Hotelier July/August 2023

Locally curated amenities are a big draw for travellers TOP 30 UNDER 30

Winners prove industry is in good hands

MEETING DEMAND

Tech-savvy travellers are driving innovation in meeting spaces

Hotelier's 2023 Green Leadership Award winners are raising the bar on environmental stewardship

RISING TO THE CHALLENGE

Sustainability has taken on a greater importance in recent years, while also assuming a broader definition. The pandemic may have forced companies to put greening initiatives on the back burner but environmental stewardship is now back on the front burner. According to a recent report commissioned by the Alexandria, Va.-based GBTA Foundation, with business travel at a critical juncture following the pandemic, there’s no better time to implement meaningful changes on the greening front.

One of the key findings of the report is the industry’s willingness to rise to the challenge. According to the report, 92 per cent of respondents say sustainability is a priority for their organization (up from 89 per cent the year earlier). Based on survey responses, Europe (98 per cent) along with Asia Pacific and Latin America (both 100 per cent) lead in saying it’s a priority, with North America (86 per cent) slightly lagging the other regions.

Here are a few of the report’s key findings:

• Companies are investing in sustainability teams: 71 per cent of travel buyers and suppliers say they have a sustainability team, an increase from last year (66 per cent). While 90 per cent of airlines have dedicated sustainability resources, this drops to 59 per cent for the hospitality sector, 58 per cent for travel management companies (TMCs), 55 per cent for ground transportation and 50 per cent for online booking technologies.

• Reputation management (84 per cent) and a willingness to drive a positive impact for the planet (82 per cent) are the biggest drivers to sustainability uptake.

• Travel managers are being tasked with reducing emissions for their programs. More than half (54 per cent) of respondents say their company has set either internal or public targets to reduce Scope 3 emissions. Another 23 per cent are planning to set such reduction targets.

• Combining trips is seen as a tactic to maximize travel’s return on emissions: 74 per cent of travel managers are encouraging (55 per cent) or mandating (19 per cent) their employees to combine multiple business trips into one.

• Travel managers are not always directly acting on the purpose of travel in their policies: 38 per cent report they currently ask for justification for same-day business trips based on return on investment (ROI) and available alternatives.

• Developing consistent industry-wide standards is a priority for travel buyers. Asked to pick a few ways in which the industry should accelerate sustainable change (out of 10 possible), a large majority of buyers point to harmonized standards on emissions measurement, accounting, and reporting (requested by 65 per cent of buyers). ◆

PHOTO BY NICK WONG

ROSANNA CAIRA

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ADVISORY BOARD

Andrew Weir, Destination Toronto; Anne Larcade, Sequel Hotels & Resorts; Anthony Cohen, Cresent Hotels — Global Edge Investments; Bonnie Strome, Hyatt Hotels; Christiane Germain, Germain Hotels; Don Cleary, Marriott Hotels; Gopal Rao, Conestoga College; Hani Roustom, Friday Harbour Resort; Laura Baxter, Co-Star Reetu Gupta, Easton's Hotels; Ryan Killeen, The Annex Hotel Ryan Murray, The Pillar + Post Hotel; Stephen Renard, Renard International Hospitality & Search Consultants

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Our acquisition of the Rimrock speaks to our long-term conviction in Canada’s luxury resort hotel market, where we have meaningful scale

CHECKING IN

WESTERN EXPANSION

Oxford Properties Group has acquired the Rimrock Resort Hotel in Banff, Alta., alongside an existing institutional capital partner. Accor has signed with Oxford to operate the Rimrock, effective immediately.

The property will undergo a top-to-bottom renovation to transform the hotel, but it will continue to operate throughout the renovation period. The investment will enhance the luxury experience available to guests in Banff National Park, improve the environmental sustainability of the hotel and amplify the Rimrock’s distinctive location in the famed Canadian Rockies.

Since its opening, the Rimrock has been transformed from a two-storey, six-room hotel to a pre-eminent property boasting more than 330 spacious guestrooms, including 24 luxurious suites, and 18,000 sq. ft. of event space. The resort also includes a range of amenities such as a 9,000-sq.-ft. spa, an indoor pool, four restaurants and bars, a fitness centre and a seasonal ice-skating rink.

The Rimrock represents Oxford’s first hotel acquisition since 2014 and signifies its long-term conviction in the luxury resort hotel sector within Canada. Planning and design for the renovation project will begin immediately, with work anticipated to begin in 2024.

“We’re very excited to acquire this extremely unique resort within the vibrant, high-barrier-toentry Banff market. Our acquisition of the Rimrock speaks to our long-term conviction in Canada’s luxury resort hotel market, where we have meaningful scale”, says Tyler MacDonald, head of Hotels and Alternatives at Oxford Properties. “It also grows our important relationship with Accor, offering world-class resort experiences in renowned destinations across Western Canada.”

“We’re delighted to have the Rimrock and its team join the Accor family in our region,” says Gregor Resch, Fairmont regional VP for Canada’s western mountain region. “We’ve had the pleasure of working alongside Oxford for more than 15 years and cannot think of a more perfect partner for this endeavor. With a shared vision for the revitalization of the property, backed by Oxford’s re-investment in the hotel, and Accor’s global reach and proven expertise in luxury, we’re excited to be embarking on this transformative journey for the Rimrock together.” ◆

THE LATEST INDUSTRY NEWS FOR HOTEL EXECUTIVES FROM CANADA AND AROUND THE WORLD

Oxford Properties acquires the Rimrock Resort Hotel in Banff, Alta.

Tyler MacDonald head of Hotels and Alternatives at Oxford Properties

INVALUABLE OPPORTUNITIES

In a major effort to combat the pressing workforce shortage in British Columbia’s hospitality industry, the BC Hotel Association (BCHA) has partnered with the Government of Mexico to launch an innovative mobility pilot project, which will place 100 Mexican workers in accommodations across the province. This initiative not only addresses labour shortages but also ensures the safe and streamlined mobility of Mexican workers, providing them with invaluable opportunities to enhance their skills and training.

Mexico’s National Employment Service of the Ministry of Labour and Social Welfare, in co-ordination with the Ministry of Tourism of Mexico, will lead recruitment efforts, while BCHA’s Workforce Strategist, Alison Langford, will support by identifying hiring employers and placements. Individual contracts will be formalized between each employer and their selected candidate, with workers receiving on-the-job training and adequate housing. All employers will be compliant in completing a Certificate of Registration under the Temporary Foreign Worker Protection Act and must be members in good standing with the BCHA and Service Canada.

Following the initial workforce placements, a six-month review will be conducted to ensure compliance of all conditions.

THE GIFT OF STORYTELLING

Indigenous Tourism BC (ITBC) has launched its “Our Story, Your Experience” campaign, inviting travellers to hear Indigenous stories firsthand and stand as witnesses to Indigenous realities and perspectives in presentday British Columbia. There are more than 160 Indigenous-owned businesses in the province, including market-ready hotels, lodges and campsites, museums and cultural centres, wineries, golf courses and guided wildlife tours.

With this new campaign, ITBC highlights stories long told and held by Indigenous Peoples. Multimedia tactics will encourage visitors to incorporate Indigenous experiences as part of their travel plans and ultimately share their experiences and learnings with others.

For too long, stories about Indigenous Peoples were told by others, while their own stories were hidden from the public and from each other. Sharing these stories strengthens Indigenous connections to family, culture and land, and spreads love and appreciation for Indigenous Peoples and knowledge.

LANDMARK SALE

First Capital Real Estate Investment Trust has sold Toronto’s upscale Hazelton Hotel. First Capital, one of the country’s largest owners of grocery-store-anchored malls, sold the boutique Hazelton property in Toronto’s Yorkville neighbourhood and a 50-per-cent stake in the attached One restaurant for $110-million to Hennick & Co., a private real-estate company founded by billionaire Jay Hennick.

NOW OPEN: COAST HINTON HOTEL

Coast Hotels has opened its latest franchised property, Coast Hinton Hotel, in Alberta. Coast Hinton Hotel features 87 spacious rooms and suites, some with fully equipped kitchenettes. Amenities and services of the pet-friendly property include daily complimentary continental breakfast, free onsite parking for cars and tour buses, free Wi-Fi, guest laundry facilities and a fitness room. Additionally, the onsite Kimchi House Korean Restaurant is open daily for lunch and dinner.

LIFTED SPIRITS

Bar Artefact at Auberge SaintAntoine has been recognized among the Top-10 Hotel Bars in Canada by the 17th-annual Spirited Awards.

A GRAND RE-OPENING

Felicia Mongelli

The annual awards program celebrates global excellence in the drinks industry and recognizes professionals, organizations, and establishments shaping the cocktail industry.

“We’re so grateful for the contributions of each of these Spirited Awards regional honourees,” says Eileen Wayner, CEO, Tales of the Cocktail Foundation (TOTC). “We’re the sum of our parts in this industry, and it’s so fulfilling to see the bars on this list sharing their passion and unique approaches to hospitality with the global drinks community.”

Since its founding in 2007, the Spirited Awards has become one of the industry’s most sought-after awards, recognizing beverage professionals, products, and establishments across every facet of the spirits and cocktail community on a global scale.

B Hospitality, the new owner of the famed Windermere House hotel and resort on Muskoka, Ont.’s Lake Rosseau, has revitalized the building and its amenities while preserving the property’s historical integrity.

Windermere House has continued to operate as a 58-suite hotel and resort with a range of amenities, including an onsite restaurant and pub with live entertainment. Where it previously operated on a seasonal basis, its owners plan for the hotel to be open year-round.

Each member of Windermere House’s new ownership group belongs to the senior- leadership team (some are co-founders) at Skyline Group of Companies, an $8.2 billion firm based in Guelph, Ont. As part of the firm, the owners have more than 30 years of experience in property management, re-development and rejuvenation.

GTHA SUMMIT 2023

Greater Toronto Hotel Association holds second-annual hotel summit

BY AMY BOSTOCK

The Greater Toronto Hotel Association (GTHA) held its second-annual Hotel Summit and Annual General Meeting recently at the Sheraton Centre Toronto.

Under the guidance of Master of Ceremonies Catherine Velie, general manager, W Toronto, the event brought together more than 250 industry decision makers and partners for a full day of panel discussions and presentations on relevant industry topics to help inform, educate and motivate.

Also in attendance was Minister of Tourism, Culture and Sport, Neil Lumsden. “Our government knows the importance of hotels to the tourism sector and the province’s economic success,” said Lumsden. “Hotels are the first to welcome, host and care for Ontario’s guests and we are working together to grow Ontario’s hospitality industry, our tourism sector and the Ontario economy.”

“Our panels and speaker sessions will

focus on keeping our guests and staff safe in hotels; managing your hotel’s online reputation; retaining talent and building leaders; and the state of the visitor economy and its future,” said Sara Anghel president & CEO Greater Toronto Hotel Association to kick off the program.

Following the opening keynote by Dr. Ivan Joseph, award-winning performance coach, leadership and culturaltransformation expert, the first panel took to the stage to discuss the issue of physical safety in hotels. The session, titled Safety & Security: Keeping Hotel Guests and Staff Safe, was moderated by Tim Reardon, general manager, Sheraton Centre Toronto. Panellists included Mike Josifovic director of Safety & Security, Toronto Downtown West BIA; Anthony Lamanna, crime prevention officer, Toronto Police Service; and Liam O’Brien director, Security and Emergency Management, Fairmont Royal York. The panel discussed the ongoing challenges associated with

keeping the areas in and around hotels safe for guests and staff alike and delved into some of the societal issues that need to be addressed when looking at this challenge.

“I’m not sure what’s happened, but there’s something strange in the air,” said Lamanna. “People are angry or frustrated. Across our city [we’re experiencing more] disorderly conduct, we’re having issues with our streetinvolved people — the people that have mental-health issues, addiction — and society does not really know how to deal with it.”

“Working in the downtown core, in the GTA in general, we’ve always had to deal with [people with mental health and addiction] issues,” said Josifovic. “What’s unique to today is the increased frequency of the interactions that our staff — whether security or your frontline staff, are now exposed to. So, it’s something we’ve dealt with in the past, it’s just at a much higher level than expected.”

(from left) Rosanna Caira, editor/publisher, Hotelier; Liana Carniello, director, Human Resources, Sheraton Centre Toronto Hotel; Bai Bunpanya, general manager, King Blue Hotel Toronto; and Donna M. D’Andrea, management labour relations and employment lawyer, Hicks Morley Toronto

O’Brien added there’s no single solution in how to deal with a problem that’s economical, social, and physical, so hotel departments have to work together to face the challenges. “It’s important to recognize and to promote the idea that everyone is on the same team. I always say that the rest of the departments are the eyes and ears for security to you — they’re the ones that are out there on the floors, at the front doors, that are going to be able to communicate to the security team or whoever’s in charge of responding to these individuals in a timely manner. So, the first thing is making that expectation clear that you really do need these individuals to recognize what they’re looking for.”

The panel agreed that all hotel staff needs to be trained on what suspicious looks like. “If a housekeeper on the floor [hasn’t been] trained on what suspicious looks like, it’s not their fault if they don’t understand what they need to do,” said Josifovic. “The security leaders need to express what the expectations are very clearly, and what [staff] need to do in those situations.”

The second panel of the day, Workforce: Retaining Talent & Building Leaders, was moderated by Rosanna Caira editor & publisher, Hotelier magazine, and featured Liana Carniello, director, Human Resources, Sheraton Centre Toronto Hotel; Bai Bunpanya, general manager, King Blue Hotel Toronto; and Donna M. D’Andrea, management labour relations and employment lawyer, Hicks Morley Toronto.

“Everybody in the room agrees that [recruitment and retention] is probably the biggest subject that we can be discussing in the industry today,” said Caira by way of introduction. “We’re coming out of a very turbulent three years and there’s been a lot of changes in the marketplace.”

Carniello agreed the biggest focus for her HR team is retention of the hotel’s workforce. “How do we retain employees and how do we engage all of these new leaders and team members to our organizations, many who have

never worked in hospitality before?”

“The pandemic was a big re-set button that we needed to push,” said Bunpanya. “But I don’t know if, as leaders, we were able to pivot fast enough to meet the demands of the marketplace today in terms of employment. The focus today needs to be on us as leaders and how we can shift the way we manage [staff] so that we can change the perception of our industry.”

From a legal perspective, D’Andrea said the biggest issue post-pandemic is human-rights related. “And in particular, managing a number of different human rights-related matters, such as accommodation for mental health-related issues. But I would say, probably one of the employer’s biggest challenges is dealing with competing interests, both with respect to recruitment, retention, mental health, various accommodations, that people have a job with respect to hybrid work and others. So, I think you’re likely to see an uptick in requests over accommodation, and potentially even formal human-rights complaints.”

During the panel titled State of the Visitor Economy & the Future a DMO & MLSE Perspective, Edwin Frizzell Regional VP, Central Canada for Accor & general manager, Fairmont Royal York, welcomed Scott Beck, president & CEO, Destination Toronto; Matthew Valentine, senior director, Strategy and Business Operations, MLSE; and Victoria Clarke CEO, Tourism Mississauga to the stage to discuss the state of tourism in the GTA.

Beck recalled discussions from last year’s GTHA Hotel Summit and pointed out that the industry is in a very different position now than it was in 2022. “Where we are now is a very different environment, and it is this way in large measure because of the lack of government regulation [related to COVID restrictions]. But it’s also this way because perceptions about travelling and about how important it is have changed and we’re getting back to [travelling]. So, I’m feeling very bullish about the economy.” ◆

The day wrapped up with the GTHA’s AGM, where the slate of candidates for the 2023/24 GTHA Board of Directors was announced.

“I am thrilled to welcome our new Board of Directors to the GTHA,” said Anghel, “Their diverse expertise and unique perspectives will be invaluable in advancing the interests of our members. I am also thankful to the returning Board members for their continued enthusiasm and commitment to the GTHA.”

Newly elected board members include:

Jennifer Worden

Toronto Marriott Markham

Peter Gillis

Westin Harbour Castle

Ajay Harjani

Hilton Garden Inn Toronto/Vaughan & Homewood Suites Vaughan

Returning board members include:

Alexi Hakim

InterContinental Toronto Centre

Andy Loges

Hilton Toronto

Ashok Baghel

Hyatt Regency Toronto

Bonnie Strome

Park Hyatt Toronto

Catherine Velie

W Hotel Toronto

David Kelley

SoHo Hotel & Residences

Edwin Frizzell,

The Fairmont Royal York

Ellen Hryhor, Residence Inn by Marriott

Toronto Downtown

Frank Russo

Four Points by Sheraton Toronto Airport

Hiren Prabhakar

The St. Regis

Patrick Cappa

Omni King Edward Hotel

Paul De La Durantaye, Hotel Le Germain Maple Leaf Square

Peter Kingsbury

Courtyard by Marriott Toronto Airport

Robert Housez

Chelsea Hotel, Toronto

Sara Anghel Greater Toronto Hotel Association (non voting)

Tim Reardon

Sheraton Centre Toronto

Toni Frankfurter

The Waterside Inn

Yari Khan

Delta Hotels by Marriott Toronto

Mississauga

Umesh Srivastava

Doubletree by Hilton Toronto Downtown

Zorica Drapic

Embassy Suites by Hilton

Toronto Airport

CULTURE CLUB

Three ingredients for a winning culture

BY CAYLEY DOW

Every business has a culture. Like a recipe for a great meal, great cultures are created intentionally and with a variety of ingredients. Yet, leaders often leave culture to chance. Great cultures, the kind that help companies achieve a competitive advantage, don’t happen by accident. Every decision made, every interaction had, every new policy implemented either moves a team toward or away from the desired workplace culture. Here are a few key ingredients to build a winning culture.

UNITE YOUR LEADERS

World-renowned business advisor, Ram Charan said, “The culture of any organization is simply the collective behaviour of its leaders.”

In uniting leaders, I’ve found it effective to work together to craft a culture statement that supports the company’s mission and core values. First, this requires taking a temperature check of the current culture. What are the relationships on your team like? Are you formal, casual, respectful, authoritative, serious, hierarchical? If there is one thing you would change about your culture, what would it be?

Next, I ask them to imagine the culture they want to grow together. Is it a culture of trust, accountability, fun, inclusion, empowerment, flexibility, competition, or all the above? What are the shared behaviours and attitudes your leaders need to model to grow the desired culture? What behaviours should be rewarded most in the workplace?

Once you have explored these questions, you can establish a culture statement. This level of clarity will help leaders to uphold the workplace behaviours, systems and practices that strengthen culture daily and to address those which do not.

HIRE THE RIGHT TALENT

Culture can be hard to build, yet can be easily damaged with one poor hire. A career-builder survey found that one bad hire can reduce productivity by up to 36 per cent and can compromise quality of work and employee morale by 33 per cent and 31 per cent respectively. Hiring the right talent means

training your leaders not only to qualify abilities but to match people to your organization who embrace your vision, mission, and core values, and who embody your culture statement. Making your values known during the interview and asking for real versus hypothetical examples of how their past behaviour matches those values are effective ways to predict culture alignment.

INSPIRE TRUST

Trust is eroded when the workplace behaviours, processes, systems, and shared norms contradict the culture you communicate to current and prospective employees. Preaching flexibility, yet developing practices that require rigid scheduling, or encouraging empowerment, yet being quick to reprimand employees when mistakes are made, are examples of contradictions that will undermine the culture you desire.

Observe how your team speaks to one another. Their words, tone of voice and body language are all a reflection of your values and reinforce the shared norms of the group. Adopting standards for communication that are respectful, inclusive, transparent, and with other’s wellbeing at heart will guarantee trust and set the tone for your team’s culture.

Every employee is accountable for upholding culture through their actions and interactions. Leaders must ensure that all systems, processes, and policies support this. Having the right culture is foundational to the success of any business. ◆

Cayley Dow is the Founder of Thrivity Inc. (thrivityhr.com), a human resources consulting and coaching firm that helps service-oriented businesses to thrive in the ever-evolving world of work.

PEOPLE PROBLEMS

HAC launches new Workforce Growth Strategy to address labour shortages

BY HOTEL ASSOCIATION OF CANADA

When an entire sector is shut down for two years and loses its most precious asset — its people — it becomes challenging to re-open and operate effectively.

Since the pandemic, the Hotel Association of Canada (HAC) has been focused on lobbying government for better access to international workers and mobilizing the industry to secure the survival of the sector.

“We lost over a million tourism workers in the first two months of the pandemic,” reflects Susie Grynol, president & CEO of HAC, “We were the hardest-hit sector and the last to re-open and are still short 360,000 workers to meet summer demand.”

CHANGING NEEDS

Since re-opening, demand for travel has experienced a renaissance. During this time, the needs of employees have changed and hotels across the country have evolved to meet them through the adoption of increased pay, enhanced benefits and new, flexible ways of working. Other factors contributing to the labour shortage include the rise of remote work, a perception of instability in service-based roles and a historic domestic unemployment rate of five per cent.

According to a recent StatsCan study, Canada’s labour shortage is primarily the result of a mismatch of skills and education to available opportunities. While Canada has a great deal of post-secondary educated workers,

including newcomers, there is a shortage of workers able to fill jobs requiring less education. Of the almost 500,000 vacant jobs in Canada today that require a highschool education or less, there are only 300,000 unemployed Canadians that fit the description.

Addressing the labour shortage with domestic efforts alone will not be enough to fully recover and grow.

A NEW APPROACH

Earlier this year, HAC launched its new Workforce Growth Strategy, an approach that provides ideas for collective change through a domestic and international lens, including attracting domestic workers; increasing access to international workers; developing skills and supporting employers; and sharing key research and useful resources.

To better understand the issue, through government funding and a partnership with Deloitte, HAC executed new industry research to improve understanding of workforce needs through national focus groups; led a Hotel Labour Summit to workshop solutions with industry leaders, students and employees; and launched a Canadian hotel-recruitment campaign. These efforts culminated in HAC’s development of the industry’s first Hotel Workforce Action Plan to support hoteliers by sharing best practices and steps that can be taken to make collective change for the industry.

Through the lens of the Talent Lifecycle, hoteliers will be able to leverage

ideas on how they can attract, recruit, develop, retain and separate to meet the needs of today’s employees, while growing their culture and bottom line.

The report aims to not only help facilitate stronger industry alignment, but also to assist organizations in building tailored action plans, to address concerns and support the development of a healthy labour pool

Overall, the sector has also seen positive steps towards recovery, including recent wins with the historic $158-million tourism investment from the government’s Budget 2023 towards marketing business events and regional tourism products. These investments are part of a larger federal Tourism Growth Strategy to be released this summer.

HAC’s efforts will continue to focus on positioning tourism as a top priority for government, helping the industry maximize programs for workforce growth and creating access to new streams of workers by addressing immigration policy pain points.

Tourism is Canada’s largest service export. We proved through COVID that we’re resilient and given the opportunity, we can lead a remarkable recovery. ◆

For more information visit hotelassociation.ca/hotel-workforce-growth/

TURNING POINT

BY AMY BOSTOCK

ccording to a recent Canadian Lodging Industry Overview: Hospitality & Gaming released by Cushman & Wakefield’s Valuation & Advisory team, 2022 will be remembered as a pivotal year for the hospitality industry as markets across the country saw RevPAR exceed pre-COVID levels for the first time.

“The onset of COVID-19 caused a RevPAR decline of 60 per cent in 2020. The beginnings of the recovery started in 2021 with a 35-per-cent improvement in RevPAR,” reads the report. “After a weak Q1, the recovery took hold in Q2 with RevPAR increasing by 95.3 per cent 2022. The data shows the growth was largely fueled by ADR growth as demand still lags behind pre-COVID levels.”

A closer examination of 2022 results shows that January and February got off to a slow start as a result of the Omicron variant and some renewed government restrictions. But with the lifting of most significant restrictions by early February, leisure travel began to pick up over the balance of Q1.

“Leisure demand remained strong through the summer, supplemented by increased group demand in some of the major markets. Increased demand in peak periods allowed for rate increases, driving ADR to record high levels. RevPAR increased by an unprecedented 157 per cent in

Q2, followed by growth of 106 per cent in Q3,” says the report, which also notes that beginning in the late summer/ early fall of last year, many markets began to see corporate demand return, which “combined with improved group demand, has offset softer Q4 leisure demand levels. Overall, 2022 RevPAR has increased by 91 per cent over the previous year and is 3.5 per cent over year-end 2019 levels.”

“As we approach mid-2023, and this on the heels of the many challenges the tourism sector faced as a result of the pandemic, the outlook for the Canadian hospitality industry certainly appears brighter,” says Canada Hotels & Chains Report, an overview compiling a sample of more than 7,100 Canadian hotels and close to 450,000 guestrooms produced by Horwath HTL. “Already, year-end 2022 results saw the industry register a RevPAR of $109, or a result comparable to the results of 2018 and 2019.”

VIEW FROM THE TOP

Collectively, Hotelier’s Top 35 companies posted estimated gross sales of $14.5 billion for 2022, with our top three companies (Four Season Hotels and Resorts, Marriott Hotels of Canada and Accor Hotels North & Central America) accounting for an estimated $7.5 billion of that total.

Four Seasons Hotels and Resorts topped the Top 35 Report again this year with estimated gross sales of $3 billion, up

from estimated gross sales of $2.4 billion in 2021.

“2022 marks an important moment in the evolution of Four Seasons as we sharpen our development focus in key markets, strengthen our leadership position as an iconic luxury brand and capitalize on new opportunities that will continue to drive and diversify our growth,” says the company’s 2022 Annual Report. “Realizing these opportunities means investing in our greatest competitive advantage — our people. For more than 60 years, the strength of Four Seasons has been grounded in our unmatched commitment to service excellence. As we grow with intention, so too do the opportunities for our people, ensuring we create an environment in which they can flourish.”

Marriott Hotels of Canada reported strong year-over-year growth with gross sales for 2022 coming in at $3 billion, up from $1.3 billion in 2021, good enough for second place in our Top 35 rankings.

“Our performance in 2022 was terrific. Just two years after experiencing the sharpest downturn in our company’s history, we reported record financial results,” says Anthony Capuano, Chief Executive Officer of Marriott International. “Our fee-driven, asset-light business model generated significant cash during the year, allowing us to both invest in the growth of our business and

return $2.9 billion to shareholders. In our largest region, the U.S. and Canada, RevPAR increased five per cent over the 2019 quarter, driven by further improvement in occupancy and an 11-per-cent increase in ADR. Leisure demand remained robust and group demand more than fully recovered, leading to fourth-quarter group revenues 10 per cent above pre-pandemic levels. Business transient demand was at nearly 90 per cent recovery in the quarter, while ADR was three per cent above 2019. Our successful negotiation of high singledigit special corporate rate increases for 2023 bodes well for continued price strength.”

After two years severely impacted by the COVID crisis, Accor’s fiscal-year 2022 posted a solid and sustainable rebound in the group’s activity. The

ONJuly 5, 2022, Accor announced it would change its structure to capitalize on the transformation undertaken in recent years, consolidate its leadership positions, focus its efforts, strengthen its know-how, accelerate its growth and continue to improve its profitability. As such, Accor will leverage two divisions comprising separate and distinctive expertise with the aim of further strengthening the excellence of each of these business lines, improving their operational and financial

global brand reported sales of $1.4 billion across its 29 Canadian properties in this year’s Top 35 Report, up from $628 million in 2021, landing it in third place in this year’s report.

“The performance of hotels over the second half of the year surpasses pre-crisis levels in almost all our regions,” reads Accor’s 2022 Annual Report. “Only Asia, a region impacted by China’s strict zero-COVID policy until year end, is still significantly below 2019 activity levels.”

Worldwide, Accor’s recovery was primarily driven by domestic guests, with levels exceeding those of 2019, whereas international travellers failed to return to the level of 2019. As observed in recent quarters, the recovery was led by a strong increase in prices, fuelled by demand and accentuated by inflation.

In 2022, Accor opened 299 hotels, corresponding to 43,000 rooms,

performance, offering its owners and guests even more relevant products and services, and attracting the best talents.

Since October 1, 2022, Accor has been structured around two dedicated divisions: the “Economy, Midscale & Premium Division,” comprising ibis, Novotel, Mercure, Swissôtel, Mövenpick and Pullman brands.

The “Luxury & Lifestyle Division,” brings together Accor’s luxury brands as well as the group’s lifestyle entity, Ennismore.

LET’S TALK ABOUT HOW OUR FOUR NEWEST BRANDS CAN HELP GROW YOUR BUSINESS!

accounting in a net organic growth in the network of 3.2 per cent over the 12-month period. At the end of December 2022, the group had a hotel portfolio of 802,269 rooms (5,445 hotels) and a pipeline of 216,000 rooms (1,247 hotels).

“Tourism recovered substantially in 2022 and our performances, up strongly in all regions, reflected that rebound,” says Sébastien Bazin, Chairman and Chief Executive Officer of Accor in the company’s annual report. “We exceeded our financial and non-financial targets and can look to the future with serenity. Our brands are attractive, our distribution is powerful, our teams are talented and motivated, and our organization has been adapted to capture future growth even more effectively.”

He stated these strengths, combined with the genuine culture of the group — placing people and talents in the heart of its model — “give meaning to our action. In 2023, our ambition is to keep our growth and reinforce our leadership by continuing to evolve the codes of the hospitality industry and remain the chosen partner of our hotel owners and customers.”

UPWARD TRAJECTORY

Combined estimated gross sales for our Top 35 companies this year totalled $14.5 billion, a massive leap from last year’s estimated gross sales total of $9.2 billion. In fact, all but a few of our ranked companies this year showed significant growth over 2021.

According to STR, Canadian hotels achieved record-high rates and revenue per available room in 2022.

“Canada’s hotel industry showed exceptional recovery in 2022,” said Laura Baxter, CoStar Group’s director of Hospitality Analytics for Canada in a statement. “Not only did ADR and RevPAR return to pre-pandemic levels, which was much faster than originally anticipated, but both metrics also reached record highs.”

This progress was evident in the sales numbers submitted for this year’s report. Some companies of note include Marriott Hotels of Canada with a reported increase of $1.7 billion;

InnVest Hotels with a $337-million increase (from $280 million to $617 million); and Best Western Hotels and Resorts (BW) with a $309-million increase over its 2021 results (from $470 million to $779 million).

Many smaller hotel companies also thrived in 2022, such as Alberta-based Basecamp Resorts, which grew its sales from $10 million in 2021 to $25.3 million at year-end 2022; Victoria, B.C.-based Accent Inns with an $11-million increase over 2021 ($29 million to $40 million); and New Castle Hotels and Resorts, which reported a $29-million increase over its 2021 results ($33 million to $62 million).

LOOKING AHEAD

According to a recent Canadian Lodging Industry Overview: Hospitality & Gaming, most markets in Canada experienced accelerated ADR growth in 2022, which resulted in some markets seeing ADRs well above 2019 levels. Domestic leisure demand largely drove ADR gains over the last two years as travel outside Canada was restricted. With more travel options available and the high cost of travel and hotels in Canada, there is potential for some leisure demand to dissipate in 2023.

The report states that a return of regular group and corporate demand, which is usually lower rated, will have further impact on future rate growth, adding “dynamic pricing structures for negotiated rates are an opportunity for some hotels to increase rates in the coming year.”

Labour shortages and costs will continue to be issues for hotels as properties return to normal staffing levels. With the unemployment rate at just five per cent, the industry will face challenges in 2023. This past year, the Hotel Association of Canada, along with Tourism HR Canada and the Government of Canada, created the Destination Employment program. This bridge program helped mobilize 1,300 new Canadians into hotel jobs in five key regions of Canada in 2022. These groups continue to advocate for modifications to programs that will ease the labour shortage for the hospitality industry. ◆

TOP 35 REPORT

METHODOLOGY

We're seeeing the beginning of an industry rebound but hotel companies across Canada still faced myriad challenges to survival and a large number of our Top 50 companies once again chose not to release their year-end results. We therefore

opted to once again produce a truncated version – the Top 35 Report — listing only those companies that chose to release their 2022 information, as well as a handful of companies that we estimated for given their importance to the hotel landscape.

TOP 30 UNDER 30

The future is in good hands with Hotelier's Top-30-Under-30 Award winners

Christina Antonio

Brittany Smith

Kelleagh Alexander

Ellis Luo

Jeremiah Tomas

Saurav Sarkar

Carlos Ng

Kevin Barrington

Sarah Douglas

Sunny Choi

twenty-nine-years-old

Saurav Sarkar

SOUS CHEF, ST. REGIS TORONTO

Indian born and raised, Saurav Sarkar was classically trained in French cuisine at Le Cordon Bleu Australia. He also studied Culinary Management at George Brown College and holds a Bachelor of Business Administration from the University of South Australia.

His professional experience includes kitchen roles with Joey Restaurants, Bisha Hotel, Amal Yorkville and Clio Private Members Club. In 2022 he joined the St. Regis Toronto as sous chef, where he is in charge of seasonal menu changes and special events and works with the executive chef and wine director to boost sales and attract a niche clientele.

With a leadership mantra of “progress over perfection,” he believes in the importance of providing young chefs on his team with the support and guidance.

“As a result of his excellent work and his leadership in our culinary team, The St. Regis Toronto has achieved our first 5 Forbes Star award for 2023,” says Hiren Prabhakar, GM, St. Regis Toronto. “I have been thoroughly impressed with his culinary skills, work ethic, leadership and service excellence. His dynamic approach to leading and inspiring others is truly the key to why the culinary brigade in his kitchen is performing at a world-class level.”

Kelleagh Alexander

TOURISM DEVELOPMENT MANAGER, SOUTHWEST ONTARIO TOURISM CORPORATION, WOODSTOCK, ONT.

An ambitious self-starter with a positive attitude, Kelleagh Alexander is an experienced tourism professional skilled in experience development, tourism product development, workforce development, event management, catering sales and hotel sales.

Alexander started out in events management and worked her way up to a management role at a young age in a hotel/conference centre setting. From there, she found herself working in Indigenous tourism and hospitality for several years in Calgary and Southern Ontario. Eventually, Alexander was led to tourism development where she now manages tourism and workforce development for southwestern Ontario at a regional level.

In her current role, Alexander partners with industry leaders on programs to aid the recovery of the hospitality-and-tourism industry and works with students and faculty at post-secondary institutions to promote career opportunities. She also works to develop a Black Tourism and Hospitality community network.

“Her achievements and contributions to the industry are worthy of receiving such a prestigious award, and I look forward to watching her succeeding in any and all of her endeavours,” says Jayme Mitchell, director of Sales, Events & Marketing, Hyatt Regency Calgary

twenty-nine-years-old thirty-years-old

Sunny Choi

MANAGER, PORTFOLIO MANAGEMENT, FOUR SEASONS HOTELS AND RESORTS, TORONTO

Sunny Choi grew up in an F&B family, with parents who ran restaurants and cafés in Seoul, Korea and Montreal. She learned quickly that she enjoyed connecting with people and providing exceptional services, leading her to switch her university major from health sciences to hospitality management at the University of Guelph.

Following graduation, she interned as a Consulting and Valuation analyst at HVS Toronto before joining the Operations Analysis team in the Finance department of Four Seasons Hotels and Resorts.

“From a professional perspective, Sunny is superb,” says Robert Dunigan, SVP, Operations Finance, Four Seasons Hotels and Resorts. “Her enthusiasm and attention to detail are exemplary and dedication to achieving excellence is deeply ingrained in her character. On a personal level, Sunny is a standout.”

Kevin Barrington

MANAGER, TALENT & CULTURE, FAIRMONT HOTELS & RESORTS – NORTH & CENTRAL AMERICA, TORONTO

Kevin Barrington has a promising career in the tourism-and-hospitality industry.

twenty-seven-years-old

The Honours graduate from Algonquin College’s Bachelor of Hospitality & Tourism Management program has gained valuable work experience with brands such as Walt Disney World, The Keg Steakhouse, Westin Hotels and Fairmont Banff Springs. At the onset of the pandemic, Barrington lost his post-graduate position with Fairmont’s Management Trainee program, but he was able to re-join Accor as its Talent & Culture coordinator. In only a couple years, his drive earned him two promotions, from Talent Management & Campus Relations manager to his current role as manager, Talent & Culture, Fairmont Hotels & Resorts –North & Central America.

So far, Barrington has no shortage of accomplishments. He created new initiatives such as the Heartist Appointment Announcement, which is used to welcome new hires at Accor hotels; oversaw the recruitment of all INSPIRE leaders (Accor’s Management Trainee program); delivered university lectures and attended career fairs; and recruited more than 70 new INSPIRES across North America for Accor hotels during the 2022/23 academic school year, to name a few.

“Kevin’s accelerated growth within the industry has been a joy to watch, and I look forward to see where this journey will take him,” says Ameet Tyrewala, program co-ordinator & professor, Algonquin College.

Christina Antonio

LAKE CLUB MANAGER, FRIDAY HARBOUR RESORT, INNISFIL, ONT.

twenty-seven-years-old

REGIONAL CUSTOMER DEVELOPMENT

Sarah Douglas has had her hand in the hospitality industry since 2014 when she worked as a server at Bellamere Winery and Event Centre in London, Ont. From there she moved into hotels as regional marketing co-ordinator with Palm Holdings, followed by stints at the Fairmont Banff Springs golf course and the Molson Coors Centre in Toronto.

After graduating from the University of Guelph with a Bachelor of Commerce (Hotel & Food Administration) in 2018, she became the campus talent attraction co-ordinator for KPMG in Calgary, where she created and delivered employee onboarding programs, delivered social-media content and led fullcycle recruitment programs.

thirty-years-old

Christina Antonio’s interest in travel and culinary experiences motivated her to pursue a career in hospitality. A Bachelor of Commerce graduate from the Hospitality and Tourism program at Toronto Metropolitan University (formerly Ryerson University), Antonio began her career at the Four Seasons Hotel Toronto where she discovered what luxury service has to offer.

Upon graduation, Antonio joined the Fairmont Royal York Hotel as the In-Room Dining (IRD) supervisor, marking her first leadership role. During her five-year tenure at the property, Antonio worked within all food-and-beverage outlets. In 2018, Antonio won Leader of the Month in recognition of her leadership development within her roles in the IRD department.

Two years ago, Antonio joined Friday Harbour Resort as the assistant manager when the Lake Club was in its pre-opening stage. She’s responsible for the day-today operations of the Lake Club’s facilities, including food and beverage, pool and fitness area and recreational programming, and successfully manages a department of roughly 30 employees.

Today, Douglas is Regional Customer Development manager at Diageo Canada in Calgary, where she manages a $29-million budget across Canada; collaborates with key account managers to bring to life seasonal marketing strategies; and conducts regular ROI analysis on programs and promotions.

“One of her greatest strengths is their ability to collaborate effectively with crossfunctional teams,” says Jordan Spittal, national sales director On-Premise, Diageo. “Sarah has the natural ability to communicate and build strong relationships with both internal and external teams, enabling her to develop integrated marketing programs that align with overall business objectives. The ability to influence and motivate others have also enabled her to drive change and achieve exceptional results.”

Sarah Douglas

MANAGER, DIAGEO CANADA, ETOBICOKE, ONT.

Ellis Luo

UNIVERSITY RELATIONS & RECRUITING MANAGER, MARRIOTT INTERNATIONAL, TORONTO

Described as motivated, eager to learn and adaptable to changing business needs, Ellis Luo is always up for a challenge. In 2017, Luo earned her Bachelors of Commerce, Hospitality and Tourism Management from Toronto Metropolitan University and in 2023, she obtained a Human Resources Management Certificate (CPHR Candidate) from Simon Fraser University.

In her current role as the University Relations & Recruiting manager for Marriott International, Luo is responsible for planning and executing recruiting events at colleges and universities across Canada. At a time when labour shortages have been widespread across the country, Luo is focused on developing the appropriate strategies and programs to deliver top talent in North America.

Previously, Luo was the Human Resources generalist/ co-ordinator at The Westin Bayshore Hotel Vancouver where she hired more than 90 associates in three months and was responsible for the on-boarding experience.

Her passion for people, culture and travel never goes unnoticed.

twenty-seven-years-old

twenty-nine-years-old

Brittany Smith

DIRECTOR OF LOYALTY & GUEST EXPERIENCE, FAIRMONT ROYAL YORK, TORONTO

Since she was a child, Brittany Smith dreamed of working in hotels, and over the years, she’s worked tirelessly to make those dreams come true.

Smith completed a Canadian Youth in Hospitality program called Mobilize that provided her the opportunity to work in three short-term placements at Fairmont Banff Springs in Alberta, Fairmont Chateau Whistler in British Columbia and Fairmont St Andrews in Scotland. In just four years with the St Andrews property, Smith earned three promotions from front desk agent to front-office manager; managed the transition between Accor and Fairmont’s loyalty program; completed the Scottish Vocational Qualification (SVQ) apprenticeship; and was awarded Colleague

of the Year in 2019.

In 2021, Smith returned to Canada to join the Fairmont Royal York as the Loyalty manager. After eight months, she was promoted to director of Guest Experience. During her time as director, Smith has created a new Guest Experience division of the hotel and created/chaired the Service Excellence committee.

“This breadth of experience has made her a fantastic leader and instrumental in developing service strategies that make our hotel stand out,” says Laura Dominguez, director of Rooms, Fairmont Royal York. “Brittany truly lives and breathes hospitality and has become a role model to many young people in the industry through her exemplary work ethic and dedication.”

Jeremiah Tomas

FOOD & BEVERAGE MANAGER, LANGDON HALL COUNTRY HOUSE HOTEL AND SPA, CAMBRIDGE, ONT.

Jeremiah Tomas has spent the last 10 years working with some of Canada’s critically acclaimed chefs, managers and beverage specialists, developing his skills in specialty coffee, bartending, mixology, wine, technical fine-dining and restaurant management.

At 17, Tomas began his career at Soho House Toronto as a prep cook, but he quickly realized cooking wasn’t his passion – creating long-lasting relationships was. Over the years, Tomas held roles at Hexagon in Oakville, Ont., Parcheggio & Babel restaurants by Oliver & Bonacini Hospitality in Toronto; and DeMello Palheta in Toronto, among others.

Today, Tomas oversees an operation

dedicated to the merging of guest experience and high-level cuisine. He manages operating costs and labour, assigns tasks and provides mentorship through one-on-one meetings with employees.

“Jeremiah has embraced the ‘sense of place’ and ‘one team one dream’ culture,” says Jason Bangerter, executive chef, Langdon Hall. “He has thrown himself into the role here working with myself and the F&B teams to establish a guest experience like nowhere else, and equally a staff experience unparalleled. He brings a true passion for his place here and leads with honesty and humility, He is developing into an incredible young leader.”

twenty-eight -years-old

twenty-seven years-old

Carlos Ng

DIRECTOR OF FRONT OFFICE, FAIRMONT ROYAL YORK, TORONTO

It wasn’t until Carlos Ng walked away from hairstyling that he found his passion for hospitality while working at the RiverRock Casino Resort in Richmond, B.C. Shortly after, he enrolled into the Hospitality Management diploma program at Vancouver Community College and joined the Pan Pacific Vancouver Hotel as a front-desk agent.

Ng proceeded to earn his Bachelor of Hospitality Management at Vancouver Community College and Master of Business Administration at the University of Guelph. During this time, he held a variety of roles, including the Inspire Leader by Fairmont Corporate at Fairmont Vancouver Airport, Housekeeping manager and Guest Relations manager at the Fairmont Express and executive housekeeper at the Rimrock Resort Hotel in Banff, Alta. before returning to Toronto to join the Fairmont Royal York. Through his career, Ng has been a guiding light for hospitality students. He returned to Vancouver Community College as a guest speaker and attended the 10th edition of the Young Hotelier Summit in Switzerland, as well as many career fairs.

In his current role, Ng implements innovative initiatives, achieves increased Voice of Guest ratings and forecasts operational demands. Ng’s future burns brightly as he continues to make positive impacts in the industry.

THE TEAMS AT FAIRMONT/ ACCOR ARE CARETAKERS OF THE ENVIRONMENT

BY AMY BOSTOCK

For more than 30 years, Fairmont Hotels and Resorts, the winner of Kostuch Media Ltd’s 2023 Green Leadership Award for Outstanding Commitment to Environmental Stewardship, has been an environmental leader among eco-friendly hotels. As one of the first luxury hotel brands to achieve emission-reduction targets, it has embraced the sustainability initiatives developed by its parent company, Accor. From housing rooftop beehives to innovative water-reduction techniques, the brand has long been recognized as having one of the most comprehensive eco-friendly programs in the North-American hotel industry.

In fact, the forward-thinking team at Fairmont wrote the book on sustainability in the hospitality industry — literally — with its first edition of the Green Partnership Guide. Today, as one of several brands owned by Accor, the company has continued to strengthen its mandate for environmental stewardship, placing sustainability at the heart of its overall business strategy

“Both Fairmont and Accor have a long-standing history in sustainability stewardship,” says Marina

Elsener director, Sustainability & DEI at Accor. “The Green Partnership program was built around the notion of collaboration. And this was a roadmap for organizations across our industry on how to green their operations. Collaboration really is key when it comes to driving sustainability forward.”

Following the success of the program, the company was not content to rest on its laurels, and continued introducing sustainability initiatives at every level of its operations.

In 2022, Accor, along with Fairmont, launched its School for Change program, an ambitious training program that has provided Fairmont and Accor employees with access to a training path focused on the fundamentals of climate change. This aims to improve individuals’ understanding of the causes of climate change and its impact on biodiversity and communities, and facilitates the sharing of solutions to create positive change at every level.

Caring for the planet isn’t something the Fairmont team takes lightly, recognizing that being sustainable isn’t just a matter of turning off lights or planting an organic garden, although these are important. The hotel brand prioritizes six key pillars to drive its sustainability programs: guests; people; partners; communities; buildings; and food.

The company’s goal, says Elsener, is “to embed sustainability into the way we do business.

Fairmont Mirama in Santa Monica styled by Rebecca Farr and Robin Turk

( l to r) Brian Hanna, Manager, Procurement, Sustainability & Supplier Diversity, Accor; Marjorie Pittet, Director, Operations Support, Fairmont; Marina Elsener, Director, Sustainability & DEI and Fairmont; Andrew Wilson, Executive Sous Chef, Fairmont Royal York

LEADING SCENE the Green

LANGDON HALL COUNTRY HOUSE HOTEL EARNS ACCOLADES IN MANY FACETS OF ITS OPERATION

BY NICOLE DI TOMASSO

Jason Bangerter, executive chef, Langdon Hall Country House Hotel & Spa

MEETINGS MADE TO ORDER

Business meetings are taking on a new dimension for tech-savvy travellers

BY DENISE DEVEAU

After more than two years of isolation and endless screen time, hotel operators are finding that, it’s no longer business as usual when it comes to meeting preferences as business travellers seek more flexible options for conducting meetings on the road.

Today’s guests are expecting to seamlessly transition to a hybrid model whatever the location, complete with full streaming and video-conferencing capabilities at the ready. Group sizes are smaller and lead times for bookings are shrinking. Conventional boardroomstyle settings are giving way to a more fluid approach, where a dining-room

table can morph into an ad hoc meetings space should the mood strike them.

“We’ve learned so much about ourselves individually and as a culture during the pandemic,” says Jennifer Kazlauskis, director of Sales and Marketing at the Sheraton Gateway Hotel in Toronto International Airport. “We are such social creatures that had to be isolated for so long. As the world is trying to come back together, business travellers don’t want to be secluded anymore. We all want to be part of things around us.”

A NEW

PERSPECTIVE

Lockdowns provided Fox Harb’r Resort in Wallace, N.S., the opportunity to

re-think its approach to meetings for its Joyce Centre, a 37,000 sq. ft. flexible meeting space that opened in June of last year.

“Since COVID, a vast majority of groups request some sort of hybrid capacity,” says Kevin Toth, president. “We made sure that audio-visual technology was integrated into the design. Every room, including the ballroom, features built-in dropdown projectors and screens, and microphones.”

The property also transformed the food-and-beverage component by moving the front desk in the clubhouse to the new centre and building two private dining rooms in its place. This allows smaller groups to have a dining-room

experience in a private space versus the typical banquetstyle service, explains Toth. “We had to change banquet service considerably in order to respect individual dietary requests.”

A key post-COVID change is shortened lead times for business bookings, notes Toth. “Lead times are about 30-per-cent shorter than they were pre-COVID. That puts a significant amount of pressure on our catering and convention-services team. Today you have to be pretty nimble to accommodate everyone’s needs.”

Access to outdoor space has also become an important feature for business events and during breaks. One of the big design elements at the Joyce Centre is the extensive patio space, fitted with outside tables, barbecues, and audio-visual equipment.

Added to that is a full complement of outdoor-activity components, including offerings beyond spa visits and golf. A recent activity addition is axe throwing, while sport shooting and archery are growing in popularity.

FLEXING YOUR OPTIONS

For Ben Sparrow, CEO, Sparrow Hotels in Winnipeg, keeping pace with changing business demands is all about flexibility. “At the Wyndham Garden Winnipeg Airport hotel, we put air walls in place that can divide the large ballroom space into five different configurations depending on the size of the groups.”

One unique feature in the ballroom space is that one entire wall is windows. “Having access to natural light and outdoor spaces in close proximity is key,” says Sparrow.

Another innovation that the organization has been implementing in its properties is writable walls and televisions for smaller meeting rooms. A major driver behind the decision is the ability for guests to easily and seamlessly

connect with the technology they are using, he explains.

Large communal tables have also been incorporated into lobbies and small private dining areas in the restaurants with screens, projectors, and mobilestreaming capabilities. “What we are doing is creating unique spaces that are more designed to a lifestyle standard you would have at home,” says Sparrow.

One other element that is making an impact on meetings is the growing options for mobile bar and foodservice equipment. “They are more finished, highly designed, and can be customized to fit a room. They are having a bigger impact on the space than you might think.”

MAKING CONNECTIONS

When the Sheraton Gateway Hotel in Toronto International Airport finished its $30-million upgrade in March 2020, it became the stuff of the modern business travellers’ dreams.

“A lot of elements were worked into the concept to accommodate the new era of business meetings,” says Kazlauskis. “The technology was already built in. COVID just sped up the process.”

Part of the renovation was ensuring connection points everywhere, from the restaurant to private spaces to the public areas so people can charge their devices and conduct business wherever they sit.

As a focal point for international travellers on the go (average stay is 1.1 days), the design is specifically geared to accommodate small- to mediumsized meetings. The hotel has 26,000 sq. ft. of meeting space in total, broken into 24 rooms of various sizes and configurations over four floors, with the largest able to host up to 140 people.

Several small meeting rooms are integrated into the lobby in the form of both formal and informal spaces. These include four technology-forward small boardrooms with builtin turnkey video-conferencing options. Two are equipped with a boardroom-style table, the other two feature casual seating.

Lobby studio spaces are rented by the hour, while more traditional boardroom spaces on the third and fourth floors are rented by day.

Designers also added four individual complimentary working booths. “They’re always in use. It’s a great option for guests on private calls to still feel a part of everything happening,” says Kazlauskis.

The restaurant itself has a selection of communal tables for small groups to extend their lunches into a meeting.

Currently Sheraton Gateway is going through a full networking infrastructure re-fresh to meet the demand for hybrid meetings and deliver top-notch broadcasting and streaming capabilities throughout every corner of the hotel, she explains. “People expect to be able to live stream any time. In this day and age, the network is the backbone of how we live, how we connect with each other, and how we do business. It’s all about bringing the community to life and easily connecting with people around you and around the world.”

Toronto Sheraton Gateway

PERFECT BLENDS

Hotel design is capturing the many sides of the travel experience

BY DENISE DEVEAU

With tourism on the rebound, the past two years have changed how hotels are utilizing the spaces they offer.

The mindset of guests and their needs have changed over the course of the pandemic. Increasingly their travels combine business with pleasure, driving a need for more versatile spaces that can serve both worlds.

Check-in and office services are blending into a more eclectic social setting, while dedicated spaces such as breakfast and boardrooms are doubling up to serve additional functions depending on time of day and audience.

Sustainability is at the forefront of every design decision, including case goods, seating, and artwork, along with a push to bring local flavour to even the most standardized templates.

“We’re seeing a lot of changes, some of which were driven by COVID, but

also by technology preferences,” says Brian Leon, CEO, Choice Hotels Canada in Toronto, adding that renovations have been “coming out strong” since the pandemic.

A FOCUS ON PUBLIC SPACES

Hotel design is now very much focused on creating socially dynamic spaces in public areas, says Kristen Lien, principal architect with FRANK Architecture in Calgary. “Primarily that can be seen in the mixing of functions, and having workspaces that are much less formal. A lot of brands are getting rid of their business centres and creating communal spaces in their lobbies.”

Public spaces are seeing the biggest changes, confirms Leon. “Versatility is a big consideration. For example, our breakfast rooms are increasingly becoming part of the lobby space to provide more casual communal seating options to use all through the day or

serve as a small bar area in the evening.”

The mixed-use concept ties closely into the emerging hybrid-work model, adds Leon. “A lot of people don’t want to sit in a room to do their work. They come to the public spaces to connect and get work done from there. We are seeing much more congregating space in both mid and upper mid scale properties than in the past.”

THE SUSTAINABILITY FACTOR

Sustainability remains top of mind in the hotel industry. “We always have an environmental lens when we are looking at a new design or re-design of hotels, from the choice to materials to energy efficiency to buildingmanagement systems,” says Leon. “We also ensure that the manufacturers we work with use environmentally conscious production processes.”

Andrew Horsfield, director of sales for Hyatt Place Ottawa West, a winner of

St. Regis Kanai Resort, Riviera Maya Grey Rock Quality Hotel, Edmundston, NB Comfort Inn, CNB30Lobby

the Hotel Association of Canada Green Key Award 2022, says the building (which opened in 2021) was designed with sustainability in mind from the ground up, including geothermal heating and solar-panel systems. The commitment to sustainability is also featured in the main lobby, where a wall-sized art piece depicting the Ottawa River overlays a topographical map.

All furniture has been built and made in Canada, to avoid shipping product in from overseas, and all millwork in the main lobby has been done by local companies. Two live-edge high-top group tables in the lobby are made from wood reclaimed from Ontario lakes.

A small but important feature is a water bottle refill station in the lobby. “That is a critical element these days,” says Horsfield.

THE LOCAL SCENE

“Any destination needs to be integrated with the environment, the local flavour and the experience,” says Boris Mathias, partner at Chapi Chapo Design in Toronto. “The key is to capture the flavour of the region and establish a connection that resonates with guests.”

A standout example of that is the firm’s recent work on the St. Regis Kanai Resort, Riviera Maya located on a UNESCO land protected side. The design is strongly influenced by both Mayan and Spanish cultures, reflected in embossed Mayan patterns in the guestrooms and other carefully curated

details throughout the property.

Eugénie Jason, general manager of the Muir Hotel in Halifax, says the ethos behind its design developed by Studio Munge is “born of this place.” All materials used are attached to a story, such as the Muntz metal (once used on ships) cladding with engravings of stories and images; the woven rugs reminiscent of local fishermen’s homes; and a bespoke Muir tartan blanket laid out for guests. “Many of the elements simply would not have made sense somewhere else. The design truly connects guests to the place and its people and is inspired in the roots of the region.”

Alessandro Munge, founder and design director, Studio Munge, notes that focusing on localism and commissioning local artisans and manufacturing partners, reduces environmental impact, while boosting local economies and job creation. “Muir, Autograph Collection in Halifax was a perfect example as we custom designed and procured an entire furniture, fixtures and equipment collection made in Canada that responded to the city's vernacular.”

LESS IS MORE

In cases where hotels may not have the budget to grow rooms sizes in their renovations, designers are coming up with creative ideas to create more space by making case goods more efficient in size, notes Lien.

At Choice Hotels, a great deal of

work is also going into opening space within guestrooms, says Leon. “We’re increasingly seeing a reduction in the amount of closet space and drawers. Thinner TVs also means we can replace 24-inch-deep credenzas and drawers with modular, lighter pieces that open up the room.”

Since COVID, there has also been a stronger push for outdoor space. “Through the pandemic, people were craving outdoor space,” says Leon. “Now we have been incorporating nice outdoor patio space that can be used nine to 12 months depending on the location. Spilling over of public space is less expensive than adding to the interior and the value is huge.”

KEEPING IT AGILE

COVID has changed the guest experience dramatically, says Mathias. “There is a great deal of blurring the lines between working and pleasure in both public spaces and rooms. Not everyone is looking for a desk, but they still want the ability to work during their travels.”

Agility in design is going to be key for all operators, says Jason. “We are seeing more and more bleisure guests looking for flexibility. They can have a great working space one day, and a lovely romantic dinner in the same area the following night. People have told us they don’t want to feel like they are in an office or corporate hotel. It’s no longer just about work or sleeping. It’s about living.” ◆

Toronto Sheraton Gateway Hotel

CURATED CLOUT

Hotels are crafting stays that immerse guests in the local spirit

BY DANIELLE SCHALK

IT'S

increasingly common for Canadian hotels to offer guests a variety of unique ways to forge deeper connections with the local area. And this is showing up in a wide range of forms — from locally sourced menus for conferences and special events to displaying work by local artists and collaborations with local merchants that facilitate distinctive guest experiences.

This trend is being driven by a few different factors, including demand for experiential travel and expectations around sustainable and responsible sourcing. In fact, Twenty31’s 2023 report, Top 12 Trends Shaping the Future of Travel and Destinations, highlights these particular factors as high-impact, demand-driven trends shaping the tourism industry — driving demand for new offerings that align with guests’ values.

Plus, as Accor’s Hospitality Ahead report (March 2023) notes, the increased

uncertainty and instability of recent years has served to enhance the appeal of local sourcing. “Doing business in these uncertain times means hotel management faces a potentially wide array of challenges including scarcity and variation of resources, rising energy and transportation costs, and so on,” the report details. “Focusing on the hotel’s local ecosystem lets properties meet increasing guest expectations for brands who do the right thing, provide authentic local experiences, and work toward becoming more environmentally responsible in their daily operations.”

Recognizing its importance/value, Club Med has integrated local sourcing into its corporate values, with an average of 86-per-cent of purchases made by the brand’s resorts (goods and materials)

being made from local suppliers.

“Contributing to the local economy is a pillar of our brand DNA. This is one of the reasons we created the Happy to Care program,” explains Vincent Giraud, managing director of Club Med Canada. “We hold dear the idea of being a part of our local community and feel that beyond the sheer quality of products available locally, we have a duty to showcase them and support the local industry.”

Beyond responsibility, the connections forged through these practices have a positive influence on the overall hotel experience. “Hyatt Place Ottawa-West guests express gratitude for the opportunity to choose and support local companies that are trying to do better,” shares Andrew Horsfield, director of Sales. “Furthermore, the

Park Hyatt Toronto

Park Hyatt Toronto

Hyatt Place Ottawa West (right) Club Med Quebec Charlevoix Local Food

property’s commitment to corporate social responsibility boosts staff satisfaction and as such, their pride in the workplace extends to how they treat guests.”

As Jason Bossenberry, director of Sales and Marketing, Park Hyatt Toronto, shares, this sentiment extends beyond leisure travellers. “[We] have seen an uptick in corporate clients that expect sustainable and locally sourced options during their experience on-property — whether it be an afternoon meeting or an overnight stay,” he explains. “The team ensures that all visits have thoughtful touches, including locally sourced amenities such as a snack-break featuring vegetables from 100KM Foods, bread made in-house with ingredients from Brodflour and tea options from Sloane Tea.”

Kunal Dighe, executive chef at JW Marriott Parq Vancouver and the DOUGLAS, an Autograph Collection hotel, also points to events and functions as a key area where local offerings can shine — especially given the global nature of the property’s clientele. “We work on crafting thoughtful, customized menus based on local ingredients sourced from our surroundings,” he explains. “We have created multiple unique food stations that highlight the local area, such as the local oyster bar, a B.C. mushroom pasta or risotto [station], an Okanagan fruits carving station and a local vegetable stand.”

From an F&B perspective, chef Dighe explains that local offerings just make sense. “Local products are lucrative options as product quality and shelf life are up and coming, helping cultivate a marketing strategy for any restaurant. [And,] using seasonal products will boost top and bottom-line revenue.”

Given the region’s reputation as a foodie destination, local products form a core aspect of the all-inclusive Club Med Québec Charlevoix resort’s F&B offerings. “Our Food & Beverage department features many local products, especially regional ones from Charlevoix, when possible,” says Girard. “Examples abound in the kitchen, with local cheeses and charcuteries, as well as the wine cellar with wines and spirits from local producers.”

A few examples include products from local farmers Viandes Bio de Charlevoix; spirit and beer producer Distillerie Menaud; wine and cheese producer Maison Maurice Dufour; and honey, wine and spirit producer Hydromel de Charlevoix.

As Girard explains, “Some experiences have been designed around the products for the sole purpose of allowing guests to discover the local delicacies. Club Med Québec Charlevoix’s Gourmet Lounge restaurant offers a tasting experience and menu to discover — or re-discover — the local flavours.”

Although food-and-beverage offerings are among the most common ways local products are presented to guests, they’re just the tip of the iceberg.

Local sourcing is increasingly represented in the decor and

design of properties. As Horsfield shares, “Hyatt Place OttawaWest features artwork from local artists, including a large mural of the Ottawa River in the lobby (by local resin artist Helen Wright), as well as wall art in the form of honeycombs (created by Thunderwood and More of Gatineau, Que.) highlighting the beehive on the roof. [Also,] all of the millwork in the main-floor lobby and bar, as well as the lobby tables were crafted by local companies and the guestroom cased goods are from New Brunswick.”

Similarly, Ace Hotel Toronto boasts a range of original artworks created by “primarily Canadian artists,” including Dennis Lin, Guillermo Trejo and Claudia Gutierrez, among many others.

Diving into the guestroom experience, some properties feature in-room entertainment offerings such as record selections curated through local partnerships. One such example, The Annex Hotel Toronto offers guests a selection of records, curated by local independent music shop Sonic Boom, for use with its in-room record players.

Ace Hotel Toronto also offers in-room listening, with its in-room vinyl collection curated by Arts & Crafts Productions — a storied independent record label based in Toronto.

Club Med Québec Charlevoix offers products from Kamouraska, Que.-based handmade soap factory Quai des Bulles, which is known as a leading producer of cold-process soap made from rice bran oil, as well as handmade, natural and eco-friendly body care products. “We try to feature as many local products as possible from Québec and Canada,” Giraud notes. “Our team uniforms are also local and provided by HUB1916, a Montreal-based company which produces sustainable apparel from recycled plastic bottles.” Although the benefits and appeal stack up, there are of course challenges and obstacles that can come along curated local offerings.

Chef Dighe notes, “The biggest challenge is the availability and quantity of the local product, as there is no substitute for the local product,” he explains. “For local products, you have to plan in advance and act fast,” he adds, pointing to the local spot-prawn season — which only lasts six to eight weeks — as a prime example.

Horsfield also notes that sourcing from artisanal local producers can come at a bit of a cost. “While purchasing locally is not always the most affordable option, the relationships Hyatt Place Ottawa West has developed with local suppliers encourage great customer service as the products continue to be top-notch,” he explains. “Additionally, as the property interacts with and supports local businesses, [the hotel’s embedded itself] into the community, thus generating business for the hotel.”◆

Local products have a threeway positive impact: on guests’ experiences, chefs’ creations and support to local farms and vendors

KUNAL DIGHE executive chef at JW Marriott Parq Vancouver and the DOUGLAS

The SERVICE EVOLUTION

ASthe demand for self-service technology continues to rise, hotels of all sizes can no longer delay automating parts of the guest experience. In particular, self-service kiosks allow hoteliers to provide key services without the need for human interaction while reducing operating costs, generating additional revenue and improving staff productivity. Even as the pandemic fades in the rearview mirror, the self-servicekiosk market is expected to grow and fuel the future of business.

With no self-service-kiosk data available in the Canadian marketplace, SCI Group Inc. (SCI) and Signifi Solutions Inc. (Signifi) commissioned a survey with Angus Reid in 2021. The companies surveyed more than 100 business decision-makers across a variety of industries to forecast the future of the market.

Although this movement had already begun pre-pandemic, the investment in self-service kiosks accelerated during the pandemic as businesses prioritized social distancing, contactless transactions and an intuitive user experience for both employees and customers. Half of respondents said their organization increased investment in self-service kiosks prior to the pandemic, with three-in-10 saying their investment level increased by more than 15 per cent since 2019.

Additionally, 77 per cent of organizations stated self-service kiosks to be important to their business in the next five years. The primary

Self-service kiosks are

driver for businesses investing in the technology was employee and customer satisfaction, with 63 per cent identifying this as a top motivator.

“There’s a new appetite for automation and kiosk technologies, part of which may be attributed to the shift in user habits that has stemmed from the pandemic,” says Jamie McDowell, VP of Marketing at Signifi in a release. “More and more Canadian consumers and employees seem to appreciate the simplicity and interactivity provided by kiosk technologies. Organizations are seeing this shift and including kiosk technology in their digital transformation plans.” In the hotel industry, the kiosk transformation is now well underway.

BENEFITS AND DRAWBACKS

There are many creative ways to use hotel kiosks, so it’s important for hoteliers to think about what’s best for their brand and target audience(s). Some of the more practical tasks include facilitating check-in and check-out with room-key dispensers; providing information about nearby attractions, restaurants and amenities; and promoting hotel offerings or events while not in use by a guest. Additional services can include customer surveys, hotel trivia and photo-booth options.

“Kiosks can promote local attractions so guests knows what’s in close proximity

to a hotel,” says Michael Cann, VP of Business Development, Smartek Systems. “Often times, hotels generate more revenue from these promotions [through bundling and referral fees and commissions].

Furthermore, self-service kiosks are eco-friendly, eliminating the need for paper maps and brochures, and can incorporate accessibility features such as screen shrinking for wheelchair access, audio instructions with volume control and specialized keyboard options.

Overall, self-service kiosks reduce wait times and allows guests to address their needs quickly. On the hotel side, properties can make up for staff shortages and ensure existing staff are spending time on more complex tasks, collect more data for better marketing campaigns and personalized experiences and implement an effective upselling strategy for room upgrades, spa visits, breakfast buffets and more.

The most obvious disadvantage of using a self-service kiosk is it can be confusing for guests who aren’t familiar with the technology, requiring a staff member to provide additional support. However, the majority of guests seem to be accepting of this digital advancement.

In most cases, glitches with the kiosk itself can be fixed by a supplier’s technical-support team. “We have an internal monitoring system so if any unit glitches, turns off or disconnects from the Internet, our technicians get notified and contact the hotel,” says Joe Yosufzai, Chief Technology Officer, Smartek Systems. “If the issue can’t be fixed on the phone, a technician will arrive on site.”

Merlin Entertainments operates 140 attractions, 23 hotels and six holiday villages in 24 countries and is using Oracle MICROS Simphony Point-of-Sale (POS) and Oracle Hospitality OPERA Porperty Management technology. With these solutions, Merlin guests can take advantage of mobile check-in at hotels and pre-order food at various attractions.

“The attractions are always the stars, but today there is more demand for people’s attention, so we really need to stand out from the crowd,” says Lee

KEY SUPPLIERS

➜ Depending on a property’s budget and lobby layout, hoteliers can select from several kiosk styles including, standing kiosks — which is the most common type of kiosk and takes up minimal floor space — wall-mounted kiosks, table-top kiosks and vending kiosks, which can combine check-in with shopping functions to create another revenue stream.

Canada-U.A.E.-based Smartek Systems manufactures and supplies a range of kiosk styles. Its Self-Payment Kiosk (SP732) and Free Standing Single Side Slim Kiosk (iQX749/iQX755) are well-liked options in the hotel industry. Currently, Smartek has three hotel customers, one in British Columbia and two in Dubai, who have purchased the company’s products through re-sellers. Joe Yosufzai, Chief Technology Officer, Smartek Systems, says the hardware and software cost between $2,000 and $10,000, and wait times are between six and 10 weeks.

Additionally, Oracle Hospitality’s Oracle MICROS Kiosk Stand, comprised of a Workstation 6 and a stand, can be fully integrated with OPERA Cloud Property Management and Oracle MICROS Simphony POS solution, according to its website. It comes as a floor stand with modular peripheral options to accommodate multiple configurations and both landscape and portrait layouts. Oracle’s latest integrations on the Oracle Hospitality Integration Platform (OHIP) include Samsotech and Zaplox.

“Samsotech is a fast and easy to use self check-in and check-out solution for a hotel that wants to provide its guests with a [faster process] without having to interact with staff or wait in lines,” says Laura Calin, global VP, Hospitality Strategy & Solutions Management, Oracle Hospitality. “Zaplox is another kiosk-based solution that enables guests to conveniently check-in and print their own key cards.”

Lastly, Georgia-based Agilysys supplies self-service guestfacing ordering kiosks and self-service check-in/out kiosks to hotel customers throughout the Americas, Europe, the Middle East, Asia-Pacific and India, including Rosewood Hotels & Resorts, Quinault Beach Resort & Casino, InterContinental Chicago Hotel, Pinehurst Resort and more.

Cowie, Chief Technology Officer at Merlin Entertainments. “We do that by constantly innovating, delivering new experiences, and creating new reasons for guests to come back. Oracle offers a strong, reliable, and well-thoughtout suite of technologies that help us accomplish these goals.”

LOOKING AHEAD

The global interactive and self-service kiosk market size was valued at USD $28.45 billion in 2022 and is projected to grow at a Compound Annual Growth Rate (CAGR) of 7.1

per cent during the forecast period from 2023 to 2030, according to a market research study published by Contrive Datum Insights. North America followed by Europe are likely to have the biggest share of the market, but the Asia-Pacific is expected to grow the fastest during the time frame of the forecast.

“The pandemic drove more people to use kiosks, which increased their comfort level with the technology and is leading to even better user-centric design for the next generation of devices,” says Peter Collier, VP of Technology, SCI Group in a release. “We expect that increasing user comfort with kiosks and ongoing design improvements by kiosk manufacturers will continue to drive adoption.”◆

SIP & STAY

Beverage operations grow revenue and connections

BY MORAG MCKENZIE

Beverage operations in hotels have seen a complete transformation in design, menu and customer mix as they reposition themselves as the central hub and place to connect for their guests and local community. They have become one of the best opportunities for hotels to grow revenue and their reputation in their neighbourhood and beyond.

One of the first hotels in Canada to design its food-and-beverage operations around its front desk and central lobby was the Four Seasons in Montreal. Opened in 2019, Marcus Restaurant and Lounge’s trendy and vibrant design and unique cocktail and beverage program attracts a strong and loyal customer base in Montreal (80 per cent) versus hotel guests (20 per cent). “We offer our customers three different experiences all within the same

space,” explains assistant director, Food and Beverage Johan Monterrat.

When the Sheraton Centre in Toronto began to re--imagine its public food-andbeverage spaces five years ago, it took a very beverage-centric approach to its two unique operations — 43 Down and Dual Citizen. “We wanted to transform our front lobby into an open-concept community hub for our guests and locals alike. Named after its 43 floors, 43 Down is a mixology showcase which is only open five nights a week and is mainly focussed on beverages,” explains Tim Reardon, general manager.

TRAINING AND PREPARATION ARE KEY

The key to effectively managing a busy beverage program with a complex product mix is training and preparation. “With an 80/20 split of beverage to food

revenue at 43 Down and 65/45 beverage to food split at Dual Citizen, ensuring we have the best trained and guest-centric mixologists and baristas is key to our success,” explains Reardon.

To serve the highest-quality cocktails in its very high-volume Marcus Lounge, the Four Seasons, Montreal uses a unique Cocktail Lab system. “We consider the cocktail program to be more like a kitchen working with spirits, so just like in a kitchen, most of the setups are prepared before service in a controlled environment to ensure consistency and quality. Nearly every part of the cocktails we serve, from the homemade ingredients and infusions to the crystalclear artisanal ice are made in-house,” explains Monterrat. Led by Jonathan Homier, Bar Preparation supervisor, the laboratory includes a complete ice program with all the necessary tools

(chainsaw, bell machine, ice pick, ice buffer, et cetera).

UTILIZE ALL THE SENSES

Today’s cocktails are much more than beverages. Often served filled with smoke, flames, dry ice, beaten egg whites and garnished with edible flowers and artistic foods, they appeal to all the senses.

At 43 Down, the ‘Under the Dome’ cocktail ($30) arrives at the table in a glassenclosed birdcage that’s filled with sweet apple-wood smoke. Showy and aromatic, this boozy cocktail is a well-balanced blend of Buffalo Trace, Maraschino liqueur and Dillon’s vermouth.

The Four Seasons Montreal is known for its iconic cocktails including ‘Forbidden Fruit’ ($26), a vodka-based multi-layer cocktail whose ingredients include shavings of the ‘illegal’ Tonka Bean. It’s topped with an egg-white foam with the Marcus logo dusted on top. Capturing more than 35 per cent of the restaurant’s total cocktail sales, its showiness makes it an Instagram favourite with more than 70 per cent of customers snapping a picture of it.

As well as appealing to their senses, Marriott Pinnacle Vancouver’s Showcase Lounge appeals to its customer’s sense of adventure. “Our ‘7 Wonders of Voyage’ campaign takes our customers on a

global voyage to the Seven Wonders of the World. Each unique cocktail reflects the flavours, colours and spirit of each destination,” explains Sebastian Jenkins, restaurant and bar supervisor.

MIXING IT UP

The product mix of beverages sold has also changed significantly in recent years. All across Canada, beverage directors agree that the most significant trend has been the growth of high-quality tequila and mezcal. “One of the greatest success stories over the past few years has been the explosion of tequila and mezcal. The trend in agave spirits right now is toward an appreciation for quality, similar to Scotch and high-end wines,” explains Reardon of Sheraton Centre, Toronto. One Hotel, Toronto has seen similar changes in its product mix. “At One Hotel, Toronto we feature 18 different tequilas, all of which follow best sustainability practices in their own production, a value which is equally important to us,” states Steven Minor, Corporate Beverage director at SH Hotels & Resorts.

Another significant trend is the growth of zero-alcohol or lower-alcohol cocktails and other beverages. Lower-alcohol-byvolume (ABV) beverages use fortified wines and/or zero-proof liquor alternatives to create imaginative and refreshing cocktails with the same flavour profiles

SEASONALITY AND COMMUNITY DRIVE BEVERAGE MENUS

Just as culinary menus change seasonally, so do beverage menus. “We change our cocktail menu every four months, however always keep the top sellers on the list. We don’t change what is successful as our customers want to always be able to find their favourites,” explains Johan Monterrat of Four Seasons, Montreal.

At One Hotel, Toronto, nature and sustainability lead the way in every aspect of

their properties, including its beverage program which, like its kitchen, is zero-waste. “At One Hotel, Toronto we use a seasonal beverage menu featuring local spirit, beer and wine producers. We work very closely with our kitchen to de-hydrate, roast or re-hydrate fruit and vegetable waste to create our rich syrups, rims and garnishes.

Few hotels have a more hyper-local wine program than Hockley Valley Resort located near Caledon, Ont.

but no alcohol. “Our Spirit-Free No-Groni is an excellent example of a classic cocktail made with spirit-proof gin yet offers all the unique flavours of its classic cousin,” adds Kristi Grotsch, director, Food & Beverage, Four Seasons Hotel Toronto. In a similar move, One Hotel, Toronto has added health- and elixir-driven beverages as more customers look to support their health and wellbeing.

Private label and branded canned beverages are also beginning to emerge. At Hockley Valley resort, an independently owned resort near Caledon, Ont., executive director of Operations Juliano Baldassarra states, “We have created our own private-label canned bubbly beverages which are very popular.”

The Marriott Pinnacle in Vancouver has also recently rolled out branded canned specialty cocktails. “We know our guests’ preferences so create and seal their favourite beverage with a personalized label so it is ready for them on their arrival,” explains Sebastian Jenkins, restaurant and bar supervisor. “We also brand our ice cubes with the Marriott M, making our bar an extension of our brand.”

“Adamo Winery is located 15 minutes from our property and is owned by the same family as our resort. It produces a number of different varietals and is the focus of our wine list including wine pairings,” explains executive director, Operations, Juliano Baldassarra.

At the Marriott Pinnacle in Vancouver, community events play a very important role in the design of its beverage program. “Vancouver has many exciting and unique festivals and events going on in it and we always try to tie in with

them to cross-promote both." explains Sebastian Jenkins, Showcase supervisor.

Just as the beverage menu reflects seasonality, so do tea offerings in hotel’s menu offerings.

“As a tea sommelier, I understand the significance of tea. We offer 16 different loose-leaf tea including four seasonally inspired blends. Our latest example was Cherry Blossom Spring Tea which was only available during Afternoon Tea. We also use tea as a base in many of our cocktails,” explains Kristi Grotsch, F & B Director, Four Seasons Toronto.

10 Quick Tips from Our F&B Experts

1. Invest in training and retaining your people.

2. Know your guests and make personal connections.

3. Work within your means. Don’t make it too complicated as consistency is the key.

INNOVATION IN ROOM SERVICE

At the Four Seasons in Toronto, room service has become an important extension of its guest’s experience. “To allow our guest to enjoy the interactive elements of our cocktails in the comfort of their rooms, we provide them with all the mixology tools, including a shaker, jigger, specialty glassware, ice, garnishes and of course the ingredients. We also include a QR code to showcase a brief instructional video,” explains Grotsch.

Its sister property, Four Seasons Montreal, used changes in its room-service program to also achieve its zero-plastic and sustainability goals. “We replaced the traditional singleserve liquor bottles with 375 ml bottles which can then be enjoyed by multiple guests,” explains Monterrat. “We have had positive comments from our guests as they see the sustainability value in it,” he adds.

Hockley Valley Resort uses a different room service model in its suites, offering an honour bar system which includes locally produced Adamo wine. “It is more of a

value-added program which adds a unique experience for our guests,” states Baldassera.

FUTURE VISION

The future of the beverage, and in particular cocktail, market remains robust. “We believe that cocktails and hotels lounges and bars (if not already) will be a destination on their own. Cocktails will remain impressive and elevated, reflecting their local neighbourhood and season. Cocktails, including spirit-free, will become something you can enjoy anytime of the day, or year,” explains Grotsch.

Minor sees chefs and beverage directors continuing to work closely together to crossutilize their products, minimize waste and infuse fresh and vibrant flavours into each of their programs. “The key to running a successful and progressive beverage program is to be more sustainable in every aspect of your program and guest’s experience,” he states. ◆

4. Be curious. Any feedback is amazing, so take it seriously.

5. Become well-known for one or two items and be the best at those.

6. Know your local competition, including area restaurants, bars and hotels.

7. From tea to cocktails, engage all the senses.

8. Don’t change what is successful, but change the rest.

9. Bring your unique beverages into other areas (such as banquets, weddings et cetera).

10. Make your beverage program an extension of your brand.

CLIENT STATEMENT: “Built both hotels on time and on budget. This was an incredible feat considering the builds were during the worst global pandemic in many years.”

EXPERIENCE...the difference

specializing in hotel construction renovations & new builds

(from l to r): the terrace at Marcus Restaurant, the lounge at Marcus Restaurant opens out into the terrace, 43 Down at the Sheraton Centre Toronto GILLIAN JACKSON [SHERATON CENTRE TORONTO]

NATURE’S BOUNTY

For Sarah Cruse, being GM of Clayoquot Wilderness Lodge is a life-changing experience

BY ROSANNA CAIRA

Sarah Cruse always wanted to be the GM of a hotel resort. With that specific focus guiding her, she graduated from college as a golf-course superintendent, securing her first position at Banff Springs golf course. At the time, she was only the second female golf-course superintendent in Canada. “That was a “WOW” moment for myself and my career, which developed me into the leader I am today,” explains Cruse. After graduating from Cornell University’s hotel program, she landed in the U.S. at the Quail Resort in Carmel, Calif. “It was an extraordinary story of a beautiful resort and incredible owners. I continue to thrive on my memories of events we put together for guests and golf-course members. It was a life and careerdefining experience for me.”

These days, Cruse is back at the Clayoquot Wilderness Lodge, where she previously worked in 2016, until leaving to work in the U.S. for a few years. “It’s a very special property set among Mother Nature’s magnificent, unspoiled wilderness. Coming to Clayoquot ― for me, our team and our guests ― is a transformative, life-changing experience. The chance to connect with nature ― runs parallel to guests re-connecting with their loved ones and themselves.”

With a team of 95 associates, “The lodge’s philosophy is to tailor each guest’s stay to meet their ― sometimes unexpressed ― desires and needs. On meeting guests fresh off the exhilarating scenic seaplane flight in, we get a sense of what they’re looking for and start creating a personalized stay, whether it be adventures on horseback, hiking mountain trails, canoeing the Bedwell River or a relaxing getaway with spa treatments by the Clayoquot Sound, or a mixture of everything with fine food and wine to complete the picture.”

The lodge features 25 luxury tents, at a rate of $2,900 per tent, and a guest lodge that serves as an outpost with the onsite restaurant and bar. The tents are designed to offer an easy encounter with the natural environment. “Some are set overlooking Clayoquot Sound and others are nestled in the lush surroundings of the ancient rainforest,” says Cruse. “The design and style of our tents and guest areas allow a seamless interaction between the outdoors and in, so guests feel very much a part of the place.”

This past winter, Cruse oversaw the refurbishment of the Ivanhoe Bar and its outdoor areas to make the most of its incredible natural surroundings. “Guests can enjoy sitting by the rocky shore overlooking the Sound with a cocktail in hand, or gather round the new firepit in the evenings and toast up some s’mores.”

While the lodge caters to a mix of couples, solo travellers, and multi-generational families, Cruse says business travel has significantly increased since the pandemic, as companies have realized the benefit of connecting person-to-person, and in the case of Clayoquot, in natural surroundings.◆

QUICK QUIPS

Service philosophy

“We dub our service style as ‘first-name service’. Guests are greeted by their first name in the style of friends.”

Stress Busters

“I spend time in Mother Nature’s beautiful backyard. The chance to walk among the giant, ancient rainforests and breathe in the pure fresh air, hearing just the quiet and the easy sounds of nature working around you is my perfect time out.”

Biggest mistake

“Leaving Clayoquot in 2016.

This is what Disney calls “successful failures” which means we are always given opportunities to learn from lessons; it is up to us to take a pause and re-think some of our actions and could there have been a better approach for a more productive ending. ”

HOSTED BY ROSANNA CAIRA

Check out the Checking In podcast to listen to conversations between editor and publisher Rosanna Caira and hotel industry leaders speaking about the issues impacting the dynamic hotel industry.

CHECKING IN podcast episodes are available at hoteliermagazine.com/category/media/podcast/ or find them on and

E40. GROWING THE BRAND MARK WILLIS CEO | FAIRMONT HOTELS & RESORTS WORLDWIDE YIGIT SEZGIN CHIEF BRAND & COMMERCIAL OFFICER | FAIRMONT HOTELS & RESORTS WORLDWIDE

E38. THE PATH TO SUCCESS ROBIN MCCLUSKIE COLLIERS INTERNATIONAL CARRIE RUSSELL HVS REBECCA GODFREY CBRE

E39. BUILDING ASSETS GEOFF ALLAN PRESIDENT | PROJECT CAPITAL MANAGEMENT

E41. LEADING WITH CARE TIM REARDON GENERAL MANAGER, SHERATON CENTRE HOTEL TORONTO