Canadian Lodging News - October 2015 by Ishcom Publications

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C A N A D I A N

LodgingNews October 2015 Vol. 12 No. 8

c a n a da’ s l o d g i n g b u s i n e s s n e w s pa p e r $ 5 . 0 0

DRUG AND ALCOHOL TESTS

HVS: CANADA VS. U.S. HOTELS

DOUBLETREE EXPANSION

FEATURE: HOTEL BAR/BEVERAGE YOUR LIQUID ASSETS

Aloha to brand refresh, GLo and selfies renamed Best Western Hotels & Resorts and use a new logo to identify the master company for its seven distinct brands: Best Western, Best Western Plus, Best Western Plus Executive Residency, Best Western Premier, Vib, BW Premier Collection and GLo, the company’s new broad midscale, new construction hotel brand. Best Western is also clarifying the differences between each hotel type by introducing new logos for Best Western, Best Western Plus and Best Western Premier. In addition, the rebranding emphasizes the brand’s initials — BW — in the new logo.

Vib and GLo plus selfies

From left: David Kong, Jayesh Patel, Dorothy Dowling and Ron Pohl with BW’s new logos.

Canada Post Publications Mail Agreement No. 40010152

HONOLULU — Best Western’s logo is now more than 20 years old, and it has been likened to “a dowdy old woman” or “your grandfather’s Oldsmobile.” While it has served the company well, the time has come for a refresh, Dorothy Dowling, senior vice president OF marketing and sales told almost 2,000 delegates AT

the company’s annual convention held in Hawaii late last month. “We are embracing our future with a completely reimagined brand identity that clarifies our exceptional offerings and broadens our appeal with a contemporary, energetic and relevant look,” said David Kong, 1 M6_FranAds_LodgingNews_NOBleed.pdf president and chief executive officer

of Best Western. “We started over. These new logos are dramatically different and illustrate the amazing products and offerings of today’s Best Western.” Best Western has evolved significantly in the last 10 years, and the changes reflect 12:42 this evolution. 2015-06-24 PM Best Western International will be

Low cost. High value.

Best Western’s boutique brand Vib, which the company launched at convention last year, has been a great success, Kong said, adding that they expect to approve at least a dozen applications by year-end. There are none in Canada — yet. “Vib has been successful because it’s cost effective to build and it’s cost efficient to operate,” Kong said. “It’s also successful because it’s vibrant, exciting and great value.” Leveraging the success of Vib, which competes in the upper midscale segment in urban locations, Best Western has developed a hip and exciting boutique brand in other locations — for example, secondary

markets with high population density. Called GLo, it competes in the midscale segment. “We expect the ADR to be in the $90 range. Construction cost will be approximately $65,000 per key not including the land. It will have a striking design with plenty of selfie moments. The name GLo is also catchy and is bound to create a buzz like Vib,” said Kong. GLo works best along major highways on the periphery of cities like Winnipeg, Saskatoon, Calgary, Edmonton and Vancouver in Western Canada. Other suitable Canadian markets could include: Gander, Corner Brook and Grand Falls-Windsor in Newfoundland; Digby, Kentville, Antigonish and Sydney in Nova Scotia; Summerside in P.E.I.; Sussex, Miramichi and Dieppe in New Brunswick; and Rimouski, Val Morin, Trois Rivières and Rivière du Loup in Quebec. In Ontario, Vaughan, Markham, Richmond Hill, Oakville, Mississauga, Brampton, Oshawa and Pickering are possible GLo locations. Best Western Hotels & Resorts also announced a partnership agreement to distribute Best Western hotels on Booking.com. The agreement allows Best Western properties in the Americas to participate in the strong distribution network of Booking.com.

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AHIP acquires U.S. rail hotels, Marriotts VANCOUVER — Vancouver-based American Hotel Income Properties REIT LP (AHIP) has been busy, announcing in late August the acquisition of five U.S. railway hotels for almost $44.8 million USD and in early August completing a previously announced deal to buy three Marriott-branded hotels in Ocala, Fla., for $30.8 million USD. Housing 586 total guestrooms, the five railway lodging facilities include a 160-room hotel in Belen, N.M.; a 156-room hotel in Gillette, Wyo.; a 118-room hotel in Ravenna, Neb.; a 96room hotel in Guernsey, Wyo.; and a 56-room hotel in Edgemont, S.D. The railway portfolio is secured by longterm lodging contracts with one of the U.S.’s top three railway companies, which guarantee in excess of 80-per-cent of the available guestrooms for terms averaging nine years. AHIP presently owns three Oak Tree Inn hotels that are contracted with this railway company. Upon completion of the railway property acquisition, expected by late September, AHIP’s portfolio will consist of 78 hotels totaling 6,798 guestrooms, with 43 rail hotels totaling 3,467 guestrooms and 35 branded hotels totaling 3,331 guestrooms. “Upon completion of this transaction, AHIP will have more than doubled its locations with a key railway client and will be its sole dedicated crew lodging provider, building on our Oak Tree Inn’s tradition of providing “dark and quiet” room stays for railway companies and their employees,” said AHIP CEO Rob O’Neill, in a release.

“Negotiations are also underway with this railway client for two additional, previously announced property conversions, totaling 250 guestrooms, in Mississippi and Kansas. Upon the expected completion of these transactions, these seven rail initiatives are expected to provide further scale and stability to our rail portfolio through diversification of railway clients and longer-term contracts,” said O’Neill. Also on the books is the addition of guestrooms to the company’s railway hotels in Dexter, Mo., and Glendive, MT, chief financial officer Azim Lalani told CLN. Construction is underway on those expansions, with completion expected by the end of the year and early 2016, respectively. The railway portfolio will be managed for AHIP by its exclusive hotel manager, TR Lodging Enterprises Inc., a wholly owned subsidiary of Tower Rock Hotels & Resorts Ltd. The three Marriott select-service properties in Ocala, in north-central Florida, feature a total of 352 guestrooms and include a 169-room Courtyard, a 96-room Fairfield Inn & Suites and an 87-room Residence Inn. Franchised by Marriott International, the three hotels are located on a transportation corridor near major demand generators. “The properties complement our existing Marriott-branded Florida hotels in Melbourne and Titusville, and further diversify our portfolio,” said O’Neill. In total, AHIP now has 12 Marriott-branded, select-service hotels in its portfolio. The newly acquired Marriott properties will

Donald Trump’s grandpa a long-ago Canadian hotelier

AHIP EVP Ian McAuley. be managed for AHIP by Tower Rock Hotels & Resorts Inc. Going forward, AHIP plans to target selectservice Marriott, Hilton and IHG properties in primary and secondary U.S. markets, said Lalani. AHIP has also bolstered its senior executive ranks, announcing in July that Ian McAuley, co-founder and president of Superior Lodging Corp., was named executive vice-president, asset management, effective Sept 1. McAuley will oversee and interface with Tower Rock Hotels & Resorts Inc. on property operating performance, capital investments, risk management and brand relations for AHIP’s portfolio of 70 Oak Tree Inn and branded hotels.

Return of the King By Colleen Isherwood, Editor Sadly, Queen Elizabeth and Toronto mayor John Tory did not attend, but Omni top brass, owners, partners, media, corporate clients and others greeted the Omni King Edward’s official launch following a $40 million reno. And Tory did send his greetings electronically. Restoration of the hotel, which was the city’s first luxury hotel when built in 1903, includes renovated and modernized guestrooms, meeting spaces, lobby, restaurant and bar. “For more than a century, this beloved property has held the position of one of the most famous hotels in Toronto. There is a delicate balance between maintaining history, and keeping the beauty and elegance that makes a place like this so very special, while also becoming modern and delivering what discerning guests want and need today,” said Christophe Le Chatton, general manager, The Omni King Edward. “I believe we have struck this balance with stunning results, and I am proud to reintroduce The Omni King Edward in all of her splendor.” Le Chatton pointed out that in its 112 years of history, the hotel has housed Elizabeth Taylor and Richard Burton, Elvis, The Beatles and Mark Twain. Literary icon Ernest Hemingway lived at the hotel for a time, and one of his typewriters is on display. Peter Strebel, senior vice-president of operations for Omni Hotels noted that the reception

From left: Peter Strebel, senior vice-president of operations, Omni Hotels & Resorts; Jason Lester, SVP Urban Development – DREAM; Alex Shnaider, president, Midland Group; Christophe Le Chatton, general manager, The Omni King Edward Hotel; Michael Serruya, managing director – Serruya Private Equity; Gil Blutrich, chairman and president – Skyline International Development; and Terry Mundell, president & CEO, Greater Toronto Hotel Association. was packed at 5:30 p.m. — in the U.S. there is no way attendees would have been so prompt. He recognized the employees of the Omni King Edward, all of whom had a part in making the re-launch a success. Terry Mundell, president and CEO of the Greater Toronto Hotels Association (GTHA) called the hotel “one of the jewels we have in our business” and that it was possibly the most iconic of the 170 hotels in his association. He added that Toronto Pearson Airport is predicting a 7 per cent increase in flights next year, and even better news is the investor confidence in the Toronto market.

BRIEFS

In a market that has seen the rise of several new luxury properties, The Omni King Edward’s restoration elevates the hotel to become one of the rare historic Toronto hotels that delivers an iconic look and feel with modern, luxurious conveniences. The renovations, which began in fall 2013, include all 301 guestrooms and suites; the introduction of the 29 RoyalClub suites; complete renovations to the Vanity Fair Ballroom, and updates to the Sovereign and Windsor Ballrooms. The lobby and 22,000 square feet of small to mid-sized meeting spaces were also completely renovated.

WASHINGTON, D.C. — Donald Trump’s grandfather was once a hotelier in Northern Canada, according to Gwenda Blair, author of The Trumps: Three Generations that Built an Empire, who was interviewed by The Canadian Press. Friedrich (Frederick )Trump set out for the Yukon in 1898, a dozen years after he arrived in North America from Germany. In his three years in Canada, Trump opened The Arctic Restaurant and Hotel in two locations — Bennett Lake in northern B.C. and then Whitehorse, Yukon. According to Blair, the hostelry offered more than food and lodging. “The bulk of the cash flow came from the sale of liquor and sex,” she said. By early 1901, the Mounties had plans to clamp down on liquor, gambling and prostitution, and gold was becoming scarcer. “The boom was over, Frederick Trump realized,” wrote Blair. “He had made money; perhaps even more unusual in the Yukon, he had also kept it.” He returned to Germany with $585,000 U.S. in today’s currency.

Expedia’s new hotel-facing app BELLEVUE, Wash. – Expedia Inc., has introduced the Expedia PartnerCentral App for iPhone and Android. This mobile app helps hoteliers manage their business on Expedia anytime, anywhere, and was created to help solve hoteliers’ everyday problems. The Expedia PartnerCentral provides Expedia hotel partners with easy-to-use tools and actionable insights at their fingertips, affording busy hoteliers the ability to: • Stay on top of reservations with upto-the-minute booking information and notifications • Receive real-time alerts and insights on events taking place in their markets with the new Activity Feed • View and reply to guest Real-Time Feedback during their stay • Stay informed 24/7 by using seamless fingerprint log-in on devices that support Touch ID • Create, optimize and renew promotions or join Expedia Group campaigns to target and attract travelers • Benchmark performance against the competition using MarketWatch • Quickly promote last-minute inventory with Sell Tonight The app is free for download in the Canadian marketplace for the Apple App Store and Google play. The app requires an iPhone running iOS 7 or higher, or an Android phone running OS 4.0.3 or higher and is expected to roll out globally throughout the remainder of 2015 and into early 2016.

OTAs: 2x the profits of hotel sites This year, online travel agents (OTAs) have experienced their biggest increase in bookings yet. While hotel sites reported profits of 7.1 per cent each year, OTAs attained more than double this figure with an increase of 15.1 per cent, reports Eye for Travel. Despite Priceline and Expedia’s continued dominance, the online travel market is set to welcome fresh players, with Google and Amazon entering the field this year.

October 2015 | 3

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EDITORIAL

Decade of disruptors Our industry has changed dramatically in the almost 10 years since I became editor of Canadian Lodging News. That was before the worst economic meltdown since the Great Depression; OTAs were still in their infancy; hand-held gaming units and 32-inch televisions were considered cutting edge in-room entertainment; and no one could have predicted the impact of Uber and Airbnb on the hospitality landscape. I took a look back at our magazine in 2005. Here is what made news just 10 short years ago. The battle of the beds was raging, with each chain announcing their move to white sheeting, duvets and bed scarves. Our bedding feature in July 2005 was titled, “Feathers fly as chains rush to up the down factor.”

The switch from bathtubs to showers was well underway as hoteliers realized that many travellers preferred showers, and they could dramatically transform small bathrooms to look larger and more modern. The shift from owning to managing properties continued, with the lead story in September 2005 reporting Starwood plans to sell hotels worth up to $4 billion US. Spas and personal renewal were prominent. Westin introduced a Renewal Suite featuring a decompression chamber, spa bath, Zen-like home gym, chromotherapy and tranquil water, light and music features throughout. The title of our May 2005 feature was, “The spa becomes a profit centre.” Touch-free, hygienic bathroom fixtures were coming on strong, with Best Western Richmond an early adopter. Ten years ago, when a chain added wireless Internet, it made the news.

Keycards, now threatened with obsolescence, were already entrenched in 2005. Toronto’s five-star hotels were just being announced — with the Ritz-Carlton on the front page of the May magazine. Hyatt and Embassy Suites were among the chains installing self-service kiosks for checkin, room keys, printing of registration and folio information, personal messaging, and coupons. Surely those days were the calm before economic tempest that began in 2008, and the unforeseen impacts of our shared, increasingly digital economy. Colleen Isherwood, Editor

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Alcohol/drug tests By Lisa M. Bolton and Andrew Ebejer While many employers worry about drugs and alcohol at work, this concern is particularly heightened in the hospitality industry where employees interact directly with guests, wear a corporate uniform and are public representatives of the employer’s brand. Relying on drug and alcohol testing to manage drug and alcohol issues in the workplace may seem appealing. However, testing is only permitted in limited circumstances. As such, other management controls, such as policies and protocols, should be considered. Testing Limitations The primary purpose of a test for drugs or alcohol is to indicate the presence and extent of an employee’s impairment on the job. However, with rare exception, current testing methods for drugs and alcohol are not able to indicate current impairment — only that a drug is present in the body, including what may be a trace amount from several days or weeks prior, having no impairing effect. In addition, when balanced against the potential privacy implications of compelling an employee to provide a personal sample (e.g. blood, urine, saliva, breath, etc.) courts and arbitrators have taken a cautious approach to permitting workplace drug and alcohol testing. Even when testing can confirm current impairment, if the results are not obtained immediately, the purpose of the test is frustrated. For this reason, a breathalyzer test for alcohol is generally accepted where there are grounds to suspect an employee is

4 | Canadian Lodging News

impaired on the job. The following chart identifies the most common types of testing, the substance being identified, and whether the test is able to identify current impairment. As you can see, each type of test has its limitations:

When Can An Employer Test? Pre-Employment and Pre-Access Testing: An employer may wish to test an individual before hiring or permitting access to a work site. In Ontario, courts and arbitrators have held that this type of testing is not permitted because it neither demonstrates impairment at work (testing occurs before work); nor predicts future use of drugs or alcohol. Random Testing: An employer may seek to implement random testing to deter employees from working while under the influence of drugs or alcohol. Due to the testing limitations identified above and the privacy considerations of requiring an employee to provide a sample, random testing is only permitted in very rare circumstances. In a unionized workplace, an employer

EDITORIAL ADVISORY BOARD

must prove the workplace is dangerous and there is evidence of a drug or alcohol problem at the workplace. In a non-unionized workplace, Ontario courts have permitted random alcohol testing where: (i) an employee works in a safetysensitive position; and (ii) workplace supervision is non-existent or minimal. Post-Incident and Reasonable Cause Testing: After a workplace accident or “near miss,” if there is reasonable basis to suspect substance abuse may have been a factor, an employer may test the employee(s) involved. This is referred to as ‘post-incident’ testing. Similarly, where an employee’s actions suggest impairment (e.g., slurred speech and/or the smell of alcohol), an employer may wish to test the employee. This is ‘reasonable cause’ testing. Testing in both of these contexts is generally permissible provided the workplace has appropriate policies in place identifying the circumstances in which testing may occur. Return-to-Work Testing: Testing may be appropriate where an employee returns to work following treatment for drug or alcohol addiction. Such testing is typically part of a return-to-work program or a condition of a last-chance agreement, stipulating that a positive test result will result in termination. Lisa M. Bolton and Andrew Ebejer are lawyers with Sherrard Kuzz LLP, one of Canada’s leading employment and labour law firms, representing management. Call 416-603-0700 (Main), 416-4200738 (24 Hour) or visit www.sherrardkuzz.com.

JASON CHESKES Above The Line Solutions VITO CURALLI Hilton Worldwide PHILIPPE GADBOIS Atlific Hotels & Resorts MARK HOPE Coast Hotels ELIZABETH HUESTON Sysco Guest Supply Canada Inc. BRIAN LEON Choice Hotels Canada Inc. ROBIN MCLUSKIE Colliers International Hotels BRIAN STANFORD PKF DR. DAVID MARTIN Ted Rogers School of Hospitality CHRISTINE PELLA Serta Mattress Company TONY POLLARD Hotel Association of Canada ANDREW CHLEBUS LG Electronics

CANADIAN LODGING NEWS VOLUME 12 · NO. 8 · OCTOBER 2015 Canadian Lodging News (www.canadianlodgingnews.com) is published 10 times a year by Ishcom Publications Ltd., 2065 Dundas Street East, Suite 201, Mississauga, Ont. L4X 2W1 T: (905) 206-0150 · F: (905) 206-9972 · Toll Free: 1(800)201-8596 Other publications include the Canadian Chains and Buyers’ Directory as well as: P A C I F I C / P R A I R I E

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FOUNDATION STARTS WITH OUR AWARD WINNING TEAM See how Best Western’s acclaimed programs and leadership are changing the industry forever at BESTWESTERNDEVELOPERS.COM

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Each Best Western® branded hotel is independently owned and operated. Best Western and Best Western marks are service marks or registered service marks of Best Western International, Inc. ©2015 Best Western International, Inc. All rights reserved.

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BY THE NUMBERS

The HVS Team. Back row: Louis Barruel, Scott Rosenberg, Monique Rosszell, Charlie Shi, Tamsin Venter. Front row: Anastasia Ivanova and Selina Lai.

HVS’ Monique Rosszell compares Canadian and U.S. hotel scenes TORONTO — The Canadian and U.S. hotel markets are very different, Monique Rosszell of HVS told hotel owners, investors and financiers at the second annual Hotel Market Connections held Sept. 17 in Toronto. This was HVS’s second annual Hotel Market Connections event, celebrated in 20 offices around the world. The United States has about five million rooms compared to Canada at 435,000, Rosszell said. The big difference is when it comes to brand affiliation. In Canada, only 24 per cent of hotels are branded, with the other 76 per cent

consisting of many independent and ‘mom and pop’ hotels. In Quebec in particular, the mentality is not to brand as much. What’s interesting is that the 24 per cent of branded Canadian hotels make up 50 per cent of the rooms. This means there is a tremendous opportunity for branding in the Canadian market. In the U.S., 58 per cent of hotels are branded, making up 70 per cent of room supply. “There is a lag — Canada is often catching up with the U.S. when it comes to increasing branding in our hotel market,” Rosszell said. Among Canada’s approximately 7,500 properties, Ontario has 38 per cent of supply,

Canadian Resort Conference closing reception at the Top of Vancouver.

New chair, vibrant conference VANCOUVER — Dianne Hounsome, developer/manager of The Cottages at Port Stanton has been elected as chair of The Canadian Resort Development Association (CRDA); Chris Thompson of Intrawest Resort Club Group is now the vice-chair; Will Lambert, partner at Gardiner Roberts and Ed Romanowski, partner at Bellstar Hotels & Resorts, now serve as secretary and treasurer, respectively. CRDA also welcomed two new members to its board of directors at a meeting held during its annual Canadian Resort Conference, which was held in Vancouver last month. The new board members are Fermin Cruz, vice-president of sales and marketing, Americas Region, weholi and Chris Thompson, vice-presidentStrategy, Intrawest Resort Club Group

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“I am thrilled that CRDA’s scope has been broadened by the depth of experience that these industry professionals bring to our board. The sectors they represent adds to our ability to become the relevant vibrant voice of the Canadian resort industry,” said Jon Zwickel, president and CEO, CRDA. CRDA’s board of directors is now comprised of 15 industry leaders that help shape the direction of the association. The Canadian Resort Conference was held at the Pan Pacific Vancouver Hotel in Vancouver, Sept. 9 and 10, attracting 70 senior executives from Canada, the U.S., Mexico and beyond. The conference’s charity auction raised $14,400 to benefit the British Columbia Hospitality Foundation. The closing reception was held at the Top of Vancouver revolving restaurant.

B.C. 19 per cent and Quebec 17 per cent, but Alberta is catching up and matching Quebec with 17 per cent. Seventy-five per cent of Canadian hotels are more than 20 years old, meaning there is an opportunity for new-built hotels to come into the country. The oldest supply is in Quebec because the unbranded hotels are not subject to the PIPs (property improvement plans) required by brands. Only 7 per cent of Canadian hotel stock is less than five years old. Canada’s extended-stay supply is not nearly as much as the U.S. Supply growth has gone from a low of 0.5 per cent from 2012 to 2014, to 0.9 per cent this

year, and a forecast of 1.7 per cent for each of 2016 and 2017 according to STR/HVS. One of the reasons supply has not grown quickly is that Montreal took 2,000 rooms out of the supply and Ottawa took 1,000 rooms out. The 1.7 per cent levels in the coming two years are higher than in any of the years since 2006, Rosszell said. Saskatchewan and Alberta have the greater amount of new supply, with a projected 1.2 per cent by the end of the year. And from 2015 to 2018, HVS projects that the largest amount of new supply, 37 per cent, will be in Alberta, followed by Ontario at 26 per cent, B.C. at 12 per cent and Saskatchewan at 11 per cent.

PKF/CBRE: Resource sector skews some positive results

this year and 65 per cent in 2016. ADR growth was 3.7 per cent across the country in 2014, forecast at 3.9 per cent for 2015 and projected at 3.5 per cent for 2016. National RevPAR growth was 6.3 per cent in 2014; forecast at 3.4 per cent for 2015 and projected at 4.7 per cent for 2016. “Last year was pretty positive, but the last four months of the year were better than anticipated,” said Brian Stanford of PKF. RevPAR was running at 4.0 per cent; then in the last four months of the year it rose to more than 6.0 per cent, “a pleasant surprise,” he noted. “2015 showed some of the best numbers we have seen for awhile,” said David Larone of PKF. RevPAR was up 5.0 per cent overall, but down 8.0 per cent in Alberta, he pointed out. BC’s RevPAR was up 24 per cent in the month of June. “The industry is starting to get its second wind at driving rates,” he noted. “In terms of rate growth, a huge part of the recovery is attitude,” said Stanford, adding that hoteliers now have confidence in their ability to drive rate. “That attitude shift is positive from an investment point of view,” he said. A look at 13 major markets across the country tells the story. Vancouver’s RevPAR for 2016 is projected at $126; Ottawa at $116, Montreal at $114, and both Toronto and St. John’s at $107. Calgary sits right in the middle of the 13-market ranking at $104, Saskatoon at $99 and three resource-based markets bringing up the rear: Edmonton at $83, Winnipeg at $81 and Regina at $73.

TORONTO — PKF Consulting Canada, a CBRE company, said that while the focus is on the negative impact of the resource sector in Alberta, Saskatchewan and Newfoundland, other parts of Canada are having a very good year. That’s the consensus of panellists at the company’s Outlook Forum held in Toronto this morning. Canada’s GDP has been rising for the past 7 years. This year, the rise was just 1.4 per cent, but Alberta, Saskatchewan and Newfoundland were the only markets that noticed the recession. For the rest of the country, Canada’s GDP rose by 2.5 per cent. That’s better than last year’s rise of 2.4 per cent or the projection for 2016 of 2.2 per cent. Bill Stone of CBRE noted that it’s been a robust year for transactions across the board, with a total transaction volume of $2.2 billion — not quite the $4.0 billion volume of 2006/07 which saw the Legacy and CHIP REIT deals, but healthy. Canada was 10 per cent more active than the U.S. “It’s all about Toronto these days,” whether we’re talking about the downtown core or the suburbs — the Greater Toronto Area was responsible for 53 per cent of all the activity across the county, Stone said. There has been growth of hotel supply in all markets — averaging 0.6 per cent in 2014, and a projected 1.5 per cent and 1.3 per cent in 2015 and 2016 respectively. Demand should surpass supply in 2016. National occupancy was 64 per cent in 2014 and PKF is projecting 64 per cent

Unexpected pairings in Sheraton’s lobby bars

Paired Burrata and Sam Roberts Band Session Ale. STAMFORD, Conn. — Sheraton Hotels & Resorts, part of Starwood Hotels & Resorts, is reinvigorating its lobby bar experience with imaginative menu additions through Paired, a new food and beverage program comprised of artisanal small plates and eclectic bar snacks served alongside suggested premium wines and local craft beers. At the Sheraton Vancouver Wall Centre, guests can order baby back ribs with tangy Korean fusion barbecue sauce, toasted sesame and scallions. Recommended pairings include Driftwood’s Fat Tug IPA, a northwest style India Pale Ale from Victoria, or Mission Hill Chardonnay from the Okanagan. The lobby bar at Le Centre Shera-

ton Montreal features chorizo and fingerling potatoes casserole with Kalamata olive garnish and roasted garlic artisan bread. Rivus Sangiovese or Les Filles du Roy, a pale golden-coloured beer with a fruity nose from Montreal are the recommended paired drinks. At the Sheraton Cavalier Calgary, it’s PB&J wings with Unibroue Maudite for $6. And at Toronto’s Sheraton Centre, dessert-lovers can dine on cinnamon apple puffs with birch vanilla creme. The recommended beer is Craft Hawaiian Style Pale Ale from The Junction area of Toronto. The paired wine comes from farther afield — Robert Mondavi Reserve Napa , Cabernet. Paired stretches the boundaries of traditional pairing principles by

blending ingredients together in new and unexpected ways for guests. Available at Sheraton properties worldwide, Paired is the latest of many initiatives underway for Sheraton 2020, an all-encompassing plan designed to solidify Sheraton as a leading global hotel brand of choice, everywhere.

Travel is better when paired The new menu uniquely pairs small plates and bar snacks with an unexpected recommendation from Sheraton Selects — a menu of premium wines rated 85 points or higher by Wine Spectator — and a craft beer, sourced specifically from choice local brewers. Wine selections are available in a 2 oz. taste, a 6 oz. glass, or by the bottle.

Sheraton hotel associates will new concept. Paired is part of Sheraton 2020, better understand the best-in-class vintages featured on the Sheraton Se- a comprehensive 10-point plan relects menu as they complete Treasury vealed in June 2015 designed to put Wine Estates’ Wine Training & Edu- Sheraton Hotels and Resorts firmly back into the global spotlight. cation modules. A nod to the plan’s five year viThrough its expanded lobby bar menu, Sheraton enables guests to ex- sion, Sheraton 2020 also includes a perience more of their destinations’ new $100 million Sheraton-focused various cuisines by often featuring marketing campaign; the launch global cuisine with local influences, of the new premier tier, Sheraton while also challenging them to expand Grand; continuous innovation of the Sheraton guest experience; an unwavtheir palates. As part of the program, partici- ering commitment to service excelpating Sheraton properties will bring lence; the implementation of revenue Paired to life with programming — and profit-driving initiatives to benefit ranging from educational demonstra- owners and developers; and a goal of tions by local craft breweries or som- opening more than 150 new Sheramelier hosted courses where guests tons by 2020. learn the art behind flavour pairing. “This is a concept that really spoke to the demographics of the lobby restaurant,” said chef Paul Paboujian of Toronto’s Sheraton Centre. “It gives us an opportunity to showcase Ontario with fresh, local ingredients given an innovative twist.” Paboujian encourages associates to bring forward their ideas, and to try the beers and wines. As part of the launch of Paired, key Sheraton properties around the world will also host Paired celebrations in the coming months to Syreeta Dhana and Chef Paul Paboujian of introduce guests to the Sheraton Centre Toronto.

Winter wellness for non-skiers at Nita Lake Lodge WHISTLER, B.C. — Nita Lake Lodge in Whistler, B.C., is targeting the important non-skier demographic with a winter wellness package that encompasses everything from outdoor activities to spa treatments and enhanced food and drink options.

“There are a lot of non-skiers coming to Whistler looking for a winter getaway,” said Theresa Ginter, Nita Lake Lodge’s hotel general manager. “Why just go after skiers since there’s so much more to Nita Lake Lodge?” Many visiting couples, for instance, include a mix of skiers and non-skiers, and for them, Nita Lake Lodge offers early-bird ski packages offering savings of almost 40 per cent. Wedding groups frequenting the property during the winter months often include a large number of non-skiers, said Ginter. Skiers, of course, continue to represent a huge market, accounting for 50 per cent of Nita Lake Lodge’s winter business, according to Ginter, who’s worked at the property for almost five years and has occupied the GM’s chair for almost two. Geographically, Canada, especially B.C., Alberta and Ontario, is the biggest market for Nita Lake Lodge, with U.S. states such as Washington,

New York and California and, overseas, Germany and the U.K. also important markets. So how can non-skiers amuse themselves? There’s skating, on Nita Lake, which freezes over in the winter (since the property doesn’t rent skates, it encourages guests to bring their own). But the property does offer complimentary snowshoe rental so guests can explore the trails surrounding the hotel; options include the Valley Trail, which connects the property to Whistler Village, 45 minutes away by snowshoe. For guests more inclined to indoor pursuits, there’s The Spa at Nita Lake Lodge, where five hours of pampering awaits with the Winter Spa Day that includes a hot stone massage; correct-and-renew facial, using hot towels; and Nita’s signature manicure and pedicure. Concluding the Winter Spa Day package is a visit to the eucalyptus steam room and relaxation lounge, followed by a dip in the rooftop hot tub. For non-skiers there’s

also the Relaxation Package, which includes two 60-minute Swedish massages and an overnight stay. Recently added to the spa lineup is an enhanced menu of naturopathic services. Included are such options as acupuncture, intravenous vitamin therapy, intramuscular injections, nutrition and weight loss counselling, and medical esthetics such as lip enhancement and dermal fillers. Also new for the upcoming winter season is Nita’s outdoor Après Bar, on the Cure Lounge patio. Slated to open on Dec. 23 and operate daily until Jan. 3 (and operate on weekends after that), Après Bar, featuring about 20 seats and outfitted with gas fireplaces, will serve cocktails and appetizers amidst panoramic mountain and lakeside views. Continuing the theme of wellness, The Fix Café serves healthy morning fare such as smoothies, gluten-free items and baked treats, and Aura Restaurant offers a menu anchored by seasonal, local ingredients.

October 2015 | 7

Assets

Hotel bars and restaurants are slaking guests’ thirsts with thoughtfully curated menus of unique alcoholic and non-alcoholic beverages. By Don Douloff

here has never been a better time to be a thirsty traveller, as hotel bars and restaurants are offering thoughtfully curated menus of creative and unique alcoholic and non-alcoholic beverages. Champagne, for example, is front and centre at a number of hotels, including Ritz-Carlton Montreal, which features a Dom Pérignon Champagne Bar in the Palm Court lobby. Open at 9:00 a.m., for guests who want to get an early start tippling the bubbly, the bar serves Rosé & Brut Dom Pérignon by the glass and bottle. Shangri-La Hotel, Toronto, in its airy lobby facing Bosk restaurant, houses its Champagne Wall, a refrigerated, glass-and-wood display case stocking champers and sparkling wines curated by the hotel’s sommelier, Mark Moffatt. The ‘C’ Wall stocks labels from prominent champagne houses including Perrier Jouet, Billecart Salmon and rare vintages such as the 1998 Henriot Cuvée des Enchanteleurs. Bubblies are available by the bottle or glass. “We are seeing more small-grower champagnes, which offer great value for guests,” Guy Rigby, vice-president, food and beverage, Americas, Four Seasons Hotels and Resorts, told CLN. Examples include Gaston Chiquet “Special Club” Brut Champagne 2004, served at Cut restaurant, located in the Four Seasons Beverly Wilshire hotel, in Beverly Hills, Calif.

BEER, WINE AND COCKTAILS Of course, not all travellers have the budget for champagne, and for hotel guests more inclined to beer, wine and cocktails, there is much on offer. Taking an almost scientific approach to mixed drinks is Fairmont Hotels & Resorts, which, earlier this year, brought together some of its top bartenders for a cocktail ideation session. In early June, five elite bartenders, including Grant Sceney, from Fairmont Pacific Rim, in Vancouver, and Nadar Chabaane, from Fairmont Le Château Frontenac, in Quebec City, met in Seattle to develop what will become Fairmont’s next global cocktail menu, with the full set of new drinks debuting in autumn. Among the newly formulated libations are an Old Fashioned featuring rum and small-batch bourbon, and the Sparkling Collins Royale (champagne, vodka, lemon juice, simple syrup and sliced cucumber). Catalano Restaurant & Cicchetti Bar, at Magnolia Hotel & Spa, in Victoria, B.C., features wines from Spain, Italy, and, closer to home, B.C. The restaurant also goes local with its draft beer program, serving up labels from Vancouver Island breweries such as Hoyne and Phillips. Cocktails, inspired by the Pacific Northwest and the Mediterranean, include the Catalano Coastal Gin & Tonic, featuring nutrient-rich spirulina. Alcohol-free options include lemonade infused with rosemary syrup. At Cure Lounge & Patio, in Whistler, B.C.’s Nita Lake Lodge, bartenders devise cocktails made with house-made syrups (using herbs from the rooftop garden), craft beers and spirits, and seasonal ingredients. A signature autumn cocktail is The Smoke Show!, a Prohibitioninspired drink (gin, Grand Marnier, bourbon and Jägermeister smoked together with Jack Daniel’s barrel wood chips). The cocktail menu at OPUS Bar, in OPUS Vancouver hotel, features drinks crafted from house-made syrups and bitters and often pairing unusual ingredients. The fall cocktail menu, for instance, includes inventive concoctions like Deep Secrets (gin, Cointreau, pressed lime, jalapeño syrup, secret spice and cucumber) and The Freja (bourbon, sweet vermouth, brown sugar, black walnut and mint).

HAIL CAESAR Even that quintessentially Canadian cocktail, the Caesar, has been given a makeover and gone upscale. Brian MacAskill, executive chef at Chelsea Hotel, Toronto, created a homemade Caesar mix that is the key ingredient in five specially created Caesars served at onsite T|Bar: The Classic; The Checkout (with bacon-infused vodka and served with hard-boiled egg, bacon and pickle spear); The Whasssaabi (with wasabi-infused vodka and garnished with pickled ginger, wasabi and edamame); The T|Garden (red and green pepper-infused gin); and The Latin Dancer (with lime-infused tequila and served with nacho chips and spicy pickled green beans). Also upping the game is Walter All-Natural Craft Caesar Mix, from Vancouver-based Brutus Beverages Inc. Bottled in Toronto in small batches using vine-ripened tomatoes, Worcestershire sauce, hot sauce, grated horseradish, spices and real clam juice, Walter is used in 24 Canadian hotels, including Four Seasons Toronto; Westin Hotel Ottawa; Ritz-Carlton, Montreal; Sutton Place Hotel, in Vancouver;

and Tigh Na Mara Resort, on Vancouver Island. In March, Walter became the Caesar provider of choice for The Fairmont Royal York, in Toronto. In collaboration with the hotel’s food and beverage team, Walter’s co-founders worked for almost a year to perfect the Royal Caesar custom recipe mix that includes hints of cumin and chipotle imparting a “complex and earthy flavour,” said company co-founder Zack Silverman. The Royal Caesar is the only Caesar mix served in the hotel’s guestrooms, onsite bars and restaurants. It’s no surprise that small-batch Caesar mixes are catching on, since hotel guests are seeking artisanal beverage experiences. Resonating with travellers, for example, are single-vineyard regional wines and hard-to-find, small-batch whiskeys, said Luke Mathot, corporate director, food and beverages, Americas, at Fairmont Hotels & Resorts. At U.S. hotels, American travellers “are trying Canadian whiskeys because they’re similar in flavour to bourbon,” he said.

LOCAL CRAFT BEER When it comes to beer, local craft labels are “big,” as guests want to know the provenance of hotels’ brews. “Local beers are a selling point for Fairmont travellers,” especially at resorts, where guests experience longer stays and are therefore especially keen to sample local labels, he said. Catering to that demand, Fairmont, in some Canadian cities, has partnered with local breweries to create customized beers flavoured with honey harvested from the hotel’s rooftop apiaries. Examples include Fairmont ‘Stinger’ Honey Lager, served at The Fairmont Waterfront, in Vancouver, and Apiary Ale, available at The Fairmont Royal York. Sheraton Hotels & Resorts is reinvigorating its lobby bar experience with menu additions through Paired, a food and beverage program comprised of artisanal small plates and bar snacks served alongside suggested premium wines and local craft beers. It’s available at Sheraton properties worldwide, including Sheraton Centre Toronto’s BnB restaurant. At Four Seasons, a number of the brand’s restaurants and bars are partnering with local breweries to create bespoke beers, according to Rigby. Grain bar at the Four Seasons Sydney has partnered with The Rocks Brewing Company from Alexandria, Australia to develop its own label of lager. Bespoke wines, too, are figuring in Four Seasons’ beverage menus. To that end, the brand has partnered with Illinois-based Terlato Wines to develop the Iconoclast label (which includes Cabernet Sauvignon from Napa Valley’s Stags Leap District and Chardonnay from California’s Russian River Valley) offered as a private label at all Four Seasons hotels across the U.S. In keeping with its commitment to promoting local products, Shangri-La Hotel, At The Shard, London teamed up with area gin distillery Jensen’s in Bermondsey to unveil a month-long Summer Gin Terrace at LÁNG restaurant in August. Designed to celebrate all things summer, the terrace served sharing pitchers and punches of gin-andtea-infused drinks alongside gin-infused cakes, ice pops and non-alcoholic varieties.

SHANGRI-LA TCHI DRINKS On a more exotic (and non-alcoholic) note, Shangri-La Hotel, Paris introduced, this summer, Tchi Drinks on the terrace of La 8 Iéna. Drawing inspiration from the Chinese philosophy of ch’i, which postulates the existence of a constantly flowing universal energy that ensures the harmony of body and mind, Tchi Drinks’ properties are drawn from berries, roots and plants that have been used in Chinese medicine for centuries. They are produced through cold infusion and served chilled, in glass gaiwans, lidded bowls that have been used in tea rituals since the Ming dynasty. Tchi Drinks come in three versions: Goji Berries and Pomegranate; Aloe Vera and Agave; and Ginseng and Yuzu (enhances the beneficial properties of ginseng, acknowledged for its revitalizing and aphrodisiac effects). Besides paying close attention to the beverage programs in their bars and restaurants, hotels are also taking great care with their in-room coffee programs. “In recent years consumers have gravitated towards gourmet coffee,” said Dave Ovenell, strategic account manager, Bunn-O-Matic Corporation of Canada, vendor of hot and cold beverages including coffee, tea and iced tea to the commercial market. “Consumers are demanding a better coffee and they are more knowledgeable about how coffee should taste than ever before. This is no different for the expectation of in-room coffee and the days of providing a traditional four-cup brewer are slipping away quickly. Many hotels are moving in-room brewers to a single-cup format of either cartridge or soft-pod styles. This change is not only aligning with the way consumers are preparing

their coffee at home, but also ensuring sanitary brewing methods while reducing property labour costs to clean and maintain traditional in-room brewers.” Hotel operators, he said, “should always be looking towards technology advancements when searching for new brewing systems to both attract and maintain a loyal following.” Mindful of their health, and concerned about the environment, hotel guests are asking for organic, sustainable in-room coffees, according to Jim Dykes, owner/president of The Madison County Food & Beverage Co., which supplies hotels in Ontario and Michigan. To that end, Madison County offers Rainforest Alliance Organic Sierra Verde Coffee, sales of which have helped plant more than 379,000 trees in coffee-producing countries through the Trees for the Future program. Among varieties popular with guests are Colombian dark roast coffees and blends made from multiple coffees sourced from different countries. Flavoured coffees, too, are big, as is green tea, said Dykes.

October 2015 | 9

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“In my 11 years of working with Starwood Hotels & Resorts, I’ve opened three new Four Points by Sheraton hotels. I’ve enjoyed great support on the architecture and design side as much the ongoing operational support. Starwood has a dedicated team of Canadian-based operations professionals who help ensure owners maximize the potential of their hotels and the Four Points brand. The Starwood Preferred Guest loyalty program is the best I have encountered during my many years in hotel operations. To me, Starwood equals great quality, great systems and technology, and great opportunities.”

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DoubleTree’s success is due to conversion possibilities

MCLEAN, Va. — DoubleTree, the brand with the signature warm cookies at the reception desk, has expanded its presence in Canada over the past few years. It now has eight hotels with more than 1,500 rooms in Canada. The Victoria, B.C. location opened up last month, while Manga Hotels announced it would be converting the Travelodge at Toronto Pearson airport to a DoubleTree in a $10-million renovation. This property is just down the road from the International Plaza Hotel, which was formerly a DoubleTree. “Hilton Worldwide Sales is truly excited about the growth of the Doubletree Brand in Canada. We continue to provide more great hotels in strategic locations across the country

and this benefits our customers who are looking to book meetings and events with Hilton Worldwide,” said Vito Curalli, executive director, Canada, Latin America and International. “We have opened seven in the last two and a half years,” John Greenleaf, global head of DoubleTree, told CLN in an interview. “I’m excited about the progress. The product we have opened is really top stuff.” Existing properties include Halifax, which was an adaptive reuse project, taking a downtown office building and converting it. West Edmonton, Victoria, Gatineau, Kamloops, Toronto, Niagara Falls and Regina round out the portfolio. A DoubleTree in London, Ont. will open later this year, Greenleaf said. In many cases, Hilton took a tired but venerable property and made it beautiful — as in Regina with the former Regina Inn and in Toronto with the former Metropolitan Hotel on Chestnut Street. Greenleaf points to the former Met as a case where the owner made a significant investment, and the ho-

tel has performed extremely well as a DoubleTree. Indeed, Greenleaf noted it is the flexibility of the brand and its conversion possibilities that have made it so popular in Canada and other areas of the world. “For the owner, it’s an opportunity for the asset to perform better and to invest in the hotel. “It works beautifully for a variety of hotel products in different markets,” he added. In addition to the eight current properties, DoubleTree has two Canadian hotels in the pipeline and one under discussion. Canada is not the only country that has grown its DoubleTree footprint. The company currently has 425 properties across six continents and 35 countries, with a fast-growing pipeline of 431 properties.

differentiator.”

Becoming a DoubleTree While the hotel is suitable for conversions, it has standards that must be met in terms of room size, location, competitive set and neighbourhood,. To ensure the experience is consistent, there is a set of requirements that hotels must meet. “It’s a very selective process and we have the best development team in the business,” said Greenleaf. But there is flexibility. “ We go into a hotel knowing that it is going to be renovated. “We look at where the money should be invested — in the facade or in restaurants. We create a design narrative, unlike brands that have an option of two, three or five room designs,” he said. The narrative talks

about fabrics, textures, lighting, fixtures and lines of sight. They work with approved designers, including some Canadian designers.

Hilton vs. DoubleTree While both Hilton and DoubleTree are upscale brands, one difference is that DoubleTree is willing to go into secondary or tertiary markets as well as major gateway cities and resort locations. They have a lower room count than Hilton, and are more flexible about location and key count. While Canada is an important market, the biggest pipeline is in Asia, particularly China, the Middle East and Dubai, said Greenleaf. “For the first time, we are building more hotels outside the Americas. We are truly a global brand.”

CARE culture Greenleaf said it’s more than the cookies, the wake-up DoubleTree breakfast, Sweet Dreams bed, fitness facilities and tech in the lobby that makes DoubleTree successful. There’s also a service culture called “CARE” as in Create A Rewarding Experience. DoubleTree hotels compete for a CARE cup every quarter. It’s a sought-after honour for the hotel to take to heart, said Greenleaf. “It’s a

Ryan Duffy lounge at The Hollis Halifax DoubleTree.

New credit card scam revealed TORONTO — Hoteliers should immediately start warning guests about a sneaky and insidious credit card scam making the rounds at hotels. Here’s how it works: Scammers call the hotel and ask to be connected to a random guestroom. Once they reach the guest, the con artist says, “This is the front desk. After checking you in, we came across a problem with your charge card information. Please re-read me your credit card number and verify the three-digit number on the reverse side of your card.” Not thinking there’s anything amiss, since the call seems to be coming from the front desk, the guest obliges. Hoteliers should warn guests to be on the lookout for these nefarious calls to their room, and advise guests that if they do receive such a call, to tell the person that they will come right down to the front desk to clear up any problems. After hanging up with the scammer, the guest should call the front desk or visit it and ask if there was a problem. If there was no problem, the guest should inform the manager that someone, acting like a front-desk employee, called them in their room and tried to obtain their credit card info.

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O PE N I NGS/SALE S/R E N OS Days Inn opens in SaintLeonard, Blainville, Terrace MONTREAL — Wyndham Hotel Group announced on Sept. 1 that Days Inn Montreal East has opened in Saint-Leonard, Que. The 81-room hotel is located off the Trans-Canada Highway near Olympic Stadium and the Montreal Botanical Garden. Onsite amenities include a fitness centre, laundry facilities and two meeting rooms for events up to 50 people. Guests can enjoy free Wi-Fi access, complimentary continental breakfast and free parking. Days Inn has also opened in Blainville, Que. This 87-room hotel is less than an hour from Montréal-Pierre Elliott Trudeau International Airport (YUL). Nearby attractions include Premium Outlets Montréal, Parc Équestre de Blainville, Parc du Domaine Vert and Centre d’Excellence Sports Rousseau. The hotel offers a fitness centre; a heated indoor swimming pool; an onsite restaurant, Obrigado, offering Italian and Mediterranean cuisine; an onsite bar, Le Mirage; and 10 meeting rooms with up to 11,000 square feet of meeting and event space. Guests can also enjoy free WiFi access, breakfast and parking. Wyndham Hotel Group announced on Sept. 4 the opening of a Days Inn property in Terrace, in northwestern British Columbia. Located near Terrace Kitimat Airport (YXT), Kleanza Creek Provincial Park and Lakelse Lake Provincial Park, the recently renovated 55-room hotel offers a fitness centre, onsite dining and two meeting rooms that can accommodate up to 250 people. Other amenities include same-day dry cleaning, free Wi-Fi access, breakfast buffet and parking. All of these hotels participate in the Wyndham loyalty program that offers members a points earning structure along with a flat, free night redemption rate.

Days Inn Cranbrook opens again after $2-million reno CRANBROOK, B.C. — After an extensive $2-million renovation, Realstar Hospitality joined the team at Days Inn - Cranbrook as they celebrated the official grand reopening of the hotel. Under new ownership, the overall goal and strategic direction became enhancing the customer experience. After purchasing Days Inn - Cranbrook in May 2015, one of the first things owner Alnoor Nathoo decided to do was renovate. “The property remained closed for just about a month in order for us to renovate both the hotel exterior and interior,” said Nathoo. “In order to provide ideal accommodations for both business and

1 4 | Canadian Lodging News

leisure travellers alike, we knew a full overhaul was required.” Upgrades include a renovated lobby, fitness centre and meeting room, as well as new furniture, lighting and carpeting throughout the hotel. Guestroom upgrades include new paint, contemporary dark wood furniture, beds with triple sheeting, along with new tile and tubs in the bathroom. The hotel exterior has undergone a complete reface. This is Nathoo’s third Days Inn hotel. His other two hotels, Days Inn & Suites - Cochrane, opened in 2009 and Days Inn - Calgary Northwest, opened in 2012. Nathoo has become a recognized leader within the brand under the stewardship of Joe Komaric, vice-president of operations. Days Inn - Cranbrook is located at 600 Cranbrook Street North. The affordable hotel features 89 spacious guestrooms, free Daybreak Cafe breakfast and an outdoor heated pool. Guests will appreciate free parking and being within close proximity to various dining options. An onsite guest laundry facility is expected to be complete by end of October.

Microtel number 13 opens in Kitimat, B.C. CALGARY — MasterBUILT Hotels and Jayman MasterBUILT announced on Aug. 26 the opening of Microtel Inn & Suites’ newest Canadian prototypical hotel in Kitimat, B.C., the brand’s second location in that province. The Microtel Inn & Suites by Wyndham’s 87 guestrooms and suites feature a compact refrigerator, microwave and in-room coffeemaker, with select rooms featuring a full kitchen, separate bedroom and living room. Amenities include complimentary Wi-Fi; hot continental breakfast and light dinner Monday through Thursday evenings; fitness centre; Microstore; and meeting room facilities. Additional conveniences include business centre and parking. The Microtel in Kitimat is part of a development plan by MasterBUILT Hotels that calls for the opening of 75 Microtel by Wyndham hotels in Canada over the next 25 years. Currently there are 13 Microtel Inns & Suites open in Canada, 12 under the prototypical new design and one under the brand’s original older design concept in Parry Sound, Ont.

Super 8 opens its doors in Kirkland Lake, Ont. KIRKLAND LAKE, Ont. — Wyndham Hotel Group announced on Aug. 21 the opening of a Super 8 hotel in Kirkland Lake, Ont. Located within walking distance of downtown, the property is close to shopping, dining and attractions such as the Hockey Heritage North

museum, the Joe Mavrinac Community Complex and the Museum of Northern History. Amenities include an outdoor patio, hot tub, onsite dining at the Library Lounge & Dining and three flexible event rooms that can accommodate up to 50 attendees. Guests can take advantage of free Wi-Fi, continental breakfast and parking.

Days Inn Montreal East.

Hilton Garden Inn Niagara sold by Colliers for $15M NIAGARA-ON-THE-LAKE, Ont. — Colliers International Hotels recently announced the sale of Hilton Garden Inn Niagara-on-the-Lake for $14.98 million. Buyer and seller were not disclosed. The 118-room hotel sits on more than six acres. Guestrooms average 370 square feet and facilities include an indoor swimming pool, business and fitness centres and the Garden Grille & Bar restaurant. Other recent Colliers sales include the Westin Prince Toronto, Delta Kananaskis and Courtyard Toronto Downtown.

Microtel in Kitimat, B.C.

Westin Prince sells for $70M to Chinese investors TORONTO — Colliers International Hotels recently announced the sale of the 395-room Westin Prince Toronto on behalf of a private investor group to an established real estate company from Mainland China. This CAA/AAA Four Diamond award-winning urban resort hotel is well located in Toronto, just south of Highway 401 and west of the Don Valley Parkway, two major arteries which provide easy access to downtown Toronto and communities throughout the Greater Toronto Area. The hotel is situated on a 15acre site and features 30,000 square feet of meeting space, four food and beverage outlets, a business centre, outdoor swimming pool and hot tub, fitness centre, and a 625-space threelevel parking structure, in addition to a number of onsite recreational pursuits and approximately three acres of prime excess lands. The Westin Prince is the largest single hotel acquisition by a crossborder group in Canada in the last decade, Colliers said in a news release.

True Key to manage three fishing resorts NOOTKA SOUND, B.C. — Nootka Marine Adventures, a Security Properties company, has engaged True Key Hotels & Resorts to provide management for its three fishing resorts “where wilderness meets luxury” on the west coast of Vancouver Island. Nootka Marine Adventures

Standard two-bed guestroom at Super 8 Kirkland Lake.

The Westin Prince Hotel in Toronto. (NMA) owns: Moutcha Bay Resort, located between Gold River and Tahsis, BC; Nootka Sound Resort, moored in Galiano Bay off Tlupana Inlet; and Newton Cove Resort, which opened in spring of 2015, and is located in Espinosa Inlet near the Pacific entrance to Esperanza Inlet.

Delta Lodge at Kananaskis plans $26-million upgrade KANANASKIS, Alta. — Pomeroy Lodging LP has announced a $26-million upgrade at the Delta Lodge at Kananaskis. In a news release last month, Pomeroy, which owns the lodge, said it intends to turn it into a four-star conference and destination resort over the next 24 months with the launch expected by the end of 2017.

The employee base at the lodge is expected to grow from 260 to more than 300 and it will upgrade its onsite employee lodging as well, Pomeroy said. The hotel renovations are expected to involve conference facilities, spa amenities and guestrooms, plus six restyled and rebranded food and beverage locations. It plans to build a children’s splash pad, indoor waterslides and improved children’s centre. The resort was built in 1986 for the 1988 Winter Olympics with alpine events held at Nakiska Ski Area. The hotel has 412 guestrooms, 36,000 square feet of conference and event space, a health club and spa and underground parking. Pomeroy Lodging owns and operates 18 hotel properties for a total of 2,100 rooms in Alberta and B.C.

Thinking inside the box in Bruderheim, Alberta

By Elaine Anselmi BRUDERHEIM, Alta. — A hotel project in Bruderheim, Alta. is not only answering the call for more hospitality options in the 1,100-person town, but answering it with a modern twist. A new four-storey, 60-room hotel will operate under the Studio 6 banner and be built entirely out of used shipping crates. “Down in Australia and South Africa, China, they’ve done these kinds of hotels. I’ve been trying to find a company for the last few years that can do it and I believe Ladacor is the one,” said owner Boris Javorski. “We get snow here for six months out of the year; I want to be able to build hotels throughout the entire year. If this works out, we’re looking to build three more right off the bat.” Construction is headed up by Calgarybased Ladacor Ltd., who also pieced together a shipping-container hotel for Days Inn, in Sioux Lookout, Ont. The process involves shipping the steel containers, retrofitted as bedrooms and other spaces, to be connected on site. “When they come to Bruderheim and they’re being unloaded, they’re already done in Calgary. There’s already windows in them, they even have the lines for sprinklers, that’s all tied in, the electrical is done,” said Javorski. “What they do is, once they crate them out to site, they join the pipes and all they have to do on site is landscaping and siding.” The entire structure will be made up of the seacans, including a full-service elevator, made from a 40-foot container standing up on its side. In general, two rooms and a part of the hallway will use up six containers, Javorski said. Already owning a hotel in nearby Lamont, Alta., Javorski knew from the existing hotel’s occupancy that there was an economic case for another hotel – something Doug Sull, economic development officer for Bruderheim agreed upon fully. Sull was also enthusiastic about the shipping crate concept. “I’m an engineer by background, so I’m always interested in the new types of things,” said Sull. “I think this a new concept that’s coming in – Sea-cans have been used for residential construction for some time now, it just hadn’t

come into place in industry.” The use of seacans is growing in popularity, largely because of the abundance of the steel crates due to high volumes of goods shipped to North America from China. “They aren’t shipped back to China because it’s too expensive,” said Bruderheim senior administrative officer Patty Podoborozny. Zoning for the project was approved by town council in June, and she said it is right up their alley. “Council is very pro-green and always looking at what do we do to make things better, as good partners in the industrial heartland,” she said. As well as a way to reuse otherwise abandoned structures, Sull said the project is much needed in town. “With Bruderheim in the middle of the industrial heartland in Alberta, there’s a lot of activity in the heartland,” Sull said. “Workers don’t really have adequate places to stay. When they do maintenance turnarounds on the big plants, or if they’re doing construction in the area, all of the campgrounds are full, hotels are full and people stay wherever they can.” Whether temporary workers or visitors to the community for events and gatherings, Podoborozny said people often have to stay in neighbouring towns, Fort Saskatchewan or Lamont. “We throw a number of events here in our community for our residents. We’re actually a very active community for that and there’s nowhere to stay,” said Podoborozny. “If people want to host a hockey tournament or ball hockey, there’s no accommodations.” Podoborozny also noted the town’s location adjacent to major oil and gas industry development, and the need for suitable amenities. “A lot of people come here to enjoy food and restaurants and the hotel is a perfect fit for that,” she said. Sull said the project would be targeted at those temporary workers, with each room having a kitchenette and non-carpeted floor. As well, each room is slightly larger and more functional for long-term stays, said Javorski. Field construction on the site will begin shortly, and Javorski hopes to see the doors open around springtime.

Winter campus, summer hotel at UBC By Katherine McIntyre VANCOUVER — Rooming in a university, at age 92 was a new first for me. And how did it happen? My 15-year-old granddaughter, enrolled in a week’s writing course for high school students at the University of British Columbia (UBC), needed a roommate. I volunteered and was in for plenty of surprises. Not since I graduated from Queen’s University in the late 1940’s have I been around the inner circles of a university. And they have changed! First of all we were booked into West Coast Suites in Gage Lodge, which was one of 47 suites in UBC available throughout the year. In winter it usually houses visiting academics and in summer it serves as upscale lodging for the general public and it can match any four star hotel for amenities, at about half the cost for equivalent accommodation, in downtown Vancouver. Our quarters included a contemporary style living room featuring natural wood and stone trim, a picture window, a pull out couch, big easy chair, an LCD television and Wi-Fi, plus a bedroom with a queen size bed and a complete kitchenette, that we never used. Plenty of other accommodation, ranging from studios to six bedroom units, each on separates pay systems was close by. Parking was available at a moderate cost. There was only one small flaw. Daily housekeeping was a little slow in making up the room. But, the price was right.

Why didn’t we use the kitchenette? A full breakfast with plenty of choices, in the student’s old, and well-used dining room came with the package. Another spiffy, and upscale student dining room, was close by but on a different system of payment. For bargain accommodation starting at $33 a night, student housing has over 1,000 rooms available for individuals and groups an who have the full run of the enormous campus from May to August. My greatest regret — I did not explore the many opportunities that were available on the campus. Instead I decided to discover downtown Vancouver and the many features it had to offer. Here are some of the campus activities I overlooked. On a hot summer day I missed going to the beach, which was within lounging distance of where the campus meets the ocean. I overlooked Mosque First Nation, and the Museum of Vancouver’s display that was advertised as a groundbreaking exploration of an ancient landscape and living culture in a series of exhibitions that translates as “the city before the city.” Would I use another university in the summer for a bed and breakfast again? The answer is a positive yes. And my suggestion to a summer university is to provide potential visitors with a list of events and activities on campus when they register. Would I return to Vancouver? Another positive yes, as soon as possible and I would stay longer in this beautiful and vibrant city.

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October 2015 | 1 5

PEOPLE

Laurie Barkman, general manager, Alt Hotel Winnipeg.

Bill Margaritas, EVP corporate affairs, Hilton Worldwide.

Chris Klauda, STR Inc., director of destination research.

Nicole Cafe-La Barge, HR director, Royal Equator Inc.

Darren Simpson, general manager, The Burrard Hotel.

Lisa Borromeo Checchio, VP brand marketing, WHG.

Brent Iverson, sales/marketing, Fairmont Hotel Vancouver.

Julie Lareau, general manager, Bighorn Meadows Resort.

Groupe Germain Hotels announced on Aug. 28 the appointment of Laurie Barkman as general manager of Alt Hotel Winnipeg. With 25 years experience in the hospitality and tourism industries, Barkman has held positions including director of sales and marketing for national hotel management company Lakeview Management. Most recently, she was GM of a local boutique hotel.

Royal Equator announced on Sept. 1 the appointment of Nicole Cafe-La Barge as area human resources director. Cafe-La Barge will oversee employee retention and engagement programs, employee training and development efforts and lead all human resources projects at Royal Equator Inc.’s three properties: Crowne Plaza Toronto Airport, Hilton Garden Inn Toronto/Mississauga

1 6 | Canadian Lodging News

Trevor Scott, franchising director, Superior Lodging.

Emily Kim, assistant GM, The Burrard Hotel.

Helen Pratt, regional director, sales/marketing, Fairmont.

Chef Nestor Ragasa of the Fairmont Winnipeg. and Four Points by Sheraton Toronto Airport. Cafe-La Barge joins Equator with more than 14 years experience that includes leading and supporting 300 employees at the International Plaza Hotel Toronto Airport (formerly DoubleTree by Hilton). Superior Lodging Corp. announced on Aug. 27 that Trevor Scott has been named director of

franchising and development, responsible for working with the development team to expand the Travelodge & Super 8 portfolio in Western Canada. He brings to Superior Lodging extensive hotel experience and an in-depth understanding of hotel development. Most recently, he worked in PKF Consulting’s Vancouver office, undertaking a variety of hotel appraisal and feasibility projects throughout Western Canada. Scott is based in Vancouver. Hilton Worldwide has announced that William Margaritis assumed the role of executive vice-president of corporate affairs in late August. Margaritis previously served for 15 years as senior vice president of global communications and investor relations at FedEx Corp. Prior to FedEx, Margaritis served as vice-president of public relations and marketing communications for Europe, Africa, Middle East and Southwest Asia at Bechtel Corporation, based in London, UK, and was the manager for state government affairs for Occidental Petroleum Corp. The Burrard Hotel announced on Aug. 28 the appointment of Darren Simpson as general manager and Emily Kim as assistant general manager. Simpson brings to the Burrard a wealth of hotel experience, primarily with the Fairmont brand at three of the brand’s B.C. properties. He has held positions within the front office, guest services, food and beverage, reservations and revenue, and housekeeping teams. Kim joins the Burrard from the Wedgewood Hotel & Spa, in Vancouver, where she held the position of assistant front office manager/ reservations manager. Previously, she held positions at Shangri-La Vancouver and River Rock Casino Resort. Research firm STR Inc. announced on Sept. 1 the appointment of Chris Klauda as the company’s first director of destination research. Klauda will lead the research and analytic efforts for STR’s destination clients in addition to supporting the sales efforts of the company’s business development team. For 29 years, Klauda served at D.K. Shifflet & Associates, where she managed all major hotel clients, including Choice Hotels International, InterContinental Hotels Group and Marriott International. Klauda also was responsible for training and supervising all lodging research directors and analysts. Wyndham Hotel Group announced on Sept. 1 the appointment

of Lisa Borromeo Checchio as vice-president, brand marketing. In her new role, she will help guide WHG’s brand repositioning project to more clearly define the positioning and core value propositions of each of the company’s 15 brands. Prior to joining Wyndham, Checchio spent 11 years at JetBlue Airways, where she oversaw strategy and execution of marketing programs in addition to leading advertising, brand communications and design, sponsorships, consumer promotions, branded content, regional marketing and buzz programs. Helen Pratt has been appointed regional director, sales and marketing for Fairmont Hotels, Pacific Northwest, based in Vancouver, B.C. In her new role, she will oversee sales, marketing, revenue management, catering, and conference services for Fairmont Empress in Victoria, BC; Fairmont Olympic in Seattle, WA; and four Vancouver hotels — Fairmont Hotel Vancouver, Fairmont Pacific Rim, Fairmont Vancouver Airport and the Fairmont Waterfront. Brent Iverson has been appointed director, sales and marketing, Fairmont Hotel Vancouver and will be responsible for overseeing all sales, marketing and revenue management functions of the hotel. He brings more than 16 years of hospitality sales experience to his new position. True Key Hotels & Resorts (True Key) is pleased to announce the appointment of Julie Lareau to the position of general manager at Bighorn Meadows Resort, Radium Hot Springs. A Canmore native with over 10 years’ experience in hotel and condo resort management, she has worked at Stoney Nakoda Resort & Casino and for Bellstar Hotels & Resorts. Chef Nestor Ragasa of the Fairmont Winnipeg was honoured last month with a farewell cake and celebration, as he retired following 26 years of service at the hotel. “Nestor started with us in 1989 as a cook’s helper and slowly worked his way up the ranks,” said Pascal Rocher, marketing manager at the hotel. “He has been nominated for the hotel’s internal recognition program Star of the Month several times and most recently won in May 2013 and October 2014. Nestor always has a smile on his face that brightens the hotel. He can frequently be found assisting others and taking on extra responsibilities while still staying calm in busy or stressful situations.”

Delta founder, Bill Pattison Jim Baker of the Manitoba was a giant of the industry Hotel Association retires saw as the Delta difference. Bill had an uncanny sense of what VICTORIA — He bought the customers wanted, his first hotel in Lewiston, probably because of Idaho for a dollar down his extensive travels. and sold it a year later for He loved to travel and the same price. The profit seemed always to be on was ‘in the learning,’ Bill the road visiting existPattison always said. ing hotels and searchPattison is best known in ing out new opportuCanada for founding Delta nities. Hotels Ltd. in 1962 with He was quick to four partners, and serving say, “if you want to as president until 1988, know what the customwhen the chain was sold. er wants, talk to them, He passed away on Sepask them. It’s amazing tember 4. From 1988 until what they can teach recently, Bill provided con- Bill Pattison (1932-2015). you. Our job is then to sulting services to the hotel industry and associated real estate investment companies figure out what we can fit into our offerings and make a fair profit along the way.” through Pattison Information Inc. John Pye, who has held senior positions at both Delta and Fairmont during his 35-plus-year career, reflects on Wise words Pattison’s life and achievements. Bill Pattison’s words of wisdom were simple and to the point. Get it right. Tell the truth, even In 1965, I first met Bill as an 18-year-old bell- if it’s bad. Keep your promises. It’s OK to make man at the Delta Hotel in Richmond BC. He mistakes, just don’t make too many and learn was an employer, mentor and in later years Bill from them. Get involved in your communities. and his wife Marilyn became treasured friends. Support industry organizations and aspire to Bill Pattison did something bold and unique leadership roles in them. Look after your peo— he built an enduring Canadian hotel brand. ple. Don’t forget your family. These were all This all started back in the early 1960s when little nuggets, but important ones. there wasn’t the saturation of hotel companies At a point when Delta was a major presence that we have today. in British Columbia, Bill saw an opportunity to convince some investors in Toronto to convert a partially completed apartment building into a “Deltoids” The common standards in service and the 1,000 room hotel. This was a huge roll of the culture of the company were an extension of dice and an opportunity to springboard Delta Bill’s personality. Over time, employees began Hotels into a national brand. This became the Delta Chelsea Inn in the to refer to themselves as Deltoids, a term still heart of downtown Toronto. That was in 1975 used today. He was the consummate hotelman as well as and the opening rate was $22 per night when a brand builder. His philosophy was fairly sim- the typical rate was in the $40 to $50 range. The Chelsea quickly ran occupancies in ple: Listen to the employees and look after their needs. He would often remind general manag- the high 90s, a level unheard of in those days ers, “human resources is your job, not someone for such a large hotel. The only other hotel in else’s.” This changed over time with the posi- North America of similar size to do these numtion of human resource specialist being added bers was the Disneyland Hotel in California. After Bill’s retirement from the hotel industo the management team, but the fundamental try, he went on to a number of consulting asresponsibility never changed. Bill was demanding, inspirational, aggravat- signments for lenders and developers and was ing and a mentor to those looking for growth active in supporting major Canadian universiand opportunity in the hotel business. He had a ties and hospitality programs. My wife Kathy and I and our grandson Wilkeen nose for raw talent and was quick to take a risk on pushing people into the deep end of liam enjoyed a lunch with the Pattisons just a the pool to learn the trade by the sink or swim few days before his passing. He was frail in body and you could see he method. Even while we were thrashing around in the deep end, I was always aware there was wasn’t comfortable, but he was his usual wellsomeone watching and ready to lend support, turned-out self, curious to hear what the young people were up to and keen to hear the latest personally or professionally, if required. hotel stories I could share. He enjoyed nothing more than a good The big bar of soap I recall a management meeting where Bill chuckle over who was doing what and what was was at the head of the room unveiling the latest happening in the industry. There were many stories to share as so many Delta Hotels competitive advantage, a fist sized bar of soap. He went on to remind all of us that people who earned their spurs at Delta Hotels the competitors had tiny little bars that easily under Bill’s influence went on to leadership poslipped out of your hand in the shower and that sitions with international hotel companies. He will be remembered for many things, but Delta was going to solve this problem. We all thought he was a little carried away, but within his lasting legacy is the brand he built, which enthe next few months it became clear from the dures today, and the many people he influenced guest feedback that they were quite excited by and provided opportunity to along the way to the big bar and it was one of the things they becoming hoteliers. By John Pye

WINNIPEG — Jim Baker is retiring at the end of the year as president and CEO of the Manitoba Hotel Association (MHA), a position he has held since October 1999. Over the past 16 years, Baker says, “tangible achievements include guiding the industry through the smoking bans; successfully defending the industry’s position in regards to the levying of property taxes that saw the City of Jim Baker. Winnipeg take us unsuccessfully to the Supreme Court of Canada; fending off a huge proposed reduction in VLT revenues, and perhaps the most gratifying was being the lead province in the establishment of a Property and Liability Insurance program.” The MHA has three main pillars of business activity tourism, liquor and gaming. Fairness in the liquor and gaming operations was and still is a major concern given that the government controls and competes in those two areas. “The merger of the two crown corporations two years ago has resolved some issues and is facilitating improvements in other matters,” Baker noted. “Tourism and funding for tourism has also been a constant issue. Government in Manitoba is starting to get the message that involving the industry at the outset enables better regulation. “Governments have a difficult time believing that an investment in tourism marketing produces a many times greater return to government.” Baker notes there have been many highlights, “but perhaps the recognition by government that the MHA is a respected stakeholder in so many matters extending beyond and including the three areas mentioned I believe has seen tremendous improvement.” Baker completed the Chartered Accoun-

tancy program in 1971 and worked primarily as a partner in a local firm until selling his partnership interest in 1998. He then worked for a year with a company called Telpay which specialized in electronic fund transfers for Comcheq payrolls and financial institutions, before joining MHA.

Noticeable improvements In terms of liquor, gaming and tourism the issues remain the same only there have been noticeable improvements over the past 16 years. Continuing to bring value to the members is always a prime endeavour. Baker is please that in his time, the board has undertaken strategic planning on a regular basis, restructured its board and has committed to specific goals, all of which a CEO needs in order to direct their efforts.

Transitioning, not retiring Baker prefers to say that he is not retiring but rather transitioning. “I want to continue to ‘work’ but will enjoy the flexibility that must be part of the transition,” he says. “It’s been said that making the decision is a happy moment but doing it is sad. I hope to use the skills that I have used successfully in other activities. “I enjoyed serving on the board of HAC [Hotel Association of Canada] for all of my time with MHA including two stints on the executive. That time gave me great exposure to not only what other provincial association issues and solutions are, but also an intimate inside look at management companies, franchisors and brands. “I enjoyed making new friends from across the company, friendships that I know will last despite distances and time. “Mostly I will miss the friendship of the staff and members of the MHA.”

New COO of Easton’s, Gupta Group MARKHAM, ON — Reetu Gupta has been appointed chief operating officer of the Easton’s Group of Hotels and The Gupta Group, headquartered in Markham, Ont. She joined the company in 2005 after graduating with an MBA from York University’s Schulich School of Business, and for the past 10 years has served as vicepresident marketing and strategic development for both companies. “Reetu has more than earned this position,” said Dr. Steve Gupta, chairman & CEO of Easton’s and the Gupta Group.

Lisa Lepage joins Calgary Airport Hotels CALGARY — Calgary Airport Hotels and Conference Center recently announced the appointment of Lisa Lepage to the position of director of sales and marketing. In her new role, Lepage will oversee the sales and marketing efforts on behalf of the two hotels and will report directly to complex general manager, Marcel Berube. Lepage brings over 10 years of sales experience to the position. The complex includes Hampton Inn by Hilton Calgary-Airport North and Homewood Suites by Hilton Calgary-Airport.

October 2015 | 1 7

BEFORE AND AFTER

Brand new hotel in a familiar envelope

RestauRant afteR. By Don Douloff MIRAMICHI, N.B. — A 15-month, multimillion-dollar renovation completed in May has thoroughly modernized the Rodd Miramichi River Hotel, in Miramichi, N.B., transforming the property from its original fishing lodge decor to a design that blends luxury and urban influences. “It’s been an extreme makeover. Windows were replaced, everything in the bedrooms was changed and the bathrooms were gutted to the studs and redone. There isn’t a corner of the building that has not been redone,” said Rodd Miramichi’s general manager Jim Gertridge, who described the renovated property as a brand new hotel within the familiar exterior envelope. Owned by Montreal-based AXOR and managed by Rodd Hotels & Resorts, the hotel opened in 1997, about 145 km from Moncton, N.B., and is part of a multipurpose facility featuring 5,000 square feet of office space on the property’s second level, and an adjacent 19-unit seniors residence. Montreal-based Provencher Roy was commissioned to redesign the hotel to create a high-end property with a friendly

redesigned with cream and beige walls and black carpets and outfitted with banquet-style chairs. From each meeting room, glass doors lead to a covered deck overlooking the Miramichi RestauRant befoRe. River. Connecting the lobby and meeting rooms is a conatmosphere infused by a palette of fall ference corridor featuring oversized LED colours comple- chandeliers. Shielded from the lobby by new birchmented by warm tree screens, the pool area exudes a more whites. The hotel’s 79 modern style, typified by a beige colour guestrooms (in- scheme and cushioned wicker furniture. cluding four suites) The pool-area floor now features slipsport new bedroom proof tile; and a hot tub with new jets. In features such as 47- addition, the renovation gutted and redid inch LG flat-screen the change rooms in a beige/cream mode. Also getting a substantial makeover TVs with convenient desktop media hubs for guests to use when connecting their lap- was the property’s 1809 Restaurant & Bar, tops and game systems to the big screens; which “went from a fishing-lodge look to Simmons Beautyrest mattresses and large high-end contemporary,” noted Gertridge. Picture windows were enlarged to provide leather headboards. Spa-inspired bathrooms now offer ex- an unencumbered view of the Miramichi periential showers comprised of rainforest River. The fireplace was refashioned in showerheads augmented by a row of body granite and seating was upgraded to softjets. Raised sinks perch on porcelain coun- style; the bar, outfitted with a new granite countertop, was moved to a far wall tertops. In the refreshed corridors, a contempo- and high-end earth-toned vinyl patterned rary palette of grey and black holds sway, flooring was installed. Adding visual draexcept for carpets striped in brown, beige ma are four massive LED chandeliers and and black. Helping guests find their way walls hung with fish-themed artwork. In addition, the property’s tech ameniare new LED lights and updated signage. The renovation also overhauled and ties include bolstered property-wide Wi-Fi modernized the property’s public spaces. that extends five-bar connectivity to the For example, the project moved the lobby’s riverside deck. Already, the renovation is paying divifront desk so that it’s now directly opposite the entrance. Italian porcelain floor tile of dends, since in early September, the hotel beige, cream and grey punctuates new fur- announced that it had received a five-star niture and design accessories that include rating from Canada Select, only the third chocolate-brown leather sofas and chairs; full-service New Brunswick hotel to receive two business desks, equipped with an iMac the top rating. The same week that the Rodd Miand printer; and two wooden, tree-themed ramichi River Hotel received its five-star sculptures. Located on the same level as the lob- rating it also earned a position among Triby, 4,000 square feet of grade A meeting pAdvisor’s top five New Brunswick hotels. space, divided among four rooms, was

COMING EVENTS Oct. 18-19, 2015: CONNECT Food + Drink + Lodging. Vancouver Convention Centre West. Contact: Samantha Scholefield. Tel.: 604-628-5655. Email: Samantha@connectshow.com. Website: connectshow.com.

Oct. 19-21, 2015: B.C. Tourism Industry Conference. Pan Pacific Hotel, Vancouver. Contact: Nora Cumming. Tel.: 250-382-3303, ext. 204. Email: n.cumming@chemistryconsulting.ca. Fax: 250-383-4142.

Nov. 17, 2015: Hotel Capital Connection, Arcadian Loft, Toronto. Contact: Orie Berlasso. Tel.: 866-887-4453. Email: Orieberlasso@bigpictureconferences.ca. Website: bigpictureconferences.ca/HotelCapitalConnect/.

Oct. 19-20, 2015: Western Canadian Hotel & Resort Investment Conference. Hyatt Regency Hotel Vancouver. Contact: Orie Berlasso. Tel.: 866-8874453. Email: Orieberlasso@bigpictureconferences.ca. Website: hotel-resortinvest.ca.

Oct. 20, 2015: MHA ‘15 Tradeshow, Manitoba Hotel Association. Victoria Inn Hotel, Winnipeg. Contact: Jerry Weir, show manager or Ryan Kirkness, sales manager. Tel.: 204-942-0671 or 888-859-9976. Email: info@centrex.ca. Website: ManitobaHotelAssociation. ca/mha15.

Dec. 7-11, 2015: Vantage International Conference & Trade Show. Hard Rock Hotel & Casino, Las Vegas. Contact: Al Cohen. Tel.: 888-316-2378. Email: acohen@vantagehospitality. com. Website: vantagehospitality.com.

1 8 | Canadian Lodging News

TOP 9 LIST What can executives learn from running a marathon? I just ran my third marathon. I had 3 hours 54 minutes and 6 seconds to reflect. Here are the underestimated takeaways that came to mind. 1. Passionate people are more productive. No one forces you to run a marathon: runners are passionate about the concept and it shows: the drive to succeed is incredible: no matter what one’s goal race is, every angle is taken into consideration in order to make it and either Xavier Icardo. finish or get that personal best. 2. Develop an enjoyable work environment. Some runners are so focused and competitive that they really only deal with performance and results. It’s clear that having a little fun in the process makes it more bearable for most of us, whether it is the costumes, the camaraderie, the atmosphere, the jokes or the funny roadside signs. 3. You need to measure your progress along the way. You need metrics; when running, it is important to know what your pace is to be able to finish the race within your desired time. This is achieved by checking many variables such as speed, hydration, nutrition and pain level along the way. Then, learn from your mistakes and adapt or adjust according to that assessment. 4. Use the right employees for the right job. Everyone’s different — it’s not only about training, but about physical abilities, preparation, and muscle mass. While it is always impressive to witness a post-finish line collapse, I always wonder if it is worth putting your body in such a state, which could lead to a great deal of unnecessary injuries and pain. 5. There is more in life than work. The goal is clear: run these 42.2 kilometers (26.2 miles) and finish the race: It will be stressful, tiring and painful but it is achievable. Also, what about enjoying yourself ? Discovering new places, meeting new people, supporting a cause, and even running in memory of someone are all great ways to stay happy and motivated while achieving your goal. 6. Have a few back up plans. Even when you thought all the stars were aligned, something will still potentially go wrong. Weather, temperature, injuries, pain, fatigue, stomach ache, no washrooms... You will need a plan B ( and C and D) if you want to succeed. 7. Celebrate achievements. Races often provide food, massages, free giveaways, drinks, music, dancing and friendly faces congratulating you. If nothing’s organized, then you create the celebration: wear that medal all day long, get those burned calories back — and take selfies to post on social media. 8. Afterwards, analyze the process and share findings. Whether satisfied or not with their results, a runner will always analyze what worked out, what went wrong and start thinking about what one will do differently next time. 9. Looking to the future. You are driving back home, exhausted yet thrilled by your performance. Maybe you are already strategizing about your next race because you are ready to take on the next challenge and looking forward to it. What is making your organization unique? Xavier Icardo, founder and president of the Open Door Hospitality Group offers 22 years of hospitality expertise in management, operations and franchise, with an international career in Europe, Africa, the U.S. and Canada. Email: Xavicardo@gmail.com.

HOTELCAPITAL CONNECTION

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2015-09-24 2:00 PM

STAYING AGILE IS CRITICAL. FORTUNATELY, OPENING MORE THAN 1,100 NEW* HOTELS HAS KEPT US IN SHAPE. In the past six years, Hilton Worldwide has opened more than 1,100 new hotels around the world, bringing us to more than 4,000 hotels in 90 countries today.* In Canada, we have 104 hotels open from coast to coast with a growing pipeline of over 40 signed projects. Impressive growth, made possible by our ability to adapt to the world’s increasingly complex business environments. As a result, we’ve developed a wealth of experience creating and operating the most award-winning portfolio of hotels in the industry. Not a bad workout for a 95-year-old.

For development opportunities in Canada, please contact Tom Lorenzo, Vice President and Managing Director of Development (+1-203-463-3407, thomas.lorenzo@hilton.com), and Jeff Cury, Senior Director of Development (+1-514-695-6798, jeff.cury@hilton.com).

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*From January 2008 to January 2015