenne ‘Muse’ Tumblers simply answer the question below:

‘Since 1948, Guy Degrenne has been a leading manufacturer in the hospitality sector of cutlery and hollowware and more recently glassware and tableware. Who distributes their products 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 cliffedge hotel Berggasthaus Aescher in Eastern Switzerland Ascher Guesthouse is located next to the Wildkirchli caves and below the Ebenalp cliff, the northernmost summit of the Appenzell Alps in Switzerland. The guesthouse, which was carefully built into the side of a mountain during the 19th century is only accessible by cable car and then a short 20-minute hike. Once at the top the Aescher-Wildkirchli offers unparalleled views of the cool green valley below. The hotel also offers a cozy and quiet restaurant filled with wooden benches, each with excellent views with a sunny terrace is a great place to stop for summer lunch. The wooden theme continues into all recently renovated rooms, which are paneled with honey-colored oak and furnished with comfy duvet-topped beds which offer up some of Switzerland's best views.

NEXT ISSUE>

We will be running a dedicated supplier focus on uniforms available to the industry, ranging from housekeepers attire to front of house and back of staff uniforms. To get involved in this editorial, please contact sophia@bncpublishing.net

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