Hotelier India June 2018 Issue by Itp India

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Total pages 84

Volume 10 | Issue 5 |June 2018 | `50

www.hotelierindia.com

EVENTS

HOTEL BUILD 2018

ISSUE SPECIAL SUSTAINABILITY IN HOSPITALITY

THE QUIET TURNAROUND

THE INTERCONTINENTAL HOTEL GROUP WAS THE EARLIEST GLOBAL ENTRANT IN INDIA, BUT IT COULD NOT BECOME THE MARKET LEADER. IN ITS SECOND INNINGS, PREPARE TO SEE A MORE AGGRESSIVE ENTITY, AS IT AIMS TO HAVE 100 HOTELS WITHIN THREE YEARS

Published by ITP Media (India)

VIEWPOINT

MEN ON A MISSION

Vinita Bhatia

Rashmi Naicker

In the world of high jinks that has come to define hospitality, Vivek Bhalla, regional VP, South Asia of InterContinental Hotel Group (IHG) likes to let his work do the talking. Since joining IHG in November 2017, he has been working behind the scenes overseeing the operational performance of the company’s 33 hotels in India. In this endeavour, he is ably guided by Pascal Gauvin, COO, India, Middle East and Africa, IHG; as he forges ahead to open 100 hotels within three years in the country, which also happens to be one of the biggest growth markets for the company. In our cover story, Gauvin and Bhalla disclose how IHG is working on creating long-term value for all its stakeholders, from the owners to customers. Rather than overwhelm the market with its complete portfolio of 13 brands, it is focusing on four mid-scale ones that are more relevant – InterContinental, Crowne Plaza, Holiday Inn and Holiday Inn Express. After all, it is better to be prudent than exuberant when one is in the high-stakes business of ensuring profitability in hospitality. Talking about business profitability, in this issue, we talk about sustainability, a topic that is gaining increasing attention from all quadrants. In addition to having a positive impact on the environment, it goes a long way in helping hoteliers reduce their HVAC costs. We find out that while many hotel chains initially invested in sustainability programmes because of the positive press it garnered them, they are now realising that it can give them a competitive edge and most importantly, keep the socially aware guests coming back. And hoteliers have learnt that the best and quickest way to implement sustainability programmes is by leveraging technology. Interestingly, the role technology will play in hospitality was a key topic of discussion at the recently held Hotel Build 2018. While some of the panelists felt that technology would be a game-changer when it comes to elevating guest experiences, others felt that it would end up isolating customers, if not used judiciously. If you missed participating in Hotel Build 2018, you can read all about it in this edition. This is just a primer of what this power-packed issue contains. So flip the pages to learn more. And don’t forget to share your feedback with me. Until next time!

June 2018 | Volume 10 | Issue 05 ITP MEDIA (INDIA) PVT LTD 898 Turner Road, Notan Plaza, 3rd floor, Bandra (West), Mumbai - 400050. Maharashtra, India T +91 22 6154 6000 Managing director S Saikumar Group publishing director Bibhor Srivastava

EDITORIAL Editor Vinita Bhatia T +91 22 6154 6039 vinita.bhatia@itp.com Deputy editor Rashmi Naicker T +91 22 6154 6041 rashmi.naicker@itp.com ADVERTISING INDIA Director Gurmeet Sachdev T +91 9987 208866 gurmeet.sachdev@itp.com South India Director Sanjay Bhan T +91 9845 722377 sanjay.bhan@itp.com Sales manager - North Vipin Yadav T+91 9999 885515 vipin.yadav@itp.com STUDIO Head of design Milind Patil Senior designer Vinod Shinde Contributor Saili Bandre PRODUCTION Deputy production manager Ramesh Kumar ramesh.kumar@itp.com CIRCULATION Distribution manager James D’Souza T +91 22 6154 6001 james.dsouza@itp.com Cover Image: Rajesh Prasad Disclaimer The publishers regret that they cannot accept liability for error or omissions contained in this publication, however caused. The opinions and views contained in this publication are not necessarily those of the publishers. Readers are advised to seek specialist advice before acting on information contained in this publication, which is provided for general use and may not be appropriate for the readers’ particular circumstances. The ownership of trademarks is acknowledged. No part of this publication or any part of the contents thereof may be reproduced, stored in a retrieval system or transmitted in any form without the permission of the publishers in writing. An exemption is hereby granted for extracts used for the purpose of fair review. Subscription is subject to scrutiny. Subscription is limited to hospitality professionals above 18 years of age. Printed and Published by Sai Kumar Shanmugam, Flat no. 903, Building 47, NRI Colony, Phase – 2, Part -1, Sector 54, 56, 58, Nerul, Navi Mumbai 400706, on behalf of ITP Media (India) Pvt Ltd, printed at Indigo Press India Pvt. Ltd., Plot No. 1C / 716, Off Dadoji Konddeo Cross Road, Between Sussex and Retiwala Ind. Estate, Byculla (East), Mumbai-400 027, India and published at ITP Media (India) Pvt Ltd, Notan Plaza, 3rd floor, 898, Turner Road, Bandra (West), Mumbai - 400050. Maharashtra, India. Editor: Vinita Bhatia

Vinita Bhatia

To subscribe please visit www.hotelierindia.com

Editor vinita.bhatia@itp.com

WRITE TO THE EDITOR Please address your letters to: The Editor, Hotelier India, 898 Notan Plaza, 3rd Floor, Turner Road, Bandra (West), Mumbai - 400050 or email vinita.bhatia@itp.com. Please provide your full name and address, stating clearly if you do not wish us to print them. Alternatively, log on to www.hotelierindia.com and air your views. The opinions expressed in this section are of particular individuals and are in no way a reflection of the publisher’s views.

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

ADVISORY BOARD Our distinguished advisory board has been assembled to help guide Hotelier India to become even more representative of its community. Members have been invited from the highest levels of the industry to ensure that the magazine continues on its path of success.

ANIL MADHOK

ANSHU SARIN

ANUJ PURI

DILIP PURI

DIPAK HAKSAR

FARHAT JAMAL

JEAN-MICHEL CASSE

MANAV THADANI

NAVJIT AHLUWALIA

NEERAJ GOVIL

NIRUPA SHANKAR

PARAM KANNAMPILLY

PRABHAT VERMA

PRASHANTH AROOR

RAHUL PANDIT

RAJ RANA

RAJIV KAUL

RANJIT BATRA

RATTAN KESWANI

ROHIT KHOSLA

Executive chairman, Sarovar Hotels and Resorts

Chief executive, ITC Hotels

Senior VP and Country Head, Hilton India

Senior VP, Operations (South) Taj Hotels Palaces Resorts Safaris

President, The Leela Palaces, Hotels and Resorts

CEO, Berggruen Hotels

Senior VP, Operations (West) Taj Hotels Palaces Resorts Safaris

Area VP-South Asia, Marriott International

CEO and MD, Intellistay Hotels

President - Hospitality, Panchshil Realty

Chairman, Anarock Property Consultants

COO-India and South Asia, AccorHotels

Director, Brigade Hospitality

MD and CEO, Roots Corporation Ltd (Ginger Hotels)

Deputy MD, The Lemon Tree Hotel Company and Chairman, Carnation Hotels

Founder and CEO, Indian School of Hospitality

INDIA EXPO CENTRE & MART GREATER NOIDA EXPRESSWAY DELHIâ&#x20AC;&#x201C;NCR

IHE18 A U G 2 0 1 8

CMD, Concept Hospitality

CEO, South Asia, Carlson Rezidor Hotel Group

Senior VP, Operations (North), Taj Hotels Palaces Resorts Safaris

400+

CEO, Pride Hotels

SOUVAGYA MOHAPATRA Executive director, Mayfair Hotels & Resorts Limited

VIJAY THACKER

VIVEK BHALLA

SARBENDRA SARKAR

Regional VP, South West Asia, InterContinental Hotels Group

Director, Horwath India

8-11

Founder-chairman, Hotelivate

participating companies

SATYEN JAIN

WWW.IHEXPO.COM

10,000+

decision makers from the hospitality industry

Exclusive pick & drop for high value purchase decision makers

VIMAL SINGH

MD-South Asia, Golden Tulip Hotels & Resorts/Louvre Hotels Group

MD and Founder Cygnett Hotels & Resorts

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

DIRECTOR'S NOTE

BUILDING A STRONG FOUNDATION Having long established itself as the number one hospitality magazine in the country and earned the love of hotel professionals across the board, I feel it is time now for Hotelier India to increasingly give back to the industry. To raise issues that matter; to find solutions; and to champion the hospitality industry. In my ten years at the helm of Hotelier India, I know well the pain points. And, right now, as hotel companies plan to expand and grow, one of the major challenges facing the industry is to build hotels that are cost effective in the least possible turnaround time. Towards this end, in the sixth edition of Hotel Build, we got together the best minds in hospitality and design to engage in fruitful discussions to arrive at solutions that would help the industry move forward. One thing that was clear at the very outset was that India, as a country, is distinct and so are its requirements. Hence, the way ahead for hoteliers and developers is to be innovative and embrace technology without losing out on the human element. If truth be told, it is the day and age of disruptors. The future belongs to those who come up with disruptive ideas and shake the applecart. What better example than airbnb? Technology has percolated every possible area and it is wonderful to see developers and designers make good use of it from the build stage to delivering the ultimate guest experience. Along the way, technologies bolster efficiencies and improve sustainability. The fact that the thought process is now veering on the optimization of cubic footage and not on the square footage shows that we are now focusing on every little detail. Not surprising then that some leading developers have managed to reduce cost per room to Rs 80,000, down from Rs 2.5 lakhs! In the race for excellence, technologies like BIM (Building Information Modeling) need to be the first step for developers. Softwares like these will not just bring transparency and clarity but they will also change the rules of the game and facilitate high quality build. Having said that, technology is ever changing and developers and architects and designers need to be well equipped to upgrade or embrace newer technologies as and when required. The takeaways from Hotel Build will no doubt hold hoteliers and developers in good stead but to further add to that we are now presenting Marriott Global Design Asia Pacific Confluence on July 17 at The St. Regis Mumbai. Michael Wang, Senior Continent Head of Global Design Asia Pacific at Marriott International, will bring the best of international learnings to the table. He also promises to tell you everything you always wanted to know about hotel design but were afraid to ask.

GURMEET SACHDEV gurmeet.sachdev@itp.com

HOTELIER INDIA |JUNE 2018 | www.hotelierindia.com

EVERYTHING YOU ALWAYS WANTED TO KNOW ABOUT HOTEL DESIGN BUT WERE AFRAID TO ASK!

PRESENTS

Marriott Global Design Asia Pacific Confluence POWERED BY

THE ST. REGIS MUMBAI 17TH JULY 2018

Michael Wang Senior Continent Head of Global Design Asia Pacific at Marriott International

FULL DAY WORKSHOP ON: Latest Design Trends in Hotels

Heading this workshop is Michael Wang, who has been with Marriott for over 20 years, and is currently responsible for design and project management related activities for Marriott International’s portfolio of 30 brands (Luxury, Premium and Select) in Asia Pacific. Michael is also responsible for the development and execution of strategies to effectively respond to the changing development and business needs of Marriott International brands in the region. Michael has grown the continent’s portfolio from 16 hotels to 560. He is also leading the integration of the Starwood technical service team in Asia Pacific, and the Global Design team is currently working on over 600 signed projects under Michael’s leadership.

For more information, contact: Gurmeet Sachdev Director - Hotelier India gurmeet.sachdev@itp.com +91 99872 08866

Rahul Mishra Project manager rahul.mishra@os.itp.com +91 97689 79261

HOST HOTEL

A JOINT INITIATIVE BY

CONTENTS

20 THE QUIET TURNAROUND

THE INTERCONTINENTAL HOTEL GROUP WAS THE EARLIEST GLOBAL ENTRANT IN INDIA, BUT COULD NOT EMERGE AS A MARKET LEADER. ITS SECOND INNINGS WILL SEE A MORE AGGRESSIVE ENTITY AS IT AIMS TO HAVE 100 HOTELS WITHIN 2-3 YEARS

BULLETIN FOUR SEASONS HOTELS AND RESORTS REAFFIRMATION OF COMMITMENT TO INDIA, INDIAN SCHOOL OF HOSPITALITY’S ALLIANCE WITH GEMS EDUCATION AND MORE…

GM'S DIARY A LOOK AT WHEN, WHY AND HOW CAN HOTELIERS GET ISO 22000 CERTIFICATION FROM BUREAU VERITAS, THE INTERNATIONAL STANDARD FOR FOOD SAFETY.

SUSTAINABILITY IN HOSPITALITY POSITIVE PRESS ASIDE, SUSTAINABILITY CAN HELP HOTELIERS BOOST THEIR BOTTOM LINE, GAIN A COMPETITIVE EDGE AND KEEP THE SOCIALLY AWARE GUESTS COMING BACK.

QUICK CHAT STEPHEN RUSHMORE JR, PRESIDENT AND CEO OF HVS, DISCLOSES HOW HVS ANAROCK WILL JOINTLY TAP INDIA’S BURGEONING $210 BILLION HOSPITALITY MARKET

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

BULLETIN

N EWSM A K ERS A R O U N D-U P O F H O T E L S A N D H O T E L I E R S M A K I N G H E A D L I N E S

ISADORE SHARP REAFFIRMS COMMITMENT TO INDIA The Four Seasons’ founder and chairman visited the upcoming Four Seasons property at Embassy ONE development

Stat Attack: • The upcoming Four Seasons Hotels and Resorts will have 230 rooms • It is designed by HKS Architects and Studio u+a; Yabu Pushelburg will do the interiors • 105 private residences will occupy on the upper floors of the South Tower as well as all 30 floors of the North Tower

Isadore Sharp, founder and chairman, Four Seasons Hotels and Resorts with Jitu Virwani, CMD of Embassy Group.

uxury hospitality company, will also be home to the first Four SeaFour Seasons Hotels and sons Private Residences in the country. Resorts, together with propSharp also met with Jitu Virwani, erty developers, Embassy CMD of Embassy Group, and the duo Group, recently welcomed discussed growth opportunities for the Four Seasons’ founder and chairman, Indian hospitality sector and explored Isadore Sharp and his wife Rosalie ways to promote business engagement. According to Sharp, on their first visit to Bangalore. While in the city, he Bangalore is a fast-evolving Bulletin met with the team of the city, and home to IT profesyet-to-be launched Four sionals who have travelled Seasons Hotel Bengaluru expansively and are lookat Embassy ONE and Four ing for distinctive luxury Seasons Private Residences experiences in the city. “We Bengaluru at Embassy ONE. are delighted to partner with Slated to be launched later the Embassy Group as we this year, both properties will be loexpand our horizons in this country. cated within Embassy ONE, a mixedOur experience in Mumbai has demonuse development featuring commercial strated the natural warmth and hospispace and retail outlets. Embassy ONE tality of India, a culture that matches

Story of the month

Four Seasons perfectly,” he said. He also stated, “India is an incredibly important market for us at Four Seasons, and our launch in Bangalore is an important milestone. Today, the Indian hospitality sector is a testament to continuous innovation and remarkable expansion coupled by the highest standards of customer service. We are delighted to be part of this sector as we prepare to take it to new heights.” Virwani added, “Our partnership with Four Seasons will allow us to offer guests and residents the highest levels of personalised service that the brand is known to deliver and help distinguish Embassy ONE as one of best accommodation and living experiences in the city.” The Hotel will also be host to three expansive dining outlets, in total seating more than 600 people at a 24-hour restaurant, a lobby lounge and bar, and an Asian brasserie and bar, designed by LW Design Group. Guests and residents alike can enjoy a spa and salon, fitness centre, and meeting and event spaces. Landscape architects P Landscape (PLA) will create a tranquil outdoor oasis, featuring a pool and waterfall, butterfly garden and ribbon lawn, conveniently located between the North and South Towers, yet quietly secluded from the surrounding city.

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

MUMBAI // HYDERABAD // INDORE // GUWAHATI // LUCKNOW // GOA // PUNJAB

BULLETIN

CTRIP SIGNS MOU WITH ACCORHOTELS The partnership is aimed at enhancing Chinese travelers’ experience

The signing ceremony between AccorHotels’ chairman and CEO Sebastien Bazin and Ctrip CEO, Jane Sun

C ISH will offer bespoke scholarships to students.

INDIAN SCHOOL OF HOSPITALITY SIGNS MOU WITH GEMS EDUCATION

ndian School of Hospitality (ISH), the hospitality education venture of Dilip Puri, former MD of Starwood Hotels & Resorts, South Asia, has signed a MoU with the UAE-based GEMS Education. This alliance will bolster global learnings, exchanges and academic pursuits in the field of hospitality education provided by ISH. The memorandum calls for collaborations between ISH and GEMS Educations, which includes exclusive scholarships for GEMS Education students, faculty exchange programmes, synergising of industry networks and training opportunities for staff and faculty. Commenting on this new development, Dilip Puri, founder and CEO, Indian School of Hospitality, said, “The signing of a MoU with GEMS Education, is a very significant step in the right direction. GEMS Education is a pioneering name in the field of global education and ISH is happy to partner with a collaborator in the realm of education who shares a vision similar to ours. GEMS Education provides a truly unparalleled standard of education to their students, and we at ISH aim to carry on the baton and take students to new heights

of education, knowledge and professional opportunities. Together, we are steadfast in our endeavour to create a uniquely disruptive pool of talent for the hospitality sector, equipped with an international perspective and experience.” Dino Varkey, CEO, GEMS Education, commented, “GEMS Education is proud to offer opportunities to make quality education more accessible to all our students. Fostering a number of strategic partnerships with these renowned universities will give GEMS students exclusive scholarships to a range of worldclass universities, with the flexibility to study in Dubai campuses or abroad.” The MoU is a strategic progression for ISH, with its global curriculum designed to set benchmarks in hospitality education. The institute had previously entered into a strategic partnership with Lausanne Hospitality Consulting (LHC) for curriculum development and faculty training and in preparation for an academic certification by Ecole hôtelière de Lausanne (EHL), the world’s oldest and top ranked hospitality management higher education institution worldwide.

trip.com International, Ltd, a provider of accommodation reservation, transportation ticketing, package tour and corporate travel management and other travel-related services in China, has entered into a memorandum of understanding regarding its partnership with AccorHotels. The partnership will allow over 300 million registered users of Ctrip to access and enjoy personalised experiences from AccorHotels’ global brands portfolio. These range from luxury brands-including Raffles, Sofitel Legend, Fairmont, SO/, Sofitel, onefinestay, MGallery by Sofitel, Pullman, Swissôtel and 25hours Hotels as well as midscale brands like Novotel, Mercure, Mama Shelter and Adagio, to economy brands, including JO&JOE, ibis, ibis Styles, ibis budget and the regional brands like Grand Mercure, The Sebel and hotelF1. AccorHotels operates 4,300 hotels and 10,000 private homes in 100 countries. The MOU is a milestone for both companies to embark on a deeper cooperation that will greatly enhance the growing Chinese travelers’ journey globally. It will focus on four strategic pillars, including highlighting AccorHotels accredited hotels more prominently, building a flagship store for AccorHotels, joint development of loyalty programs and cooperation on IT. “We are excited to deepen our partnership with AccorHotels. With the ever growing number of outbound Chinese travellers, we are always looking for ways to provide better services for our customers and with the deepened AccorHotels relationship, we are able to offer magnified experiences and property choices,” said Jane Sun, CEO, Ctrip.

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

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BULLETIN

NEW LAUNCHES StayWell Holdings announce first Park Regis in Southern India Will rebrand Aveda Resort & Spa in Kumarakom and open it by the end of May 2018 StayWell Holdings, a major hotel management group in Asia Pacific, has further expanded its Park Regis portfolio in India, with the rebranding of Aveda Resort & Spa in Kumarakom to Park Regis Aveda, Kumarakom scheduled to be completed by the end of May 2018. The 44-room hotel marks the Group’s first property in Southern India and the first hotel to open post the acquisition of StayWell Holdings by Prince Hotels Inc. Simon Wan, president and director, StayWell Holdings said, “Opening a hotel in Kerala presents many benefits for StayWell in India, as well as operators in the local region. We will continue to look for opportunities to expand our brands both in India and internationally.” Prashant Chawla, owner, Park Regis Aveda, Kumarakom added, “I am thrilled to be working with a global recognised brand and am certain the hotel experience will be elevated under their leadership, offering an unmatched hospitality and par excellence service.”

This will be its 17th in Maharashtra

n pursuit of its Aspiration 2022 goal, The Indian Hotels Company Limited (IHCL) has announced its entry into Lonavala. The company signed a new Taj hotel through a management contract with Wilds and Water Developers, a part of the Kakade Group. The announcement strengthens its position of having the largest number of leisure hotels in the country. Suma Venkatesh, executive VP, Puneet Chhatwal, MD and CEO, IHCL with Vinod Kakade of the Kakade Group real estate and development, IHCL the picturesque hills, the sprawling address said, “We are delighted to partner with will span over 30 acres of land and include the Kakade Group in bringing our latest 150 guest rooms, an all-day diner, a specialleisure offering to Lonavala. Consolidating our presence across key leisure circuits ty restaurant and a bar. has always been our focus and Lonavala Vikram Kakade, of the Kakade Group presents the right opportunity as a getasaid, “We are proud to partner with the way for travellers in and around Mumbai iconic Taj brand and bring their famed hospitality to Lonavala. With this partnership and Pune.” we (along with our development partner, The Taj branded resort will be conveniDavid Lazarus), aim to create a first-of-its ently located with easy access through the kind Taj resort in Maharashtra, and provide Mumbai - Pune expressway. Nestled along a unique experience to our customers.” the serene waters of Lake Pawana, amidst

SAROVAR HOTELS ANNOUNCES THE ARRIVAL OF SAROVAR PREMIERE JAIPUR It is the company’s fourth hotel in the city and it will open hotels in Ajmer and Jaisalmer soon

Leisure Hotels Group enters Himachal Pradesh Leisure Hotels, a Uttarakhand-based hotel chain, has entered Himachal Pradesh, with the launch of 7 Pines in Kasauli. With this new launch, it is now present at four states in India, including Uttar Pradesh and Goa. A quintessential English Retreat, The ‘7 Pines’, is built with a British colonial décor and offers rooms with double bedrooms with their own verandahs overlooking the Shimla Hills and pine forests. In-house chefs prepare traditional homely meals using fresh vegetables, handpicked from the kitchen garden and infusing it with local spices. Talking about the launch, Vibhas Prasad, director, Leisure Hotels said, “According to the Himachal Pradesh Economic Survey, 196.02 lakh tourist visited the state during 2017, which is 2.9 times of its population. Himachal Pradesh has always been known for its natural attractions and topography, giving excellent opportunities for tourism development.”

IHCL SIGNS NEW HOTEL IN LONAVALA

arovar Hotels & Resorts announced the opening of Sarovar Premiere Jaipur, an upscale full service hotel that features 80 guest rooms and suites with spacious event and banquet space. It was launched in the presence of Ajay Bakaya, MD, Sarovar Hotels and Sandeep Sharma, executive director, RS Sharma & Co. (Delhi), Jaipur. “This beautiful hotel is a fantastic addition to our growing portfolio in Rajasthan,”

said Bakaya, MD, Sarovar Hotels & Resorts. “Jaipur is one of the most significant destinations in India for leisure as well as business travel and this is our fourth hotel in the city after Sarovar Portico Jaipur, Nirwana Hometel Jaipur and Park Inn Jaipur.” The hotel also adds ease to those traveling to the city as it is conveniently located close to the airport, railway station, Vidhan Sabha and famous tourist attractions. Sarovar Premiere Jaipur offers multiple dining options – Terrazo, the multi-cuisine restaurant with an indoor and outdoor seating overlooking the garden; Lattice, a bar overlooking the swimming pool; and the Rooftop restaurant where guests can enjoy food and drinks under the open sky.

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

GM’S DAIRY VISHAL SINGH

COMMITTED TO FOOD SAFETY Vishal Singh, general manager, Hyatt Regency Pune outlines when, why and how a hotelier can get ISO 22000 certification from Bureau Veritas, the international standard for food safety BY VINITA BHATIA Vishal Singh, General Manager, Hyatt Regency Pune.

e it a select-service hotel, a full-service one or an extended stay property; food and beverage (F&B) plays a big role in the guest experience at any of these properties, and by extension, contributes a substantial chunk to the revenues of these establishments. Hoteliers, therefore, go out of their way to provide guests with unique dining options, starting from breakfast, going on to lunch, lengthening it to a lavish dinner, with some inspiring in-room dining options. However, all these exercises and exer-

tions will be pointless, if there emerges even one untoward incident of substandard food being served to a guest. Not only will the hotelier put the brand’s reputation on the firing line, all the efforts to get the customer on board and retain them will be in vain. GET CERTIFIED Understanding that this was a Damocles sword that would always hang over their heads, Vishal Singh, general manager of Hyatt Regency Pune, decided that it was imperative to understand

the processes involved in food safety and also teach his team the same. After speaking to people in the industry and doing his own bit of research, he found out that the best way to go forward with this was to get an ISO 22000 certification from Bureau Veritas. This is an international standard for implementation of a certified food safety management system and covers interactive communication, system management and hazard control. In India, the weather conditions across the length and breadth of the country can lead to faster deterioration of food. At the same time, lack of personal hygiene standards, shortage of trained staff, unavailability of water that has undergone filtration process, etc., can also affect food quality. Singh decided to invest in this certification for food safety as he could see its long-term merits. “Food safety is an extremely important and critical aspect of a hotel. If taken lightly, it can severely damage a brand’s reputation and put a major financial dent,” he claimed. In India, awareness about this subject is now gaining traction with the increase

in foreign travellers, governmental regulation and guidelines under FSSAI and adoption of international best practices. Talking about why he chose to get this certification, Singh said, “Very few hotels have opted for it as most prefer to take any certification or license only if it is mandated by law. This is because it requires investment of effort, time and money.” He decided to opt for the ISO 22000 certification from Bureau Veritas a few years ago, because apart from the mandatory requirements, which he felt are quite loosely held, he wanted Hyatt Regency Pune to be the best hotel in terms of hygiene and food safety. STICKING TO THE RULEBOOK Getting certified isn’t a cakewalk – the entire process is very detailed and once the certification is achieved, a stringent surveillance audit has to be cleared periodically. To prepare for the certification process, Hyatt Regency Pune took assistance from Bureau Veritas, which deals in food safety management systems. Documents, food safety manuals and plan were designed by the hotel

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

GM’S DAIRY VISHAL SINGH

cal test every six months. “We also have an in-house lab for conducting food and water sample tests for hygiene and quality,” Singh elaborated.

As part of its ISO 22000 certification, Hyatt Regency Pune has appointed food safety team leaders internally in each section to ensure that all food handlers are trained as part of an ongoing process. team and then given for verification. The food service related departments were then suggested about the various implementation processes to be followed, which covered engineering, purchase, culinary, F&B service, and extended to HR, housekeeping and culinary. A food safety manual was created and put in place, which outlined the functions that each department was responsible for. TRAIN TO SUCCEED It was important to train everyone involved in the food-related domain to make sure that all the guidelines were religiously followed. “We have a dedicated hygiene manager who ensures all the necessary practices are followed and trainings are conducted regularly. The executive chef along with the senior chefs are responsible for driving this, while we have appointed food safety team leaders internally in each section to ensure that all the food handlers are trained as part of an ongoing process,” Singh added. The Food Safety Management mandated by Bureau Veritas involves regular training of staff, selection of raw materials from certified vendors, cooking and serving process with temperature

APPLYING FOR ISO 22000 CERTIFICATION The first step is to associate with an agency that deals with Food Safety Management, such as Bureau Veritas. The agency then conducts a survey of the food handling areas and overall property. Based on this survey, the expense of certification is shared. It varies from property to property, as the cost depends on number of kitchens (including events kitchen) and number of food handlers. Once the paperwork for certification is submitted, the preparation for an audit begins with the help of the agency. A date for the audit is fixed. Based on audit results, the hotel may or may not be certified. control, personal hygiene of food handlers, fitness levels of food handlers, cleaning of all food handling areas as per standards and cleaning schedules, hygiene levels of cutlery and crockery used by guests. Hence, a food safety manual was also put in place, which included a hygiene training process that all new recruits had to undergo. Similarly, all food handlers undergo a training session run by Johnson Diversey every quarter in addition to in-house monthly sessions. They have to attend a medi-

THE BIG IMPACT After receiving the certification, an annual surveillance audit is conducted, which can cost around INR 26,000. Hotels have to reapply for the certification every 3 years, which costs approximately INR 1.5 lakh, and is dependent on previous surveillance audit findings. Talking about how investing in programmed like ISO 22000 has benefited the hotel, Singh said, “This certification is globally recognised and is an important tool for the hotel to use when pitching for business to global corporates or travellers. It is a hallmark that assures our guests of international food safety standards followed by the hotel.” While this might appear as intangible benefits, he added that the tangible effect is that it has increased the business from corporates who wants their foreign clients to stay in a hotel, which is ISO-certified and follows all food safety standards. At the same time, the ISO 22000 programme tells Singh about the new implementations to be done in the food safety system as per the government’s FSSAI rules. Incidentally, government bodies like FSSAI also conduct annual audits and there exist other industry standards related to food safety, including the new FSSC 22000. However, Singh is happy that he chose the ISO 22000 certification as it also includes HACCP process. Advising hoteliers who are planning to opt for similar certifications, Singh said that they should pay closer attention to the cleanliness of their property’s surroundings, potable water supply, designated waste disposal area, make provision for hygienic changing rooms for food handlers, have designated kitchens for vegetarian and non-vegetarian food, create hygienic food receiving area and ensure proper laundering of clothing worn by food handlers. These are just the basics. However, if hoteliers manage to get even these in order, they can reduce the incidences of food safety issues and ensure that they always have guests who leave their restaurants with a smile on their faces. HI

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COVER STORY

Vivek Bhalla, regional VP for South West Asia, IHG, and Pascal Gauvin, COO, India, Middle East and Africa, IHG.

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

THE QUIET TURNAROUND The Intercontinental Hotel Group was the earliest global entrant in India, but it could not become the market leader. In its second innings, prepare to see a more aggressive entity, as it aims to have 100 hotels within three years BY VINITA BHATIA

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

COVER STORY

here is a popular saying that goes, work hard in silence and let your success make noise. It can be well applied to The Intercontinental Hotel Group (IHG) and its frontmen, Pascal Gauvin, COO, India, Middle East and Africa, and Vivek Bhalla, regional VP for South West Asia. Since joining IHG in November last year, Bhalla has been working silently behind the scenes overseeing the operational performance of the 33 hotels that the company has in India. His agenda for now is to facilitate the opening of 100 hotels within three years,

and he is busy working towards it in cohesion with Gauvin. He prefers to do it quietly rather than announce every breakthrough achieved along the way – not for him the boisterousness of Instagram or Twitter. There is a reason for Bhalla’s reticence, other than his own natural disposition. Not many know that IHG was the first global hotel operator to enter India in the 1960s through a tie-up with the Oberoi Group in New Delhi. However, this first-mover advantage did not help the company become an industry leader and it ceded ground to other brands like Starwood Hotels & Resorts (now Marriott), Marriott, Hyatt Hotels, AccorHotels, etc, not to mention the indigenous ones like Taj Hotels Palaces Resorts Safaris. But that was in the past, and Bhalla would rather focus

on the future than dissect what happened before. In fact, Bhalla’s restraint is an antithesis to Gauvin’s French exuberance. It is precisely why the combination of Gauvin’s business acumen mixed with Bhalla’s operational judgment is likely to ensure that the stakeholders associated with IHG will profit from high-quality and a regular income stream. ALL SET FOR THE FUTURE India is an important market for every hotel brand in the world, and it is no different for IHG. However, having made some mistakes the first time around, the company decided it was time to go back to basics for its second innings. And bring in an industry veteran like Bhalla, who has served as senior director, operations for South Asia with Starwood Hotels and Resorts and was responsible for the pre-opening and operations of the group’s hotels in India and South Asia. He also held senior management positions in the commercial function with both Starwood Hotels and Resorts, and Hyatt Interna-

In addition to Holiday Inn and Holiday Inn Express, we have achieved a great traction with the Crowne Plaza brand, of which we 11 hotels.”

COVER STORY

tional Hotels in Singapore and the US, respectively. Soon after Bhalla came on board, IHG announced its alliance with hotel investment firm, SAMHI, to rebrand approximately 2000 rooms (operating and under construction) within its India hotel portfolio, to Holiday Inn Express hotels. The recently signed portfolio comprises 14 hotels, including 10 open hotels across key cities such as Ahmedabad, Bengaluru, Chennai, Delhi NCR, Hyderabad, Kolkata, and Mumbai. The additional four hotels are under construction. “In addition to Holiday Inn and Holiday Inn Express, we have achieved a great deal of traction with the Crowne Plaza brand. We have 11 Crowne Plaza hotels in the country, which has been well received, and have market-leading positions in the cities they are in. They are also popular for specific segments like MICE and weddings, so we will continue to invest in Crowne Plazas,” Bhalla stated. Under Gauvin and Bhalla’s leadership, the company has outlined a strategy to focus on those brands that are relevant to India and jettison those that might either be ahead of their time for guests or are not very lucrative for owners. So, while globally the company has 13 brands, in India it has decided to stick to only four –InterContinental, Crowne Plaza, Holiday Inn and Holiday Inn Express. Explaining this strategy, Gauvin said, “Our core business in India is mid-scale, and the best brands we have here are Holiday Inn and Holiday Inn Express. 80% of our hotel pipeline centers around these brands. We will look at bringing in Intercontinental to big cities once we get the right partner.” THE RIGHT FOCUS At the same time, both Gauvin and Bhalla believe there is scope to introduce upscale brands like Kimpton Hotels & Restaurants, which IHG bought for $430 million in 2014, and the newly acquired Regent Hotels, as well as Indigo in India. After all, Indian guests are a well-travelled lot who know what they want from hotel brands and also seek personalisation of service. A brand like Kimpton Hotels and Restaurants would, therefore, be well-suited. After acquiring Kimpton, IHG realised

that it needed to make the brand more relevant to local regions and chose to incubate it for several months before exporting it to several countries. “So, we launched it in Amsterdam recently, the one in Paris is under construction, and we are open to bringing it to India. However, this means we need an investor who loves and understands this brand and believes there is a market for it. Once we have an investor and owner who shares our vision for Kimpton, we will develop it before unrolling it, as these brands are very regionspecific,” Gauvin elucidated. This means identifying the target audience before finalising the hotel’s design, its restaurant, public spaces and guestrooms to provide elevated customer experiences. THEORY OF GRANULARITY IHG has realised that creating personalised guest experiences is critical when it comes to tapping the luxury segment, which is a $60 billion dollar business globally. A lot more granularity comes into play when catering

Our core business in India is mid-scale, and the best brands we have here are Holiday Inn and Holiday Inn Express. 80% of our hotel pipeline centers around it."

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COVER STORY

it makes to guests and owners, IHG has invested heavily in India. Its regional office in Gurgaon houses over 50 people and has a national sales team with over 30 members. “We also have a revenue optimisation team that goes into the complexities of pricing. Additionally, we have some satellite offices. So, we are now leveraging our network and scale for some of the conversion and new build deals we have signed and are working on,” Bhalla said. He is optimistic that by Q4 2019, the company will have 50 hotels in the country, which will be a big milestone.

Crowne Plaza Today New Delhi. to the upscale and lifestyle domain, as this segment needs special attention to detail. And the Indian customer is becoming sophisticated and demanding, given that they are travelling frequently. That is precisely why IHG would like to redefine luxury when it launches its lifestyle brands in the country, rather than compete with well-established players in the luxury sector. “The hospitality business is all about segmentation, and you have to think from your guest’s perspective,” explained Gauvin. As a frequent traveller, who spends 50% of his time either at an airport, in a plane or at hotels, he should know what guests expect when it comes to hospitality. “When on a business trip, I love staying at a Holiday Inn Express as it is close to an airport and has all the features I need for a quick trip. When I want a get more luxuriant stay, I love Intercon-

tinental where I more facilities, service and the experience. If I want more upscale luxury with my family, I would head to Crowne Plaza. So, guest are not homogenous – they have a purpose for travel, a need for staying in hotels and a budget,” he elaborated. To ensure that the same guest enjoys a variety of experiences within the company’s different brands, IHG is working on ways to incentivise them to stay loyal to the company. And this is possible only by making the brand segmentation more granular – by clearly differentiating and classifying its limited service, midscale, upper midscale, long stay, luxury and upper luxury brands. This segmentation will help the brands to stick to the standards they have set and that customers have come to expect, consistently. To be able to deliver on the promises

DECISIVE STEPS On one hand, while Gauvin and Bhalla are working on improving brand understanding for customers, they also see the merit of working closely with owners to sweat assets. It was only a few years ago that IHG opted for the assetlight model. This meant that it benefited from the reduced volatility of fee-based income streams as compared with the ownership of assets. “When we decide on a hotel, we need to be transparent about the reasons for the engagement and the owners also have to be convinced that the particular brand will drive the right level of business. We need to be on the owner’s side while the hotel is designed, built and opened. We need to work jointly to ensure it is always relevant to the market, while IHG uses all the resources it has to ensure it is profitable,” Gauvin stated. It is this close engagement with owners that helped IHG grow its business by 11.6% year-on-year. This year, it plans to open around nine hotels, which will again be in the mid-scale segment. To be able to bind all these expectations of owners and guests into a single ecosystem, IHG has invested in a new central reservations system, after retiring its erstwhile Holidex platform. The new technology system, which has been developed by Amadeus, has been tested in the US and will be launched in India shortly. A new technology platform, new leadership, well-defined brand segmentation and aggressive roadmap – IHG has all the makings of a success story. Will it be able to reclaim its mojo in the Indian hotel business? HI

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

SPECIAL FEATURE

THE CHANGING SUSTAINABILITY NARRATIVE

nce thought a passing trend, sustainability has quickly become a vital part of today’s hospitality business. And for good reason too – while it can have a positive impact on the environment and the wellbeing of guests and employees, hoteliers have realised that it can go a long way in reducing their HVAC costs. In addition to the positive press that it can garner them, most companies have come to terms with the fact that sustainability can help their bottom line, give them a competi-

tive edge and most importantly, keep the socially aware guests coming back. In this special feature, we examine how global chains as well as indigenous brands are focused on sustainability programmes right from the hotel development stage. From the benefits of investing in environmentally friendly solutions and technologies, to embracing policies that will monitor their impact on a regular basis to ensure that it is effective, to the challenges that hotels and developers face when it comes to sustainability – we reveal it all. HI

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SPECIAL FEATURE

RESPONSIBILITY AROUND SUSTAINABILITY Positive press aside, sustainability can help hoteliers boost their bottom line, gain a competitive edge and keep the socially aware guests coming back. BY VINITA BHATIA

ustainability is the green elephant in the room that perplexes hoteliers, owners and developers. The metaphorical pachyderm has been around for a while now, and many hotel chains felt they had done a good job by conserving water (remember those cute cards asking guests not to send the hotels and linen for laundry daily) and installing a sewage treatment plant, using LED lights throughout the property. However, the green movement that started more to placate environmentalists and guests has gained fiscal ramifications, forcing all stakeholders in the hospitality business to sit up and take notice. After all, cost is always a driving factor to reduce overall spends in any hotel project, and if the adoption of sustainable design solutions and practices can bring these costs down, then who would want to turn down the offer. If truth be told, sustainability is at the

core of all projects, not just hotels, as it calls for efficient use of resources, right from the construction phase to the time of operations. Keshav Baljee, MD of Spree Hospitality pointed out that as resources are finite and commodities and energy costs typically rise over time, it is best to control these. “Sometimes, you may have to incur a higher capital expenditure, but it typically pays off in terms of lower operating costs. The up side is that sustainable products typically attract a socially-conscious guests, who are willing to pay a premium for properties that don't damage the environment! This leads to higher revenue too!” FROM GROUND UP While the chief goal of green buildings is to reduce environmental impact, hotels built with sustainable methods and materials use lesser energy, water, and sometimes produce, all of which have a cost attached to their installation, use,

management and upkeep. By opting for sustainable practices, hotels can secure the investments made during the design phase to achieve better ROI. According to Nandivardhan Jain, founder and CEO, Noesis Capital Advisors, an upfront investment in sustainable methods and materials might increase a project’s cost by 1.5% to 2%. However, lower utility cost and better hotel environment with natural light and quality air gives the same property the leverage to charge the guest a little more. “It also helps to build occupancy faster as compared to non-green hotels, subject to other market variables. We have observed the performance of green hotels F&B outlets and banqueting space is better than its competitive set,” he noted. Leading hotel chains have already been pursuing sustainable hotel management practices to protect the environment and as well as their profitability. AccorHotels, for one, has been actively

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SPECIAL FEATURE

SAY GOODBYE TO PLASTIC

Arindam Mukherjee, COO, Brigade Group.

Keshav Baljee, MD, Spree Hospitality.

Shiv Mehan, COO, Leisure Hotels Group. following a sustainable development programme for two decades. As a part of this Planet 21 initiative, all its existing and new properties are built with the aim to control carbon emissions to ultimately reduce its carbon footprint. For example, hotels are equipped with solar or wind energy equipment to heat water. This simple measure leads to saving of operational energy consumption and costs thus, reducing carbon emissions. Even indigenous companies like Ambuja Neotia Group have adopted envi-

Hilton will eliminate plastic straws across its managed hotels in Asia Pacific by end 2018, and transition away from plastic bottles from its conference and event spaces. This follows the company’s global commitment to cut its environmental footprint in half and double its social impact investment by 2030. These goals are part of Hilton’s Travel with Purpose corporate responsibility strategy to further the United Nation’s 2030 Sustainable Development Agenda. “As a global hospitality company operating more than 5,300 hotels in over 100 countries and territories, we are committed to have a positive impact on the communities we operate our hotels in,” said Alan Watts, president, Asia Pacific, Hilton. “We believe waste is a solvable problem. By focusing first on plastic straws and plastic bottled water, we take another step forward in our journey to ensure that the destinations where travelers work, relax, learn and explore are vibrant and resilient for future generations to come.” As part of its 2030 goals, Hilton is working on various ways to cut environmental impact in half. Here are some measures it has outlined: • Presently, more than 50 hotels in Asia Pacific offer the Clean Air Program, which offsets carbon emissions generated from meetings and events, at no extra cost to the customer. Since 2015, its hotels have offset 14,118 tonnes of carbon in support of nine climate-friendly projects across the region. ronment friendly initiatives across all its projects. The company’s senior general manager, Vijay Shankar Dwivedi, said, “For almost a decade, we have been using LED fixtures, building management systems, low-flow plumbing fixtures, using heat pumps for hot water, low-e glasses and measures for low heat gain facade elements. Energy modelling is done and measures are undertaken to

• Reduce water consumption and produced waste by 50% • Since 2008, Hilton’s managed hotels in Asia Pacific have recorded reductions of 15.1% in water use intensity and 6% reduction in waste output. The company continues to seek ways to operate more efficiently, guided by its award-winning performance measurement system, LightStay. • The company’s hotels have begun to intensify efforts to reduce single-use plastics in its operations. Across Greater China & Mongolia, its managed hotels removed plastic water bottles from meetings and events, health clubs and spas since September 2017 – a move that eliminates the use of 13 million plastic bottles annually. In Australia, New Zealand and Fiji, its managed hotels offer biodegradable paper straws on demand – eliminating the use of 2.5 million plastic straws annually. • Sustainably source meat, poultry, produce, seafood and cotton • Expand existing soap recycling program to all hotels and send zero soap to landfill • Its managed hotels in China, Japan, Australia, New Zealand, Fiji, Vietnam and Singapore collaborate with soap recycling partners such as Soap Cycling, Soap Aid, Diversey, Sundara and Clean the World to recover, recycle and distribute soap to communities in need. plan the orientation and fenestration, etc., to minimise the passive heat gain. These are some of the energy-efficient techniques that we follow in our hotel projects.” juSTa Hotels & Resorts, which is a chain of 14 properties, has undertaken similar initiatives, which includes recycling of water, using solar and bio water heaters, using LED light bulbs and

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SPECIAL FEATURE

A STITCH IN TIME

Project Rise: ThreadForward is a sustainability programme that collects, processes and reweaves hotel bed linens and transforms them into pajamas that are distributed to under-privileged children.

Westin Hotels & Resorts has launched Project Rise: ThreadForward, a sustainability programme that collects, processes and reweaves hotel bed linens transforming them into thousands of pairs of children’s pajamas. This first-of-its-kind pajamas will be distributed to children in need, whose circumstances contribute to shortened and fragmented sleep. From 16th April 2018, Westin has chosen to give the gift of better sleep beyond the brand’s hotels, in cities around the world: from New York and Toronto, to Mexico City and Cape Town, and will encourage guests to support by purchasing a pair of pajamas on westinstore.com to benefit the programme. “As people integrate wellness into their lifestyle more holistically on the road and at home, giving back has increasingly become important to their overall sense of well-being,” said Brian Povinelli, SVP and global brand leader, Westin Hotels & Resorts. “Project Rise: Thread Forward is evidence that we can empower the well-being of our guests and associates as well as make a difference in the communities around us.” Last year, Westin introduced the Let’s Rise campaign, empowering people to regain control of their wellbeing while travelling. As part of the brand’s rally-cry, the brand launched Project Rise, asking associates to submit ideas through the lens of its Six Pillars of Well-being; one idea would be selected and solution funded by the brand. More upgrading its software and hardware to reduce usage of energy resource as well as ensure efficient manpower management. YOU REAP WHAT YOU SOW While there is plenty of data available to demonstrate that sustainability offers good payback, it’s not always possible to justify the investment by looking at

than 325 associates from around the world submitted ideas; one inspired insight encouraged the brand to repurpose discarded bed linens that often don’t have a centralised recycling process or recipient. Committed to helping guests get a good night’s sleep since the debut of the Heavenly Bed almost 20 years ago, Westin saw an opportunity to not only create an upcycling programme, but also empower sleep in a new way. Charles Morin, PhD, president of World Sleep Society said, “Despite sleep being the foundation of wellbeing, one third of all adults and a majority of children are not getting enough sleep.” The simple act of putting on pajamas as part of a bedtime routine is one way to improve a child’s quality of sleep and cement long-term sleeping habits. As a result of these insights, Westin tapped Clean the World, known for its soap recycling programmes, and Divergent Energy, to develop the hospitality industry’s first system to collect, process and reweave the discarded linens into a new fabric for pajamas. Within five months, 50 Westin hotels around the world submitted approximately 30,000 pounds of bed linens and terry to be sorted, broken down and reweaved into new material, using industry best practices in textile manufacturing. A proprietary upcycling process was developed specifically for this programme to ensure the new fabric met both U.S. Consumer Product Safety Commission (CPSC) regulations and provided the comfort sought in children’s pajamas. Excel spreadsheets or PowerPoint projections. The proof of the pudding, like they say, is in the eating. Hence, we asked some of the industry leaders about the sustainability systems or processes that they have installed to monitor and control energy performance and the value it has offered them. IHG has an all-encompassing pro-

gramme called Green Engage. “Building on the progress we have made in recent years, we have set new targets to deliver our three year ambitions that is, to further reduce carbon footprint per occupied room by 6% to 7% and launch six water stewardship projects between 2018 to 2020,” Bhalla optimistically claimed. Spree Hospitality is evaluating some IoT-based devices currently, but has nothing major to announce as of now. It is also using various contemporary tools and technologies to ensure that the energy performance is optimal at its hotels. Leisure Hotels Group has adopted a MIS for power, fuel and water consumption, and has a process to control the same in place at its properties. Solar Water Systems are placed across all properties to avoid fossil fuel consumptions for heating gas heaters and gas tandoors in cold locations, which otherwise use wood or coal. “We have graduated to membrane-installed STPs for better waste water management. Composters are used in the forest zone properties and food waste is recycled for landscape development and fertilising,” Mehan added. As a developer, Brigade Group, too, has become an environmentally conscious company. Arindam Mukherjee, COO, Brigade Group said, “We use LED lights for all areas without exception and also use motion sensors to save on energy. Dimmers are used in all public areas and solar panels are used to share utility loads. For HVAC systems we use VFD drives to save on energy and all our chillers are of high efficiency. All our hotels have rainwater harvesting (storage apart from ground water recharge). We carefully select energy-efficient motors to save on energy in the long run.” Dwivedi too added that Ambuja Neotia Group has been taking small steps in energy optimisation initiatives at its upcoming hotels. This includes opting for virtualisation to reduce server storage space, which saves energy. “While renovating properties, we use microprocessor-based panels and ensure that the windows are air-tight and double glazed. These technologies are 10% to 30% more expensive, but with increasing adoption they will become more vi-

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

SPECIAL FEATURE

Nandivardhan Jain, founder and CEO, Noesis Capital Advisors.

Darashbir Singh, director, engineering services, AccorHotels

Ashish Vohra, founder and CEO, juSTa Hotels & Resorts. able. Considering the capex and opex cost, we presume the payback period to be anything between three to eight years,” he added. MAINTAINING A FINE BALANCE While many understand and prioritize sustainability as their brand’s mission, often they have to deal with archaic mindsets that focus more on the budget and investment involved managing resource-efficient hotels. Talking about the main challenges that arise in sus-

tainability in hospitality, Shiv Mehan, COO of Leisure Hotels Group said that some key areas in such cases include the availability of materials at certain locations, thereby leading to increased logistics and time taken to complete a project. “Finding experienced labour tends to get difficult, which means manpower has to be hired from distant markets. Similarly, if certain sustainable equipment is unavailable then it has to be procured from another region. In such scenarios, the initial capital investment is higher and this can have a bigger impact on the build time in leisure destinations than in cities,” he explained. At time like these it helps to have tools that can measure the ROI on sustainable solutions, something that international brands have realised and have already invested in. Vivek Bhalla, regional VP, South West Asia of the InterContinental Hotel Group (IHG) explained that during the building or converting process, IHG involves the owner into its ‘green’ thinking. However, it cannot deploy sustainable solutions during this phase as the responsibility rests solely with the owner/builder. “Once operational, we deploy a group-wide, innovative online environmental sustainability system that gives our hotels the means to measure and manage their impact on the environment. This tool is used by IHG hotels across the globe to manage and report their use of energy, carbon, water and minimise their waste, overall utility costs and environmental impact. Participation in the IHG Green Engage system is a global standard for all our hotels and the programme recognises their progress through four escalating levels of certification. Level 1 is a mandatory requirement for all IHG hotels. Hotels can achieve energy cost savings from up to 16% on average if they attain Level 3 certification within the programme,” he added. The system recommends over 200 green solutions and provides implementation plans to reduce the impact our hotels have on the environment. It also supports hotels in creating environmental action plans and targets and demonstrates the cost savings that can be achieved by hotels when they implement the action plans. AccorHotels, too, has a measurable

metrics where each sustainable initiative implemented is evaluated on multiple factors. “Some of these include Return on Investment (ROI), but more importantly the effectiveness of the initiative and also whether they result in any long-term savings,” said Darashbir Singh, director, engineering Services, AccorHotels. “They are backed by theoretical calculations and once installed are measured on site understand actual savings through various metering and biometric devices. One can calculate the actual returns while considering the costs, savings and consumption experience prior to and post implementing the initiative.” THE ENTIRE ECOSYSTEM The sustainability discussion requires a long-term investment mentality, which takes into account the building's complete lifecycle from siting to design, construction, operation, maintenance, renovation and deconstruction. Most hotels have a building management system installed as part of the initial design process, which has eco-friendly modules built in. These monitor the energy efficiency processes incorporated at various build stages and also monitors consumption of resources like water and heat at key areas. Elucidating about this, Mukherjee said, “All Brigade Group hotels have a BMS system installed that monitors various elements like heat pumps, which helps generate chill water as a by-product and thus reduces the load on chillers. The STP is designed to generate zero discharge into the municipal waste and electrostatic scrubbers save the air from pollution. Also energy audits are conducted and steps taken to further reduce if the need be after a problem has been identified. At Brigade we try to use local material as much as possible. Products are chosen after careful comparison of energy efficiency and which are low in maintenance. Monitoring of power consumption is a daily habit during operations.” When it comes to conversion properties, especially of older building, embracing sustainability can be a bit of a challenge, as Ashish Vohra of juSTa Hotels & Resorts has realised. However, his team has been thoughtful enough

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SPECIAL FEATURE

Novotel Auckland Airport, New Zealand. to replace all the electrical and plumbing equipment, change all the lined to use more natural materials, better and eco-friendly furnishings, energy-saving electronic items in rooms and facilities as well as technological upgrades to the systems. “The hotels launched in the recent years are involved from the project planning phase, so that we are able to collaborate with the builder and ensure strict adherence in using all the right materials that go into the building right from the stones, tiles, waterproofing materials, electrical equipment, plumbing, planning and designing of the space usage in the facility, placement of equipment and many other. We have a complete SOP document and customize it as per the project requirements,” Vohra claimed. THINKING LONG TERM Saying the green buildings offer better return on investment is over-simplifying sustainability. The fact of the matter is that these are the future. Keshav Baljee, MD of Spree Hospitality puts it more succinctly, “Green buildings will be future proof as the world is moving that way. If you're constructing a hotel right now, and it is not future proof, you're going to be in trouble in a few years when customer preferences and regulations will provide significant headwinds for conventional hotels.”

Talking about the long-term benefits of sustainable buildings, Singh from AccorHotels stated, “Green buildings are designed to minimise the overall impact on the environment through the efficient use of energy and water and the use of environmentally friendly practices during construction of the structure. However, in the long run, these buildings essentially enable cost savings, controlled emissions and overall reduce the carbon footprint.” Bhalla too noted that the primary purpose is to reduce environmental impact; including reduction of carbon footprint, reduced greenhouse gas emissions, water conservation. However, implementing sustainable methods during development and then within the operations can lead to considerable cost savings through the hotel lifecycle. Talking about regulations giving sustainability a push, he noted, “Regulations can encourage more companies to build and grow their business in a sustainable way. Having said that, as global companies we believe that it is our duty as corporate citizens to proactively work to reduce the environmental impact of the industry.” Regulations to adopt the Energy Conservation Building Code (ECBC) recommendations will compel more hotels construct green buildings. And once they do so, they are apt to realise the minimal efforts involved in adopting practices to save energy and, but which

can help them reduce operational costs in addition to their carbon footprint. Baljee emphasised that rules about STP plants, solar heating, garbage composting and the like have helped nudge the industry towards becoming more eco-friendly. “However, over regulating the industry isn't the answer as smaller hotels are being rendered unviable due to regulations and poor civic services. Take the case of water – hotels have to soften it, filter it, then supply, treat and re-use it. How many plants can a hotel install and maintain these machines? We should call upon the civic bodies to also shoulder their load to ensure not just hotels but entire cities are green,” he suggested. While waiting for the government to do its bit, Ambuja Neotia Group has set up the Neotec Hub, where it is encouraging innovators to come up with technologies and concepts that it can use in its projects. Dwivedi said, “We not only supports startups but also provide them a platform within the group to test the performance of their product.” The crux of the sustainability discourse is that the conversation has to go beyond the bottom line. The stakeholders in the hospitality industry have to realise that it is a priority to their operational and development goals rather than an absent-minded post-script to be added to their balance sheet to placate folks in the know. HI

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QUICK CHAT

PUTTING A PARTNERSHIP TO WORK Fresh after announcing an alliance with ANAROCK, Stephen Rushmore Jr, president and CEO of HVS, discloses how the two companies will jointly tap India’s burgeoning $210 billion hospitality market BY VINITA BHATIA

t was only last year that HVS, a global hospitality consulting firm, exited the Indian market after a successful two-decade run. Manav Thadani, the person who established the company in the country and was synonymous with it, decided to part ways with it to start Hotelivate. Now, HVS is kick-starting its second innings in the Indian hospitality domain and has tied up with real estate services firm ANAROCK Property Consultants. Together, HVS ANAROCK will focus on brokerage, feasibility studies, operator searches, appraisals, executive search and other hospitality sector consulting and advisory services throughout South Asia. Anuj Puri, chairman, ANAROCK Property Consultants takes on the added role of chairman, hospitality at HVS ANAROCK and the firm’s soon-to-be-appointed CEO will report to him. Shobhit Agarwal, MD and CEO, ANAROCK Capital, will head the transactions vertical at HVS ANAROCK.

Stephen Rushmore Jr, president and CEO of HVS, tells us why he is excited about this partnership and how together with ANAROCK, they are targeting a concentric outward growth into the hottest South Asian markets to increase HVS India’s revenues by up to 75% over the next two years. What factors have emerged as an impetus for growth in the Indian hospitality business over the past couple of years? India is home to a wealth of strikingly different geographical characteristics, thousands of kilometres of coastline with attractive beaches, in addition to ancient ruins, diverse cultures and landscapes. Indeed, India offers immense growth potential to the tourism and hospitality industry. Apart from its treasury of tourist destinations, the country has emerged as a key business destination over the years, owing to the burgeoning growth of its manufacturing and services sectors. Diversity is the

very essence of India, be it culture, tradition, religion, language or landscape. The Indian peninsula has about 7000 kms of coastline, 10 biogeographic zones and 36 World Heritage sites listed by UNESCO. It is unsurprising that India is a multi-destination country that offers immense growth potential for tourism and the hospitality industry. Apart from historical tourism, contemporary India has become a preferred business destination. Some factors that have helped in the industry’s growth include the e-visa reform that promotes easy entry of foreign tourists, which has been increased to over 160 countries. The rising medical tourism has seen patients from across the world come to India for good and cheap medical treatments. Additionally, a diverse portfolio of niche tourism has emerged, encompassing cruises, adventure, medical, wellness, sports, MICE, eco-tourism, film, rural and religious tourism. The rising business opportunities in India has

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QUICK CHAT

The best time to buy a hotel is when there is a definite view of the occupancy, room rates and future cash flows.” led to an increase in domestic and foreign travellers, while increasing disposable income has led to an rise in globetrotting Indians who look to avail similar hospitality facilities in India. What are some reasons for structured financial and institutional investors showing an increasing interest in acquiring assets in the hospitality sector? With India shining on the global map, there is a notable rise in the tourists arriving in India for leisure and business purposes. As a result, during the past few years, occupancy and room rates have improved. This turnaround of the hospitality business has led to an in-

creasing interest from the structured financial and institutional investor to acquire hospitality assets. The investors are not only trying to get into the sector by traditional means of investments but are also considering investing in techenabled startups that have changed the ways and means of doing business in this sector. However, a clear emerging trend is that the investors are now looking at long-term investment in the sector and trying to acquire a portfolio of assets rather than single hotel deals. What is the best time to buy hotel assets during a hotel’s lifecycle to miti-

gate the challenge of price expectations between buyers and sellers? Hotel development and operations is a long-gestation business and it takes significant time to stabilise the same. As a result, the best time to buy a hotel is when there is a definite view of the occupancy, room rates and future cash flows. Albeit the Indian hospitality sector is on a revival mode, investors are now investing cautiously as they have previously burnt their hands in a few deals. The real estate business in India has been going through some tough times. Do you think this effect will rub off on the hotel sector as well, since it is not very removed from the other? The structural changes and policy reforms have had a major impact on the Indian real estate sector. Whilst the crackdown on black money, implementation of RERA and GST has imbibed the much-needed financial discipline, transparency and accountability in the sector, the business has surely paused down for some time. Also, we may witness a massive consolidation in the sector in the next 12 to 18 months or so.

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QUICK CHAT

The rise in hotel occupancy rates is a good lead indicator that the sector is likely to be in focus in the near future. These structural changes and policy reforms will surely have a rub off effect on the hotel sector as well. Whilst, with GST implications the overall cost of occupying a room have increased, the stricter RERA regime has also led to a control over the mode of operation. However, with massive inherent demand for hotels in India, it is just a matter of time that the sector will start to grow and we are already witnessing a marginal rise in demand. In 2016-17, hotel occupancy in India was 65%, which was the highest since 2008. However, average room rates (ARR) appreciated by a marginal 2.4% in 2016-17 over the previous fiscal. Why was there such a stark disparity between the two, and why did ARR not show significant growth? ARR have not risen significantly due to an existing demand-supply mismatch of hotels. In addition, GST has had its own share of impact on the overall business as the overall room rate increased for the guest. Once the demand-supply equilibrium is restored, there will be

sanity in the sector and we will witness a rise in ARR. The rise in hotel occupancy rates is a good lead indicator that the sector is likely to be in focus in the near future. In the shifting balance of supply-demand, do you overall demand outpacing supply in India? Demand is outpacing supply in some categories, such as in good budget hotels in business-oriented areas. In this category, there is strong competition from serviced apartments, but this sector is largely unregulated and the organised hospitality industry needs to give a befitting response to the demand. In this a scenario, how will HVS ANAROCK help industry stakeholders make the most of the investment opportunity that exists in the hotel business, especially in the current time frame? The way forward for HVS ANAROCK is to advise clients from both the demand and supply sides, in terms of sourcing the right opportunities and creating a favourable disposition environment. To

this end, we will deploy our funding expertise resources. Since HVS will offer advisory and feasibility services in India, will you also advise owners and operators to consider enhancing ARR and also help them in drafting strategies that will help them gain a competitive edge? Yes, consulting is a strong element of our and, we will be helping hoteliers and hospitality-focused investors in assisting them with their business strategies. How do you plan to offer more value-added, contemporary services to stakeholders in the Indian hotel industry? How will you extend your expertise so that they can sweat the asset and optimise its utility? The HVS methodology of determining value is widely used throughout the world and we literally wrote the book on this process over 30 years ago. Leveraging this methodology along with our enormous repository of data enables us to provide superior results through unrivalled hospitality intelligence. HI

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

PRESENTS

GM & LEADERSHIP ROUNDTABLE

Hotelier India initiates the first-ever event to bring together top GMs from various cities across the country to raise core issues and share their experiences. GMs representing leading hotel chains will discuss topics ranging from pain points to success stories â&#x20AC;&#x201C; including critical subjects like guest satisfaction, food safety, water and energy management, and hygiene. Comencing with our first edition from Delhi in July, Hotelier India will carry the learnings in its subsequent issues. AN EVENT BY

BUYER'S GUIDE

HP SKYLINE 2050 SHOWCASES FUTURE FRONTIERS OF DESIGN ENABLED BY TECHNOLOGY

NEW LAUNCHES ANTICA CERAMICA’S EUROPEAN PORCELAIN TILE COLLECTION

New Delhi-based Antica Ceramica has launched its collection of European porcelain tiles that are an affordable alternative to stone cladding. These porcelain tiles, otherwise known as Vitrified or Fully Vitrified tiles, come with pristine base that has a high mirror-like shine, which lets it remain cool. It is available in format sizes like conventional plank sizes of 150X600, 150X900, and 200X1000mm. These sizes highlight the material’s beauty to optimal effect, whilst allowing a laying pattern just like in laying conventional planks.

P India unveiled the top designs depicting the future of Indian cities at the grand finale of HP Skyline 2050, a competition for practicing architects and structural engineers in India, which was launched two months ago. Aimed at showcasing the future frontiers of design enabled by technology, the competition required participants to submit the design skyline of any city of their choice for the year 2050. HP Skyline 2050 received tremendous response and participation from architects and structural engineers across the country. A jury comprising internationally renowned architects adjudged the top three designs winners and design experts. This jury included architect Sanjay Puri, founder of Sanjay Puri Architects; architect Sunita Kohli, president of K2India Architects and Designers, and architect Martand Khosla, partner, RKDS. Architect Abhigyan Neogi of Chromed Design Studio won the first prize for his futuristic project named ‘Traveotel’. Architects Yatin Patel from DSP Design Associates and Mohit Kansal from Studio Strato won the second and third prizes, respectively, for their designs titled ‘Biomimicry’ and ‘Mixed Use Development project’. The three winners were felicitated at an awards ceremony with an architect’s office solution comprising an HP large-format printer, HP workstation, and Autodesk AEC software bundle. Congratulating the winners, Devang Karia, country manager, Large Format Design, PPS-GSB, HP Inc. India, added, “HP is committed towards empowering the professionals to unleash their creativity and potential. We wanted to provide a unique platform for architects, engineers and designers to showcase their vision of the future. It is exciting to see the work of these talented participants and what they can achieve, if they are provided the right platform and technology.” “ITP Media Group is immensely proud to have partnered with HP on this platform. Each of the riveting entries was a proof of the driving ambitions that are shaping the landscape of our future cities. The competition has opened us up to infinite latent possibilities, which can transform our nation and alter the way future generations experience the city through the lens of its skyline,” stated Bibhor Srivastava, group publishing director, ITP Media.

SPAN FLOORS’S CHIC SQUARE FLOORING COLLECTION Span Floors has launched its Chic Square range of engineered hardwood flooring. The designs of this collection are based on handcrafted wood parquetry flooring work originating from 16th century chateaus in Versailles. It contains four patterns available in a spectrum of colour tones that go with most interior styles and palettes. The Chic Squares collection is manufactured in an European factory and combines the benefits of solid and engineered flooring. Each tongue-and-groove square module is available in 635 mm x 635 mm x 19.05 mm dimensions and has two layers; the top layer is solid wood lamella and the base has moisture-resistant birchwood layers. Despite the size, this flooring is has its superior reliability and stability. This collection comes with specially developed factory-applied Hardwax Oil Combi-finish that provides a long-lasting finish to the floor. Hardwax Oil further accentuates the grain texture and beauty of natural wood, while giving a pleasant tactile sense and is easy to maintain.

CMC INTRODUCES TERRAZZO MARBLE PRODUCTS Classic Marble Company (CMC) has introduced its latest Terrazzo products – Forum, Trevi and Elba from its KalingaStone marble collection. While Forum is a lighter marble shade with distinguishing dark chips, Trevi and Elba are both dark marble but with light colour chips embedded in them. Trevi and Elba are different in a way that the chips in Elba are finer and colourful while Trevi is a perfect blend of black and white. Redefined for modern architecture, the Terrazzo collection, which is available in 18 mm and 20mm thickness, is part of the mosaic design range. While all three products are perfectly suited for all marble-based applications, they have been adapted for flooring and wall claddings. Elba especially makes for a wall highlighter with its abstract design and can offer a different dimension to the installed space. Besides being visually gratifying, the products also feature the characteristics of being less porous, flexible and harder than natural marble, making it a better choice for different types of interior and decor applications like flooring, walls, table tops, etc. in commercial as well as residential areas.

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

BUYER'S GUIDE

BIRA 91 RAISES $50 MILLION, TO EXPAND FOOTPRINT IN GLOBAL CRAFT BEER MARKET Funding will accelerate its ability to continue growth in India while investing in business operations throughout Asia Pacific and Northeast US markets

SELL IT TO ME OZONE 4-IN-1 FINGERPRINT DOOR LOCK What is your latest product offering? Ozone, a leading solutions provider in architectural hardware and security segment, has recently launched its new 4-in-1 Fingerprint Door Lock from its range of digital security door locks. What is unique about this product? This fingerprint door lock comes with 4-way access option of using fingerprint, RFID card, user PIN code and Mechanical key. However, the mechanical key is to be used only in case of emergency. Its distinctive USPs includes voice-guided feature for smooth operation and universal lever for ease of installation. What are the security features of this door lock? The lock comes with an auto secure and code scrambling function for additional security. Up to nine admins and 190 users can be registered on it. The set includes a tri-bolt mortise lock body with in-built night latch; it is made of SS 304 for robust security locking. The lock is designed to function even after low battery indicator allowing enough time to replace old batteries. Over all, this 4-in-1-fingerprint lock is high security door lock with userfriendly operating features and technologically advanced security functions.

Bira 91’s founder and CEO, Ankur Jain, with Abhay Pandey, MD, Sequoia Capital.

ira 91, an Indian craft beer brand, has received its third round of funding of $50M led by Belgian investment firm, Sofina. This brings the company to over $100M in funding to date. This latest round will be deployed to expand its India business five-fold over the next three years and establish a leadership position in the Indian premium beer market. It will also accelerate Bira 91’s global footprint with expansion in the US market, as well as Asia Pacific, including Singapore, Thailand, Hong Kong and Vietnam. Two years ago, Sequoia Capital India marked its first-ever investment in a local alcoholic beverage brand by adding Bira 91 to its portfolio of tech investments. This new round of investment also sees a follow on participation from Sequoia Capital India. Speaking of the new investment, founder and CEO, Ankur Jain said, “The new capital allows us to think long term and establish a leadership position in premium beer in India. We also expect to create a meaningful international business in South East Asia and the United States. We truly believe that Bira 91 is at the ground floor of a massive global opportunity. We are excited to bring on board a fund like Sofina, with origins in Belgian family capital and with a truly long term horizon as we passionately execute towards our dream of creating a global leader in the space. The consistent and rock solid support by Sequoia India and Abhay Pandey, over the last two years has been exemplary and we draw a lot of confidence from their belief in our team a third time too!”

What kind of companies is it targeted at? This 4-in-1-fingerprint lock from Ozone can be applied on doors of hotels, residential apartments, libraries, offices and high security premises. It can be installed on wooden doors having thickness of 40-120mm, thus covering wide range of application areas. Where can this product be purchased? Call 91-9716500300 or email at ccsafes@ozone-india.com to arrange for a representative visit or get a brochure. You can also visit www.ozone-india.com to know more.

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

BUYER'S GUIDE

YASH PAPERS WINS RED DOT AWARD FOR INNOVATION IN COMPOSTABLE TABLEWARE

PURCHASING POINT NATHMAL RUNTHALA, CONRAD PUNE’S PURCHASING MANAGER, TELLS VINITA BHATIA THAT IT IS IMPORTANT TO WORK WITH VENDORS WHO CAN PROVIDE GENUINE PRODUCTS ON A TIMELY BASIS

he Red Dot Design Award, one of the most important product design recognition in the world, announced its 2018 winners. Yash Papers won the prestigious award for its breakthrough design in backyard compostable tableware for its brand CHUK. CHUK’s compostable tableware will now be showcased at a special exhibition at the Red Dot Design Museum in Germany. In 2018, designers and manufacturers from 59 countries submitted more than 6,300 objects to the competition. A jury comprising roughly of around 40 members assessed the products individually, including the level of innovation, functionality, formal quality, ergonomics and durability. CHUK won over the jury due to its innovative concept of creating tableware products from sugarcane bagasse. While bagasse makes the tableware products lightweight, flexible, microwavable and leakproof, the design has been conceptualized keeping in mind the Indian market. Plastic takes 500 to 1000 years to decompose, Chuk’s products are 100% compostable and decompose naturally. Speaking on the occasion, Ved Krishna, MD and Business Strategy Head of CHUK said, “The award is shot in the arm for CHUK as our innovative design proves our commitment towards convenience and health of Indians consumers. We are dedicatedly working towards building a sustainable environment with our tableware products. After studying the food consumption patterns in our country extensively, we aimed at creating modular designs which are bio-degradable and very consumer friendly. The products are like lego pieces which can fit into any form of tableware product. We have also worked on a rapid development cycle for products based on 3D printing and quick tooling.” As CHUK aims to disrupt the disposable tableware industry, which is dominated by styrofoam and plastic, the company has kept its tableware products untreated with any kind of chemicals. While Styrofoam tableware products are white due to chemical treatment, CHUK’s tableware products are brown coloured as they completely chemical free. CHUK has a production capacity of one lakh units a day. The plant, which manufactures the tableware products, also generates electricity using rice husk.

How long have you been in hotel purchasing domain? I have been working in various purchase teams of hotels since the past 17 years. I have worked with established hospitality brands like Oberoi Hotels, P&O Cruises, Aman Resorts, Intercontinental Hotels Group, Radisson Hotel Group, Zuri Resorts, The Lalit Jaipur and Hyatt Ahmedabad. What kind of products do you seek? At Conrad Pune, we seek to outsource a whole variety of goods starting with perishables such as fresh fruits, chicken, mutton, vegetables and Indian and imported seafood as well grocery. We also require hospitality-related chemicals, engineering tools, plumbing, and HVAC items. What is the biggest challenge in purchasing today? The biggest challenge is availability of vendors who will deliver authentic and quality ingredients and products on a timely basis. It is extremely important to work with vendors who can provide genuine products on a timely basis. Can you tell us about some of your recent successful deals? My biggest achievement was successfully ensuring that the department functioned in sync with the company’s purchase policy. This warranted smooth functioning of the entire division through various quality and cost control measure. This ensured maintenance of profitability. In 2018, we also managed to reduce our cost of purchase by 5% as compared to 2017. What vendor compliance systems did you initiate that resulted in cost savings? Over the past year, we worked towards setting up stringent processes and systems related to penalties regarding cost of back orders, services standards, delivery dates. Internally we have also maintained a standard of product conditions and product quality to maintain our standard of output to guests. What new processes did you introduce to examine high-risk vendors? To examine and evaluate high-risk vendors, we conduct regular market visits, vendor audits and regular meetings with vendors to understand their quality of service. How do you train your team to follow procedures for smooth coordination in supply chain management? To maintain the smooth functioning of supply chain at the hotel, we have strict processes that ensure that supplies are met in time and vendors are paid on time.

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OPS & SERVICES - F&B

SENSE OF SUSTAINABILITY A kitchen is more than just a place where food is stored and prepared. It has a large ecological impact on a hotel and hence, needs to be sustainable BY PRADEEP SUVARNA

layperson might not consider designing a commercial kitchen a highly difficult proposition. After all, all that needs to be factored in is an area for food production, another for food storage, and one for food preparation, and one is ready to rock-n-roll! This perception is not erroneous, given that kitchens were always considered to be a utilitarian space for food preparation. However, with constant innovation of appliances and ever-changing styles, over the past few years, these spaces have become the heart of a hotel, transforming into colorful and sleek areas. What’s more, the concept of live kitchens has led to the creation of modular spaces using equipment and products that are top-of-the-line. At the same time, being in the cynosure of attention, the modern commercial kitchens also have to embrace sustainability to stay efficient and also be in sync with the overall discourse prevalent in the industry. This is irrespective whether a kitchen is in a new build or a renovation. After all, did you know that kitchens have a major role to play in a hotel’s overall ecological footprint? Ask Chef Suven-

du Roy, head chef, Hyatt Place Kalyani Nagar, who emphasised about this role played by a kitchen from the perspective of fuel and energy conservation, waste management, environmental purchasing and smart food production. This is unsurprising, since a hotel’s kitchen is the heart of the food service operation where food and beverages are prepared, stored and plated. Hence, like Maqsood Jalikati, director of engineering at Shangri-La Hotel, Bengaluru pointed out, a combination of things such as material disposal, equipment, gadgets and operational processes determine the impact that the kitchen will have on the hotel’s environmental imprint. For example, use of plastic, improper ventilation and excess energy consumption are some ways in which the environment can be negatively impacted. On the other hand, proper sewage treatment can help avoid water pollution, which is a positive influence. According to Tanveer Kwatra, executive assistant manager, B&F of W Goa, by practicing the right habits hoteliers can conserve a lot of energy, water and resources. Also usage of ecofriendly chemicals is another way of contributing to nature. A commercial kitchen can be more

environmentally friendly if it follows sustainable operating practices from procurement to production, when it comes to management to produce. Talking about the steps taken by Shangri-La Hotel, Bengaluru to minimise its ecological footprint, Jalikati said that the company has undertaken various initiatives, which includes the installation of grease separators in the kitchen. “This help associates separate oil from water to ensure that the waste water is not polluted with the leftover oils and can be recycled. Additionally, the Sewage Treatment Plant (STP) is used to clean the drain water and reuse it for air cooler and gardening. The UV lights in the kitchen hood purify the exhaust air, use green power and energy efficient equipment,” he added. It is because of these initiatives that the hotel has received the Golden Green and ISO 14001 certificates. WIN-WIN FOR ALL There are several ways to look at sustainability in kitchen design. On one front, there is food wastage, a longstanding issue that hotels have constantly tried to battle by using technology and educating the culinary staff. By addressing this issue, hotels can posi-

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

OPS & SERVICES - F&B

Rajneesh Kumar, general manager, Courtyard Marriott Raipur

Maqsood Jalikati, director of engineering at Shangri-La Hotel, Bengaluru

tively impact the environment and also give their profitability a fillip. Then there is the investment in equipment that will help hotel kitchens to become more efficient. Chef Roy said, “High-end energy efficient equipment have reduced the cost and consumption of electricity and fuel to a great extent. Sensor-based cooktops and gas ranges save a lot of energy and fuel as do use of LED lights. Easy availability of produce and ingredients day have also reduced the use of cold storages.” While Rajneesh Kumar, general manager, Courtyard Marriott Raipur agreed that fresh or frozen food storage solutions are a great example of sustainability, since it has not only increased the shelf life of food but has also reduced wastage. “Replacement of gas hobs with induction for daily operations is another one. Combi-oven cooking has reduced the energy consumption to almost 50% in many kitchens. In a nutshell, the advancement of technology in kitchen has significantly reduced the ecological footprint be it sensor lighting, intelligent demand control ventilation system, highly energy efficient cooking equipment to eco-friendly passthrough dishwashers, which have made the modern day kitchens a more environmentally sustainable one,” he added.

Sharing his recommendations on the top three rules to bear in mind while building environmentally friendly kitchens, Chef Roy suggests including energy-efficient equipment like dishwashers, hot plates, salamanders, refrigerators etc as well as using energy-conserving lights, in addition to a well-thought garbage and waste management system. Kwatra of W Goa’ added, “The most important thing is to not complicate things while building a kitchen and choose the equipment wisely. Look at procuring good quality machines to save costs in the long run. It is also quintessential to have an efficient drainage system and consider installing a PNG systems instead of LPG.” From a technical perspective, Jalikati believes that there are three important

THE RIGHT IMPACT While sustainability is always important for any hotel, unless it helps the property operate efficiently, it is redundant. Hence, when it comes to designing or building an efficient sustainable kitchen, it is best to take the inputs of the people who will be directly affected by the initiative – the culinary staff.

Sanjeev K Nayar, general manager, WelcomHeritage rules that need to be followed. The first is ensuring an appropriate HVAC design is followed for ideal air balance and ventilation. Secondly, the kitchen exhaust fan motors should have variable frequency drive controller to maintain airflow control throughout the day. “Additionally, it is important to make the best use of kitchen space by installing equipment at the right place to optimise functionality and enable their hassle-free service,” Jalikati noted. PLANNING FOR HICCUPS Even the best-laid plans tend to come apart at times. Hence, it is important to be prepared for unanticipated challenges and have contingency strategies to overcome these, when it comes to creating sustainable kitchens.

With live kitchens becoming the order of the day, special attention has to be given to resource consumption, air emission, waste water discharge, waste management, biodiversity, noise and safety of in-house and external customers.

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

OPS & SERVICES - F&B

GOING GREEN, ALL OVER

Chef Shrinivas Adam, executive sous chef of Meluha The Fern, An Ecotel Hotel explains how greening up any space should be done in a holistic manner giving due consideration to all elements including energy, water, waste, the local environment. He shares some practices that can help a hotel kitchen become sustainable in the long run: FOOD MANAGEMENT • Grow your own produce • Source food locally wherever possible, to minimise energy used in production, transport and storage • Streamline food menus to use common ingredients • Reduce food wastage by cooking in smaller batches

By practicing the right habits hoteliers can conserve a lot of energy, water and resources.

ENERGY • Use energy efficient appliances and technologies • Ensure stringent and regular preventive maintenance of all equipment to maintain efficiency • Implement alternative energy sources WATER • Ensure flow rate of faucets are appropriate to save water • Undertake regular maintenance of all equipment to prevent undue wastage of water • Sensitise team members about judicious use of water EFFLUENT REDUCTION • Use Air scrubber or Air washers to treat the exhaust air from kitchen hoods and maintain the ambient air quality • Provide kitchen grease trap and oil separators to minimise water pollution • Ensure water is recycled in ETP or STP • Implement waste segregation methods • Recycle waste or process food waste into compost or biogas. • Ensure minimal waste is sent to a landfill

According to Sanjeev Nayar, general manager, WelcomHeritage, designers and architects at times lack understanding about the importance of kitchens and its impact on hotels in terms of delivery of F&B products to the ever demanding and knowledgeable customer. “With live kitchens becoming the order of the day, special attention has to be given to resource consumption, air emission, waste water discharge, waste management, biodiversity, noise and safety of in-house and external customers,” he pointed out. Kumar agreed with this conjecture, adding, “The most common challenge is that the design helps in ensuring sustainable kitchen but, does not support ease of operations. Hence, it is important to consider the ergonomics of the work area so that it improves along with energy efficiency and reduction of ecological footprint.” Having worked in kitchens for over 14 years, Chef Roy pointed out that hotel kitchens consume lot of energy. Also, lots of electricity and fuel is used to run the heavy equipment and large amount of fuel is required for deep fat fryers and in cooking. “Certain norms have to be followed while designing a kitchen, like

provisioning for lots of firefighting systems, proper cooling and chilling units for storage of food. Also, there should be some planning for high-energy consuming pickup counters and heating lamps, etc.,” he added. THINKING LONG-TERM It is important to remember that hotel kitchens are built to last for years. Hence, when it is conceptualised, it is pertinent for hotels to invest in sustainable equipment and processes that will long-lasting. Jalikati said, “While the right equipment can help in functionally and technologically meeting the prerequisites for sustainability, the right processes support in increasing the equipment’s life. Ensuring proper installation, regular maintenance and hassle-free access to the equipment aid in striking that balance. In the kitchen everything must be in its place and everything must be in its place.” To create this balance, it is also important to create and communicate the sustainability policy with the culinary staff working in the kitchen. Chef Shrinivas Adam, executive sous chef, Meluha The Fern, An Ecotel Hotel suggested

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OPS & SERVICES - F&B

following the Metering policy where hoteliers can prioritise reductions and reinvest savings. They can also include plenty of automation with timers, PIR sensors and switches, so that associates can focus on their work, rather than this element. “Show your staff the investments you are making and inspire them to change too. Scheduled maintenance programmes, because well-maintained equipment is safer and more efficient. Also, focus on the building fabric, for optimum performance and savings invest inside and out,” Adam added. To understand how chefs and their team use kitchens and how hotels can adapt the kitchen design to meet their changing expectations, designers and hoteliers need to change the way they think. And they also need to involve chefs into sharing their feedback for conceptualising the kitchens. Sharing his thoughts on this, Kwatra said that while it is quite crucial for hotels to work in sync with the chef, chefs should not take over and act as designers unless they have the knowhow. “There are a lot of aspects to a kitchen from MEP to safety aspects of a kitchen.

Chef Suvendu Roy, Head Chef, Hyatt Place Kalyani Nagar

Tanveer Kwatra, executive assistant manager, B&F, W Goa

One of the key decisions that I took at W Goa is to ensure that all sections in the kitchen have eye contact, which is very crucial for me to run a busy operation. I also feel the kitchens should not be overly spread out as it only makes matters more complex,” he noted. Roy too felt that chefs are more involved in conceptualising a kitchen. “As a chef, I personally emphasize on making the cooking stations live where the guest have the liberty to choose what he actually likes to eat and that controls the portion size to hence helping by saving a lot of wastage in terms of

ingredients and energy both,” he said. As hotels become more sustainability conscious, kitchens are also evolving into more than just a food preparation and storage area, which presents both a challenge and an opportunity for designers and hoteliers. Everything has to sleek, yet sustainable; efficient, yet environment-friendly, it also has to be operationally resourceful. The canvas looks ready for designers and architects to start painting their concepts on, to make hotel kitchens become sustainable, differentiated and efficient for the long haul! HI

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OPS & SERVICES DESIGN

FUN IN THE SUN

As wellness becomes more than a buzzword, hoteliers are using ergonomic outdoor furniture to help improve the overall guest experience BY PRADEEP SUVARNA

hile visiting a hotel, even the most travel-weary and reticent hotel guest will take some time to lounge by the swimming pool or relax at the lawn. It is not uncommon to even see some people carry their laptops and then spend several hours working in the outdoors, while soaking some sun and fresh air. These changing guest expectations means that hoteliers have to provide

their guests with ergonomic outdoor furniture that are designed as much for a working environment as they are for relaxing. After all, these small touches go a long way when it comes to enhancing guest experience. So, guests staying at the Novotel Kochi Infopark usually make a beeline for the infinity pool and deck bars to enjoy the soothing views of the city. The hotel provides poolside deckbeds and chairs where guess can unwind and relax. Sachin Maheshwary, general man-

ager, Novotel Kochi Infopark said, â&#x20AC;&#x153;With limited spaces in cities, hotels need to be innovative in enhancing outdoor guest experiences, and using outdoor ergonomic furniture does just that.â&#x20AC;? The two areas where outdoor furniture are most used in a hotel room are by the poolside and in the verandahs

Changing guest expectations means that hoteliers have to provide their guests with ergonomic outdoor furniture that are designed as much for a working environment as they are for relaxing.

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

OPS & SERVICES DESIGN

and balconies outside guest rooms. The poolside area is a very social area, especially during peak season, whereas the balconies are for more private moments. Hence, the choice of furniture for both areas varies accordingly. OUT AND ABOUT The choice of appropriate ergonomic outdoor furniture plays an important role in the wellness and wellbeing of a guest. This is becoming an increasingly important part of the helping guests feel comfortable while they are away from their homes. Every guest visualises himself seated on a comfortable designed outdoor chair as an antithesis to our contemporary digitised existence. Like Ankur Modi, director, Modi Woodspace stated, “In today’s world, most people living in big cities, which are highly polluted and crowded, look for scenic beauty, peace and a perfect outdoor environment while away from their homes.” Devendra Parulekar, founder, SaffronStays agreed that with decreasing open spaces in cities, citizens are seeking getaways with large lawns, pools and gardens. “Outdoor furniture helps guests to disconnect from technology and keep devices aside. Pool loungers, gazebos, outdoor swings and pergolas are excellent spots for guests to unwind and relax,” he noted.

Vaibhav Kala, founder, Atali, Ganga, an Activotel By Aquaterra noted that whether it is an outside patio or a lawn sit out, hotels have to first do their best to draw guests out. The furniture plays its part by enhancing the proposition, the suggestion coming by its mere presence. Many hotels have rooftop restaurants and dining areas in a natural environment. In such scenarios, Randip Dhingra, founder and CEO of World Bazaar, advised adjustable umbrellas and shadeproducing arches that can help control

Ankur Modi, Director, Modi Woodspace

The Outdoor furniture at SaffronStays Milton Abbott, Ooty helps guests disconnect from technology and enjoy nature instead. sunlight. “Outdoor furniture should look familiar and be sturdy, stable and suitably arranged. There should be dining style chairs and more comfortable chairs of different sizes and heights for different outside experiences. Other outdoor seating types that create a home-like environment include park benches, porch swings and rocking chairs.”

The World Bazaar furniture reduces stress to the spine, while evoking good posture.

A FURNISHING APART To a layperson, a chair is a chair is a chair. However, an ergonomic chair is a welldesigned piece of furniture that reduces stress to the spine and prevents back problems, while evoking good posture. According to Dhingra, the interest for ergonomic outdoor furniture is due to the growing inclination towards wellness. “In the outdoor furniture, there is a growing incidence of the inflatable variety, which takes the body’s shape. This

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

OPS & SERVICES DESIGN

Increasing the longevity of outdoor furniture Sapna Aggarwal, creative interior designer and co-promoter, Ansa Interiors, shares some tips on how to keep outdoor furniture in shipshape condition for years ⊲ Always invest in waterproof furniture. This can withstand rain as well as maintenance by the housekeeping staff ⊲ Tung oil is slightly less effective and doesn’t safeguard against heavy rain but will keep out moisture and maintain rigid bonds between the fibres. ⊲ It is best to use poly or resin rattan, made from resin or plastic instead of the authentic rattan cane. This is perfect for hotels, as their furniture needs to withstand regular use in outdoor settings. Majority of this material is manufactured with aluminium frames and a resin mesh and is woven to mimic the appearance of the rattan palm which although attractive, is not naturally waterproof. ⊲ Hardwoods like teak are largely oil-based. This makes them a good second option, as they are also waterproof. However, they develop cracks along the grain following sun and rain exposure. ⊲ Treat the material by applying three coats of marine varnish every two years to unfinished rattan and other natural wicker. This will preserve their natural colour. ⊲ Treating outdoor furniture every three months with waterproofing sprays can also help to prolong the wicker’s life. ⊲ The most popular sprays are hardwood sprays, which come in a range of colours. A water-resistant film builds on top of the wood’s surface to create a barrier between the material and moisture. ⊲ Waterproof lacquer works well on other natural furniture but it’s not ideal for rattan or wicker. It’s easy to trap moisture underneath the coating, which will slowly damage the fibres from the inside over time.

Devendra Parulekar, founder, SaffronStays

Vaibhav Kala, founder, Atali, Ganga - an Activotel By Aquaterra

Randip Dhingra, founder and CEO, World Bazaar type of furniture is low on maintenance and can be stowed away easily when not in use. The staff can easily fold, unfold or inflate it, making it easy to maintain,” he said. Keeping comfort at the center of their designs, Modi Woodspace, has been creating handcrafted ergonomic furniture. Modi said, “All our furniture is handcrafted and designed by skilled designers who take utmost care of every minute detail. We also custom-

The two areas where outdoor furniture are most used in a hotel room are by the poolside and in verandahs and balconies of guest rooms. ise designs for our clients according to their requirements to ensure complete satisfaction.” Amit Sawhney, creative partner, Wicker World also stated how his company

places great emphasis on advanced design concepts for ergonomic outdoor furniture to meet the wide ranging demands for open spaces. “It is very important to understand that ergonomic

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OPS & SERVICES DESIGN

Sachin Maheshwary, general manager, Novotel Kochi Infopark

The Ethimo furniture from Modi Woodscape is durable, easy to maintain and move around. furniture characteristic before actual putting it into the production. The furniture is specifically designed to alleviate stress and strain, as well as reduce the potential risk of injury,” he stated. While guests are busy beavering away or relaxing on the ergonomic chairs, hoteliers have to ensure that they pick the right ones products. So how do they know they have the real deal? According to Maheshwary, it has to do with understanding what sets ergonomic furniture apart from other substitutes – it is durable, easy to maintain and also light to move around. “The characteristic that determines whether a piece of furniture is ergonomic or not is very simple – it should be stable, made of turnstile strength, easy to replace and repair. Moreover, it should be able to accommodate all guests with little assistance and be comfortable and relaxing above all,” he said simply. Kala added that it is also pleasing to the eye. “Ideally, I would select one that would meld into the hotel’s ethos. Lets leave overtly large and garish out; small and functional is equally big on comfort,” he stated. Parulekar claimed that outdoor furniture should be designed in an ergonomic way that allows guests to conveniently spend hours at a stretch. “Community tables and loungers are spots where guests can gather around and have meals together and then spend time playing games, reading and bonding with each other. These tables are a common feature in our homes and

The furniture by World Bazaar promotes healthy and spontaneous movement. usually have a backrest and cushions,” he added. RELAX, YOU ARE AT EASE Ergonomic furniture promote healthy and spontaneous movement, whether one is moving or at rest. It helps business travellers relax, since they often spend a majority of their time dashing from one meeting to another or attending events. Kala also made an interesting observation. “We spend a major duration of our lives in upright office chairs that do not allow us the luxury of putting our feet up. Outdoor seating at hotels must offer options to put your feet up, relaxing by the poolside or outdoor bar.” If furniture is needed to transport guests to enjoy this experience, then so be it! Sawhney, too, agreed with Kala, and noted that people spend to much productive time at office, so when in the outdoors they seek complete relaxa-

tion. “Therefore, it is essential that when guests are unwinding, the lounger or day bed brings then comfort. For complete relaxation, this outdoor furniture must offer adequate lumbar support, arm rest, comfortable seat depth, foot rest and soft cushioning,” he added. VALUE FOR MONEY Given that they offer better services than their simpler counterparts, are these ergonomic outdoor furniture more high maintenance as compared to the regular variety? Modi does not believe so. In his opinion, ergonomic outdoor furniture do not require high maintenance as they are a mix of style, high quality, long-lasting materials, innovation and skilled craftsmanship, which do not lose value over time. “While they may cost a little more, they will certainly last you a lifetime and more. Spending money these products is seen as an investment because the designs will continue to stay relevant for years to come,” he said. Sawhney echoed his opinion and said that the Wicker World line of ergonomic outdoor furniture requires low maintenance as it is intended to be left outside all year around. Nonetheless to enhance its longevity, the company uses outdoor fabric from Sunbrella and Para Tempotest. One rarely gets a second chance to make a positive first impression on a guest’s mind. As appearances go, a guest’s first impression of a hotel’s outdoor areas, the furniture included, goes a long way in communicating what the property holds in store for him. Hence, the selection of the right outdoor furniture will help get you that extra edge. HI

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

OPS & SERVICES TECHNOLOGY

CAN YOU PASS THAT DATA, PLEASE? Given the frequency at which data breaches are being reported in the hospitality industry, it is time to tighten the grid BY PRADEEP SUVARNA

ata breaches in the hospitality industry are unfortunately turning out to be a regular affair and not many are surprised by this turn of affairs. For the longest time, hotels and resorts have been in the crosshairs of cybercriminals and hackers because they have a gold mine of information that they gather from their guests. This is right from their personal data to credit card details. What’s more, many of these guests are not just your plain Joe and Jane, but high-profile people and their personal

information can be the proverbial El Dorado for the paparazzi. Is it any surprise then that hotels are always the soft target for cyber attacks? Talking about this, Amit Bhattacharjee, IT manager at Bengaluru Marriott Hotel Whitefield said that the main motive for cyber criminals and hackers to target hotels is to that it is easier f them to extract confidential information without being identified. “With the existing business expansions, we see a huge number of corporate travellers staying in hotels for various reasons like meetings, events or project planning. These business ex-

ecutives make enticing targets for hackers as they can get all the required information regarding the corporate assets with a simple malware packet disguised as genuine software, which is sent to their device through the internet. Once installed, these software are capable of scanning through the system and sending the data back to the originator, which can then be used in anyway desired.” Anisha Ghosal, VP, brand and marketing, Daiwik Hotels believed that after retailers began strengthening their security in 2014, these nefarious characters focused on the hospitality seg-

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

OPS & SERVICES TECHNOLOGY

and with the Internet of Things, guests ment for easy pickings. In her opinion, insist on accessing data from their perthe industry needs to invest more time sonal devices on the hotel’s network. and money on developing stronger seAccording to Bhattacharjee, this shift curity systems in order to protect guest come with a risk of data leaks as cyber information. Extensive use of credit criminals are often lying in wait to cherry cards in hotel transactions across varipick on their targets. “These criminals ous point of sale makes hotels most can get the entire information of a guest susceptible to security threats. She felt by accessing the hotel’s reservation dathat credit card fraud is probably the tabase. The same goes for external sysbiggest threat faced by the hospitality tems, like an integrated credit card sysindustry as cyber criminals try to steal tem on a POS terminal, which will directly guest identities and credit card details communicate with the bank’s server. If by intruding into hotel networks. the terminal is tampered with, then all “Hotels are exposed to cyber attacks the information can be obtained by the such as phishing, spams and Advanced external sources that Persistent Threats are scanning the (APT), which can Every time a hotel battles a security breach, it finds networks,” he rued. breach the hotel’s itself staring at significant financial risk and the impact Edwin D’Souza, IT security system. de pends on how much its systems have been affected. manager of Sofitel Free WiFi networks generally Mumbai BKC noted have weak security systems and place that another common data security guest data at a high risk. Computer vithreats is phishing, wherein a user receives an email from a genuine source ruses may also enter through weak sewith the expectation for sharing passcurity systems, slowing down or causing words or financial information. Another breakdowns in computers, servers and hazard is Distributed Denial of Service programmes running on the same net(DDoS) attack. work,” Ghosal added. “For this, a hotel should always include a process to mitigate any compromised EVOLUTION OF THREATS systems if they are under a DDoS attack. As the digital landscape changed and Other threats that the property may face wireless connectivity became the de include not adhering to security guidefacto standard, security threats have lines and policies, such as browsing burgeoned in the industry. The evolution through unknown websites or opening of technology has compounded matters,

unknown emails through hotel computers. Furthermore, attacks to software like Opera becomes one of our biggest threats as it may bring hotel operations to a standstill and may also affect guest information privacy,” he added. In addition to phishing, Kush Kapoor, AGM of Roseate Hotels & Resorts pointed out to another cyber challenge that hotels have increasingly face – ransomware attacks. Since 2015, cyber crooks have attacked many hotels and taken the control of data by encrypting them and later asked for a ransom amount to provide the decryption keys. Wanna Cry was the latest attack that happened and hotels that fell foul to this attack paid more than $17,000 to let guests into their rooms and create electronic keys. “Furthermore, there are instances like DarkHotel hacking, where criminals use a hotel’s WiFi to target a guest. They forge a digital certificate that is sent to guest to download as a software update. When the guest does this, they end up giving control of their system,” he cautioned. BAD FOR REP, BAD FOR REV Every time a hotel battles a security breach, it finds itself staring at a significant financial risk and the impact depends on how much its systems have been affected. The fiscal costs could involve IT forensic investigations, custom-

Every time a hotel counters a security breach, it finds itself staring at a significant financial risk, and this impact depends on how much its systems have been affected.

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

OPS & SERVICES TECHNOLOGY

Sumit Sharma, IT Manager, Eros Hotel Nehru Place.

Anisha Ghosal, VP, brand and marketing, Daiwik Hotels. thing that a business needs in today’s competitive world. It is, therefore, imperative that hotels secure themselves and their guests on a continual basis. Sumit Sharma, IT manager, Eros Hotel Nehru Place recommended starting with the basis i.e. implement proper security devices like firewall, antivirus, USB/new hardware blockage and proper administration access setup. “A managed network is the key to secure your network. Also, do not allow any external devices or free remote software on to your hotel IT setup as it is easy to hack if you are using trail version or free products in your hotel premises,” he suggested. Ghosal recommended getting a risk assessment done periodically specific to guest privacy policies and data security by technical cyber-security experts to know where the system is vulnerable, what safeguards to implement and whom to make responsible. “With the help of experts build necessary firewalls, data encryption and other safeguards and get insurance risk coverage against

Kush Kapoor, AGM, Roseate Hotels & Resorts.

Edwin D’Souza, IT manager, Sofitel Mumbai BKC. er notifications and legal costs towards lawsuits. However, Ghosal pointed out that such breaches adversely affect public perception of the brand jeopardising the trust and patronage of loyal guests. “This negatively impacts sales and loss of market share. Guests affected by breaches may never do business again with the brand,” she added. Bhattacharjee pointed out that legal and regulatory problems can bring their own range of issues and locking horns with regulators and litigants is the last

Amit Bhattacharjee, IT manager at Bengaluru Marriott Hotel Whitefield. cybercrimes. Educate and train the employees about such breaches/risks and develop a specific crisis response plan that will take the necessary steps to ensure business continuity, notification of guests, vendors, employees, government agencies and communicate effectively with the public and media,” she pointed out. D’Souza suggested securing all billing systems first to secure protect guests personal and financial information. “Secondly, hotels need to think about multiple endpoints and remote connections they rely on to run the property’s operations. Electronic door locks, HVAC controls, alarms devices can fall under the control of cybercriminals aiming to disrupt normal operations. Thirdly, the antivirus systems should be updated regularly. An outdated antivirus can result in patches that can act as gateways for hackers to attain confidential guest information,” he suggested. The best laid security plans are often laid to waste because the IT heads do not have a holistic vision for secu-

BETTER SAFE THAN SORRY Here are some steps to keep a guest’s payment card data details and other data secure ⊲ ⊲ ⊲ ⊲ ⊲ ⊲ ⊲ ⊲ ⊲

Opt for PCI-compliance for PMS and POS applications. Use CRES encryption system to secure a guest’s card details. Implement 3rd party application for accessing security Restrict use of multimedia devices like by hotel staff public area Route credit card information through IVR system and payment through banking secure site Use paper shredder to destroy any sensitive information after use. Ensure no application saves the CVV or PIN. Discourage third party access to servers/PMS of the hotel. Have a separate network for the hotel server with PMS and another for the WiFi network for guests.

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

OPS & SERVICES TECHNOLOGY

rity and privacy, which is crucial. Bhattacharjee stated that another equally important thing that hotels need to do is apply regular security updates as recommended by the vendors and internal security teams, which help in reducing the risk of data breaches. “Users who handle the data also play a vital role in protecting information from various sources. They should be trained on important topics like Information Protection and Privacy, which impart essential knowledge for using the different applications and also communicating with people,” he added. Dalvi stated that keeping data sensitivity into consideration, data can be secured using highly secured firewall at the root level, using anti-spam based corporate anti-virus with updated definition and also avoid piracy to have updated patches on the system. At the same time, he recommended training the people who will be interfacing with guests, as well as associates at the backend of the business. Kush Kapoor agreed with him and said that the staff has to be well edu-

cated about the perils of cyber threats, so that they, in turn, can use a modicum of caution while interacting with guests. “Hotels keep their network fairly open to guests, so that they can access the internet. This allows cyber criminals to take advantage by making zombies of any of the guest system as an entry point to the hotel network, availability and access of multimedia,” he warned. Security at a hotel has to go beyond installing the latest technology; it should also encompass training employees so that they do not inadvertently give hackers access to the network. The ideal way to do this is by creating a standard operating practice manual outlining the hotel policies on responsible technology usage and ensuring that it is followed. “Employees can be restricted from downloading or installing software on company computers. Further, the web surfing can be limited, and the employees well trained to recognize, delete, and report suspicious emails or links, and teach them to create strong passwords. Most importantly, it is important to create a culture of accountability,

Amit Dalvi, corporate IT manager, Pride Group of Hotels. so employees know they are responsible for protecting hotel data as well,” D’Souza advised. A well-defined policy, once implemented and then regularly monitored, goes a long way in mitigating several data security challenges and can thwart many an online miscreant. Ultimately, what matters most is to have a clear vision about the holistic security of the IT network and have a contingency plan for any loopholes from the privacy perspective. HI

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INDUSTRY DEBATE

ITâ&#x20AC;&#x2122;S HAPPENING! With the rapid technological evolution, various stakeholders in the hotel business discuss the emerging and reimagined innovations that can offer better value to their companies BY PRADEEP SUVARNA

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

INDUSTRY DEBATE

hen it comes to technology, there is a lot of white noise flying in all directions. Guest needs are constantly evolving and keeping up with these means making significant investment. Most of these investments, believe it or not, end up with the tech bucket, because increasingly hospitality is transforming into a tech-oriented industry. Two hospitality professionals – Zahid Memon, director, IT, Keys Hotels and Rajinder Kapur, VP, finance and legal, Choice Hotels – give they distinct viewpoints on how they determine the technologies that their brands should invest in based on the attributes which will bring in better value to their organisations. What’s more, we also discover whether emerging technologies, like AI and machine learning, can truly enhance guest experiences, especially when many hotel companies are struggling with unresponsive or outdated websites, which are sometimes not mobile-friendly.

Guest experience through AI-powered concierge robots and digital assistance has already paved its way globally, though it is at a nascent stage in India.

As technology keeps advancing, how do CIOs and CTOs decide which technology will bring enhanced value to their company? Zahid Memon: Personally, I feel technology should be evaluated keeping two key stakeholders at the centre of the decision-making – consumers and employees. Selecting the right technology will really depend on how the brand’s core target audience is evolving. For example at Keys Hotels, we cater to young millennials who prefer to explore our website through their mobile devices. Hence, we have ensured that our website is mobile responsive. We also saw a need for a chat option, through which our guests can interact with us without having to call us. At an organisation level, technology should enable its employees to take quicker and smarter decisions that eventually should lead to better productivity. Rajinder Kapur: It various from company to company. Each receive various reports, which provide data and analysis to the management, within organisation and that of competitors. This in turn helps them make the right decision.

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

INDUSTRY DEBATE

Which is one innovation that your company is planning to invest in, which it believes will have a direct impact on its bottom line? Rajinder Kapur: We are planning to invest in an interactive website, which we have been considering for a while. Zahid Memon: To ensure that we deliver on our brand promise to deliver happy experience to our guests seamlessly, we have implemented tools that allow us to listen to our customers across social media and also give us a deeper insight into guest preferences and trends. As a brand, we love to hear our guests and offer them a memorable stay without an exception. At the core of our business, we have a team of talented revenue management professionals who operate above property. In the near future, our focal point will be to equip the team with a dynamic revenue management tool to optimise the pricing decisions. Can emerging technologies like AI and machine learning truly help in enhancing guest experiences, especially when many hotel companies are still struggling with unresponsive or outdated websites, which are sometimes not mobile-friendly?

Zahid Memon, director, IT, Keys Hotels Zahid Memon: Guest experience through AI-powered concierge robots, digital assistance, voice-activated services, travel experience enhancers, automatic data processing (machine learning) has already paved its way in the western world, though it is still at a nascent stage in India. These technologies certainly add to the overall experience, but they are not necessarily important attributes in our segment in the purchase cycle, which is mid-scale. Rajinder Kapur: I agree with the conjecture that we need to first set our existing IT structure right before moving towards AI technology. We have to up-

Rajinder Kapur, VP, finance and legal, Choice Hotels grade our websites to match with the present requirements, like smart and mobile-friendly websites. Which are the areas in the hospitality business where AI will play a significant role? Rajinder Kapur: AI technology is likely to play a very significant role in the hospitality business provided we implement it gradually and prudently. Firstly, we have to upgrade or revamp our existing websites with responsive and mobile friendly ones. Once this is done, we may need to systematically move to AI technology, which can then be imple-

When it comes to communication, millennials like to have the chat option, through which they guests can interact with brands without having to call in.

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

INDUSTRY DEBATE

A virtual tour can become a smart replacement of the traditional brochure, allowing hotels to offer a more immersive experience through 360-degree view of the hotel. mented in almost all the functional areas of the hospitality business, starting from guest enquiries to check out. Zahid Memon, director, IT, Keys Hotels: As the learning models evolve, AI powered booking engines will drive direct bookings by interacting with the guests, customising offers and thereby improving guest experience. It will assist in managing large volumes of guest data more effectively. It will simplify the process of collecting and analysing the data to understand guest behaviors. Pricing strategy done based on real time supply and demand inputs would help the brand to get better ROI.

quantum, brands have a responsibility to take care of its security and privacy. Further, guest facing technology infrastructure elements such as better WiFi, in-room automation, Smart TVâ&#x20AC;&#x2122;s etc. create an impact to the guest in-room experience. Rajinder Kapur: Guest expectation should be recognised and various recommendations should be offered to them as per their choice. This can be done only if brands have access to updated and easily available database. The best way to avail of this database is to store it on cloud, which is easy for archiving and retrieval.

Which are the more prudent technologies that CIOs should concentrate on to have a robust infrastructure that will also help them in providing better guest experience? Zahid Memon: Having a robust data management system that is integrated with all channels of distribution is inevitable. This will allow brands to capture guest journey across multiple channels, giving a holistic view of guestsâ&#x20AC;&#x2122; buying behaviour and product preference. With data flowing in increasing

The hospitality industry is experimenting with voice-activated technology. Is this a fad or will it become a mainstay in the hotel space? Zahid Memon: Advancement in the voice-recognition technology will be one of the most interesting evolutions that the industry will get an opportunity to witness. With Alexa enabling in-room automation and now with Google Duplex, voice assistance will drive the next wave of consumer experience. Rajinder Kapur: In recent times, Goog-

le has been experimenting with Google Assistant to replace human interfaces. If the hotel industry were to try to add voice-activated technology to various fields in a similar fashion, it will improve guest experience. How can technologies like virtual and augmented technology help in enhancing guest experience? Rajinder Kapur: Technology is changing very fast, the implementation of virtual and augmented technology would be beneficial and would enhance guest experience, but it requires accurate database. Further, the capital investment would be higher but it would reduce the recurring expenses and enhance guest experience, which is the backbone of the hotel industry. Zahid Memon: Our industry is already a front-runner in giving consumer experience through virtual reality and artificial intelligence. For example, a virtual tour can become a smart replacement of the traditional brochure, allowing hotels to offer a more immersive experience through 360-degree view of the hotel. Another initiative that we have seen emerging is interactive chatbots. HI

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

AWESOME

CREATING A WORLD OF OPPORTUNITIES With its resurgence, AWESOME aims to create holistic new channels of engagement that can address various dilemmas, challenges and opportunities in the industry.

hile most facets of a hotel are given their due prominence via various showcases, the most vital facet is often overlooked. It is unabated that

though food, design, rooms and other amenities gain recognition and popularity, the engineered part of a hotel remains unexplored. It is, in fact, the crux of all matter â&#x20AC;&#x201C; how a hotel is engineered from scratch determines the hotelâ&#x20AC;&#x2122;s physical longevity.

Undeniably, this longevity is of significance, before any other image or brand-building exercises. Working behind the scenes is always a team or chief engineers for whom delivering a well-built, shaped and fitted out

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

AWESOME

hotel is the task of the day. Recognising the importance of their role, Hotelier India seeks to collaborate with them and engage their knowledge, issues, challenges and expertise in this segment. AWESOME was originally formed in October 2006 by a group of chief engineers from various hotels. Through its decade long journey, the entity has grown and incessantly worked towards its cause and today encompasses experts from various other sectors such as entertainment, healthcare, corporate buildings, etc. With its resurgence, AWESOME aims to create holistic new channels of engagement that can address various dilemmas, challenges and opportunities in the industry. The clearly defined objectives of the entity include: • Means to leverage resources • Sharing best practices • Benchmarking industry trends • Identifying processes and technologies that create a learning environment for talent development • Learning about new products, innovations that would benefit the industry • Promote environmentally conscious business operations. AWESOME’S BOARD OF NORS IS INSTITUTED BY:

GOVER-

President PREM THAKUR Director, Design & Project Management, Global Design - Asia Pacific, Marriott International Prem is an engineer with over two decades of experience in the hospitality segment in architectural space, layout planning, project management, design review, design management, systems installation management, budgeting, value engineering, property evaluation and improvements, strategic planning, technical support, plant engineering services and maintenance management. He is also the Member of Royal Institute of Chartered Surveyors MRICS and an accredited professional of Indian Green Building Council (IGBC).

Secretary RAKESH BHATIA Senior Vice President, Ecofirst Services Limited A proactive and competent professional with over 22 years of progressive experience, Rakesh's expertise lies in sustainable habitat planning, LEED coordination, installation of services and utilities in five-star hotels, corporate hospitals, and commercial buildings. He currently leads the project delivery and business development wing across projects involving infrastructure, MEP design, LEED facilitation and commissioning projects as core competency. Treasurer SUDHIR SHELAR Chief Engineer Facility, JSW Steel Ltd. After working with several prestigious hotel chains like the Taj Group of hotels, Hyatt, etc, Sudhir then moved on to the entertainment segment, where he was associated with INOX Leisure. Here he played a vital role in converting 250 celluloid movie halls into 4K digital projection system and created the first Cinema Network Operating Centre (NOC) under his leadership. While working with Hyatt, he was twice recognised and awarded for his contribution towards rainwater harvesting and waste water management. His expertise also helped JSW Centre, the company’s headquarter building, achieve the LEED Platinum certification from IGBC. Marketing Communication RAHUL PABALKAR Managing Director, ASPA Watermelon Hospitality An engineer by qualification and profession, Rahul joined ASPA WYMAN in 1998, a venture that deals with air handling filters, fan coil unit filters, activated carbon and chemical filters, humidity absorbent filters

and HEPA filters. He’s been engaged with the HVAC vertical for over 30 years and has been working with major food and drug manufacturers in the industry. The company is involved trough various phases of the projects – right from funding, feasibility, branding, PMC to handing over of hotel properties in India and Maldives. Head Technical Programs SHANKARESHWARAN J Sr General Manager - Facility Management, Reliance Industries Ltd Shankareshwaran is an certified energy auditor, with over 20 years of experience and has worked with several leading chains in the country like Taj Group of Hotel, ITC, Marriott International, etc. Member SANJAY BOBHATE Assistant VP – Engineering Reliance Industries Ltd. With an overall experience of 22 years in hospitality industry, facility management and continuous process industries, Sanjay currently is working as Assistant Vice President – Engineering at Reliance Industries Ltd. He has previously been a part of several preopening teams and played an instrumental role in successful opening of various hotels such as Four Seasons, Mumbai, J W Marriott Hotel Juhu, and Wildflower hall, an Oberoi Resort in Shimla. Member ATUL HALDE Executive Engineer, Godrej Industries Limited A MEP and technical facility management professional, Atul hones over nine years of experience in running effective corporate facility and possesses expertise in data centre security, energy management, vendor and client management, etc.

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AWESOME

Member PETER D’SOUZA GM, Engineering & Projects, Lilavati Hospital & Research With over 35 years of experience in electrical engineering, Peter has adeptly handled several engineering, maintenance and renovation projects. He’s currently working in the healthcare sector with Lilavati Hospital & Research, and has been with the institute for over two decades. Prior to this he was working with Taj Group of Hotels for 15 years.

years in hotel operations (at Taj, Starwood, Keys Hotels) and facilities management (at IL&FS, Mahindra, Citibank), Pragnesh in his current role handles a wide array of responsibilities including MEP design, overseeing greenfield projects, undertaking technical diligence for brownfield acquisitions and supervising engineering operations that also includes budget and FF&E, renovation and refurbishment at five hotels, which in total comprise of over 2,400 rooms under operation.

Member CHANDRAKANT KUMAVAT AVP Engineering, INOX Leisure Ltd. Managing a portfolio of 124 multiplexes across pan India, Chandrakant aces in controlling and monitoring the capex and opex of approximately INR 150 crore. Over the course of time, he had the opportunity to gain experience in chemical industry, project management, pre-openings and operation and maintenance of several hospitals, hotels, offices and multiplexes.

Member RAMCHANDRA BHIVSANE AVP- Administration & Facility/MED, Reliance Infrastructure Limited Ramchandra has worked with several hospitality giants, such as Taj Group of Hotels, Amby Valley City, Novotel Mumbai, Pullman Gurgaon, before joining Reliance Infrastructure.

Member ATUL TENDULKAR Head, Technical & Facilities (Western Region), Matrix Services Having worked with some of the most elite organisations in the country, including the Indian Navy, Atul has an extensive career of over 26 years in the CRE including management of facilities in various sectors like financial & banking, hospitality, BPO, pharmaceutical and other residential & commercial buildings; and has also monitored and executed critical set-ups like data centres and multilevel utility backup systems. Member PRAGNESH DOCTORIA GM, Engineering, Chalet Hotels Ltd An operations engineer and a MEP expert with a career spanning across 20

Member PRASHANT VAIDYA Director of Engineering, Sofitel Luxury Hotels and Resorts Prashant’s journey with Sofitel Mumbai BKC started in July 2010, with 25 years of rich pre-opening and opening experience in hospitality. His primary responsibilities include maintaining the entire hotel facility, including the physical building structure, hotel grounds, all mechanical, electrical, HVAC systems and related equipment in accordance with energy conservation and preventive maintenance programs as per local codes and regulations. Advisor VIKRAM CHOUBAL VP - Project Management, South Asia, Marriott International Vikram and his team, based in Mumbai, are responsible for the discipline in design and project management for all the hotel brands of the company

in the region. He has extensive experience in the hospitality industry which included, VP for Taj Hotels and responsible for all disciplines including fit-out, procurement, finance, etc; and later worked for 14 years as VP of engineering for Oberoi Group of hotels in engineering, operations and projects. Prior to working with the Oberoi, he has worked in the merchant shipping industry and has sailed on oil tankers for 14 years, gaining a hands on experience and the chance to work with various nationalities. Advisor SUNIL RELIA Vice President - Technical, Jones Lang LaSalle India With a career spanning more than three decades, Sunil’s expertise lies in facility management engineering operations and maintenance. He has overseen the complete transition of hotels from project stage to handover to operations, following appropriate procedures for handing over and taking over. He has also led multidisciplinary teams of hotel facility management for efficient working and held numerous relevant training sessions and exposure workshops for team members on technical and soft-skills development for customer satisfaction. Advisor KD DEODHAR Director - Technical, ASPA Watermelon Hospitality Infrastructure Co. Deodhar started his career with the Taj Group of Hotels, where he worked for 38 years and gained extensive experience in hotel services, planning, design, installation and operation. He has been actively involved in implementation of energy saving programmes, environmental initiatives, etc. HI

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Hotelier India would like to thank all the partners, speakers and delegates who were present at the sixth edition of the HOTEL BUILD 2018, held on the 17th of May, 2018, at the Westin Gurgaon, for making this summit a phenomenal success. See you next year...

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Speakers of the first panel discussion: (L to R) Mandeep Lamba, Alok Verma, Suresh Kumar, Ajay Bakaya, Raj Rana, Deepak Uppal, Prashanth Rao Aroor and Souvagya Mohapatra.

DEVELOPING THE POSSIBILITIES The Hotel Build 2018 conference elaborated on commercial challenges, operational efficiency and the ongoing dominance of technology in the sector

he hotel industry constantly yearns for innovation, with each hotel brand and operator seeking ways in which they can differentiate themselves to gain their own unique space in a very crowded marketplace. Technological tools have undoubtedly established themselves as the game changers in this sector and thus the discussions at Hotel Build 2018 forum, that was held last month at the Westin Gurgaon, inadvertently focussed on some imperative topics such as emerging trends in hotel

Vikram Choubal, VP - Project Management, Global Design â&#x20AC;&#x201C; Asia Pacific, Marriott International

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Gurmeet Sachdev, director, ITP Media Group India.

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PANEL SPEAKERS: INC TALKS: A DISCOURSE WITH LEADERS OF THE HOTEL INDUSTRY • • • •

Sunil Khatwani, VP & Business Head -System AC Division, LG design, cost-effective build techniques, adoption of smart construction methodologies, etc. Beginning the forum with her opening address, Gurmeet Sachdev, director, ITP Media Group India, delivered a brief overview of the hotel industry and a

• • • •

Raj Rana, CEO - South Asia, Radisson Hotels Group Ajay Bakaya, MD, Sarovar Hotels & Resorts Alok Verma, CEO, Cygnett Hotels & Resorts Souvagya Mohapatra, Executive Director, Mayfair Hotels & Resorts Prashanth Rao Aroor, CEO, Intellistay Hotels Suresh Kumar, Founder, KUE Management Services Deepak Uppal, Executive Director, Vatika Group Moderator - Mandeep Lamba, MD - Hotels & Hospitality, Jones Lang LaSalle

brief gist about other upcoming knowledge initiatives such as BEAMS 2018 and the Marriott Global Design Asia Pacific Confluence. Sunil Khatwani, VP & Business Head,

System AC Division for LG, then took the stage to present about the innovations and research taken up by the company in the HVAC segment. Given how critical air conditioning systems and equipments are to hotel buildings, his presentation listed out all the varying products in its portfolio that cater to properties diverse in scale and functions. The first panel discussion moderated by Mandeep Lamba then commenced, witnessing a session with leadership experts, who deliberated on the direction and outlook of the industry as a whole. Before starting off with the discussion Lamba illustrated a case study exercise that they had conducted with some of the hotel management students to visualise the hotels of tomorrow. The exercise shed light on how technology can be integrated to completely automate guest experience – right from the pre-

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arrival to the check out stage and also through post departure. Stating his own opinion about the change in how hotels would operate 15 years from now, Lamba says that “Though we think that hotels shall eventually transform from the way they function today, I believe that companies aren’t yet responding to the requirement of change at the pace that is necessary. In the past decade or an half, I’ve found that hotels, more or less, have been the same.” On a contrasting note to this opinion Ajay Bakaya expressed that “Completely eliminating human touch from the hospitality experience, in my opinion is never a good idea. The picture that you’ve envisaged might be for the next-gen millennials, who in most could be antisocial and self-contained individuals, but not necessarily the happiest. The second factor that I’d like to mention is the cost effectiveness of these technologies. Hoteliers

Vidhi Godiawala, business development manager, Central & South Asia, STR,

have never been at the forefront of embracing technology. It’s always imperative for them to vet out the advantages of the same against its cost. Without justifying these factors, we will not see hotels blindly implementing these systems as a fad.” Concurring with Bakaya, Raj Rana continued this thread, stating, “Human life, in general, can never be completely driven by technology. Advancement in artificial intelligence may help us progress in that direction, but it needs to be extremely thorough before we can let it govern our day-to-day lives. For example, a robot may be programmed to infer that a Mr Singh is only from Pun-

THE THINK TANKS: LEVERAGING THE DYNAMICS OF THE STRUCTURE AND ITS DESIGN • Vikram Choubal, VP - Project Management, Global Design – Asia Pacific, Marriott International • Cyrus Madan, COO, Carnation Hotels • Dhruv Hoon, Vice President - Hotel Development, South Asia, Marriott International • Rohit Jain, Associate Director, Total Integrated Design • Vibhav Tomar, Sr. Vice President and Chief Program Manager, Prestige Group • Amitabh Tyagi, Vice President and Head - Technical Services, Taj Hotels Palaces Resorts Safaris • Sunil Khatwani, VP & Business Head -System AC Division, LG • Sanjay Dhingra, Director & CEO, Albergo Project Services • Moderator - Ashish Rakheja, Managing Partner, AEON Integrated Buiding Design Consultants LLP

jab; but in reality he could very well be a non-Punjabi speaking individual from any another state. Such cultural nuances, which play an important role in hospitality, are not only objectively driven but also need subjective analysis. Until that does not happen, technology, in its actual adaption in hotels, will struggle. As with any other business, Alok Verma also emphasised on the ROI factor of any new introduction. Moving away from guest experience, Deepak Uppal, shed light on how automation has helped streamline equipments and systems operations and performance. He said, “Technology has definitely been a disruptor in every field. Hotels too aren’t an exception. From HVAC systems to lighting to motorised curtains – every equipment is transforming in its function. And as time goes by, cost of these equipments is constantly dropping while digitalisation is rampantly evolving. This has helped us assimilate vast data and pre-empt critical decisions – be it for maintenance or upgradation.” Being the youngest on the panel, Prashant Aroor aptly explains the two main domains that technology is divided into: “One is for the back end functions, which have aided hotels in saving energy, reducing cost, automating routines, etc. The second domain is the front end system that interacts with the guests. On this, I think, hotels must not be at the cutting-edge, unless you are a brand specifically catering to tech-brats. Otherwise, while we all want to believe

Speakers of the second panel discussion: (L to R) Ashish Rakheja, Vibhav Tomar, Sunil Khatwani, Vikram Choubal, Amitabh Tyagi, Sanjay Dhingra, Cyrus Madan, Dhruv Hoon and Rohit Jain.

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Speakers of the third panel discussion: (L to R) Shree Bhandari, Vipin Khandelwal, Harish Chandra and Prem Thakur. that people only stay at single chains wherever they travel, the truth is that they always shop rate and every hotel has a different level of technology. If people have to learn to use technology for one night, it's an irritation rather than a convenience. hence, its better to adopt digitalisation as and when it seeps into use amongst households in general." With this Lamba concluded the session having collated diverse ideologies and opinions on the topic. The second panel discussion moderated by Ashish Rakheja, continued on the same thread, but delved deeper into the construction and design methodologies adopted by hoteliers. Opening the session Rakheja spoke about an observation that he’s made through the years: “The conventional time period for a hotel construction, one that I’d grown up with, was six to seven years. This has now changed to 24 months and, of what I know now, the future handover period, that’s already in process, is six months.” Given this, he asked the panel mem-

EXPLORING THE BUILDING TECH BLOCKS OF A HOTEL • Harish Chandra, Director - Information Technology, Sarovar Hotels and Resorts • Prem Thakur, Director - Design & Project Management, Global Design – Asia Pacific, Marriott International • Vipin Khandelwal, Hotel Opening & Implementation Manager - Global Technology, South West Asia, IHG • Rahul Pabalkar, MD, Aspa Watermelon Hospitality • Moderator - Shree Bhandari, CTO, Panchshil Hospitality

bers about their views on the emerging trends and challenges that the industry is facing in terms of the design and construction. Being the only designer on the panel ,Rohit Jain responded to this by stating that “Though there are faster construction techniques being introduced in the industry, I still believe that hotels take a minimum of two years for completion, because there are multiple factors in-

Delegates in conversation with teh panel members post the discussion.

volved in the process – one is of course the time it takes to coordinate finances. This hampers and delays the time it takes for us to plan and design.” Adding on to this Vikram Choubal also mentioned that statutory requirements too pose immense problems in the country – the absence of a singlewindow clearance also elongates the delivery period. Heading one of the fastest growing brands in India, Cyrus Madan shared his experience: “If you remove regulative processes, pre-construction and postcompletion licensing and approvals, one can actually build a 2,50,000 sq.ft hotel within 36 to 48 months. Handover period also can differ from state to state – for example, one has more advantage in Delhi, than in Mumbai, as it’s a bit more stringent there.” Bringing in the whole construction process together, Amitabh Tyagi revealed that, “The difference between how projects were built earlier and today is that, earlier people use to first start building the structure and then took up interiors and later moved on to MEP. This was a very inefficient process. However, today, there is a lot of emphasis that is being given to integrated design management, even before actually commencing escalation. This has resolved quite a lot of issues and extensively optimised the construction process thereby cutting short the execution phase.” Onto this Sanjay Dhingra quipped that architects and designers take up lot more time, than given, to submit their designs and further on make several changes constantly, causing unneces-

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Congregation of project heads, chief engineers, IT managers, consultants, architects and designers at the HOtel BUild 2018 conference. (top and below left)

The conference established an interactive forum for the delegates attending the sessions. sary delay. He adds that “Ideally, the final design should be provided by nine months and then construction can accordingly be completed within the next 18 months.” Responding to the first part of Rakheja’s question about the emerging trends, Dhruv Hoon observed that, “The biggest trend that we are currently witnessing now is conversions. These are not the typical Greenfield projects, where you had the ability to go to the drawing board at the very beginning and work things through the way you would have ideally liked them to be. However, half of what we are doing today are hotels that are either Brownfield or they are industry hotels that has being converted to one of the other brands.” The panel then further went on to discuss the benefits of BIM for the industry and why its adoption is still at a nascent stage in the country, advantages of prefab structures, the cookie-cutter approach to design, etc, before concluding the session.

In the ensuing presentation, Vidhi Godiawala, business development manager, Central & South Asia, STR, made an insightful presentation titled ‘India in numbers’. The address shed light on various critical statistics in hospitality. The final panel discussion of the day bought together CIOs, CTOs and chief engineers to delve on the role digitalisation plays in the working and maintenance of a hotel. Moderated by Shree Bhandari, the first question he put across was “how can hoteliers chart requirement and accordingly implement technology at the early stage of projects?” Illustrating the same with an example Prem Thakur, explained that “Before we talk about deciding on the required technology, we first need to understand the product. For example, we are presently working on a project with the Prestige Group. This is the pilot project for us where BIM is being implemented. With the help of 3D models created on Revit for the same – we are now able to visualise the entire building, with its cor-

ridors, ceilings, even shafts, etc. – to the extent that the owners are also willing to experiment to build a complete room offline in a factory and just bring it to site and tuck it in. Thus, this is one technology that definitely should be integrated at the conceptual stage itself as it helps reduce cost, saves a lot of time, reduces discrepancies, and creates defined synergies between all the stakeholders involved in the project.” However, despite having the right teams and consultants, he adds that due to our Indian mindset, nobody wants to not adapt new things, and challenge change. Hence, we haven’t been able to reap the full benefit of BIM yet. Mirroring Thakur’s thoughts, Vipin Khandelwal also suggested that we need to break the resistance and embrace the changing shifts in technology, because this is the way forward – to build better and sustain in the future. The conference ended with resounding success in its aim to exchange knowledge and debate number of issues. HI

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# GLIMPSES FROM HOTEL BUILD 2018

Delegates networking at the Hotel Build 2018 Conference.

The Cygnett Hotels & Resorts team.

(L-R) Vikram Choubal, Mandeep Lamba and Gurmeet Sachdev.

Alok Verma from Cygnett Hotels.

Amitabh Tyagi from Taj Group of Hotels.

(L-R) Cyrus Madan, Souvagya Mohapatra, Rattan Keswani of Lemon Tree Hotels and Himmat Anand from Tree of Life Resorts & Hotels.

Hospitality consultant Madhu Chandhok.

Speakers from first panel discussion of the day: (L-R) Suresh Kumar, Ajay Bakaya and Raj Rana.

(L-R) Rashmi Naicker from Hotelier India with Vipin Khandelwal.

The Think Tanks: (L-R) Amitabh Tyagi, Sanjay Dhingra, Cyrus Madan and Dhruv Hoon.

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BASKING IN THE SPOTLIGHT The Professional Housekeepers Association organised the 3rd National Housekeepers Convention & Anniversary 2018 at Bengaluru recently

he Professional Housekeepers Association (PHA) organised the 3rd National Housekeepers Convention & Anniversary at Bengaluru on 20th May 2018. It was hosted by The Ottera Hotel at Electronic City. Jayashree Nagaraj, founder president and chairperson of PHA along with her team steered the event, which saw the participation of attendees from across the country, including representation from Telangana, New Delhi, Kerala and Goa. The event was kickstarted with the traditional lighting of the lamp by Meenu Tognatta, divisional housekeeper, ITC Hotels. Senthil, assistant housekeeping manager, The Oterra Hotel performed a welcome dance invoking Lord Shiva, which received lots of applause from the audience. Ms Sathyabhama anchored the event and introduced the various speakers, including Bharti Singh Kalappa, founder member and VP of the association’s Karnataka chapter who spoke about PHA’s initiatives over the last year.

eral secretary of Hospitality Purchasing Managers Forum (HPMF) and Sreenidhi, MD of Omi. Sreenidhi, who is PHA’s knowledge partner and also the MD of Oscar Murphy Life Strategies, urged housekeepers to participate in core functions of hotel operations to make their presence better felt in the industry. Tognatta emphasised the need for housekeepers to have a humane approach. “Perseverance and an undying attitude to solving daily issues is the key to better output. The need for housekeepers is to rise from being an expense division to becoming a decision-making

one, in terms of revenue generation,” she said. During his interactive address with the audience, Nagrale got the latter to answer the purpose of PHA's existence and how its members gain by being a part of the association. In her address, Nagaraj highlighted PHA’s various activities and future plans and emphasised about her team’s dedication. Tognatta, Mahendra Singh, Nagrale and reputed hospitality consultant Madhu Chandhok also shared their experiences and insights about success with the audience. Singh announced that IFMA

STAND UP, SPEAK UP The guests of honour included Mahender Singh, director of IFMA India, Nitin Shankar Nagrale, founder and gen-

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Members of the audience had many questions about skill development in housekeeping.

Nitin Shankar Nagrale, founder and general secretary of Hospitality Purchasing Managers Forum highlighted how PHA members could benefit by being a part of the association.

PHA’s founder president and chairperson, Jayashree Nagaraj (center) with hospitality professional Madhu Chandok (right) and Ganesh Narayan, who prepared an anthem for the association. would work closely with PHA for various upcoming projects. Ms Chandhok gave a brief insight on the way forward for housekeeping professionals and alternate career options. She also highlighted the importance of staying in trend with the design concepts for tomorrow and insisted that there should be no compromise to quality and speed. STAYING RELEVANT The panel discussions at the event had topics that highlighted pertinent issues, including how smart housekeepers can synergise with various partners to excel in hotels. Additionally, many hospitality professionals from Bengaluru and Telangana spoke passionately about team building and co-existence.

A panel discussion, moderated by Prabhat Shukla, founder president and chairperson of Doha Housekeepers Association and executive housekeeper of The Intercontinental Doha), touched about how ready was the industry to handle millennials. The speakers in this session included Amlan Kumar Dasgupta, VP, Skill development of Presidency College of Hotel Management, who gave insights to retaining the new generation and keeping them interested. While the event was about the importance of housekeepers in the constantly evolving hospitality industry, an interesting dimension to their profile was displayed. This was about the role they played when it came to sustainability. Highlighting this, the team from Bangalore International Airport Ltd deliv-

ered a presentation on the best sustainability practices implementation followed at the Airport. Sundara Charitable Trust, a NGO, made a similar presentation on soap recycling, where used soaps were collected and recycled to make fresh bars and then issued to remote villages. Kenneth D’Souza showed how housekeepers could play a crucial role in this endeavour to promote hygiene amongst the lesser privileged and reduce the possibility of these soaps reaching landfills. His presentation saw many housekeepers present at the event wholeheartedly pledging to support the cause. PHA also unveiled its anthem, which was composed by Ganesh Narayan (RSG), and which he sang on the stage, to the delight of the audience. The event also saw the announcement of PHA’s new national committee members, who were unanimously elected by the association’s life members. HI

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READY, STEADY, GO? JLL India’s India Hospitality Industry Review 2017 shows that hotel markets are exhibiting signs of sustained growth

JLL’s research suggests that nearly $1 billion worth of tradable assets are available in the market today, and income yielding assets in key markets will see enhanced valuations by next year.

ver the last three years, hotel markets have started indicating signs of sustained growth, thereby, paving the way to an eventual recovery. This growth is attributed to a moderation in the development and opening of new hotels, complemented with stronger than average demand. JLL India’s has released India Hospitality Industry Review 2017, an interesting report that provides a holistic viewpoint on various factors affecting this asset class in addition to the performance of top 11 markets of the country. It also brings out the reasons that make each one of them an important contributor to the overall performance of this discerning asset class. Here are excerpts from the report. EXCEEDING EXPECTATIONS India’s GDP grew 7.2% in the third quarter of FY 2017-18, exceeding expectations and grabbing back the place of the fastest growing economy from China on the back of a rebound in com-

mercial activity driven by the manufacturing and construction sectors, as well as an expansion in agriculture. India’s growth is projected to increase gradually to 7.4% by 2019-20 and the World Bank projects India’s economy to recover gradually with improvements in private investments through FDI Inflows, certain projections of inflation, external conditions remaining stable and no expected disruptions in the Manufacturing, IT/ITeS and construction industry are expected to pull the Indian economy together. However, 2017 was a year of disruption and turbulence for the hospitality sector. It witnessed the impact of two major government policy decisions demonetisation and GST, along with the Supreme Court ruling that banned the sale of liquor in all commercial establishments located on or within 500 metres of any national and state highways, setting back the hospitality industry’s hopes of improved performance after it garnered some tail winds in 2016. These two incidents, which dampened the business sentiment in early

part of 2017 are now behind us, and once again this resilient industry has taken the losses and moved on, as the high GST tax brackets for the sector continues to act as an impediment along with the definition of its applicability on the ‘published tariffs of hotels’. Despite complexities surrounding the sector, all major hotel markets in the country witnessed growth or held steady in 2017 performance. This growth was evident either through strong increase in occupancy or ADR or both. The performance has made 2017 the best performing year since 2012. The strong growth was an outcome of strong demand and a dip in the development and opening of new hotels in 2017. The data from the Ministry of Tourism on Foreign Tourist Arrival (FTA) corroborates the trend. With 16% growth in FTA, the absolute number has crossed the 10 million mark for the first time

All major hotel markets in the country witnessed promising growth or held steady in 2017 making it the best performing year since 2012, on the back of strong demand growth and a slowdown in hotel supply additions.

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ever in the countryâ&#x20AC;&#x2122;s history. Clearly the positive gap between demand and supply in 2017 resulted in the improved performance of hotels, and this trend is expected to continue in 2018 as well. This is likely to incentivise hotels in key markets to push the envelope on pricing, which has traditionally been a laggard on the sector. Despite a lag in 2017, the hotel transactions market of operating assets in 2018 is poised to see a quantum leap thanks to the overall improving macro-economic scenario in the country and enhanced leisure and corporate travel. This would be the third consecutive year of improved hotel operating performances and steady decline in the new hotel supply. In this report, key markets have been mapped to find that almost USD one billion worth of tradeable operating hotel assets are in the market and we could soon be witnessing a more sustained capital flow in the change of ownership of operating hotel assets. IMPACT ON INVESTMENT SALES The hotel transactions market continued to contract in 2017, a trend witnessed in 2016 where this market in India contracted by 47.3%. While the sale of the Premier Inn India Hotels Portfolio, marketed by JLL, added some strength to the market, sales contracted by 7.5% during the year 2017 in comparison to 2016. At the beginning of 2017, the hotel transactions market was set to witness nearly 12 to 15 hotel asset transactions, which in addition to the sale of the Hotel Management Company Sarovar Hotels to Louvre Hotels Group would have ranked the year among the best performing in recent history. But disappointingly, the year closed at eight hotel asset transactions, including the sale of the Premier Inn India Hotels Portfolio. A common theme among all the hotel transactions in 2017, as has been in the recent past, was the discount that buyers secured to current replacement costs. While this would have ideally meant higher participation from large number of investor groups, their absence stems from the continuing mismatch of hotel valuations to current yield expectations of the sector. Average Daily Rates in all key markets have started to rise after three

2017 recorded a staggering 62 hotel conversions up from 33 in 2016, with the portfolio conversion of 14 Formule 1 (AccorHotels) to Holiday Inn Express (IHG) being the most prominent of these. consecutive years of rise in occupancy. Combined with continuing decline in development of new supply and enforcement of key legislation such as Insolvency and the Bankruptcy Code under the National Company Law Tribunal (NCLT) - its direct impact on burgeoning of non-performing assets in the sector will continue to create more downward pressure on the valuation expectations of the sellers, and instill more transaction interests. WHAT LIES AHEAD? The new NCLT law is expected to provide an additional bucket of hotel assets of sellers whose balance sheets have been in distress for long, but have held out either due to inability of previous acts such as the SARFESI Act to initiate quick liquidation or banks inability to initiate adequate liquidation proceedings. In 2018, JLL anticipates the market to witness an upsurge in transaction volumes. However, it does not expect the distressed assets bucket to start spawning the market due to backlog stemming from resolution of a large number of

In 2018, JLL anticipates the market to witness an upsurge in transaction volumes. However, it does not expect the distressed assets bucket to start spawning the market due to backlog stemming from resolution of a large number of bankruptcy cases in other significantly larger sectors of the economy. bankruptcy cases in other significantly larger sectors of the economy. The recent announcement from Taj Hotels to divest some of their key assets while retaining management to embrace an asset light strategy and ease balance sheet pressure is expected to increase the size of the tradeable asset pool. The Lemon Tree Hotels IPO, which had a successful listing, will also set a strong precedent in the market astutely defining the investment cycle 2.0 in the hotel sector. With yields heading north, income yielding assets in key markets will see enhanced valuations by next year and buyers who are able to close deals early before the performance cycle builds momentum will have an edge over those waiting for the yields to have matured. HI

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TECHNOLOGY â&#x20AC;&#x201C; EMBRACE THE DISRUPTOR OR GET DISRUPTED Though hospitality is no stranger to technology, why is it that hotels continue to lag behind other service-oriented industries when it comes to the adoption of, and reliance on, technology, wonders Juie Mobar, director, special projects of Hotelivate

echnology has since long aided disruption or been a disruptor, displacing industries, changing paradigms, and introducing new ways

to do business. The hospitality industry is no stranger to it â&#x20AC;&#x201C; between different reservation channels, property management systems, WiFi in hotels, social media, new payment methods,

energy conservation, keyless access to rooms, diverse in-room entertainment options and home-sharing sites, technology has deeply infiltrated this sector. It has helped reduce costs, enhanced

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the hotel directly or use a travel agent to book a room. OTAs gave customers another channel that allowed them to be independent, while offering more choice and saving time. Evidently, high street travel agents and hotels that adapted quickly, accepting internet as the new normal, survived, while others perished. Yet another example is social media, which has completely changed the way people communicate. Hotel companies that have embraced this disruptor and developed a brand presence on social media channels are clearly benefiting and getting in front of their target audiences. And why not? According to a Huffington Post 2017 report, 95% of leisure travellers read at least seven reviews before booking their holiday, and hotels that actively engage with social media reviews grow occupancy at double the rate of properties that don’t (Medallia, 2015). Thus, it is quite clear, that the fear of disruption is often worse than the actual disruption itself!

You adopt one thing today, and there is an upgraded version or a replacement for it tomorrow; which results in companies shying away from investing in technology till more sustainable versions are available at affordable prices.

customer experience, made information more accessible, and improved database management. It is curious then why hotels continue to notoriously lag other service-oriented industries when it comes to the adoption of and reliance on technology? Perhaps, it is the fear of change. Disruption in any industry can cause some damage, but it is the smugness and lack of prompt action that cause its shortterm adverse effects to prolong and ultimately lead to the decline and fall of businesses. The advent of OTAs in the mid-90s, for instance, was a huge disruptor, changing the way rooms were being distributed in the industry. Previously, a traveller could either call

THE BEST INVESTMENT Maybe, it is the investment required in technology. Many hotel companies, especially the smaller independent ones, cite heavy expenditure as the main reason behind not using new-age technology. While one cannot deny the capital investment technology requires, it is important to identify what really adds value to the business and what is simply a fad. Take 3D televisions for example – the technology took off in 2010 and by 2017 it lost its market. Secondly, figuring out the ROI on technology poses a challenge for most hoteliers, especially when capex priorities require a consensus between the owner and the operator. Earlier, investment in technology was often linked to measuring ‘cost reduction’ through fewer employees, reduced hours of operations and elimination of human errors. Needless to say, technology offers many more benefits than that – revenue optimization through presence on multiple distribution channels, higher referral bookings through positive online reputation, greater customer satisfaction, better forecasting and pricing through a robust revenue management software,

ABOUT JUIE MOBAR, DIRECTOR, SPECIAL PROJECTS, HOTELIVATE

Starting her career in 2008, Juie Mobar joined Hotelivate in 2008 and has been with the company ever since – even after its Indian partner started an independent entity called Hotelivate.

and enhanced data security, are a few. Hence, not all benefits are tangible with a single metric to measure their contribution to the business (eZee Technosys, 2017). Moreover, there is often a time lag between investment in technology and experiencing its benefits. Companies need to view the bigger picture and look at technological investment strategically, with its long-term potential in mind. KEEPING PACE Or, it could be the pace of technological development that is difficult to keep up with. Many of us feel that embracing technology is almost like going down a path you cannot turn back on. You adopt one thing today, and there is an upgraded version or a replacement for it tomorrow; this results in many companies shying away from investing in technology till more sustainable versions are available at affordable prices. In addition, apart from the expenditure involved, the rapid pace of innovation is often overwhelming, and causes training issues within the organization. Notwithstanding these challenges, the disadvantages of deferring technologyrelated decisions far outweigh the arguments in its support. Easily replaceable technology solutions at relatively lower costs are availa-

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ANALYSIS

The Yotel chain, synonymous with compact, luxurious cabins, has adopted the ‘digital first’ strategy to transform its underlying systems and improve internal operations. ble today, such as cloud-based systems. Also, hoteliers must focus on using few platforms with high integration capabilities than multiple proprietary systems across departments that operate in silos. This would reduce training issues, lower costs, aid communication between departments of a hotel, and improve customer service. Another aspect to consider is outsourcing technology or technology-led initiatives – for instance, many hotels are already looking to asset managers to optimize revenue across different channels using new-age forecasting tools or collaborating with technology firms to develop virtual concierge, mobile payment applications, and online recruitment portals, among others. Such arrangements help overcome the perceived challenge of keeping pace with technological advancements, since the technology firm has the expertise and the ability to adapt, train and offer continuous solutions at a relatively lower cost than a hotel/hotel company doing these independently.

We believe that even hospitality training, where the ‘human touch’ is perceived as being critical, will be digitalised very soon. While Khan Academy and Coursera offer a myriad of courses across fields, there is no such distance learning site dedicated to the hospitality industry. Thus, we at Hotelivate are thinking along the lines of developing an online academy in the near future. There is no reason why the hotel industry should fall behind its counterparts in the use of technology. Technology encompasses not only what meets the eye (guest-facing) but several backend solutions as well, making it easier for hotels to better plan, operate and serve. Consider AccorHotels – it has embraced technology far better and more quickly than many others in the sector. Aiming to become the global digital hospitality leader, it has made huge investments in defining and developing a digital strategy. Another case in point is Yotel; synonymous with compact, luxurious cabins, the hotel chain has adopted the ‘digi-

tal first’ strategy to transform its underlying systems and improve internal operations. That said, we realize that hospitality cannot be fully-automated; the ‘human touch’ is integral to this industry. We say this despite examples of hotels being run entirely by robots in Japan and Korea – these maybe a draw for some travelers, but they are a long way from becoming mainstream, if at all. A balance needs to be struck between digital and human interactions to enhance the customer experience. Also, one must be mindful of the location the business operates in – while technology offers many exciting possibilities, what works in one part of the world may not work in another. All in all, technology is a great lever to gain a competitive advantage in a buyer-driven market – it enables better service and efficient operations. As this disruptor continues to evolve rapidly, hotels and hoteliers that fail to move with it, are sure to be left behind. In other words, embrace the disruptor or get disrupted! HI

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CAREERS

MOVERS & SHAKERS NEW APPOINTMENTS

IGNACE BAUWENS IS REGIONAL VP FOR MIDDLE EAST, EURASIA AND AFRICA FOR WYNDHAM HOTEL GROUP Wyndham Hotel Group has promoted Ignace Bauwens to Regional VP for Middle East, Eurasia and Africa. He has been a catalyst in expanding Wyndham Hotel Group’s portfolio of hotels across the Middle East and Africa. The addition of the Eurasia region to his remit will add responsibility for overseeing expansion in additional high-growth countries including India, Pakistan, Sri Lanka and Bangladesh.

GIRISH BHAGAT IS GENERAL MANAGER AT GRAND HYATT KOCHI, BOLGATTY Grand Hyatt Kochi, Bolgatty has appointed Girish Bhagat as General Manager. He studied hospitality management in New South Wales, Australia and successively worked in Sydney and Melbourne. He started his Hyatt journey with the pre-opening of Grand Hyatt Dubai in 2003 followed by stints at Grand Hyatt Muscat and Hyatt Hyderabad Gachibowli.

MANAS BANERJEE IS GENERAL MANAGER OF HYATT REGENCY LUDHIANA Hyatt Regency Ludhiana has appointed Manas Banerjee as General Manager. He was earlier general manager of Hyatt Bangalore MG Road. A hotel management graduate from the Institute of Advanced Management Kolkata, he began his career with Holiday Inn, Krishna (now Taj Deccan), followed by Holiday Inn Vadodara and ITC Fortune Hotels Chennai. Later, he joined Radisson Hotel as the general manager, followed by a stint as general manager at Crowne Plaza Electronic City Bangalore.

PRANAY VERDIA IS MULTI-PROPERTY GENERAL MANAGER OF THREE MARRIOTT BENGALURU PROPERTIES Pranay Verdia has been appointed as Multi-Property General Manager for Courtyard by Marriott Bengaluru Outer Ring Road, Fairfield by Marriott Bengaluru Outer Ring Road and Fairfield by Marriott Bengaluru Rajajinagar. His most recent assignment was at Goa Marriott Resort and Spa as general manager. Prior to Marriott, he worked at Four Season Hotel Mumbai and Park Hyatt Goa Resort and Spa in different roles.

AJAY SAMPIGE IS GM OF NOVOTEL NEW DELHI AEROCITY AND DGM OF PULLMAN NEW DELHI AEROCITY Ajay Sampige is the newly-appointed General Manager of Novotel New Delhi Aerocity and Deputy General Manager of Pullman New Delhi Aerocity. A graduate from Bangalore, he pursued his MBA in Hotel Management from UWS, Sydney, Australia. His association with AccorHotels started in 2011 when he joined ibis Bengaluru Hosur Road as general manager, which he launched. During his 21-year career, he has also worked with IHG and AHS Hospitality Group.

DEVESH RAWAT IS GENERAL MANAGER OF INDORE MARRIOTT HOTEL Devesh Rawat, who was part of Indore Marriott Hotel’s pre-opening team, is now the hotel’s General Manager. He began his career 18 years ago at The Oberoi Raj Vilas, Jaipur and in 2004, he moved to Renaissance Mumbai Hotel and Convention Centre. Prior to joining Indore Marriott Hotel, he was with Sheraton Grand, Bangalore, at Brigade Gateway.

RAHUL PURI IS GENERAL MANAGER OF THE WESTIN GURGAON, NEW DELHI Rahul Puri is the General Manager of The Westin Gurgaon, New Delhi. He joined Marriott International in 2005 at Sheraton Hong Kong Hotel and Tower before took the role of area director for revenue strategy for India, Australia and Malaysia in 2011, which culminated into his most recent assignment as senior area director of revenue strategy, South Asia.

RAHUL RAJ IS GENERAL MANAGER AT COURTYARD BY MARRIOTT AHMEDABAD Rahul Raj has joined Courtyard by Marriott Ahmedabad as the General Manager. He was earlier director of operations at Kochi Marriott Hotel and has worked with Courtyard by Marriott, Bhopal and Courtyard by Marriott, Pune. Starting off as the assistant F&B manager at Goa Marriott Hotel and Spa in 2007, he was later promoted to restaurant manager and then events operations manager. He has also been associated with Taj Hotels Palaces Resorts Safaris and Oberoi Group.

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CAREERS

MEENA REWARI IS DIRECTOR OF SALES AND MARKETING AT PARK HYATT CHENNAI Meena Rewari is a post-graduate in English from the Delhi University and holds a diploma in sales from the National Institute of Sales. Rewari has over 21 years of hospitality experience. Prior to joining Park Hyatt Chennai, she worked as director of sales and marketing at Hyatt Regency Chandigarh, where she was a key member of the Leadership Committee of the pre-opening team.

RAJNEESH KUMAR IS GENERAL MANAGER OF COURTYARD MARRIOTT RAIPUR Rajneesh Kumar has joined Courtyard by Marriott Raipur as General Manager. Prior to this, he was the director of operations at Jaipur Marriott hotel. He started his career with Taj Hotels Palaces Resorts and Safaris in F&B operations for a decade and continued this stint with Marriott International, where he held various positions like restaurant operations manager, F&B manager, F&B director, etc.

ANOOP JOSEPH IS MULTI-PROPERTY DIRECTOR OF SALES & MARKETING OF THE KOCHI MARRIOTT HOTEL AND THE COURTYARD BY MARRIOTT KOCHI AIRPORT HOTEL. Anoop Joseph has been appointed as Multi-Property Director of Sales & Marketing of the Kochi Marriott hotel and the Courtyard by Marriott Kochi Airport hotel. He has previously worked with brands like InterContinental Hotels Group, the Movenpick Hotels and Resorts, The Leela Hotels and Resorts, AccorHotels Group, etc.

SIVA KUMAR IS CORPORATE HR MANAGER OF LORDS HOTELS & RESORTS Lords Hotels & Resorts has appointed Siva Kumar as its Manager – Human Resources, Corporate. He has over 22 years of industry experience and carries a generalist profile in human resources, operations and employee engagement. A post-graduate in HR management, Kumar has previously worked at The Trident Hotel Chennai, Holiday Inn Group of Hotels, INOX Leisure, Oakwood Premier & Residences and AccorHotels. His last stint was as deputy head of HR with Della Adventure and Resorts.

CHARMAINE HUTT IS MARKETING AND COMMUNICATION MANAGER AT RADISSON BLU ATRIA BENGALURU A graduate from Hyderabad’s CMJ University, prior to joining Radisson Blu Atria Bengaluru, Charmaine Hutt worked with The Park Bangalore, where she headed the PR department. In her current role at Radisson Blu Atria Bengaluru, she will support the team in enhancing guest experience and maximising hotel’s revenues through various marketing platforms.

MAYANK KINGER IS REGIONAL HEAD, GOA AND KONKAN FOR SAFFRONSTAYS SaffronStays has appointed Mayank Kinger as Regional Head, Goa and Coastal Karnataka and Maharashtra. Besides facilitating growth and development of SaffronStays in Goa, Karnataka and Maharashtra, he will spearheading the company’s operations and home on-boarding in the region. Prior to joining SaffronStays, Kinger was entrepreneur running his own F&B venture and was also associated with a NGO.

BHAVANA MENON IS DIRECTOR OF SALES AT COURTYARD BY MARRIOTT BENGALURU HEBBAL Bhavana Menon completed her Bachelor of Business Administration from Dr. Babasaheb Ambedkar Marathwada University in Aurangabad and then pursued a B.A (Hons) in hotel management from Aurangabad’s Institute of Hotel Management. Menon has worked with various Marriott International brands. Her last assignment was with JW Marriott Hotel Bengaluru in the capacity of associate director of sales.

NISHENDRA KASHYAP IS F&B DIRECTOR AT THE DEN BENGALURU The Den Bengaluru has appointed Nishendra Kashyap as F&B Director. Prior to this, he worked with The Ramee Grand and Hotels and Spa in Bahrain. During his 15-year career, he has also worked with hotel chains such as The Westin Hotels and Resorts; Taj Residency; Taj Malabar; Le Meridien. He started his journey with TGI Friday’s and his last stint in India was with Movenpick Hotel and Spa Bengaluru.

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CAREERS

CHEF DANIEL IS EXECUTIVE CHEF AT JW MARRIOTT HOTEL BENGALURU JW Marriott Hotel Bengaluru has elevated Chef Daniel to the position of Executive Chef. He joined the hotel in 2013 when he was instrumental in opening the Bengaluru Baking Company and in 2015 he decided to move into kitchen administration as executive sous chef. A student of Chennai’s Institute of Hotel Management, he underwent two years of intensive training various Oberoi’s properties and spent three years managing operations at The Oberoi Towers.

IRFAN AHMED IS PATISSERIE CHEF AT THE DEN BENGALURU After completing his culinary studies from the University of Agricultural Science from Hebbal, Irfan Ahmed has over 12 years of experience in the hospitality industry. He began his career with The Oberoi Bengaluru and later moved to Ista Hotels Bengaluru followed by the Vivanta Taj Fort Aguada, Vivanta by Taj Village Goa, and was a part of the pre-opening team at Taj Bengaluru.

SHIMOMURA KAZUYA IS JAPANESE HEAD CHEF AT SHANGRI-LA HOTEL, BENGALURU Shangri-La Hotel has appointed Shimomura Kazuya as its Japanese Head Chef at its Japanese restaurant, Yataii. This is his first assignment in India. A Japanese national who was born, trained and practiced in Tokyo, he specialises in preparing Japanese specialty tempura and in curating Kaseiki, a traditional multi-course Japanese dinner. He is also an expert in preparing hot dishes and grilled foods in Robatayaki or Kyoto style.

CHEF NEERAJ RAWOOT IS EXECUTIVE CHEF AT SOFITEL MUMBAI BKC Sofitel Mumbai BKC has appointed Neeraj Rawoot as its Executive Chef. He brings over 21 years of culinary experience and will assist in the functioning and processes of the hotel from setting the menu to ensuring the customers are served well, from mentoring the culinary team to sourcing the right candidates for food and beverage.

MOHAMED DANISH IS CHEF DE CUISINE AT THE WESTIN MUMBAI GARDEN CITY The Westin Mumbai Garden City has appointed Chef Mohamed Danish as Chef De Cuisine of Kangan. He began his culinary journey in 2007 at a Chennai coffee shop and restaurant. During his decade- long career, he has worked in several hotels in Mumbai, Jaipur and Saudi Arabia as a junior sous chef, sous chef and head chef. He has worked with brands like Fairmont Raffles Hotels International Jaipur, Taj Fort Aguada Resort and Spa Goa, Taj Lands’ End Mumbai, Taj Jai Mahal Palace Jaipur.

ARIF QURESHI IS CHEF DE CUISINE AT HOLIDAY INN MUMBAI INTERNATIONAL AIRPORT Holiday Inn Mumbai International Airport has appointed Arif Qureshi as Chef De Cuisine. He has over 17 years of experience serving Indian cuisine and specialises in Awadhi, Mughlai, Hyderabadi and Tandoori dishes. Chef Qureshi’s started his culinary journey on Lucknow’s streets, where amongst he also worked with Clarks Avadh Hotel Lucknow and the famous Tundey.

PAYAL JOSHI IS EXECUTIVE HOUSEKEEPER AT HILTON BANGALORE EMBASSY GOLFLINKS During her 13-year career, Payal Joshi has worked with established hotel chains including Hyatt Hotels, Taj Hotels Palaces Resorts Safaris and ITC Hotels, where she fine-tuned her knowledge of housekeeping and training. Her last assignment before joining Hilton Bangalore Embassy GolfLinks was with Park Hyatt Hyderabad as executive housekeeper.

JITENDRA KUMAR IS SOUS CHEF AT THE ROSEATE NEW DELHI Jitendra Kumar has been appointed as the Sous Chef at The Roseate New Delhi. After completing his graduation in hotel management and tourism from Punjab Technical University, he started his career at The Oberoi, New Delhi in 2006. He specialises in Indian and Western fusion dishes and has been part of the Roseate Hotels & Resorts since 2017.

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

CHECKING OUT

10 THINGS YOU DIDN’T KNOW ABOUT... THE TAMARA KODAI A British judge, Baynes, who owned

Tamara Kodai sold it in

1860, after which it was reopened as La Providence. The 450-sq ft

Luxury Suite

has a colonial-style sitting area and bedroom with a view of Kodaikanal hills.

16 27 38 49 510

The Elevation Spa at The

Tamara Kodai is an extension of Tamara Coorg’s award-winning wellness centre.

Superior Luxury Suite

The

has exquisite colonial interiors, amenities and a view of Kodaikanal’s hills and valleys. At 1700 square feet, the Puliyan Hall hall can accommodate up to 200 people.

Designed in the original building,

LLa a Providence

also features a live kitchen counter. The 40-feet

Levinge Lounge is the

only temperaturecontrolled pool and bar in Kodaikanal.

The lobby areas are fitted with

fireplaces

as temperature in Kodaikanal nights can go as low as 2ºC during the winters.

Bistro 1845

is a French style à la carte bistro and bar, that serves European, Asian and Indian fare.

HOTELIER INDIA | JUNE 2018 | www.hotelierindia.com

The activity center at La Providence includes board games, card games and library.