Canadian Lodging News - February 2015

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LodgingNews February 2015 Vol. 12 No. 1

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HOTEL OPEN HOUSES WOO THE LOCALS

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STEVE GUPTA REVS UP HOTEL DEVELOPMENTS

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OUTDOOR OASIS — PATIO PREVIEW 2015

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FEATURE: HOTEL BATHROOMS — THE GREAT ESCAPE

Why Marriott has acquired Delta Hotels and Resorts

Canada Post Publications Mail Agreement No. 40010152

By Colleen Isherwood, Editor BETHESDA, Md., TORONTO, Ont. — Marriott has increased its Canadian portfolio by half now that it has signed definitive agreements to acquire the Delta Hotels and Resorts brand and management and franchise business from Delta Hotels Limited Partnership, a subsidiary of British Columbia Investment Management Corporation (bcIMC) for C$168 million (approximately US$135 million).

The Delta brand comprises a diverse range of hotels and resorts with 38 properties and 10,000 rooms in more than 30 cities across Canada.

When completed, the transaction will increase Marriott’s distribution in Canada to more than 120 hotels and 27,000 rooms.

By comparison, Wyndham has more than 500 hotels, Choice has 311, Best Western has approximately 200, IHG has about 170 and Hilton has 104.

Under terms of the agreement, Marriott is acquiring the Delta management and franchise business, as well as the Delta brand and related intellectual property.

At stabilization, after realizing certain operating synergies, Marriott expects the purchase price to be approximately 10 times annualized earnings before interest, taxes, depreciation and amortization (EBITDA). bcIMC-affiliated entities own 13 Delta hotels (and one under development) and will sign new 30-year management agreements with Marriott for these properties. Third parties own the other 25 Delta hotels; 15 are managed by Delta and 10 are

franchised. In total, five managed hotels (approximately 1,100 rooms) are under development.

Michael Beckley, senior vice-president development, Marriott Hotels of Canada, told CLN that they had 38 Deltas and would have another five fairly quickly due to existing development deals.

“Now we have a whole new brand, acquiring 43 in a relatively short time.

We have 86 today, and added 38 for a total of 124.”

Beckley, who will be retiring at the end of the month, said that the Delta expansion is just part of Marriott’s expansion plans. “Over the next 12 months, we plan another 20 Marriotts of various brands — bringing us up to 165.”

Delta is brand number 19 for Marriott International’s total portfolio, and Beckley said it will remain as a brand, not “by Marriott” since it already has its own following.

“It’s a Canadian iconic company, with more than 90 per cent Canadato-Canada business.”

Filling in the gaps Delta is another full service brand linked to Marriott International’s system, and it includes a number of locations, such as Whistler, Saskatoon, and Winnipeg that will fill in Marriott Canada’s full service brand portfolio.

“Barriers to entry are just too high in certain markets, and they’re almost impossible for us to access. In Whistler, you can’t have another room in that market. In downtown Saskatoon, the Bessborough will fill a gap in our Marriott full-service portfolio.

Downtown Winnipeg — a major city

with 900,000 people — has no big buck Marriott.

“We’re looking for strong coastto-coast distribution, and Delta will make us even stronger in certain market segments, and complement our existing locations,” said Manlio Marescotti, vice-president Marriott International.

Delta guests will have access to Marriott’s 4,100 hotels, the 49-million-member Marriott Rewards Club and Marriott.com which generates more than $12 billion a year, starting next quarter.

The company’s main offices will remain in Toronto, and will not be run out of the U.S., Beckley said.

Employees at Delta properties will still be employed at the hotels, according to Rick Hoffman, vice-president of mergers and acquisitions for Marriott International.

Delta metamorphosis Over the past few years under the leadership of president and CEO Ken Greene, Delta has closed properties and built new ones in a number of Canadian cities, and extensively renovated others, with the goal of positioning the brand solidly in the four-star category.

One of the boldest moves was to close the Delta Chelsea, Canada’s largest hotel, which has now rebranded as the Eaton Chelsea.

Delta was without a downtown Toronto hotel for more than a year as its new flagship Delta Toronto was built in the South Core neighbourhood.

Ryerson University professor Gabor Forgacs told the Toronto Star that

Path to Global Growth MARRIOTT AGREES TO ACQUIRE THE DELTA HOTELS BRAND

PRoPERTiEs in CAnADA

RooMs in CAnADA

Marriott International Delta Total

Marriott International Delta

86 38

124

Total

17,000 10,000

27,000

onCE THE ACQUisiTion oF DELTA HoTELs is CoMPLETE, MARRioTT inTERnATionAL wiLL bE THE LARGEsT FULL-sERviCE HoTELiER in CAnADA

Can

adian Travel Trends

15.2 Million

71%

Canadians made nearly

20 Million

International visitors to Canada in 2014

trips to the United States in 2014

*Canadian Tourism Commission

*Office of Travel & Tourism Industries

Loyalty Programs

49Million

Marriott Reward Members

US visitors comprise of international overnight trips to Canada *Canadian Tourism Commission

Employer Recognition Delta Hotels ranked a Best Employer in Canada by Aon Hewitt for the 15th time in 2015 Marriott International has been ranked one of FORTUNE®’s Best Places to Work every year since 1998

this was a good time for bcIMC to sell Delta, which they acquired in 2007.

He noted that the market is looking up and evaluations are favourable.

“Whatever you bought in the recession years at good, depressed prices can be sold with a favourable, good financial outcome,” he added.

“This is just justifying how good

Delta is because an American powerhouse like Marriott sees them as good enough to acquire,” Forgacs said.

In related news, Marriott’s Michael Beckley received a Lifetime Achievement Award from the Hotel Association of Canada on Feb. 3 at its annual conference. See www.canadianlodgingnews.com for details.

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Online Revealed Canada

2015

CELEBRATING

10 YEARS COME CelebrATE OUR

10 YEAR ANNIVERSARY

March 31- April 2, 2015

Telus Centre for Performing and Learning Host Hotel Intercontinental Yorkville, Toronto

Predicting and Promoting A Look at The Future of Travel

This special edition of Online Revealed will combine an introspective look at the past 10 years and a glimpse into where the advancements of digital marketing and technology will bring us in the next 10 years.

Special opening keynote speaker Hari Nair

Vice President of Market Management North America, Expedia

REGISTRATION NOW OPEN

www.onlinerevealed.com

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Online Revealed celebrates 10 years TORONTO — Online Revealed, Canada’s online travel marketing conference, celebrates 10 years at this year’s conference, which will take place at the InterContinental Toronto Yorkville hotel and the Telus Centre for Performance and Learning, just across Bloor Street from the hotel.

Game Changer, where students network and connect with industry mentors from companies such as Google, Bing, Facebook, Marriott Hotels and IHG, will take place on March 31 from noon until 4 p.m. Now in its second year, this award-winning program is separate from Online Revealed, requiring separate registration.

The 10th anniversary festivities begin in earnest later that day, with an opening reception at Proof Vodka Bar from 6 p.m. until 8 p.m.

The conference itself takes place on April 1 and 2. Hari Nair, vice-president of market management North America for Expedia, will give the opening keynote on Wednesday. Thursday’s

keynote speaker, Stephen Joyce, president of Rezgo and chair, Open Travel Alliance, will look at what the future might hold for travel technology.

This year, there will be two breakout tracks — the visionary track and tactical workshops.

Visionary speakers include Drew Patterson, co-founder and CEO of CheckMate, Alan Young of Puzzle Partners and Alicia Whalen, co-founder and principal of A Couple of Chicks.

Tactical workshops will deal with the digital frontline in the tourism and hospitality sector, and the differences between Bing and Google.

On Wednesday afternoon, the Canadian eTourism Awards and Online Revealed Canada will honour companies that use the marketing power of the digital space.

In related news, after almost a decade as “A Couple of Chicks,” Patricia Brusha and Alicia Whalen are moving in new directions. The pair

will continue to produce Online Revealed but have shifted the direction of A Couple of Chicks as a digital marketing agency.

“The agency world has changed drastically since 2005,” Whalen told CLN. “We were one of the first agencies focused only on digital marketing consultancy. After working with hundreds of clients and brands, we wanted to focus once again on bringing innovation and education around digital and social media marketing to the industry.”

Both will continue to speak at industry events, blog and consult and are preparing for the 10th anniversary of Online Revealed. Brusha is also working with CheckMate, a mobile check-in platform, to bring the solution to Canada, and Whalen is a strategic advisor for Sojern, an advertising platform that combines programmatic media buying with deep behavioural targeting to optimize digital media investment.

A new style inn for cottage country

By Katherine McIntyre COBBLE BEACH, Ont. — If it is luxury living in cottage country you crave, then the Inn at Cobble Beach Resort and Spa overlooking the blue water of Georgian Bay is your answer.

With wide verandas, grassy terraces and easy Muskoka-type chairs, the inn draws golfers, cottagers and local residents. The dining room, traditional in design, provides quick and casual or three-course gourmet meals with all the extras. For special events and weddings, the room sparkles with white tablecloths, shiny silver and plenty of flowers.

Twelve years ago, the inn, and its compan-

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ion, the Cobble Beach Golf Links, was neglected farmland and before that, it had a First Nations history. Then these 574 waterfront acres were discovered by the late Willis McLeese, while out driving with a local real estate agent. He liked what he saw, envisioned its potential and bought the property. Although not a golfer, he could see a golf course, similar to a links course in Scotland and a housing development on the site.

But there were plenty of hurdles. It was a two-year process before the project could proceed. Archaeological experts had to assess the property for any traces of a First Nations community, rumoured to be on this particular piece of land. Findings were recorded, catalogued and preserved. A few are now on display in a glass case in the entrance hall. Stone cairns on the golf course identify the location of dwelling places of either First Nations people or the early settlers who once occupied the land.

That was then, this is now and The Inn at Cobble Beach Resort and Spa sparkles on this historical piece of land. The dining room, kitchen, gift shop and offices complete the first floor. The second floor, accessed by a separate entrance, comes with a common area for guests to socialize, a board room for meetings and 10 attractively furnished bedrooms, decorated in contemporary colours. All have views of the

bay or the golf course. The bridal suite, with its vaulted ceiling, is a cosy retreat for any newly married couple. To keep with the McLeese family’s belief in conservation, the building is heated geothermally.

Golfers come to experience the award winning golf course, designed by Canadian golf architect Doug Carrick. To integrate into its northern surroundings and to be compatible with the environment, drought tolerant turf that requires less water and pesticides was used.

Buffer zones prevent runoff water from flowing into the bay.

Hikers and cross-country skiers stretch their legs on its rolling hills and trails in the fall and winter. Golfers, skiers, hikers, cottagers, residents and neighbours enjoy Sweetwater Restaurant for meals and special events throughout the year. And then there is the spa, a place for rest, relaxation and pampering. A planned housing development is emerging on another area of the property and a retail development is planned for the future.

But it is the gourmet dinners, entertainers and special events such as the recent Concours d’ Elegance, a classic car show of international vintage automobiles, that identify the Inn at Cobble Beach Resort and Spa as an inn with a difference in cottage country. And for guests in a hurry, there is a pad to land helicopters.

NE W S

BR I E FS

New tools for hoteliers BELLEVUE, Wash. — Expedia Inc., one of the world’s largest travel providers, recently announced the release of two new products. Available now in select test markets in the U.S., the products will roll-out globally in 2015 as part of the hotel-facing tool suite, Expedia PartnerCentral (EPC).

Real Time Feedback targets the mobilesavvy traveller. Shortly after a guest checks into an Expedia.com-booked hotel, they receive an email or app notification asking them three short questions about their hotel. Guests answer these questions through a simple, intuitive and fun interface. The review is transmitted in real time to the hotelier via Expedia PartnerCentral, giving them the opportunity to act upon the feedback and avoid a potentially negative trip review.

The second launch, Sell Tonight, makes it faster and simpler for hoteliers to push out same-day rates and availability to Expedia.com and Hotels.com customers around the world, and informs hotels in real time of same-day rates in their market, providing them with the details they need to better compete and increase same-day bookings.

Unique Canadian lodges JOE BATT’S ARM, Nfld., Port MCNEILL, B.C. — Inns on Canada’s extreme eastern and western coasts are among the 24 global properties chosen as founding members for National Geographic’s new soft brand announced last month. Fogo Island Inn, Joe Batt’s Arm, Nfld., and Nimmo Bay Wilderness Resort, Port McNeill, B.C., are the two Canadian properties in the collection.

National Geographic Unique Lodges of the World is a collection of 24 unique hotels in extraordinary places around the world with a demonstrated commitment to sustainability, authenticity and excellence. Selected through a rigorous evaluation process, each lodge offers an outstanding guest experience while supporting the protection of cultural and natural heritage and embracing sustainable tourism practices.

Five New Castle properties for Historic Hotels Worldwide

Bob Pope

SHELTON, Conn. — Historic Hotels Worldwide has more than doubled its Canadian portfolio with the addition of five landmark properties from New Castle Hotels & Resorts.

New Castle recently announced that the Westin Nova Scotian, Halifax, Digby Pines, Digby, N.S., Liscombe Lodge, Liscomb, N.S., Keltic Lodge, Ingonish, N.S. and Algonquin Resort, St. Andrews, N.B., had all joined Historic Hotels Worldwide.

HHW is a division of the National Historic Preservation Trust and has member hotels all over the world. Some were monasteries 1,000 years ago, while others were convents, hospitals, hotels or palaces, but all have historic significance.

Historic hotels have been an important part of New Castle’s portfolio since 1980, when they purchased Wentworth by the Sea in New Hampshire, said Bob Pope, senior vice-president of marketing for New Castle.

In 1996, they purchased the Nova Scotian, “the grand dame of Halifax. We renovated it, brought it back to life and gave it the Westin

flag,” Pope told CLN. “When Signature Resorts [Digby Pines, Liscombe Lodge and Keltic Lodge] came up for tender, they saw what we had been able to do with the Nova Scotian, preserving its identity; not just turning it into a brand or commodity,” said Pope. New Castle worked with the provincial government owners, and with the federal government on the Keltic golf course.

New Castle then renovated The Algonquin to the tune of $20 million, combining its classic look with all the modern support required by guests and meeting planners.

New Castle’s additions to HHW validate New Castle as a prestige operator of historic hotels.

“We have a sensitivity to the issues of these hotels and their classic nature. There has been a 180-degree swing from the days when they were being torn down to build parking lots. There is a tendency of travellers to understand the destination and their surroundings when they are travelling.”

Lawrence P. Horowitz, executive director,

Historic Hotels of America and Historic Hotels Worldwide, told CLN that there are 190-plus historic hotels in Historic Hotels Worldwide from 30 countries.

“Of these, 173 are live now on HistoricHotelsWorldwide.com with four pending from the U.K., one pending from Columbia, one pending from Vietnam, and 11 pending from Mexico.

“Canada is an important country,” Horowitz noted. “We are actively seeking nominations of eligible historic hotels from across Canada. The benefit to the Canadian historic hotels is to gain more visibility from the large U.S. outbound market. We are actively marketing both historic hotels programs to the outbound traveller from Mexico, Brazil, U.K., Germany, France, Japan, China, and Australia. Our core strength today is marketing to the heritage and cultural traveller market in the U.S.” Combined stats for 2014 for both Historic Hotels of America and Historic Hotels Worldwide show 1.7 million visitors, 6.8 million page views, 190,000 room nights booked (all channels) and 383 million media impressions.

www.canadianlodgingnews.com

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CANADIAN LODGING NEWS

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LodgingNews

Com m e n t

By Colleen Isherwood, editor

EDITOR

Colleen Isherwood ext. 231 · cisherwood@canadianlodgingnews.com CONTRIBUTING EDITORS

Marni Andrews · marni@trolltales.com Larry Mogelonsky · larry@lma.com ASSOCIATE EDITORS

Jonathan Zettel ext. 226 · jzettel@canadianlodgingnews.com Kristen Smith ext. 238 · ksmith@canadianlodgingnews.com ASSISTANT EDITOR

Don Douloff ext. 232 · ddouloff@canadianrestaurantnews.com SENIOR ACCOUNT MANAGER

Debbie McGilvray ext. 233 · dmcgilvray@canadianlodgingnews.com ACCOUNT MANAGER

Kim Kerr ext. 229 · kkerr@canadianlodgingnews.com PRODUCTION

Stephanie Giammarco ext. 0 · sgiammarco@canadianlodgingnews.com CIRCULATION MANAGER

Don Trimm ext. 228 · dtrimm@canadianlodgingnews.com CONTROLLER

Tammy Turgeon ext. 237 · tammy@canadianlodgingnews.com

How to reach us: Tel. (905) 206-0150

Crisis plans — not if, but when January was an eventful month for hotels, as an Oakville property evacuated guests due to carbon monoxide problems, and in Ottawa, the potential threat of an ex-military weapons specialist possessing hazardous chemicals forced the evacuation of the Chimo hotel.

These types of problems come as no surprise to Lynn Gervais, communications director for TopTable Group. She has dealt with disasters that include guest deaths, staff injuries, food poisoning, construction defects and a facility that hosted four major events before they had a license to operate.

“Crisis planning is very important,” she said, because you can’t plan when the crisis is happening. “Would you consider buying seatbelts and airbags for your car while sliding toward a wall at top speed?” she told a recent conference in B.C. Anticipate a crisis — brainstorm regarding potential crises and responses. Sometimes crises can be anticipated, as when a company lays off employees, undergoes acquisitions or

has strikes by unions. When it’s tourist season, know that Norovirus will be on a climb.

During the Vancouver Olympics, Gervais worked for a hotel. They talked about what would happen if a bomb went off during the opening ceremonies, what if it were in our lobby, what if our employees planted it, what if HR had heard something but didn’t report it.

Set up a small crisis team, identify and train spokespersons and have backup people in place in case of holidays or illness. “These people should have the skills, position and training. High ranking, charismatic leaders sometimes freeze in front of the media – it’s not pretty,” Gervais said.

Practise, practise, practise when it comes to training. Shoot an internal video when you’re practising. Then everyone involved can know how they look and feel on camera. The smallest detail matters. “I tend to tip my head and nod when listening,” said Gervais. “On camera that looks unprofessional.”

Training teaches you how to remain calm and go back to your key messages. In a practice session where a hotel general manager was supposed to be reassuring guests, he was asked if he would feel comfortable bringing his kids to the hotel. “No, my kids would be in the first bus out of town,” he said – obviously not the key message.

Identify and know your stakeholders, make sure they are up to date and have the right messaging. If your organization is not directly handling the message, have a place for people to direct their inquiries.

Establish notification and monitoring systems using e-mail distribution, SMS, FaceBook, LinkedIn groups and Twitter feeds.

Monitor Google Alerts and Hootsuite for free to find out what is happening and respond.

Develop holding statements right away.

Examples include, “We’ve been made aware of the situation. Our first priority is guests and staff. We will provide you with additional information as it becomes available.”

Finalize and adapt key messages. Think about how audiences can reach you – set up a dedicated phone line, email address or ghost page for your website and activate them during the crisis situation. Never, ever, ever say, “no comment.”

Post-crisis analysis is important – you can analyze your crisis communications plan and find ways to improve it, Gervais said.

PUBLISHER

Steven Isherwood ext. 236 sisherwood@canadianlodgingnews.com

EDITORIAL ADVISORY BOARD

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. 1 · February 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:

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spot lig ht

By Larry Mogelonsky, P.Eng. www.lma.ca

Hotel open house—wooing the locals

Would you ever consider opening your property to the general public? And not just a tour through areas they might already have seen, but your back-of-house operations as well, with dozens of staff members and managers available to answer questions.

A hotel open house like this is a scary thought, requiring a full array of logistical realignments to make it work, even if you only try this one day a year. But it can be a great way to shore up support within the local community as well as a great word-of-mouth marketing tool.

I was put on to the idea by the folks at Fairmont Le Manoir Richelieu (shown in photo) in the picturesque Charlevoix region of Quebec. Holding their second annual Open Doors this past year, the initial success of the program serves as an interesting case study for how you might implement your very own hotel open house.

With a team of 25 staff members, the property hosted over 300 locals, treating them to free hot dogs, free drinks and free carriage rides as they went about the grounds. That’s a good attendance considering the population

of the entire region is just under 30,000 and the only promotions were carried out briefly via Facebook, Twitter, Instagram and local radio.

During the afternoon event, visitors were given descriptive tours of all the hotel’s restaurants, a model guestroom, a model suite, the swimming pool complex, the meeting space area and the history of the region as well as employee-only departments such as the kitchen, staff cafeteria, engineering (including the boiler room, atelier and green initiatives) and a behind-the-scenes look at how they maintain the golf course.

Additionally, chefs put on a show for the kids by allowing them to bake a push cake, followed by a tasting and emphasizing that locals receive a 15 per cent discount on all F&B outlets.

Over the course of the afternoon, visitors gained a firsthand look at the lifestyle enjoyed by the hotel’s 600 employees. Beyond the relaxed inside look, a hope for the Open Doors program was to bridge the gap between current team members and future ones by giving potential candidates a flavour of the many

different departments and job opportunities.

The idea here is that by fostering admiration for the hotel and by recruiting more locals, it will decrease employee turnover.

I see another benefit besides generating support in the local community. To recall some textbook marketing terms, this is a case of brand reach versus brand depth.

Devoting your resources to only 300 people does not speak to a pervasive brand reach, especially when this group is comprised of locals who are less likely to purchase a room night or two. However, due to the nature of the program, the brand depth has a reciprocal relationship with brand reach – the fewer people attending the open house, the greater their resultant connection to the property.

Those who take the tour get to see, hear, touch and smell the hotel, instead of merely looking at a glossy advertisement or reading someone’s acclamation on TripAdvisor.

These are consumers who not only have a fleeting awareness of Le Manoir Richelieu’s existence, but also a passing knowledge base for multiple operations and amenities. After a tour, each visitor can potentially act as a spokesperson for the hotel. They can speak with passion and vivacity about the property.

In other words, they can retell a full narrative instead of just regurgitating a few discordant factoids. And, as any good content marketer knows, it’s the specificity and positive emotional undertone of the story that will win people over. When all is considered, even though nurturing local advocates in Charlevoix might not mean much in terms of wooing vacationers from, say, London, England, it’s still not bad for one day’s work.

Larry Mogelonsky (MBA, P. Eng) is the founder of LMA Communications Inc. (www. lma.ca). His work includes three books: Are You an Ostrich or a Llama, Llamas Rule and the newly released Hotel Llama.

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When all else fails: Dismissing difficult employees

By Lisa M. Bolton & Andrew Ebejer In our January Canadian Lodging News article we discussed strategies for managing underperforming employees. However, not all employees are willing or able to improve. In that case, terminating the employment relationship may be an employer’s next step.

Reason for dismissal: Anything goes (almost) Contrary to what many employers believe, in the absence of an employment agreement limiting the circumstances in which employment may be terminated, an employer may terminate employment at any time and for any reason, so long as the decision to end employment does not breach the employer’s human rights obligations or constitute a reprisal under health and safety legislation. For example, it is not illegal to terminate employment because the employer “doesn’t like” the employee. However, it is illegal to terminate employment if the reason (in whole or in part) the employee is disliked is because, for example, he or she is of a certain colour, or sexual orientation.

Form of Dismissal: With or Without Notice?

Termination is either with or without notice. A dismissal without notice is permitted if the employer has “just cause”, meaning the employee’s conduct is so bad it has effectively destroyed the employment relationship. Absent just cause, an employee is entitled to notice of termination, which can take the form of working notice, or pay in lieu of notice. How much notice is required is addressed later in this article under the heading The (Potential) Costs of Terminating Without Cause.

whether an employee’s conduct or poor performance is sufficient to merit dismissal for just cause. Get it right and an unsatisfactory employee can be removed from the workplace without financial cost to the employer. Get it wrong and the risk to an employer could include liability for wrongful dismissal damages, not to mention negative publicity both inside and outside the workplace.

So, before making a decision to terminate employment for just cause, the employer should consider – objectively – the extent and quality of the misconduct; in particular, whether the employee’s conduct has irreparably harmed the trust that underpins the employment relationship. Serious misconduct such as theft, workplace violence or insubordination are often sufficient to meet the just-cause threshold.

Just cause is more difficult to establish in the case of a chronic underperformer. Thorough documentation is required to demonstrate that the employee was aware of the performance requirements, was given sufficient time and assistance to improve, and failed to achieve the requirements. For these reasons, some employers decide, on a business basis, it is less onerous and expensive to simply give the employee notice, or pay in lieu of notice, than to allege cause and risk the additional cost and risk in responding to a wrongful lawsuit.

The (potential) costs of terminating without cause If there is a valid employment contract which sets out the amount of notice to be provided upon termination, that will be sufficient so long as the notice period in the agreement meets or exceeds the statutory notice requirements under the Employment Standards Act (ESA). Thankfully, the minimum statutory notice period is limited to between 1-8 weeks depending on the length of employment.

If the employment relationship is not governed by a valid employment agreement, the employee is entitled to “reasonable notice” determined in accordance with the common law – judge-made law developed by courts. In deciding how much notice is reasonable, a judge considers a number of factors such as the employee’s age, length of service, position, etc. to try to determine how long it will reasonably take the employee to find suitable alternate employment. In cases involving older, long service employees in senior positions, common law reasonable notice can be as high as 24 months. This can amount to significant financial liability for an employer.

A written employment contract: An employer’s best insurance policy A well-drafted employment contract can reduce the risk an employer will be exposed to liability for a long common-law notice period; in many cases limiting termination entitlements to the minimum amounts established by the ESA. A contract also reduces uncertainty for an employer, as the amount of reasonable notice is already determined.

The best time for an employer to introduce an employment contract is at the time of hiring, prior to the employee commencing work.

In that case the offer of employment is the “consideration” (i.e. compensation) in exchange for which the employee accepts the terms of the employment contract.

However, all is not lost if an employment contract is not entered into prior to the employee starting work. There are opportunities during the employment relationship when an employment contract may be introduced in exchange for additional consideration (e.g. salary increase, promotion, improved benefit plan, etc.).

Alternatively, an employer may offer an existing employee a “signing bonus” as consideration for

signing an employment contract.

Either way, it is important to appreciate that most employment contracts will be interpreted strictly against the employer and in favour of the employee. Thus, to obtain the maximum protection possible for an employer, any employment contract should be drafted or reviewed by experienced employment counsel. Employment contracts should also be reviewed periodically, to ensure the language used continues to be enforceable.

The gold standard: Obtain a release Employment-related disputes can be expensive. A properly drafted release gives an employer comfort that, once the matter is concluded, no other claims will be made by the employee arising out of the employment, including, for example, under human rights or employmentrelated legislation.

Conclusion When dismissing an underperforming employee, an ounce of prevention really is worth a pound of cure. There are many potential ramifications, legal and financial. Prior consultation with expert employment law counsel is very often the best medicine.

Lisa M. Bolton and Andrew Ebejer are lawyers with Sherrard Kuzz LLP, one of Canada’s leading employment and labour law firms, representing employers. Lisa and Andrew can be reached at 416.603.0700 (main), 416.420.0738 (24 hour) or by visiting www.sherrardkuzz.com.

The information contained in this article is provided for general information purposes only and does not constitute legal or other professional advice. Reading this article does not create a lawyerclient relationship. Readers are advised to seek specific legal advice from Sherrard Kuzz LLP (or other legal counsel) in relation to any decision or course of action contemplated.

Sleep on it and give us a call.

With just cause: A high threshold It is often difficult for an employer to know

Winnipeg’s Alt WINNIPEG — An Alt Hotel is set to open this summer in the heart of Winnipeg’s Sports, Hospitality and Entertainment District (SHED). According to Groupe Germain, Alt Hotel’s parent company, the location “will play a key role in the revitalization of Winnipeg’s downtown core.”

The 160-room hotel will offer 120 single queen rooms and 40 double queens. An Italiandesigned armchair and original works of art will also be in each space. Visitors will be able to use multi-plug connectivity to connect devices to flat screen televisions and the bathrooms feature glassed-in showers with 100 per cent terry cloth bath towels.

The smoke-free hotel will also feature several green initiatives: geothermal heating and cooling and domestic water heated by geothermal energy; heat recovery from ventilation exhaust to preheat cold air coming in from the exterior; energy efficient lighting; thermal windows with low emission rates to maximize natural light; an automatic regulation system for ventilation, air conditioning and heating; and a white roof to reduce heat islands.

The building will also house seven meeting rooms with projection screens and easy connectivity. Two restaurants — Milestones and Chi Na Libre — will be located adjacent to the lobby.

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BY TH E N U M B E RS

CANADIAN LODGING NEWS

Are Canadians any more honest?

GREEN KEY REGISTRATIONS COUNTRY/PROVINCE Canada

Green Key Update

MEMBERS 1,366

British Columbia

319

Alberta

257

Manitoba

55

Saskatchewan

66

Ontario

366

Quebec

176

New Brunswick 37 OTTAWA—Green Key Global was designed specifically for the Nova Scotia 57 lodging industry by the Hotel Prince Edward Island 11 Association of Canada.

Newfoundland 11 This year, both Westmont Hospitality Group and TraveloNunavut 2 dge have adopted Green Key as Yukon 3 a corporate standard in their Canadian hotels.

Northwest Territories 6 Another highlight this past USA 571 year was the release of Green Key International 60 Meetings Version 2, which now allows event venues of all kinds Total Members 1,997 to participate, not just hotels.

“It includes convention ceno Microtel Inn and Suites by Wyndham Weytres, event halls, golf courses —anywhere where burn, Sask. = 4 Key you would normally hold an event,” said Linda The Hotel Association of Canada will celeHartwell of Green Key Global. brate the success of some of its Green Key hotels A number of Canadian hotels reached a 5 or at its annual conference in Toronto this month.

4 Key rating — the highest levels — in 2014: Bellstar Hotels & Resorts and Intercontineno Hampton Inn by Hilton in Brampton, Ont. tal Hotels Group are the recipients of the Green = 5 Key Key Energy and Environment Award. Bellstar o Copperstone Resort Hotel, Dead Man’s Flats, has offset the equivalent of 1,420 car trips across Alta. = 4 Key North America. Intercontinental Hotels Group o Microtel Inn & Suites by Wyndham, Lloyd- has a program called Green Engage for their hominster, Alta. = 4 Key tels and has achieved a 13.2 per cent reduction o Best Western Plus Hotel, Levesque, Que. = 4 in carbon emissions to date.

Key The Westin Ottawa won this year’s Green o Falcon Crest Lodge, Canmore, Alta. = 4 Key Key Meetings Award. This hotel has composted o Best Western Plus Highland Inn & Confer- 128 tons of organic waste, which is equivalent to ence Centre, Midland, Ont. = 4 Key the weight of two Boeing 747 aircraft.

Visa/TIAC Summer Travel Snapshot: U.S. visitors spend more on lodging OTTAWA—Canada’s tourism industry experienced 4.9 per cent growth in spending by international Visa cardholders, according to the 2014 Summer Travel Snapshot released by Visa Canada and the Tourism Industry Association of Canada (TIAC).

In addition, general retail purchases captured the largest share of tourism spending on Visa accounts, with international travellers spending a combined $878 million, an 8.9 per cent increase over 2013.

Insights into the categories of spending from the top five countries showed visitors from China spending a much higher proportion on

retail purchases than on lodging compared to U.S. visitors.

Tourism is an $84 billion industry that directly employs over 600,000 Canadians in every

region of the country. In 2013, 79 per cent of tourism revenue came from domestic travellers.

However, with international visitors spending on average three times more than their domestic counterparts, TIAC is looking to boost international travel by 5 per cent to match global growth rates and capitalize on this booming industry.

For the full report go to: http://tiac.travel/_Library/TIAC_Publications/Visa_Canada_ Travel_Snapshot_FINAL_PDF.pdf.

—SOURCE Tourism Industry Association of Canada (Ottawa)

F E B R U A RY 2 015

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O p e n i n g s , s a l e s a n d r e n O vat i O n s

Marriott opens Ontario hotels; Toronto, Calgary portfolio properties sold MARKHAM, Ont. — Marriott International announced on Jan. 13 that a combined 112-suite TownePlace Suites and 187-room Courtyard by Marriott has opened in Markham, Ont. Located at 7095 Woodbine Ave., the 187room Courtyard by Marriott is located on floors two to eight and the 112-suite TownePlace Suites occupies floors nine to 14. The properties share the same entrance, check-in and elevators, as well as an indoor swimming pool, fitness centre and 10,000 square feet of meeting space accommodating up to 1,200 people.

In other news, Manga Hotels in late January announced that it had acquired the 170-room Fairfield Inn and Suites Toronto Airport, in Mississauga, Ont. The purchase price was not disclosed. Located at 3299 Caroga Dr., Fairfield Inn and Suites features newly renovated guestrooms and more than 3,000 square feet of flexible meeting space.

The 100-room TownePlace Suites by Marriott opened Jan. 26 in Belleville, Ont. Located near Highway 401 and Highway 62, the hotel offers studio and one-bedroom suites with fully equipped kitchens as well as separate living/ working and sleeping areas.

Most rooms also feature the home office suite. Other hotel amenities include 1,370 square feet of meeting space and an indoor swimming pool.

Out West, Colliers International Hotels announced in mid-January the sale of the 328room Calgary Airport Marriott portfolio on behalf of The Mitchell Group Alberta Inc. to J.A.R. & Sons Enterprises Ltd., an affiliate of Remai Group. The sale price was $66 million.

The portfolio comprises the recently opened 171-room Courtyard and 157-room Residence Inn by Marriott in a 265,200-square-foot shared building adjacent to the Calgary International, Canada’s third busiest airport.

Holiday Inn launches in Quebec and opens renovated Ontario property

joining the Autograph Collection by Marriott.

Slated to begin in March, the renovation will revitalize guestrooms, public spaces and restaurants. By the end of next summer, the hotel will have completed renovations of all 224 guestrooms as well as the restaurant, lounge, tea room, health club and lobby/front desk. In 2016, phase two will see a renovation of the hotel’s convention floor.

Opened in 1927 in downtown Regina overlooking Victoria Park, Hotel Saskatchewan features 224 guestrooms and 14,000 square feet of meeting/function space along with a range of dining options and a lounge.

Additional amenities include on-site barbershop and fitness centre.

The Autograph Collection comprises independent luxury hotels located in preferred destinations worldwide.

The Hotel Saskatchewan will join the Algonquin Resort as the only two Autograph Collection properties in Canada. Currently, the worldwide Autograph portfolio numbers about 70 properties.

Microtel breaks ground in Bonnyville, Alta.

CALGARY — The MasterBUILT Hotels team, along with the mayor of

Bonnyville, Alta. and members of the town’s council and staff, gathered on Dec. 10 to mark the groundbreaking on a new build, prototypical, 87-room Microtel Inn & Suites in the east-central Alberta town.

Scheduled to open in late 2015, the Bonnyville Microtel will bring the number of open and operating Microtel locations to four in Alberta, two in B.C., three in Saskatchewan and three in Ontario.

Located in the new $13-million East Gate Development project, the hotel will feature meeting space, a fitness centre and business centre and complimentary hot breakfast.

Radisson to open converted property in Red Deer, Alta.

Marriott’s Calgary Airport portfolio.

Guestroom, Holiday Inn Hotel & Suites London, Ont.

MINNEAPOLIS — Radisson plans to open a conversion location in Red Deer, Alta., in early 2015 in a property that operated under the banner iHotel 67th Street .

The Radisson Hotel Red Deer hotel will feature 142 guestrooms and will open under the Radisson brand in February. The hotel will offer a spa, meeting and event space, business centre, and an on-site restaurant.

The Red Deer property will join three other openings Radisson has recently announced, all in the U.S.

Exterior, Hotel Saskatchewan.

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MONT-TREMBLANT, Que. — InterContinental Hotels Group announced in late December the opening of a new Holiday Inn Express & Suites hotel in Mont-Tremblant, Que., and the launch of a renovated Holiday Inn property located in London, Ont. Recently undergoing a $3.2-million investment by the ownership, the four-storey, 141room Mont-Tremblant property includes a seasonal outdoor swimming pool, outdoor whirlpool bath (open year round), fitness room, sauna and complimentary high-speed Internet access.

In Ontario, a $5-million refurbishment to the ten-floor, 143-room Holiday Inn Hotel & Suites London extensively renovated the property, which features a 24-hour business centre, 1,000 square feet of meeting space and Flavurs onsite restaurant.

Hotel Saskatchewan joining Autograph Collection WINNIPEG — After acquiring the Hotel Saskatchewan, in Regina, Sask., in April 2014, Temple Hotels Inc. plans to launch an extensive renovation in early 2015 as a prelude to the property

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8 |

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CANADIAN LODGING NEWS

Easton’s revs up hotel developments and rebrands

Steve and Reetu Gupta.

MARKHAM, Ont. — For awhile, all the focus was on King Blue, the condominium project Steve Gupta of Easton’s Group of Hotels sold to Greenland Properties; and the 47-storey Dundas Square Gardens condominiums.

But Easton’s and the newlynamed umbrella organization, The Gupta Group, still has its feet firmly planted in hotel development.

The current EGH hotel portfolio spans across Ontario and Quebec, consisting of 15 hotels under the flags of Marriott, Hilton and IHG. Recent openings include the first Marriott dual brand in Markham.

Easton’s spent almost $21 million transforming the former Chimo and later Holiday Inn property, into a 189-room Courtyard by Marriott and a 112-room TownePlace Suites with a combined total of 301 rooms.

In addition, there are more than 500 parking spots, a third-party restaurant, 14,000 square feet of meeting space, all gutted and totally new.

They are also spending $15 million to transform a Holiday Inn near Toronto’s Pearson airport into the first IHG dual brand, consisting or a 300-room Holiday Inn and 130room Staybridge Suites. The existing 446-room hotel will be renovated one floor at a time.

The latest development, is the purchase of 3.2 acres at Yonge and York Mills, announced last month.

The Gupta Group plans to leave 1.1

acres as conservation land, and to develop the remaining 2.1 acres into office condos, retail and a 200-plusroom hotel.

Gupta waxed enthusiastic about the potential of the Yonge and York Mills location. “There is a definite need for a good, upscale hotel to bring life to the area and fulfill the needs of people in the area.”

The property will include a small, limited full service hotel, like a Hilton Garden Inn or a Courtyard by Marriott. “This will provide more panache and pride for the area, as this is a very affluent area,” he said.

It will include meeting space and a rooftop lounge that will be enclosed in winter and open in summer, overlooking the Don Valley golf course and river. “The locals are welcome to enjoy the amenities, bar and fresh air.”

The retail portion could include a restaurant and coffee shop, small pharmacy or dry cleaners. The offices would be ideal for professionals, lawyer and accountants, while the second floor could be a medical floor.

The hotel will be nine storeys and the office condo development seven storeys, all in one building joined by an atrium. The building will be LEED gold certified.

“It will be a state-of-the-art building—our flagship,” Gupta said. “We will move our head office there, and it will be the first building with the Gupta logo on it.”

The Gupta Group — and a new generation “The second generation is getting into the business, and the time is right to rebrand to The Gupta Group,” Steve Gupta told CLN. “The future of the company is in their hands.”

Daughter Reetu is managing director of Gupta Group; daughter Shelley has her CFA and is completing her MBA; and daughter Reema is also involved. Son Suraj is doing his MBA at Columbia University.

“They will take the company to a different level,” Steve Gupta said.

“That’s why we are rebranding after 36 years.”

Canadian Women in Food launches TORONTO—New national social enterprise group Canadian Women in Food (CWIF) launched in late November. The networking group’s mission is to promote women-owned businesses connected to the food and beverage industry; to cultivate the energy that comes from women supporting women; and to stir up the spirit of female food entrepreneurs by creating opportunities for economic growth. An annual membership fee of $100 is fully refundable in exchange for four hours of CWIF volunteering.

Owners’ Association represents hoteliers’ interests LONDON, Ont.; GRAND PRAIRIE, Alta., HALIFAX, N.S.; KELOWNA, B.C. — Ask Jonathan Lund of Fortis Properties the purpose of the InterContinental Hotels Group (IHG) Owners’ Association, and he comes up with three things.

“For me, it’s about working together to enhance owners’ returns, to guide IHG, and to get stuff done, particularly regardJeff Krivoshen.

Jonathan Lund.

Felix Seiler. ing Canada.

“We as owners have a voice.

Holiday Inn Express, Staybridge, etc.; year, a panel included Tony Pollard, The Canadian Committee is very active, with members from Brit- and other committees dealing with Hotel Association of Canada; Robin ish Columbia to Newfoundland, responsible business, people, and IHG McCluskie, Colliers; David Larone, representing our interests across the Rewards. Lund sits on the Holiday PKF; and Luke Mahew, IHG. Inn brand committee, the operations “There are things that really touch country,” he told CLN. Glenn Squires, president of Pacrim committee and is currently incoming Canadian franchisees, and we can mare sure they’re communicated,” and partner in Maplewood, chaired chair of the people committee.

Canada has a seat on the board of said Jeff Krivoshen, chief operating the Owners’ Association in 2011 and is still involved as a past chairman. He the Owners’ Association, currently officer of P.R. Hotels Ltd., who has been actively involved at the commitsaid the purpose of the association is held by Jonathan Lund.

The Canadian committee has tee level since 2006. “to protect and enhance asset value The Canadian session is attendand ROI. We work hand in hand with three key initiatives — CanadianIHG to find ways to enhance the sys- based events including a two-day sales ed by 300 people. “They have had a tem, to make properties more profit- training and development conference full day and a free night, but they’re able, to make assets worth more and that is “really well attended and very clamouring for information and want to know what’s going on. They’re the to make the brands stronger in Cana- effective,” according to Lund.

There are owner summits that ones that are counting on us sitting on dian markets.”

The 10 people on the committee provide face time with senior IHG the board,” Krivoshen said. also represent all IHG brands operat- executives, such as Oliver Bonke, chief ing in Canada, and represent single commercial officer, The Americas, Aligning Canada/ U.S. One of the main purposes of the owners and multinational owners and who attended last year. “This really opened up dialogue and Q&A, giving Canadian committee is to look at the management groups. implementation of brand and enterIn addition to the Canadian com- Canadian owners a voice,” he said.

The third event is the Canadian tainment standards in Canada. mittee, each member sits on a num“A lot of things are developed in ber of U.S. committees, including session held each year at the IHG brand committees for Holiday Inn, North American Convention. This the U.S., and Canada is closely aligned

Glenn Squires.

for the most part. But Canada has its own set of issues, including geography — the distribution of hotels and the distances between them; provincial laws and regulations including Quebec language. We have to make sure our websites and collateral materials are in French,” Lund said.

Costs can also differ in Canada, due to currency, customs and exchange rates. Often products from the U.S. don’t make sense in Canada — Canadian hoteliers need Canadian vendors to deal with those issues. The Canadian group now partners with InnerWorkings, a purchasing and sales organization.

“Our yogurt and oatmeal standards are different,” said Lund. “We still use Greek yogurt and oatmeal, but the U.S. brands specified were not available and cost-prohibitive. Sourcing cinnamon buns was also much easier in the U.S.,” noted Lund.

Federal or provincial regulations make a difference. In the U.S., IHG

can give out drink vouchers — in Canada they’re not allowed.

The HDTV standard was also problematic in Canada because it was not available immediately in all areas of the country, and costs were sometimes significantly different. In the U.S. there are hundreds of suppliers, while in Canada there are only three.

“The costs of putting HBO in a hotel are a lot different in Canada,” added Krivoshen. “Our cable supplier would charge us $10 to $12 per room for the one channel.”

The Green Key program in Canada is different from Green Engage, the IHG program, and Canadian hoteliers are working to align the programs and make Green Key known in the U.S. Felix Seiler, COO of Holloway Lodging Real Estate, who is based in Grand Prairie, Alta., is currently vicechair of the Canadian Committee and works on the revenue delivery committee, which deals with ways to get average rates up.

“This has a lot to do with how IHG manages rates at the hotel, and how this information gets transmitted to the consumer,” Seiler told CLN. We have a lot of discussion across all brand about the online travel agencies (OTAs) and how we can use technology to manage our business.”

Seiler has been involved with owners’ groups for other brands. “The nice thing about IHG is that it lets us be part of the decision-making,” he said.

OUTDOOR

Oasis

THOUGHTFULLY DESIGNED HOTEL PATIOS PROVIDE GUESTS WITH A SENSORY EXPERIENCE AND OFFER HOTELIERS A POTENTIAL REVENUE STREAM.

BY DON DOULOFF

THE FIRE PIT AREA ON LURE RESTAURANT’S PATIO.

H

ow far the hotel patio has come.

From the days when a “patio” consisted of ratty chaise lounges and outdated strung-up lights haphazardly arranged around a pool, the hotel terrace has evolved into a sophisticated, thoughtfully designed space.

“The outdoor patio is significantly important to guests’ overall hotel experiences,”

In June, 2014, Delta Victoria Ocean Pointe Resort & Spa in Victoria, B.C., officially relaunched LURE Restaurant & Bar following a six-and-a-half-month, $2 million renovation that refreshed both the front- and backof-house. More noteworthy still, the project converted the restaurant’s adjoining outdoor terrace into a proper patio, reclaiming a space that had sat vacant for more than 10 years.

It was a significant makeover for the property, which opened in 1992 and occupies a prime waterfront location in Victoria’s Inner Harbour. Located on the main floor’s lobby level, LURE launched in 2010.

The renovation, spearheaded by San Francisco-based Puccini Group, sought to “take a beautiful space and make it lively, spiritual, magnetic, inviting and familiar,” Jennifer Woppenkamp, the hotel’s food and beverage outlets manager, tells CLN. On the patio, the first order of business was to eliminate the cement wall that ran along the terrace’s southern edge, blocking the view of the harbour.

Replacing the cement wall is floor-toceiling glass that protects against wind and provides a vista that Woppenkamp describes as “the postcard view of the harbour and city.”

Amy Jakubowski, partner and managing director of Puccini Group, a San Franciscobased design and hospitality-consulting firm, tells CLN. “Gaining a sense of place will continue to remain relevant to guests and the outdoor space is yet another avenue to engage the sights and smell of the surrounding city.”

More importantly, “it behooves ownership to take advantage of their outdoor patio and

On the design side, the renovation pays tribute to Victoria’s seafaring settlers with nautical touches showcased throughout the restaurant. For instance, the herringbone design is a stylized interpretation of First Nations patterns and the coastal location, while walnut tables, hickory floors, oak bar and leather seats represent iconic Canadian materials.

On the 1,500-square-foot patio, the nautical theme is realized via such features as a wooden, 10-seat, captain-style communal table, and wire lanterns (holding oil-insert candles) perched on tables resembling wooden crates.

Serving as the patio’s focal point, in the centre of the space, is a gas fireplace made of glass and featuring a wood surround that functions as a table surface on which guests can rest their plates and drinks.

Arranged around the fireplace — an area that’s “always full,” says Woppenkamp — are two contemporary outdoor sofas and four occasional chairs that can be moved to suit guests’ needs. Dominating the colour palette is grey (on seating and concrete tiles) and teal (on umbrellas and accents on a padded, 26-seat banquette), while bright orange occasional chairs around the fireplace add colour.

make it inviting for guests”—and if managed correctly, the outdoor patio can be a revenue generating space, she says.

So what’s hot? A key trend in patio design, says Jakubowski, is “the tying together of the F&B component to a hotel’s indoor space, such as a lounge or lobby.” Guests have an inherent desire to connect with the outdoors and nature. This can be difficult in urban markets, so “the onus, therefore, is on the designer to communicate an outdoor aesthetic through the design,” she says. The outdoor patio should be an extension of the property’s design and guest experience and should create a sensory experience.

On the design side, there is plenty happening. In patio furniture, mid- to larger-sized hotels are upgrading their pool areas in order to keep customers at the property, says Steve Demaine, partner at Oakville, Ont.-based Bum Contract Furniture.

He says “there is a real big push for colour in chairs and umbrellas” and in the last year or so, has been seeing umbrellas in vibrant red and patio chairs in bright red as well as green and orange.

Also popular are different coloured chairs placed at the same table and different coloured umbrellas throughout a given space.

Designers, he says, are “looking to replicate indoor chairs, such as ladder-back styles, on the patio” and are also favouring unique metal styles such as raised mesh.

Eda Brown, B.C. sales manager for Hendrix Restaurant Equipment and Supplies, a dealer with nine Canadian offices, reports a trend toward metal styles such as aluminum, and resin furniture with a metal look.

Tabletops are simulating woods such as maple, Brazilian walnut and darker pine, and real teak is also popular, says Demaine.

Communal tables in real teak or simulated wood are appearing on patios, he notes. Folding and tilting-top tables are popular since they can be easily moved (for patio cleaning) and can be locked up at night to prevent theft.

Jakubowski says manufacturers have elevated outdoor furniture with styles such as teak legs with a metal frame and woven seat.

“Powder-coated aluminum is now widely used due to its inherent strength and lightness.”

Beyond furniture, there are all manner of patio amenities available to operators.

Hotels, for instance, can use smokers and grills “to create additional seating for a restaurant or grill (area) already on site,” says Stuart Powell, president and CEO of Cookshack, a Ponca City, Okla.-based manufacturer of smokers. Trending, he says, are eco-friendly smokers and grills fired with food-grade wood pellets made from mills’ sawdust.

“What we are noticing in the industry is that people are most excited when they get to see or be a part of the cooking process,” says Bobby D’Ambrosio, general manager of Kendale Products Ltd., a foodservice equipment supplier based in Fort Erie, Ont. There are, he says, “a lot of outdoor smokers on restaurant patios around the country and we believe this is also an up and coming trend in the hotel scene.”

Brown also notes a “big trend” to extending the season by adding heat for cooler days or evenings “to ensure that operators get optimal return on their patio investment.” As an example, she cites energy-efficient remotecontrolled infrared heaters.

Heaters have become “more elegant” over time and exist as both freestanding and as “features that live discreetly within walls,” says Jakubowski.

Hoteliers can add heaters, as well as curtains, misters and fans, to cabanas, outdoor shelters and umbrellas, increasing the clientele’s comfort level and the space’s versatility and extending usefulness through different seasons, says Thomas Bongaerts, COO of Shelter Outdoor, based in Advance, N.C. Lighting, too, is crucial, and the current trend is “a more residential style of freestanding lighting to create a luxurious feeling of being inside while enjoying all of the benefits of actually being outside,” says Jakubowski.

Jakubowski also notes hotels “creating spaces within the outdoor space. Properties with large patio spaces are continually looking for ways to create a sense of intimacy for parties. This can be achieved through thoughtfully arranged seating (and) art and through the use of private pavilions.”

Fire pits are trending right now and offer another opportunity to create intimate spaces within the patio, says Jakubowski. “The ability to create intimate and varied spaces using a combination of furniture, landscape and other layers such as a trellis can do a lot to enhance a space.”

CASE STUDY:

Delta Victoria Ocean Pointe Resort Those teal umbrellas punctuate eight gun-metal-grey tables, each seating four people and, together with the table running along the banquette, provide restaurantstyle seating. Woppenkamp reports that last season, patio customers favoured shared plates, such as flatbreads and seafood, featured on LURE chef Dan Bain’s seasonally and locally focused menu. Patio guests are eating “casually and slowly,” rather than indulging in three-course meals, she adds.

Augmenting the patio’s restaurant seating are two south-facing balconies, each 7 ft. wide and featuring floor-to-ceiling glass.

Combined, the indoor restaurant and patio seat 250 people, with the patio accommodating 58 and the balconies 22.

Covering the 26-seat banquette and the balconies are retractable awnings that allowed LURE to extend its inaugural patio season into early October, says Woppenkamp. Also helping to keep guests comfortable in cooler weather are 14 vertical-flame

propane heaters and throw blankets.

Moreover, Woppenkamp says the hotel is sourcing electric ceiling heaters that could allow the property to use the balconies yearround “if weather permits.”

Woppenkamp says the patio was “a big hit” with out-of-town guests last summer.

In addition, the terrace attracted residents from adjacent condominiums and drew locals disembarking from the Harbour Ferry, which docks at the hotel.

Post-renovation, LURE saw a “huge increase” in the diversity of demographic groups — ranging from teens to retired “ladies who lunch” — visiting the restaurant, says Woppenkamp. Numbers, too, were healthy. “We were at capacity most summer nights and all day on Saturdays, Sundays and holidays, and very busy on weekdays,” she adds.

Guests viewed the patio as a “hidden paradise,” where they “wanted to join the party,” says Woppenkamp.

The Great

ESCAPE BUSY, STRESSED TRAVELLERS ARE INSPIRING HOTELIERS TO REINVENT THE GUEST BATHROOM AS A LUXURIOUS, SPA-LIKE SANCTUARY.

BY DON DOULOFF

“

Other than the comfort of the bed, the guest bathroom is the single most important part of the hotel experience,” says Judy Henderson, principal and owner of Vancouver-based Inside Design Studio Inc. Henderson speaks from extensive experience, since her company has designed between 50 and 60 hotel renovations.

In addition to being critically important to guests’ enjoyment, the bathroom experience continues to evolve. “The role of the hotel bathroom has changed due to global design influences and raised guest expectations,” says Henderson.

“Bathrooms are a selling point for the hotel and a significant selling point for luxury hospitality suites.” She goes on to say that “hoteliers realize that by investing in the bathroom and providing a luxury experience to the guest, they can more easily separate themselves from the competition.”

1

3 Spa-Like Experience

Clothing/Accessories/Body Care

SWISSOTEL’S MOOD SHOOT NATURALS LIQUID SOAP.

MINCEY MARBLE’S VISION SCENE & AREZZO BYPASS DOOR. Driving hoteliers to reinvent the guest bathroom, says Henderson, are busy travellers, who want a “peaceful sanctuary” and respond well to “bathroom environments that feel fresh and new.” At the same time, however, “guest bathrooms need to make a design statement.”

Bathrooms, says Henderson, also “have to be more spa-like” and to that end, she’s seeing a trend to “opening up closed and cluttered bathrooms through increasing the levels of light and space; sleek-and-stylish amenities, such as clutter-free vanities, above-the-sink shelving and illuminated mirrors.”

In small spaces, large mirrors make the bathroom look luxurious. Also popular, she says, are enclosed toilets — with the remainder of the room separated by glass partitions — and bathrooms that appear open to the bed area. Some hotel brands are abandoning the traditional swinging door in favour of sliding bathroom doors.

Grey dominates the bathroom palette, while millwork wood tones “range from very light to the very dark, with added elements of blue and green hues,” says Henderson. Natural materials and textured finishes are finding favour over high-gloss finishes, while tactile textures are playing a more important role.

“What we have seen this past year from designers and architects is that they want the bathroom experience to become more ‘spa’ like — lots of light, the use of linear lines and geometric designs, the removal of tubs, tile and shower curtains and the addition of shower enclosures with glass doors,” says Donna Mincey, president of Mincey Marble, supplier of cast marble products to the hospitality industry. “This helps to open up the entire bathroom, providing additional space or at least the illusion that it is larger. The more space the better. The neutral color palette remains the most requested and preferred by our customers.”

“To enhance the guest experience, more hotels are redesigning both public and private washrooms with products that not only help deliver an upgraded and sophisticated appearance, but also offer consistency and matching looks that fit the essence of the hotel,” says Cheryl Rickert, washroom marketing director for the away-from-home professional hygiene business in North America for SCA, manufacturer of hygiene products for the hospitality industry. “Hotels are keen to create luxurious, yet comforting, at-home environments, which offer an escape to guests.”

2 Tubs/Showers

On the tub-versus-shower issue, Henderson says that taking baths “might be an act of luxury,” but the tub “eats up space and is under-utilized.” However, removing tubs requires the largest infrastructure overhaul of any bathroom renovation, she notes, adding that plumbing and tiling “make the bathroom the most expensive space to

renovate.”

In high-end city hotels, the trend is toward “large pampering shower experiences rather than a tub and shower.” The exception, she says, is a soaking tub, where space allows — “contemporary baths are now deeper and more comfortable.” Bathtubs are still a must in family-oriented resorts and only in double-bed rooms, she says.

Echoing Henderson’s words on the current vogue for well-appointed bathroom experiences is Peter Ashton, director of trade sales for faucet supplier Hansgrohe.

“We are finding more and more that hoteliers are seeking to provide luxury shower experiences for their guests,” says Ashton, citing spa-like raincan showerheads. “We have also noted a heightened appeal for lavatory faucets that feature modern, clean lines.” Among finishes, chrome continues to reign, since it complements other modern finishes in the bathroom space.

Also resonating with hoteliers are low-flow faucets that deliver a sensory experience without compromising on water efficiency, says Ashton.

Shower enclosures are becoming streamlined, but showerheads are now much larger, in the form of overhead rainfall showerheads and hand-held showerheads, “to create a more indulgent shower experience,” notes Henderson.

Taking the guest-pampering experience to a new level is Sandals Resorts — which, at some of its Caribbean properties, is installing tubs on balconies overlooking the ocean — and certain high-end hotels that are adding freestanding tubs in the bedroom, according to Russell Adams, president of MTI Baths. These operators are creating a spa experience by incorporating bathroom elements into the bedroom, he notes.

More noteworthy still is the JW Marriott Houston, in Houston, Texas, which configured its floorplan so that travellers enter guestrooms through the bathroom, outfitted with top-quality cabinetry and vanities and a freestanding tub and shower, says Adams. The toilet is in a separate room, he adds.

JW Marriott’s Houston property is in a bank building dating from the 1920s “and they had challenges with the existing layout,” says Adams. “It definitely has to do with opening up the space and making a statement when (guests) walk in.”

Elsewhere, properties are removing bathtubs and adding showers in their place, catering to business travellers who don’t have time to take baths, says Adams. Other trends, he says, include embedding lighting, televisions and stereos — synched to guests’ smart phones, allowing them to play their own music — in bathroom mirrors.

What’s a hotel stay without a soft bathrobe for guests to wear? “We’re seeing lighter-weight terry cloth and woven or knit waffle-patterned fabrics,” says Heidi Luber, owner of Lubertex, a supplier of textiles for bed and bath. In both cases, those fabrics are less expensive to buy up-front and more manageable to wash and dry, says Luber. White rules, since it stands up to repeated washing and bleaching. Most robes feature the hotel’s logos, typically on backs or chest pockets.

On the bath-towel front, good quality, softness and absorbency are desirable features, with white being the favoured colour, for ease of maintenance, she adds.

Recognizing the importance of top-quality bath towels is Holloway Lodging Corp., which added new, softer, higher-thread-count terrycloth towels, bath mats and face cloths to guestrooms as part of an extensive renovation completed last November to the Super 8 motel the company owns and manages in Timmins, ON. Noting that rough-textured, “sandpaper” linens are a huge turn-off for guests, vice-president of operations Chad Hope tells CLN that Holloway Lodging sought to create a bathroom experience “that’s similar to guests’ homes.”

And a desirable bathroom add-on is slippers — either with or without a logo — “so guests don’t have to walk around in bare feet,” says Luber. Since slippers are low-cost and “too troublesome and expensive to wash,” operators can view the footwear as a take-home item.

“Today’s guests do not merely want to consume — ethical and ecological values increasingly have become deciding factors,” says Paul Weber, president and co-founder of Swisssol, a distributor of European-made body care products. Guests, he adds, expect products to be safe both for their skin and the environment. Consequently, guests are increasingly demanding body care products that feature seals and labels certifying that they are, for example, organic, envirofriendly and fair trade.

Select boutique hotels are adding, to their bathrooms, spa-like amenities such as unique aromatherapy scents and bath salts, says Adams.

4 Bathroom Hygiene

SCA’S PREMIUM TISSUE DISPENSER. Of course, conceiving and installing upscale, smartly designed guest bathrooms mean nothing if those spaces aren’t properly cleaned and maintained — and on that front, operators are paying more attention than ever.

“The hotel industry is putting additional emphasis on cleaning all hard surfaces in guestrooms” including such bathroom components as sinks, toilets, showers and glassware, says Stephen MacLellan, director of lodging, Canada, for Sealed Air Diversey Care. “With media, social network and word of mouth, guests have a broader view on cleanliness. Properties are aware of the effect of bad publicity on their business and have changed the way they look at clean. Over the years, the hotel industry has increased staff training, the use of disinfecting products, the use of microfibre cloths and tools and a higher level of auditing.”

Properties are providing more thorough training of new staff, with a focus on detail, proper use of disinfecting products and cleaning protocols, says MacLellan. Auditing, to verify that cleaning is performed at the desired level, can be carried out via web-enabled programs that track results and drive continuous improvement.

INTRODUCTION IMAGE FROM MTI BATHS, MELINDA 10 MODEL.

F E B R U A RY 2 015

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PE OPLE

Norman Kish passed away suddenly on Jan. 18 while vacationing in Hawaii. President of the Hotel Association of Saskatchewan from 2001 to 2003, he was known for his dedication, passion and enthusiasm as he served the members he represented in the hotel and

beverage industry.

Having owned the Ice House Tavern in Emerald Park, Kish was a vocal member of the Government Relations committee and instrumental in the creation of the Uniform Wholesale Liquor Price concept now before government.

Leaving the board after 10 years of service, he continued to work with the association analyzing and interpreting data and pursuing his other passion, golf, where Kish also served as president of Murray Golf Course Men’s Club.

He is survived by his wife Charlene, son Joel (Kristen), daughters Nicole and Brittany and grandchildren Drew and Annabelle.

Norm will be deeply missed by all who had the privilege to meet, know or work with him.

Best Western International in early December announced that Terrance ‘Terry’ J. Bichsel, owner of the Best Western Ocean View Resort in Seaside, OR, has been elected to a three-year term on the board of directors, and that Jayesh ‘Jay’ Patel has been elected board chairman for 2015.

Norman Kish passed away suddenly on Jan. 18.

Aboud Haboury, director of sales/ marketing, Element Vaughan.

On Jan. 20, it was announced that Aboud Haboury has been appointed director of sales and marketing of the Element Vaughan Southwest in Vaughan, Ont. Hospitality Newfoundland and Labrador in mid-January announced the appointments of Todd Wight, co-owner/manager of Ocean View Hotel and Steve Denty, operations manager, Sheraton Hotel Newfoundland as two of its representatives on the Newfoundland and Labrador Tourism Board.

Steve Denty, operations manager, Sheraton Hotel Newfoundland.

Scott Richer, regional VP development for Canada with Hyatt.

Scott Richer has joined Hyatt as regional vice-president of development in Canada.

Based in Toronto, Richer will be responsible for the growth of Hyatt’s full service and select service brands. Richer is a familiar face on the Canadian hotel circuit, most recently, as executive director of development for Delta Hotels and Resorts.

Whistler, B.C.’s Nita Lake Lodge announced on Dec. 15 the appointment of Denis Cote as food and beverage manager.

On Jan. 19, it was announced that Mike Evans has been named account director, travel management companies for Starwood Hotels’ Toronto Metro Market sales team.

Mike Evans, account director, travel management, Starwood.

Keith Kelly became president, IceO-Matic on Feb. 1.

Gene Conklin, regional VP, development, Vantage Hospitality.

Kevin Fink is now Ali Group executive vice-president.

Vantage Hospitality’s upscale development team continues to expand with the addition of industry veteran Gene Conklin, who will serve as the new regional vice-president of development for Canada and the U.S. Western region. Most recently, Conklin served as regional director of North American development for Best Western International.

Ice machine, storage bin and dispenser manufacturer Ice-O-Matic announced in mid-January the appointment of Keith Kelly as president, effective Feb. 1. In his new role, Kelly will report directly to Rich Gleitsmann, chief operating officer of Ali Group North America.

Kelly replaces Kevin Fink, who has been promoted to Ali Group executive vice-president, effective March 2.

Calgary architect Gary Browning has been appointed to spearhead restoration of two golf courses in Alberta’s Kananaskis Valley damaged by the province’s 2013 floods.

Calgary-based golf course architect Gary Browning.

Normand Laprise, grand chef, Toqué! restaurant, Montreal.

Normand Laprise, Montreal-based grand chef Relais & Châteaux, of Toqué! restaurant in Montreal, has been appointed a Member of the Order of Canada for his development of contemporary Canadian cuisine.

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CANADIAN LODGING NEWS

top DEsiGN

Delta Toronto: Char No. 5 raises the bar

By Don Douloff TORONTO — In both its drinks menu and its out-of-the-box design, Delta Toronto’s Char No. 5 lobby bar is unique.

A number of factors drove the Delta team’s decision to create a one-of-a-kind space, including the need to differentiate it from SOCO Kitchen + Bar, also in Delta Toronto’s lobby, said Jean-Luc Barone, managing director at Delta Toronto and executive director of food and beverage at Delta Hotels & Resorts.

To that end, the team jettisoned the hotel’s original design plans that called for the space to serve grab-and-go food, which would have duplicated SOCO’s similar offering, said Barone.

In discussions with suppliers, the Delta team discovered that

“whisky as a whole, and Canadian whisky in particular, have been on the rise for the last three to four years,” he said.

Consequently, the team decided “There’s a Canadian whisky story that needs to be told,” he said. Hand in hand with that, the team wanted the space to reflect Canadian whisky’s image, which equates to “fun and energy, with a bit of attitude,” said Barone.

As a result, Char No. 5 features a contemporary design that doesn’t replicate a traditional whisky bar’s weathered, red-leather look.

Indeed, the 70-seat bar sets itself apart with a wall of floor-to-ceiling windows; a palette favouring browns and yellows; and, most strikingly of all, 30 canary yellow armchairs, both freestanding and arranged along a whiteoak banquette. Displayed on shelves behind the bar, whisky bottles are backlit to emphasize their amber contents, a visual effect that “pops,” said Barone.

Planters separate lobby and bar.

Opened about 10 days after Delta

Toronto launched on Nov. 27, Char No. 5 features 70 to 100 whisky labels produced across Canada and ranging across the price spectrum, making the bar unique in the country, according to Barone. In addition, about a dozen whisky-based cocktails are offered.

Two Canadian wines (one red and one white) and one Ontario craft beer, in bottles, round out the drinks selection at Char No. 5, whose name refers to the optimal char burned onto the insides of whisky-aging barrels by a flame-wielding cooper.

Augmenting the drinks list is a snack-themed menu created by hotel executive chef Dan Craig. Chosen to partner with whisky, the menu includes charcuterie, cheeses and more substantial fare such as popcorn sweetbreads and whisky glazed pork ribs.

About a month after launch, Barone reported that “we’re not finding Canadian whiskies are a hard sell” and said Char No. 5 has been attracting “a good-sized crowd” comprised more of “whisky newbies than aficionados.”

CoMi NG

March 25-27, 2015: 27th Annual Hunter Hotel Conference, Atlanta Marriott Marquis. Contact: Nancy Petenbrink. Tel. 770-916-0300. Fax: 770916-0301. Email: Nancy.petenbrink@ hunterhotels.net. Website: hunterconference.com March 29-30, 2015: ApEx trade show, Cunard Centre, Halifax. Contact: Chuck Nervick. Tel. 416-512-8186, ext. 227. Fax: 416-512-8344. Email: Chuckn@mediaedge.ca. Website: apextradeshow.ca March 31-April 2, 2015: Online Revealed Canada, Telus Centre for Performance and Learning, Toronto. Contact Courtney Michaels. Tel.: 647-607-0092.

Email: cmichaels@onlinerevealed.com.

Website: onlinerevealed.com April 13-14, 2015: Saskatchewan Hotel & Hospitality Association Convention & Trade Show, DoubleTree by Hilton Hotel & Conference Centre Regina. Contact: Warren Nerby. Tel.: 306525-1944. Fax: 306-525-1944. Email: Wnerby@sasktel.net. Website: shha.co April 16-18, 2015: Alberta Hotel & Lodging Association Convention and Tradeshow, the Banff Centre, Banff, AB. Contact: Tracy Douglas-Blowers.

Tel.: 780-423-9227. Email: tdblowers@ ahla.ca. Website: ahla.ca/convention-

E V E Nt s

and-trade-show April 27, 2015: Resorts of Ontario Trade Show, Blue Mountain Resort Conference Centre, Blue Mountains, Ont. Contact: Michelle Duff. Tel.: 1-800-363-7227; Fax: 705-325-7999.

Email: michelle@resortsofontario.com.

Website: resortsofontariopreferredsuppliers.com.

May 4-5, 2015: Canadian Hotel Investment Conference 2015, Hilton Toronto Hotel. Contact: Orie Berlasso.

Tel.: 866-887-4453. Email: Orieberlasso@bigpictureconferences.ca. Website: hotelinvest.ca May 5-6, 2015: GE Capital’s Canadian Restaurant Investment Summit, Hilton Toronto Hotel. Contact: Orie Berlasso. Tel.: 866-887-4453. Email: Orieberlasso@bigpictureconferences. ca. Website: restaurantinvest.ca May 20-21, 2015: TIANB Annual Conference, Fredericton, NB (venue TBA). Contact: Jean Bertin. Tel.: 506458-5646; Fax: 506-459-3634. Email: Jean@tianb.com. Website: tianb.com Oct. 7-8, 2015: Western Canadian Hotel & Resort Investment Conference, Vancouver. Contact: Orie Berlasso. Tel.: 866-887-4453. Email: Orieberlasso@ bigpictureconferences.ca. Website: hotel-resortinvest.ca

3

li st

How hotel wellness can boost ADR MIAMI, Fla. — Andrew Cohan, MAI, Director at HVS in Florida, advises hotel owners and developers that there are several ideas a hotel can implement to cater to guests who “want to do good and live well” and these steps “need not break the bank.”

Cohan refers to a recent American LIVES and the Y Partnership (now part of MMGY Global) study in which baby boomers revealed that their goals and interests pertained to the following: o 82 per cent want time to unwind and to forget about the daily grind. o 80 per cent want to come away feeling more balanced and healthy. o 76 per cent want the experience of reconnecting with family and friends. o 65 per cent consider experiencing other cultures and exotic places. o 53 per cent select “developing a deeper understanding of people close to me.”

Hotels can satisfy these needs with simple ideas that can go a long way to ensure a meaningful and rewarding experience for guests.

1. Culinary creations: Food can make people happy. And something as simple as replacing kitchen walls with translucent glass can allow guests to see the chefs preparing their meals. The visible kitchen adds excitement and energy to the restaurant or dining room. Or inviting guests to glean foods, fruits, vegetables or herbs from a hotel garden or local market can strengthen the role of the hotel in connecting its guests with a component of the local culture.

2. Organized exercise: Many hotels prepare running maps for guests, suggesting routes. Taking this effort one extra step with daily organized (staff directed) walks or jogs through the local community can boost participation, and create a social opportunity as well as exercise before the start of the day on a business or leisure trip. Such an organized activity appeals to solo and/or female travellers who may not feel comfortable jogging through unfamiliar surroundings at dawn.

3. Charitable outings: When a hotel concierge can provide guests with a list of several charitable organizations the hotel has partnered with, guests can now have the option to spend travel down time “doing something good” in that local community. With the hotel facilitating round-trip transportation and a typical three-hour experience with the receiving agency, a guest or group can have a unique experience that they might otherwise not be able or willing to coordinate on their own. What better way than to spend a rainy morning in Minneapolis or Atlanta, than to perhaps volunteer in a local soup kitchen, or assist in a pet shelter. The hotel need only do some footwork that may be part of their own sustainability program, and make it available to guests via the concierge. Exposure simply to the existence of such programs may impress guests, even those who do not choose to participate.

“How simple, yet gratifying and memorable these experiences can be to engage guests and allow guests to know that the hotel has afforded the opportunity to feel good — inside and out,” adds Cohan.

To read Cohan’s recent article about wellness focusing on culinary experiences, click here http://www.hvs.com/article/7162/hotelwellness-programs-can-boost-adr-and-valuations-without/.

WE’RE LINKEDIN, ON FACEBOOK AND TWEETING DILIGENTLY. Canadian Lodging News has developed a social media strategy in an effort to foster conversation within the hospitality industry and get feedback from readers. Our editorial staff is out and about in the community, at industry events and conferences, getting in on the discussion and connecting with operators through social media. Focusing on targeted platforms – and using them well – is our key to providing real-time reporting at events, sharing relevant information and driving new readers to the website and brand. Go online for your fix of Canadian Lodging News, now with a fresh look, more photos and increased news updates. Read the magazine how you want and when you want with our smartphone and tablet-compatible digital edition. Reach the hospitality community in its inbox with our twice-monthly Canadian Lodging eNews, which provides dedicated content to the industry in an easy-to-read format. The e-newsletter is sent out the first and third Thursday of each month and hits industry leaders with dramatic pass-along readership.

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