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VOLUME 36, NO. 2 | MARCH 2023 CONTENTS COVER & PG12 PHOTOGRAPHY BY NATHAN ELSON 68 72 FEATURES 9 PREPPING FOR SUCCESS Three talent trends for 2023 10 TURNOVER TROUBLES Hoteliers weigh costs of finding replacement workers 16 SUPPLYING STABILITY Hotel-industry suppliers find ways to help customers thrive 23 THE 2023 BUYER’S GUIDE 23 CATEGORIES 31 DIRECTORY 49 ASSOCIATIONS 50 EDUCATIONAL INSTITUTIONS 52 THE LABOUR REPORT Innovative thinking is key to bridging the labour gap 56 STRONG BASE Shifts in guest behaviour affect demands of housekeeping departments 58 KEEPING IT TOGETHER Retaining workers in the housekeeping department is integral to a hotel’s success 2 EDITOR’S PAGE 5 CHECKING IN DEPARTMENTS 60 HELPING HAND Technology helps housekeeping departments improve the guest experience 63 CLEARING THE AIR Air quality is moving to the top of hotel operators’ agendas 65 RECIPE FOR SUCCESS Chef-branded restaurants add star power to luxury hotels 12

sides of Calgary lifestyle Ajay

Inn,

Health-and-wellness trends influence hotel design STANDING APART HOTELIER LIVING WELL You really should subscribe. Do it now at hoteliermagazine.com/shop/hotelier-subscription/ Feelin’ our content? hoteliermagazine.com MARCH 2023 | 1

The Westley Hotel displays the many

Harjani, Hilton Garden

Vaughan, Ont.

THE PATH FORWARD

It’s been a harrowing three years for the global hotel industry. The pandemic shook the global hotel industry to its core, but slowly and painstakingly, the industry is bouncing back.

Now, according to a recent report from the American Hotel & Lodging Association, the pandemic is slowly sliding away from our view while staffing shortages and the economy are gaining prominence as the new operational challenges that will be keeping hoteliers awake at night.

The report is based on data and analysis from Oxford Economics and was created in collaboration with AHLA Platinum Partners STR, Avendra, Ecolab, Encore, and Oracle. While the report does focus on the American hotel industry, its findings are interesting nonetheless and undoubtedly will mirror some of what may occur in Canada as well.

Here are a few of the top findings from the report:

• Nominal room revenue in 2023 is projected to reach new heights ($197.48 billion vs. $170.35 billion in 2019). While these numbers are not adjusted for inflation, and real revenue recovery will likely take several more years, the trendlines are positive.

• Room-night demand in 2023 is projected to surpass prepandemic levels (1.3 billion occupied room nights vs. 1.29 billion in 2019).

• Average hotel occupancy is expected to reach 63.8 per cent in 2023 – just shy of 2019’s 65.9 per cent.

• Staffing is expected to remain a significant challenge for U.S. hotels in 2023, with hotels projected to employ 2.09 million people in 2023, down from 2.35 million in 2019.

• Inflation for a number of hospitality-related products will continue to run five per cent to upwards of 10 per cent for the next few quarters.

• Group business has a bright future: AHLA Platinum Partner Encore reports that 70 per cent of planners surveyed for the company’s Fall 2022 Planner Pulse Report were either booking or actively sourcing new events, and 61 per cent were expected to have larger budgets in 2023.

For more information on the AHLA Report, click here

EDITORIAL

CONNECT WITH US HotelierMagazine @RCaira_Kostuch @rosannacaira

NICK

hoteliermagazine.com 2 | MARCH 2023

PHOTO BY

WONG ROSANNA CAIRA rcaira@kostuchmedia.com

ROSANNA CAIRA Editor & Publisher

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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; David McMillan, Axis Hospitality International; Don Cleary, Marriott Hotels; Gopal Rao, Conestoga College; Hani Roustom, Friday Harbour Resort; Heather McCrory, Accor; 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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hoteliermagazine.com pillers.com/foodservice 1-800-265-2627 Your Charcuterie Experts

THE ULTIMATE CHARGING

the HW6, a Qi wireless charging audio stereo alarm clock. With two high-powered 12W USB ports, a 10 amp AC courtesy outlet, and a wireless charging pad, guests can charge up to four devices at once. The alarm is easy to set and the Single Day Alarm feature means guests won’t be disturbed by previous settings.

more information, contact Ely Ashkenazi at hotelorders@hoteltech.com, 888-74HOTEL, ext. 228 , www.hoteltechnologies.com PRE-SET USB C HARGIN G DUAL Courtesy AC Outlet © Hotel Technologies, LLC. iHome is a registered trademark of SDI Technologies, Inc. iPhone and AirPod are trademarks of Apple Inc., registered in the U.S. and other countries. All other marks are trademarks of their respective owners.

SOLUTION Introducing

For

CHECKING IN GRAND DEBUT

Canopy by Hilton opens in Toronto

Canopy by Hilton Toronto Yorkville has officially opened its doors, marking the brand’s Canadian debut. Designed by Studio Munge, the 184-room hotel celebrates the best of the neighbourhood through thoughtful and authentic design. Canopy Central, the hotel lobby, welcomes guests with layered interiors, curved edges and organic motifs complemented by an impressive local art collection.

The hotel’s guestrooms also incorporate the brand’s iconic canopy bed and inviting warmth while public areas include a sleek indoor pool, a modern fitness centre incorporating local street art, a transfer lounge and 3,500 sq. ft. of meeting space.

Affectionately known as ‘The Six’ by locals, Toronto is an energizing, unique city with something for everyone, and Canopy

Toronto Yorkville is no exception," says Shaileen Shah, general manager, Canopy Toronto Yorkville.

"Canopy Toronto Yorkville creatively represents the city's rich culture through thoughtful design, a curated art collection, locally sourced cuisine and more. We're eager to welcome guests to our city and hotel.

Under the leadership of Justin Raponi, executive chef, Canopy Toronto Yorkville boasts two onsite dining options. Día serves as a gathering place to enjoy seasonal fare and eclectic wines and spirits, and offers a variety of dishes including memorable cheeses, Roman-style pizza and more. Visitors and locals alike can also enjoy the restaurant's signature wine program and sample libations as a part of Canopy's bespoke evening tastings.

For lighter fare, Virtu Café & Provisions fosters a strong connection with the surrounding neighbourhoods and the entire city. Opening a few months after Canopy Toronto Yorkville's debut, the hotel's all-day café will serve purposefully sourced, locally inspired dishes and foster a connection with the community.

Additionally, Canopy Toronto Yorkville will participate in Hilton Honors. Members who book directly will have access to instant benefits, including a flexible payment slider that allows members to choose nearly any combination of points and money to book a stay, exclusive member discounts, free standard Wi-Fi and access to the Hilton Honors mobile app.

With its premium location, the hotel will bring a unique blend of sophistication, convenience and urban living,” says Reetu Gupta, Ambassadress, The Gupta Group and Easton's Group of Hotels.

“Joining a global portfolio of more than 35 sophisticated boutique hotels, Canopy by Hilton Toronto Yorkville is an incredible property to mark the brand's Canadian debut,” says Jenna Hackett, global brand leader, Canopy by Hilton. "With its local vibe, bespoke culinary offerings and elevated design, Canopy TorontoYorkville offers an inspired stay that embodies the experience of the Canopy by Hilton brand.”◆

THE LATEST INDUSTRY NEWS FOR HOTEL EXECUTIVES

THE WORLD

FROM CANADA AND AROUND

hoteliermagazine.com MARCH 2023 | 5

FIVE STARS

The Ritz-Carlton, Toronto has earned a new Five-Star rating for 2023.

“As a luxury hotel we pride ourselves on providing elevated and memorable experiences, and we are thrilled to have received this prestigious award from the ,” says Guillaume Benezech, general manager at The RitzCarlton, Toronto. “Our ladies and gentleman ensure we are consistently providing exemplary service in all aspects of the hotel, and we are honoured to have been awarded a Forbes Travel Guide since

“Travel is in an incredible position for continued growth, as people prioritize authentic, in-person experiences,” says Amanda Frasier, president of Ratings for . “The hotels, ocean cruises, restaurants and spas on our 2023 Star Rating list demonstrate an impressive commitment to creating memorable environments that nurture, connection, joy and sense of place as we experience the

LEADING CHANGE

Destination Sherbrooke has formally committed to help make tourism more sustainable by pursuing certification to the GreenStep Sustainable Tourism Destination standard. This process will assess the destination’s environmental, socio-economic, natural, cultural and management performance through 117 questions, hundreds of indicators and an audit of evidence provided for each. If the minimum required score is achieved, Destination Sherbrooke will become the first destination in Quebec to achieve this certification.

“I feel that DMOs and PMOs need to take on a clear leadership role in the sustainable tourism process. Adopting policies, action plans, and certification is the best way to communicate with local, regional, and provincial partners,” says Denis Bernier, general manager, Destination Sherbrooke. While sustainable tourism may seem a complicated process, it can be simplified, and that is what we’ll be doing locally. Because it’s essential for the development of a tourism industry that builds back better in collaboration with and for the benefit of partners, residents, and visitors.”

NOW OPEN: THE VIC

Choice Hotels Canada has opened The Vic in Victoria, B.C. The new property is the 27th addition to Choice’s Ascend Hotel Collection, a network of upscale resorts, historic properties and boutique hotels that offer guests a uniquely local experience.

“This upscale hotel located in the very heart of Victoria is a valued addition to our Ascend Hotel Collection,” says Brian Leon, CEO of Choice Hotels Canada. “For travellers exploring The Garden City, the hotel offers a luxurious and ideally situated home base.”

The hotel underwent a complete, full-scale renovation in 2022 that transformed the lobby and public spaces, as well as guestrooms, and created a new exterior facade. The newly completed property features a spacious and stylish lobby, apartment-style suites with LED mirrors, rainfall showers, BeeKind amenities, Smart TVs and kitchenettes.

The Vic is located in close proximity to the Inner Harbour district, the home of frequent festivals, live shows, visiting yachts and cruise ships. This historic district offers a variety of fine restaurants and lounges as well as carriage rides. The pet-friendly hotel has an outdoor pool and is located by the scenic ‘Galloping Goose’ running trail. It has both a fully equipped fitness and business centre, an ‘Optimism Lounge,’ as well as onsite foodand-beverage outlets, including the Vic Café and Hecklers Bar & Grill.

“We are delighted to join the Ascend Hotel Collection,” says Shakil Adam, president of the Evergreen Hospitality Group, owners of The Vic. “We look forward to welcoming guests and showcasing our best-in-class hospitality.”

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ACQUISITION MODE

MACH has acquired the InterContinental Montreal Hotel, which will be added to the group’s holdings of more than 240 properties.

Located near the Palais des congrès and nestled between Old Montreal and downtown, the InterContinental Hotel features 357 guestrooms, two gourmet restaurants and a business centre with more than 25,000 sq. ft. of conference-and-event space. The 26-storey building offers a total of 325,000 sq. ft. and is attached to the World Trade Centre Montreal.

“The InterContinental Hotel is a real-estate asset with incredible potential. In the coming months, we will be implementing a major investment plan to bring the hotel up to the highest standards of quality and luxury. Beyond this acquisition, we are proud to have a team of more than 220 experienced employees join our large family, recognized for their outstanding service for which the InterContinental is renowned,” says Vincent Chiara, president and founder of MACH.

FAMOUS FIRSTS

Langdon Hall Country House, Hotel & Spa and The Keep Refillery have announced a first-ofits-kind partnership to launch the premier hotel refillery in Ontario. Langdon Hall is tapping into the expertise of The Keep Refillery, a one-stop plastic-free refillery, to overhaul its in-room amenities and move towards an even more sustainable and low-waste system.

By transitioning to a sustainable and circular re-filling program for all in-room amenities, Langdon Hall and The Keep will save more than 2,000 plastic bottles from finding their way into landfills and waterways. Re-filling stations will be the source for housekeeping staff to re-fill all the in-room essentials such as shampoo, conditioner, body wash, body lotion, shower steams and bath bombs, all without creating any waste.

“Globally, every year, the hotel industry produces an average of 289,700 tonnes of waste,” says Jacquie Rushlow, founder of The Keep Refillery. “Langdon Hall is an innovative hotel and a leader in the hospitality industry. With this latest move to become the first hotel in Ontario to have an in-house refillery they are taking meaningful action to reduce the property’s waste footprint.”

“Our clientele are smart and worldly people who want a luxury-hotel experience without feeling like their impact is detrimental to the health of the environment. Langdon Hall recognizes that in order to remain at the forefront of sustainable hospitality, we need to constantly move toward offerings that are both luxurious and ecologically sound,” says Jennifer Houghton, director of Langdon Hall Country House, Hotel & Spa. “We’ve done this with our kitchen, and now, with the help and knowledge of The Keep Refillery, we were able to seamlessly convert to a system that meets these criteria. This has resulted in a low-waste, highly elevated guest-amenity experience. We know our guests will enjoy the products, and we hope to inspire other hotels to move in a similar direction.”

All products that Langdon Hall will stock from The Keep Refillery will meet Langdon Halls’ high standards while also being sustainably sourced from small businesses across Canada and the United States and are all-natural, cruelty-free, and ethically made. Like all products in store at The Keep Refillery, everything is thoroughly researched and tested to ensure they’re highly effective and the brand is closed-loop sustainable.

JONATHAN

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BIELASKI [LANGDON HALL COUNTRY HOUSE]

GAME CHANGERS

Calgary-based Superior Lodging Corporation has expanded its franchise-development portfolio to offer four additional by Wyndham hotel brands in the Canadian market — Hawthorn Suites by Wyndham, Wingate by Wyndham, Wyndham Garden and Ramada by Wyndham (Eastern Canada only).

With the addition of these four brands, Superior Lodging Corporation now offers a total of seven brands and 221 operating properties in the Canadian market. In addition, the company announced that Nigel Lucas has returned to the organization in the role of executive vice-president, Franchising & Development. Lucas will continue to oversee the Canadian marketplace for the Super 8 and Travelodge brands, while also serving as the main point of contact for the development of these four new brands.

“I am thrilled to return to Superior Lodging Corporation to continue to build on the strong foundation that has positioned our team as the leader in hotel development in Canada,” says Lucas. “Adding these dynamic new brands into the fold only strengthens the team’s ability to supply the Canadian market with the franchised hotels it requires.”

NEW FACE

Ryan Duffy is the new director of Sales and Marketing at the Watermark Beach Resort. With more than 25 years of experience in operations, advertising, marketing and sales under his belt, and serving as the current South Okanagan Chamber of Commerce president, Duffy is well-suited for his new role.

Hailing from northern Ontario, Duffy’s career began in the hotel industry at a young age. He held a variety of roles in food and beverage, sales, marketing and leadership. While his roots were in hospitality, Duffy’s career took him

INDUSTRY MOURNS LOSS OF DON BLAKSLEE

Don Blakslee, former general manager of Ottawa’s Lord Elgin Hotel, passed away peacefully on February 6 at the Ottawa General Hospital at the age of 92. Blakslee was a respected and consummate hotelier who mentored many in the hotel industry. He was also a strong ambassador of tourism and Canada’s capital city and was instrumental in promoting Ottawa as a premier destination. Many fondly remember him as the King of Hotels.

Blakslee was raised in Sydenham, Ont., graduated from Ryerson University and immediately began his distinguished hotelier career. Being GM of The Lord Elgin Hotel, Ottawa for almost 50 years earned him the title Lord Blakslee.

He loved the family dog, Oskar, loved to fish and enjoyed spending time at his beloved Kingsmere Lake in the Gatineau Hills. Beloved husband of Joan Blakslee (nee Connolly) for almost 65 years, he is survived by his sons Patrick and James. In lieu of flowers, the family requests donations to the Ottawa Boys and Girls Club or the Kiwanis Club

into real estate, where he had the opportunity to further hone his skills as an award-winning realtor before joining the management teams as a managing broker and finally as an area manager in central Toronto. “I love working in hospitality and tourism, and I can’t think of a better place to do it. Between my role as the president of the South Okanagan Chamber of Commerce, and my new position at Watermark Beach Resort and 15 Park Bistro, I see so many opportunities to build long-lasting connections and partnerships.”

hoteliermagazine.com 8 | MARCH 2023

In the last few years, we have been inundated with events and trends that have profoundly changed us. The pandemic, hybrid and remote work, ‘great resignations’ and ‘quiet quitting’ are now topics of everyday conversation.

In preparation for the year ahead, here are a few talent trends you may expect in 2023 and how to address them.

ATTRITION WILL CONTINUE

According to a Robert Half study, 50 per cent of Canadian workers will look for a new job in 2023, a nearly twofold increase from a year ago. Why? In a study of more than 13,000 workers globally, management-consulting company McKinsey reveals most workers are leaving to take on very different roles — or just leaving the workforce entirely. With nearly 30 per cent of professionals considering quitting their jobs to pursue a full-time contracting career, employers are now competing with a variety of non-traditional employment options, including the gig economy. In order to counter this trend, companies must enable workers to envision a future for themselves at their organizations. Offering competitive compensation is now the bare minimum to attraction. Relational factors such as flexibility, community, inclusivity, and a deeper connection to company purpose and mission are increasingly important to luring workers to return to traditional full-time employment.

PREPPING FOR SUCCESS

BY CAYLEY DOW

GEN ZS ARE SHAPING THE WORKFORCE

Boomers, Canada’s largest population segment are now retiring. Employment and Social Development Canada expects 3.7 million positions will have opened between 2015 and 2024 and Gen Z’s, born between 1997 to 2012, are well timed to be finding their place in the professional world. However, their entrance into the work world during the uncertainties of a global pandemic, rising inflation rates, recession concerns, geopolitical conflicts, and climate change, has shaped a different set of workplace needs. Studies show that Gen Zs may feel less optimistic about work prospects, financial security, and their ability to access opportunities than other generations. As such, learning is intensely important, with 76 per cent of Gen Zs seeing this as the key to advancement. Real mental-health support and financialwellness training are employment benefits of choice, and offering connection beyond a paycheck will go a long way to recruiting and retaining Gen-Z employees.

RESILIENCE WILL DRIVE SUCCESS

Resilience is defined as the capacity to withstand or to recover quickly from difficulties. Without question, the hotel industry is well practiced at flexing this muscle. The more resilient an organization is, the greater its ability to compete and succeed financially. In order to grow, resilience needs to be woven into the culture of an organization and displayed through healthy team behaviours, such as knowledge sharing, bottomup innovation and problem solving. This happens when teams are allowed to be self-sufficient, empowered and given ownership of outcomes. Resilience is nurtured by developing and promoting leaders who display adaptability as a core skill. Adaptable leaders coach others to find lessons in challenging situations. They identify multiple possibilities and avoid seeing situations as either right or wrong. They celebrate when teams step out of their comfort zone or work differently to achieve a goal. Resilient employers are well positioned for success when faced with ever-changing workforce trends and expectations.

TALENT TRENDS

◆

Three talent trends companies should watch for in 2023

ISTOCK.COM/ VERA TIKHONOVA hoteliermagazine.com MARCH 2023 | 9

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.

The biggest line item for nearly every hotel’s operating costs is the housekeeping department. That isn’t going to change any time soon as rooms need to be cleaned in order for them to be re-sold. Yet, we strive to continuously optimize this expenditure, be it through overtime reduction, inflationary wage controls, automation or other smart labourmanagement tools.

But there is a hidden cost that hoteliers aren’t properly weighing within their analyses — the resources spent in finding replacement workers. There’s a lot of talk about the increasing costs of running a property and how hourly wages need to be kept in check, but perhaps this is the lesser of two evils.

Just think about what happens when a housekeeper leaves in terms of total replacement costs:

• Your property may not be able to clean all rooms and make them available for re-sale, limiting occupancy and gross revenues

• There may be interruptions or full cessations of specific services impacting guest satisfaction

• There may be interruptions or full cessations of amenities impacting ancillary revenues

• Human resources must spend more time on recruitment and screening of new hires

• Paid overtime increases while these overworked room attendants are more likely to burn out or accrue an illness that leads to short-term disability leave

• You may have to use sign-on incentives for new hires

• Veteran team members must devote time to onboard the new hires

• When veteran team members depart, you incur loss of leadership which can stymy training, team morale, accounts payable (impacting supplier relationships) or brand innovation

All told, the cost of letting a good team member quit is greater, in all but a few cases, than the cost of keeping pace with local market wage benchmarks (or national benchmarks

Turnover Troubles

The real cost of housekeeping is in finding replacement workers

BY ADAM AND LARRY MOGELONSKY

in the case of the more mobile, managerial roles).

Turnover is thus the critical challenge for hotel labour across all positions within the organizational structure. Before the pandemic, housekeepers were in short supply. Now, in 2023, they are still sparse, while executives must also contend with supply shortages and churn in other departments as well as amongst the managerial ranks. To resolve this scourge, we need to fundamentally re-think our approach to employee incentivization.

This starts by more scrupulously examining the cost of turnover in relation to what it takes, monetarily, to keep pace with market wages or comparatively fair compensation. Beyond this, hotels must look to non-wage incentives and technology to help right the ship.

Some tips and tricks hoteliers should consider include:

• Use big-data labour reports to first understand how their wages and salaries for key roles compare to market benchmarks, and then actually use this information to stay ahead of competitors

• Deploy smart labour-management tools to incentivize housekeepers through such features as seniority-based room-cleaning orders and flexible shiftwork scheduling

• QR-based digital-tipping platforms that can help hotels re-activate this financial incentive

• Take employee wellness seriously by making it a process of continuous re-evaluation, focusing on nutritious staff meals, mental-health programming, group exercise classes, team-building offsite and re-designing back-of-house spaces to incorporate more uplifting, ‘green atmospheric’ design◆

Larry and Adam Mogelonsky are partners of Hotel Mogel Consulting Limited. You can reach Larry at larry@hotelmogel.com or Adam at adam@hotelmogel.com

ISTOCK.COM/ANDREYPOPOV hoteliermagazine.com 10 | MARCH 2023 LABOUR

reprints For article reprints, contact: Kimone Clunis at kclunis@kostuchmedia.com

A INSTUDY

CONTRASTS

The new Westley Hotel displays the many sides of Calgary lifestyle

BY DENISE DEVEAU

hoteliermagazine.com 12 | MARCH 2023

PROFILE

here’s something about The Westley Hotel that stands apart. Partly because it is the first Tapestry Collection by Hilton hotel in Western Canada; but mainly because the entire structural renovation and design showcases a clever mashup of what makes Calgary so unique.

As general manager Jeanette Poty likes to say, “It’s a little bit of this and a little bit of that. The Westley represents contradictory ideas and images that make Calgary so unique.”

The pet-friendly boutique hotel, which opened in 2021, is located in the heart of the Eau Claire neighbourhood in Calgary’s downtown core, where the different faces of the city converge. Adjacent to the downtown shopping centre and business district, it is also within walking distance of Prince Island’s Park and Bow River pathway.

The hotel is part of Silver Hotel Group, an ownership group with more than 20 hotels across Canada. With 104 rooms in six different configurations, the Westley offers everything guests would expect from a high-end boutique-hotel experience, from the comfortable lobby atmosphere featuring soft seating and local artwork, in-house restaurant, meeting spaces and open workspaces, to the fully appointed suites with subtle nods to both the corporate and cowboy cultures.

The five-storey building once served as a corporate headquarters, which led to some interesting and unique design elements. The entire project tells a story of adaptive re-use and the changing tides happening in Calgary, says Kristen Lien, principal at FRANK Architecture & Interiors in Calgary, the firm responsible for the project design. “When we looked at the original building, we saw we could make it work with some massaging of the floor plans. All in all, it was suited to a conversion.”

NATHAN ELSON MARCH 2023 | 13 hoteliermagazine.com

The design draws inspiration from the building’s origins in the 1970s, says Poty. “It’s not all about the past, however. The Westley is about celebrating the past, present and future. We have brought in elements that are a nod to that past in the furnishing and fabrics, but also added modern elements, including the latest technology innovation. The designers have found great ways to balance the two within the same building.”

The goal of the project was to create a boutique hotel that reflected the many facets of modern-day Calgary, says Lien. “Calgary is known for its corporate, white-collar culture, but the wild-west mentality also exists because of the farming, ranching and oil industries. We came up with the idea of proper and wild, then played that out in the design and the details. People in Calgary always say

even that weather here can’t make up its mind.”

The target audience is equally eclectic, from business travellers and international guests to locals looking to celebrate special occasions or small group retreats, says Poty. “A lot of industries are represented,

from technology and finance to traditional ones like energy. It’s a very inclusive destination.” She notes the The Westley recently became Rainbow Registered (a national accreditation for LGBT+ friendly businesses and organizations) by the Chamber of Commerce.

The uniqueness is evident the moment visitors enter the front doors. The entire design is meant to define the restaurant space first, says Lien. “The lobby bleeds into the food-and-beverage area where guests can mix with locals. The idea was that guests didn’t walk into the front desk when they entered.”

The Fonda Fora restaurant, serving fresh, Mexican fare by Yucatan-raised chef Rafael

Giving Back

Establishing connections to the Calgary community is a central pillar for The Westley Hotel. In 2022, it announced a partnership with the “Love For Lewiston Foundation” and its mission to educate, create awareness and ultimately raise funds to find a cure for Spinal Muscular Atrophy. The organization’s efforts directly support SMA Research and The Alberta Children’s Hospital Foundation. Beginning July 2022 and running until July 2023, The Westley Hotel and Fonda Fora will donate a one-night retreat to the deserving guardians of medically complex children through the Love for Lewiston Foundation.

Castillo, and meeting spaces are at the forefront to create a social experience first and foremost “that’s what really defines this hotel over traditional experiences.”

Standout elements include the beautiful herringbone hardwood flooring and mushroom-inspired light installation by New York artist Danielle Trofe. They just bring an unexpected element when you walk into the lobby,” says Lien.

With a large, open space to work with, “We were challenged by the large structural spans and size of the space, so decided to break it up with thick, deep arches to provides the idea of layers,” she adds.

The reception desk is a statement piece in and of itself, Lien adds. “It’s an expansive stone element designed to look like furniture. It has a dark surrounding that lets visitors know they are transitioning from the lobby lounge space to private corridors and into the hotel.”

The lounge space furnishings are eclectic yet curated, she adds. “The space transitions from day to night

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hoteliermagazine.com 14 | MARCH 2023

Jessica Janzen, Founder, Love for Lewiston Foundation; Jeanette Poty, GM; Cody Willis, Founder, Thank You Hospitality /Fonda Fora

quite nicely. You can serve breakfast and coffee, or snack while waiting, or eat there and have cocktails in the evening. The beautiful open kitchen design offers a prominent view of an island where the chefs are working, while the adjacent patio feels like a little oasis. It’s like a little nook within the city.”

Much of the furniture and artwork are made locally. “That’s something that we’re quite proud of,” says Poty. “We wanted to weave ourselves into the local community and embrace the supporting local mentality.”

The guestrooms’ “proper” aspects are reflected in the houndstooth check-patterned carpets and piping detailing on the furniture that serves as nods to corporate attire. At the same time, elements of the wild-west culture are infused into the space in the way of fringing on lamps, and floral patterns and colours that tie into western attire. “It has all been tastefully pulled together,” says Lien.

While the rooms are slightly smaller than typical suites, the designers created the feeling of a grand experience by scaling up the size of the washrooms, including large vanities and spacious walk-in showers. Blush pink and tan colours draw from some of the more feminine details seen in western attire, contrasting with the masculine details in the room itself. Floor-to-ceiling glazing also makes the rooms feel bigger than they are.

As a Hilton Tapestry Collection hotel, The Westley not only provides a unique guest experience, but it is also part of something bigger with all the benefits that go along with that, including the Hilton Honors loyalty program, says Poty. “Being part of a collection has allowed us

to showcase our unique personality and voice and be authentic about who we are and how we weave ourselves into the community.”

“What is nice about soft branding is that it provides the association with the Hilton Brand while maintaining the Westley name,” says Lien.

With the return of international travellers, Poty anticipates busy times ahead. She’s confident The Westley will be on their radar as something out of the ordinary. “We are the answer for people looking for an upscale cool and sophisticated experience but still want the warmth and genuineness of down-home hospitality.”

Gone are the days when hotels just fit into one bucket, under one heading, she adds. “Someone that loves the ballet might still like to put their boots on and go stampeding. Executives on a business trip might also like to go outside and enjoy nature. Life is full of contradictions. That’s what makes it interesting. We have tried to embrace that as much as possible.” ◆

hoteliermagazine.com MARCH 2023 | 15

ISTOCK.COM/TOM MALONE;

hoteliermagazine.com 16 | MARCH 2023

SUPPLYING STABILITY

INTERVIEW BY AMY BOSTOCK

AMY BOSTOCK: FROM YOUR PERSPECTIVE AS A SUPPLIER TO THE HOTEL INDUSTRY, HOW IS INFLATION IMPACTING BUYING DECISIONS OF YOUR HOTEL CLIENTS?

VITO CURALLI: While inflation has impacted pricing in key categories, such as F&B and OS&E, we are seeing signs that inflation is starting to decrease from the highs we’ve seen in the past few quarters and are optimistic that pricing should begin to stabilize as we enter Q2. The record highs we’ve seen in the Consumer Price Index have certainly impacted the buying decisions of our customers across all

categories, as owners and operators seek to keep market-basket costs neutral while continuing to deliver an exceptional guest experience

With F&B, we’ve seen our customers adjust everything from menu offerings — substituting high-dollar proteins, for example, with more cost-effective options — to hours of foodservice operations as they work to keep pace with the climbing cost of goods and labour. What we’re also seeing, though, is a rising impetus among customers to align their buying decisions with a procurement partner such as HSM. The world’s supply chains have come

under intense scrutiny in recent years, and one by-product of that is more hoteliers are recognizing the significant value that comes from alignment with a global purchasing partner, in terms of size, scale, and the ability to negotiate better pricing on those items our customers need most.

LORNE GAFFE: For the most part, full-service hotels were operating with minimal or limited foodservice for the last two and a half years. As such, there was no purchasing activity in tableware and most hotels did not experience the increases in freight and raw materials. As they

THE PANELLISTS VITO CURALLI VP, Hilton Supply Management - Sales & Services LORNE GAFFE SVP, Fortessa Tableware Solutions SHANNON HALL VP Sales & Marketing, Dustbane Products Ltd. AFSAR ALI KHAN managing director, Customer Care Canada, Avendra GARY LEE director of Sales, MEIKO

Despite myriad challenges, hotelindustry suppliers are finding new ways to help customers thrive

hoteliermagazine.com MARCH 2023 | 17 ROUNDTABLE

begin to purchase in mid 2022 and 2023, they will see significant differences from 2019/early 2020. All have adjusted their budgets accordingly.

AFSAR ALI KHAN: The main impact we have seen with our customers is they have run on tighter inventory or postponed some purchases because of inflation. Our customers still need the operational supplies because occupancies have been strong, but they may run 2+ par on sheets and they are normally three par to save a little money. Avendra has been proactively managing inflation for the past 18 months, and we are proud that our customers are shielded from some of the inflation the hospitality market has seen. We deploy several inflation-control activities to help minimize the impact inflation has on our clients. As a result of these efforts, Avendra customers, on average, have experienced lower inflation than the market.

SHANNON HALL: We are seeing customers turning to faster and easier ways to clean. With labour shortages, housekeeping staff are being tasked with a higher workload and longer days. Equipment needs are changing to help support reducing manual tasks, such as upright vacuuming or mopping floors. Introducing Sweeper vacs for hallway and large to reduce the use of upright vacuuming in hallways, and large floor areas is a great way to save time. A 464 sweeper will pick up small debris and does a better job at dust pick up [compared to] an upright

vacuum. From a labour perspective it’s equivalent to five people vacuuming, which combines both productivity and performance. With the average lifespan of an upright vac being 500 hours, changing tools and equipment can help operators reduce operating costs throughout the year. Other options that we are seeing are use of the microscrubbers for compact areas versus traditional mopping. Not only does the scrubber reduce the spread of dirt and bacteria, using a microscrubber can reduce the time spent on the task by 75 to 80 per cent.

AB: HOW IS YOUR COMPANY COPING WITH SUPPLY-CHAIN SHORTAGES?

AK: While spot outages do continue, product availability continues to stabilize. This is the result of manufacturers rationalizing product offerings and making progress to catch up with the high demand from the past several months. Avendra tracks manufacturer fill rates of master food distributors and identifies and communicates substitute options where shortages exist. We advise our clients to continue to communicate their needs as often and as far in advance as possible with distributors.

SH: We have been lucky for the most part with supply-chain shortage. As a Canadian manufacturer, the majority of our products are manufactured in Ottawa and we have had only a few small issues with supply over the last two years. The biggest issue has been on the equipment side of the business and upright

vacuums were delayed for several months. This was a great time to introduce customers to our canister vacs, the DB Series, as they are relatively the same cost or less than a standard upright, but the longevity of the units average three-times longer than uprights.

LG: Entering 2023, supply chains are dramatically more stable than they were 15 months ago. Our biggest challenge is forecasting. Our customers no longer maintain significant staffing to provide us with ample lead times based on their inventory counts. Requirements are more immediate as we are not notified of re-orders until the customer is out of product.

VC: We continue working closely with all our vendors

to secure uninterrupted supply chains for our global network of more than 13,000 participating properties. Through continuous communication with our vendors, we are able to provide insights to our customers on a daily basis. HSM continues to lean on our strong pipeline of supplier relationships to circumvent shortages for customers. By leveraging our global scale and the agility of our 3,000 plus supplier partners, our team can anticipate longer lead times, forecast potential shortages or outages, source high-quality product alternatives, as applicable, and insulate our customers from cost increases driven by inflation. Our category management experts are also leading the design and development of new product innovations when

hoteliermagazine.com 18 | MARCH 2023

shortages prompt a fresh look at current marketplace offerings.

AB:

WHAT ARE THE MAIN CHALLENGES HOTELIERS FACE WHEN IT COMES TO SOURCING PRODUCTS?

VC: Right now, one of the main challenges hoteliers face is around sourcing the necessary products, services and skilled labour to execute property renovations. On the heels of pandemic-era challenges, hoteliers across the globe are looking to re-fresh their properties in an effort to elevate the stay experience for returning guests and, by extension, capture greater market share to accelerate the recovery process. This spike in demand for FF&E goods

and services means many hoteliers are encountering delays, backlogs and lengthy wait times around renovation work — coupled with the strain of sustaining daily operations while staffing numbers have yet to recover. Hoteliers are having to juggle existing guest needs against future guest expectations, and that’s probably the number-1 challenge our operators are facing today.

AK: The biggest challenge is the inflationary pressure — products and service will cost more than they did a year ago. Availability of certain products may be limited, making it difficult for hoteliers to source everything they need precisely when it’s needed. This requires planning ahead

more than normal or needing to carry a little extra stock (to the extent storage space will allow) to avoid shortages at an inopportune time.

LG: Internal staffing is a global challenge that significantly effects the hospitality industry. Many properties lack a full complement of staff and resources that have complete understanding of processes, vendors, lead times, and tools required to functionally run a full-service property.

SH: What we often see is that hoteliers are only exposed to what their distribution reps show them. They miss out on a lot of what is new or offered through other sources. They may not have the opportunity to see the

full benefits that can be offered to them to meet with a number of their goals such as sustainability and productivity improvements and health and safety.

AB: HOW DO YOU AND YOUR COMPANY HELP CUSTOMERS OVERCOME THESE PARTICULAR CHALLENGES?

SH: We offer a no-charge site survey where our team comes in and looks at your hotel, operations and your goals and objectives. From there we compile a savings summary and prepare a plan for you that is tailored to your site’s needs. If the program is implemented, we provide easy to use tools and training to provide our customers with a complete solution.

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VC: HSM provides purchasing support and strategic sourcing solutions for customers in all categories across the industry. We support the properties in our global network with the information, insights and tailored programs to secure the right products and services at the right price, directly connecting our customer base with more than 3,000 suppliers around the world, as well as our in-house team of strategic account advisors. As hoteliers ourselves, we understand the challenges that owners and operators face on a daily basis — and this understanding is critical to our success solving the problems and meeting the needs of today’s hoteliers.

AK: As mentioned earlier, we battle inflation daily. For availability, Avendra monitors supplier performance to drive continuous improvement and utilizes our size and scale

to help ensure our customers are prioritized when supply is tight. We also proactively identify any supply-chain challenges and communicate with customers to mitigate impact. Avendra provides product and supplier alternatives, and our customer service team stands by to help solve and escalate issues with contracted suppliers.

LG: We have created a localized, highly consultative method that engages each property. Our team supports, walks through the complete process, and assists with those that need quick turnaround. In certain markets we’ve developed an online tool that supports properties with their re-supply.

AB: WHAT ROLE DOES TECHNOLOGY PLAY IN HELPING TO ADDRESS SUPPLY-CHAIN CHALLENGES, BOTH FROM A SUPPLIER AND CUSTOMER

PERSPECTIVE?

VC: Technology has been integral to our organization’s riskmitigation efforts throughout the recovery process and, more recently, in the wake of the travel industry’s booming resurgence. Our simplified, scalable eProcurement solutions are one of HSM’s key differentiators as a sourcing partner — particularly as everything we do is done through the lens of hospitality. For customers, our digital-procurement platform enables easy online ordering, coupled with the efficiency of searching a wide database of quality product alternatives when faced with potential shortages. For suppliers and distributors, we engage industry-leading digital and analytics-reporting platforms to offer our partners full visibility over HSM transactions to aid in better forecasting and prediction of lead times. And we leverage our entire technology platform to push out timely, relevant communications to both customers and suppliers, ensuring that our partners have the right information in hand to drive data-based decision making.

AK: Technology plays a key role in improving supplychain efficiency and provides customers with greater visibility into the supply chain, allowing them to track their orders and receive updates as to when an order will arrive. It can also make it easier to search and compare products and reduce the time needed to find the right product. Furthermore, with

data analytics, technology has made it possible to collect and analyze data on demand trends, product usage and supplier performance, helping customers to make more informed sourcing decisions.

SH: Automation and robotics are areas where companies are making large strides. We are seeing some partners creating systems, such as Wanda from Bunzl, that connects devises to help identify where there are gaps in cleaning and reporting or to advise when something needs to be replaced, such as hand soap and paper products. These tools can be very helpful in improving service and aiding in labour shortages.

LG: Faxing orders is a thing of the past, we digitally forecast and share market demand. As a global supplier, we gauge demand and inventory in each region, reacting accordingly. Utilizing email and socialmedia campaigns allows targeted marketing based on trend and product availability.

AB: WHAT NEW PRODUCTS OR OFFERINGS HAS YOUR COMPANY LAUNCHED RECENTLY?

SH: Our partnership with Square Scrub has been a great success. The Doodle Scrub is a small orbital floor machine that is perfect for tile and grout and is used for small spaces such as inside showers, under urinals, behind toilets and stairs. Customers are thrilled with the cleaning results and the time savings from these traditional manual tasks. We have also launched a new Ecologo bio-based cleaning solution. Bio-Bac

hoteliermagazine.com 20 | MARCH 2023

Free is a complete solution that cleans and de-greases both hard and soft surfaces. It’s an excellent solution for dealing with odours from drains, waste receptacles and facies. It’s a product that does 99 per cent of your cleaning needs and is designed to be a more natural way to clean. It’s also part of our Buy1 / We Plant 1 program.

LG: We have an expanded portfolio in all our key categories. For dinnerware, our new collections include highly sought-after Portuguese ceramics as well as Canadian designs manufactured in Portugal. Flatware has several new patterns that include trend setting sand-blasted and antiqued versions of our most popular ranges. For glassware, we’re offering more coloured fashion glass as well as wine stems commemorating Zwiesel’s 150th anniversary.

VC: Hilton recently launched its 19th brand — Spark by Hilton, the enterprise’s first premium-

economy brand — and HSM is occupying a significant role bringing this conversion-only brand to market. As Spark’s sole procurement provider, our team will be working closely with every ownership group to effectively support the conversion of each existing property into a Spark by Hilton hotel. Our experienced Category Management and FF&E Project Procurement

for DoubleTree guests. Our F&B team is also doing incredible work right now connecting hotels with more sustainable, responsibly sourced products, from our launch of the world’s first climate-positive spirits in the UAE to our pilot program using AI to reduce food waste and carbon emissions at partnering properties across 10 countries in EMEA.

suppliers have some form of training or train-the-trainer programs that can be taken advantage of to help support housekeeping and hotel staff.

teams will help owners navigate the conversion process from contract to completion, including support sourcing all required products, procuring the FF&E, assistance in adhering to project timelines, and managing supplier capacity to deliver this new brand in an expedited fashion.

In addition to our role with Spark, HSM is also doing exciting work right now across the F&B space. Current brand-specific initiatives range from seasonal waffle flavours for Hampton hotels to a new gluten-free, allergen-friendly cookie designed to create a more inclusive welcome

AK: In addition to spending a great deal of time on the points mentioned above, fighting inflation and supply-chain challenges, we also worked closely with our clients to plan and deploy the large-format amenities. Our portfolio of plant-based offerings in the last several months has also grown. We are always exploring new programs. For instance, we are working on a program that can match musicians with hotels to play gigs for events or in public spaces (think: Uber to connect musicians and events, that take place at hotels).

AB: WHAT IS THE MOST INDEMAND ITEM(S) FOR HOTELS RIGHT NOW?

SH: Auto scrubbers, vacuums and sweepers have seen the highest demand as many suppliers whose products are produced overseas have seen delays in inventory between six and 12 months. Again, we’ve been in a lucky position of having inventory and our production has had minimal impact. Training is in demand as turnover rates are at an all-time high and on-boarding new team members is challenging. Most

VC: Regardless of category or tier, all hotels are continuing to face peak demand for certain F&B items, particularly around those commodities (eggs, beef, poultry, et cetera) most affected by global shortages and domestic food-price inflation. We’ve also seen demand spike for OS&E items ranging from textiles to bath amenities, as well as a big surge in FF&E Project Procurement work as more hotels look to renovate and/ or upgrade their spaces.

AK: Sustainability has been a driving force for the past several months, which has resulted in an increased demand for large-format amenities at many hotels. This approach removed all the small bottles from the waste stream. In addition, replacements were needed in order to remove single-use plastic in food and beverage (i.e., plastic cutlery).

LG: All fundamental items that allow guests to eat, drink and be merry. But seriously, basic, and essential items that are needed for service are the most in-demand. ◆

hoteliermagazine.com MARCH 2023 | 21

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AMENITIES

BATHROBES

ADA International Cosmetics

Canada, Inc.

Garnier-Thiebaut, Inc.

Hotel Technologies

Lieberman Tranchemontagne

Majestic International

Marina Textiles Inc.

CANDLES

Mega-Lab Foodservice

Neo-Image Candlelight Ltd.

CHOCOLATES & CONFECTIONARY PRODUCTS

David Roberts Food

Maximillien & Company

Nestlé Professional

CLOCKS

Hotel Technologies

Sunbeam Hospitality/Jarden Corp.

HAIRDRYERS

Andis Company

Guest Supply

Hotelevision Canada Ltd.

Sunbeam Hospitality/Jarden Corp.

HARDWARE FOR GUESTROOMS

Legrand

Netversity Solutions

Syscan-Id

ICE BUCKETS

Browne Foodservice

Lancaster Colony Commercial Products

IN-ROOM COFFEE & TEA

Browne Foodservice

Georgia-Pacific Professional

Guest Supply

Imperial Coffee and Services Inc.

JustSteph Sales Inc.

Kienna Coffee Roasters

Kraft Foodservice

Mother Parkers Tea & Coffee Inc.

Muldoon’s Own Hand Roasted

Coffee

Nestlé Professional

Starbucks Coffee Canada

Van Houtte (GMCR Canada Holding Inc.)

IRONS

Sunbeam Hospitality/Jarden Corp.

MINIBARS

Bartech Technology & Design

Dometic

LOC International Inc.

MicroFridge/Danby Products Limited

Nature Knows Inc.

OTHER - AMENITIES

Guest Supply

Jagorb International Ltd.

MicroFridge/Danby

Pet on Vacation

SOCAN

Tag Umbrella, division of Tag Products

Unilever International Partnerships

SOAP, SHAMPOO & DISPENSERS

ADA International Cosmetics Canada, Inc.

Dispenser Amenities Inc.

Ecolab

Flexo Products Ltd.

Imperial Dade

JRS Amenities Ltd.

RedDot Brands

SCA Tissue

SC Johnson Professional

Sysco Guest Supply Canada Inc.

True North Hospitality

Unilever International Partnerships

WASTE BASKETS

JRS Amenities Ltd.

Waste Not Basket

BATHROOM

BATHROOM ACCESSORIES

American Standard Company

Dyson

Kohler Canada Co.

Mr. Grab Bar Inc.

Vanities International, LLC

BATHROOM DISPENSERS

ADA International Cosmetics Canada, Inc.

Cascades Tissue Group

Dispenser Amenities Inc.

Georgia-Pacific Professional

Kohler Canada Co.

Unilever International Partnerships

SCA Tissue

SC Johnson Professional

BATHROOM FIXTURES

ACO Systems

American Standard Company

Andis Company

Bath Fitter

BrassCraft

Delta Faucet/Masco Canada

Eggrock by Oldcastle Modular

Great Grabz Design Emporium

Grohe Canada Inc.

HD Supply Facilities Maintenance

Vanities International LLC

Jalco

Kohler Canada Co.

Mansfield Plumbing

Speakman

Symmons Industries Inc.

THG U.S.A.

Tai Pan

Toto U.S.A. Inc.

Villeroy & Boch

BATHTUBS & REFINISHING

Vanities International LLC

Kohler Canada Co.

MIRRORS

Bethel International

Electric Mirror

Hospitality Needs Inc.

JustSteph Sales Inc.

Kartners Bathroom Accessories

Kohler Canada Co.

PI Fine Art

Seura Inc.

Tai Pan

PLUMBING

ACO Systems

BrassCraft

Grohe Canada Inc.

Hansgrohe U.S.A.

Jalco

Kohler Canada Co.

Mansfield Plumbing Products LLC

Speakman

THG U.S.A.

Zurn Industries Ltd.

SHOWER HEADS & FIXTURES

Delta Faucet/Masco Canada

Hansgrohe U.S.A.

Vanities International LLC

Kohler Canada Co.

Speakman

T&S Brass and Bronze

TISSUES & PAPER PRODUCTS

Cascades Tissue Group

Georgia-Pacific Professional

Imperial Dade

Kimberly-Clark Inc.

Kohler Canada Co.

Kruger Products L.P.

RedDot Brands

SCA Tissue

TOWELS

Eden Textile

Flexo Products Ltd.

Garnier-Thiebaut, Inc.

George Courey Inc.

Guest Supply

JostCo Textiles International

Lieberman Tranchemontagne

Majestic International

Marina Textiles Inc.

Standard Textile Company Inc.

Sysco Guest Supply Canada Inc.

Trilium Textiles Inc.

True North Hospitality

BEDS & BEDDING

BED FRAMES

Araam Inc.

Bum Contract Indoor & Outdoor Furniture

CleanBrands LLC

Hypnos Canada/Araam Inc.

King Koil Sleep Products

Meubles Saint Damase

Restwell Sleep Products

Serta Canada

Simmons Canada Inc.

Tempur Sealy International, Inc. (Canadian Division)

BEDS - ROLL-AWAY/SOFA

CleanBrands LLC

Nationwide Hotel Supply Inc.

Restwell Sleep Products

Serta Canada

Simmons Canada Inc.

BLANKETS & COMFORTERS

Daniel Stuart Studio

George Courey Inc.

Lieberman Tranchemontagne

Marina Textiles Inc.

Northern Feather Canada

Stamina Fibre

Superior Quilting Ltd.

CRIBS

Foundations Worldwide Inc.

DUVETS

Daniel Stuart Studio

Eden Textile

George Courey Inc.

Imperial Dade

Lieberman Tranchemontagne

Northern Feather Canada

Restwell Sleep Products

Superior Quilting Ltd.

World Wide Iozza Ltd.

United Feather & Down

hoteliermagazine.com MARCH 2023 | 23 CATEGORIES THE 2023

EDUCATIONAL INSTITUTIONS

Green Hotels Association (GHA)

P.O. Box 420212

Houston, TX 77242-0212

713-789-8889

greenhotels.com

Hospitality Financial and Technology Professionals (HFTP)

7301 Ranch Rd. 620 N, Ste. 155-193 Austin, TX 78726-4537

512-249-5333; 1-800-646-4387 hftp.org

Hospitality Newfoundland and Labrador (HNL)

71 Goldstone St., Ste. 102 St. John’s, NL A1B 5C3

709-722-2000; 1-800-563-0700 hnl.ca

Hospitality Sales & Marketing Association International (HSMAI)

7918 Jones Branch Dr., Ste. 300 McLean, VA 22102

703-506-3280

hsmai.org

Hotel Association of Canada (HAC)

130 Albert St., Ste. 1206

Ottawa, ON K1P 5G4

613-237-7149

hotelassociation.ca

Hotel Association of Nova Scotia (HANS)

P.O. Box 473, Station M Halifax, NS B3J 2P8

902-425-4890

novascotiahotels.org

Hotel Association of Vancouver (HAV)

30045 – RPO Marpole

Vancouver, BC V6P 5A0 hotelassociationofvancouver.com

Hotel Electronic Distribution Network Association (HEDNA)

2331 Rock Spring Road Forest Hill, MD 21050 443-640-1068 hedna.org

Indigenous Tourism Association of Canada (ITAC)

333 Seymour Street, 8th Floor Vancouver, BC V6B 5A7 604-351-1028; 1-888-803-4822 Indigenoustourism.ca

International Society of Hospitality Consultants (ISHC)

1912 Hallman St., N.E. Atlanta, GA 30317 678-973-2242 ishc.com

Manitoba Hotel Association (MHA) 1020 Lorimer Blvd., Ste. 501 Winnipeg, MB R3P 1C7 204-942-0671; 1-888-859-9976 mha1.ca

Meeting Professionals International (MPI) 2711 Lyndon B. Johnson Frwy., Ste. 600 Dallas, TX 75234-7349 866-318-2743 mpiweb.org

North American Association of Uniform Manufacturers & Distributors (NAUMD)

913 Forest, #1N Evanston, IL 60202 847-448-1333 naumd.com

Ontario Restaurant Hotel & Motel Association (ORHMA)

2600 Skymark Ave., Ste. 8-201 Mississauga, ON L4W 5B2 905-361-0268; 1-800-668-8906 orhma.com

Ontario Tourism Education Corp. (OTEC)

21 Four Seasons Pl., Ste. 300 Toronto, ON M9B 6J8 416-622-1975 otec.org

Saskatchewan Hotel and Hospitality Association (SHHA)

2080 Broad St., Ste. 302 Regina, SK S4P 1Y3 306-522-1664; 1-800-667-1118 skhha.com

Tourism HR Canada

71 Bank St., Ste. 4 Ottawa, ON K1P 5N2 613-231-6949; 1-800-486-9158 tourismhr.ca

Tourism Industry Association of British Columbia (TIABC) 948 Howe Street., Ste. 200 Vancouver, BC V6Z 1N9 604-685-5956 tiabc.ca

Tourism Industry Association of Canada (TIAC)

116 Lisgar St., Ste. 600 Ottawa, ON K2P 0C2 613-238-7887 tiac-aitc.ca

Tourism Industry Association of Ontario (TIAO)

207 Queen’s Quay West, Ste. 405 Toronto, ON M5J 1A7 416-483-1691 tiaontario.ca

Tourism Industry Association of P.E.I. (TIAPEI)

25 Queen St., 3rd Fl., P.O. Box 2050 Charlottetown, PE C1A 7N7 902-566-5008; 1-866-566-5008 tiapei.pe.ca

World Tourism Organization (UNWTO)

Calle Poeta Joan Maragall 42 28020 Madrid, Spain 34-91-567-81-00

unwto.org

World Travel & Tourism Council (WTTC)

The Harlequin Building 65 Southwark St. London, England SE1 0HR United Kingdom 44-(0)-207-481-8007 wttc.org

EDUCATIONAL INSTITUTIONS

Algonquin College of Applied Arts and Technology

1385 Woodroffe Ave. Ottawa, ON K2G 1V8 613-727-4723 algonquincollege.com

Cambrian College

1400 Barrydowne Rd. Sudbury, ON P3A 3V8 705-566-8101 cambriancollege.ca

Camosun College

3100 Foul Bay Rd. Victoria, BC, V8P 5J2 250-370-3000 camosun.ca

Canadian Tourism College 1111 Melville St., Unit 200 Vancouver, BC V6E 3V6 604-736-8000 ilacctc.com

Canadore College

100 College Dr., P.O. Box 5001 North Bay, ON P1B 8K9 705-474-7600 canadorecollege.ca

Capilano University 2055 Purcell Way North Vancouver, BC V7J 3H5 604-986-1911 capilanou.ca

Centennial College 941 Progress Ave Scarborough, ON M1G 3T8 416-289-5000; 1-800-268-4419 centennialcollege.ca

College of New Caledonia 3330-22nd Ave. Prince George, BC V2N 1P8 250-562-2131 cnc.bc.ca

College of the Rockies (COTR) 2700 College Way, P.O. Box 8500 Cranbrook, BC V1C 5L7 250-489-2751; 1-877-489-2687 cotr.bc.ca

Conestoga College 299 Doon Valley Dr. Kitchener, ON N2G 4M4 519-748-5220 conestogac.on.ca

Confederation College 1450 Nakina Dr. Thunder Bay, ON P7B 0E5 807-475-6110 confederationcollege.ca

Cornell School of Hotel Administration

Cornell University Statler Hall Cornell University 106 Statler Drive Ithaca, NY 14853-6201 607-254-4228 sha.cornell.edu

Culinary Institute of Canada/Holland College 140 Weymouth St. Charlottetown, PE C1A 4Z1 902-629-4217 hollandcollege.com

hoteliermagazine.com 50 | MARCH 2023

THE 2023

Douglas College

700 Royal Avenue

New Westminster, BC V3M 5Z5 604-527-5400 douglascollege.ca

Fanshawe College

1001 Fanshawe College Blvd. London, ON N5Y 5R6 519-452-4277 fanshawec.ca

Fleming College

599 Brealey Dr. Peterborough, ON K9J 7B1 705-749-5530; 1-866-353-6464 flemingcollege.ca

George Brown College

300 Adelaide St. E. St. James Campus Toronto, ON M5A 1N1 416-415-2000 georgebrown.ca

Georgian College

1 Georgian Dr. Barrie, ON L4M 3X9 705-728-1968 georgiancollege.ca

Heritage College

325, boul. de la Cité-des-jeunes Gatineau, QC J8Y 6T3 819-778-2270 cegep-heritage.qc.ca

Humber College - School of Hospitality, Recreation & Tourism 205 Humber College Blvd. Toronto, ON M9W 5L7 416-675-5000 business.humber.ca

IBT College

47 Sheppard Ave. E., 5th Fl. Toronto, ON M2N 7E7 416-963-1211 ibtcollege.com

l’Institut de Tourisme et d’hôtellerie du Québec (ITHQ) 3535, rue Saint-Denis Montréal, QC H2X 3P1 514-282-5111; 1-800-361-5111 ithq.qc.ca

LaSalle College Montreal

2000 Sainte-Catherine St. W. Montréal, QC H3H 2T2 514-939-2006; 1-800-363-3541 lasallecollege.com

LaSalle College Vancouver | Renfrew (Formerly Art Institute of Vancouver)

2665 Renfrew St. Vancouver, BC V5M 0A7

1-604-683-2006; 1-877-847-7902; lasallecollegevancouver.com

Lowry School for Pool & Spa Chemistry

1151 Gorham St., Unit 5 Newmarket, ON L3Y 8Y1 800-391-8378 lowryschools.com

Loyalist College

376 Wallbridge-Loyalist Rd., P.O. Box 4200 Belleville, ON K8N 5B9 613-969-1913 loyalistcollege.com

Manitoba Institute of Trades and Technology

130 Henlow Bay Winnipeg, MB R3Y 1G4 204-989-6500 mitt.ca

Mount Saint Vincent University

166 Bedford Hwy. Halifax, NS B3M 2J6 902-457-6788 msvu.ca

New Brunswick Community College (NBCC) St. Andrews Campus

99 Augustus St. St. Andrews, NB E5B 2E9 506-460-6222; 1-888-796-6222 nbcc.ca

Niagara College Canada

135 Taylor Rd. Niagara-on-the-Lake, ON L0S 1J0 905-735-2211 niagaracollege.ca

North Island College (NIC) 2300 Ryan Rd. Courtenay, BC V9N 8N6 800-715-0914 nic.bc.ca

Northern Alberta Institute of Technology (NAIT) 11762 -106 St. Edmonton, AB T5G 2R1 780-471-6248 nait.ca

Nova Scotia Community College (NSCC)

21 Woodlawn Rd. Dartmouth, NS B2W 2R7 902-491-4900

nscc.ca

Okanagan College

The OC Registrar’s Office (Kelowna Campus)

1000 KLO Rd. Kelowna, BC V1Y 4X8 250-762-5445; 1-877-755-2266 okanagan.bc.ca

Red Deer College (RDC)

100 College Blvd., P.O. Box 5005 Red Deer, AB T4N 5H5 403-342-3400 rdc.ab.ca

Red River College (RRC)

2055 Nôtre Dame Ave. Winnipeg, MB R3H 0J9 204-632-2327; 1-800-903-7707 rrc.ca

Royal Roads University

2005 Sooke Rd. Victoria, BC V9B 5Y2 250-391-2511 royalroads.ca

Selkirk College

Tenth Street Campus 820 Tenth St. Nelson, BC V1L 3C7 250-352-6601; 1-888-953-1133 selkirk.ca

Seneca College of Applied Arts and Technology Markham Campus

8 The Seneca Way Markham, ON L3R 5Y1 416-491-5050 senecacollege.ca

Southern Alberta Institute of Technology (SAIT) 1301-16 Ave. N.W. Calgary, AB T2M 0L4 403-284-7248; 1-877-284-7248 sait.ca

Sprott Shaw College 541 Seymour St. Vancouver, BC V6B 3H6 604-265-5415 sprottshaw.com

St. Clair College

S. Campus 2000 Talbot Rd. W. Windsor, ON N9A 6S4 519-966-1656 stclaircollege.ca

Thompson Rivers University (TRU) 805 Tru Way Kamloops, BC V2C 0C8 250-828-5000 tru.ca

Toronto Metropolitan University (formerly Ryerson University), Ted Rogers School of Management 350 Victoria St. Toronto, ON M5B 2K3 416-979-5000 ryerson.ca/tedrogersschool

University of Calgary 2500 University Dr. N.W. Calgary, AB T2N 1N4 403-220-5110 ucalgary.ca

University of Guelph 50 Stone Rd. E. Guelph, ON N1G 2W1 519-824-4120 uoguelph.ca

Vancouver Island University (VIU) 900 Fifth St. Nanaimo, BC V9R 5S5 250-753-3245; 1-888-920-2221 viu.ca

Winston College 1176 Eighth Ave. New Westminster, BC V3M 2R6 604-357-8022 winstoncollege.com

hoteliermagazine.com MARCH 2023 | 51 EDUCATIONAL

THE 2023

INSTITUTIONS

The REPORT LABOUR

Innovative

BY DENISE DEVEAU

TRENDS ISTOCK/ MACNIAK

thinking will be the key to bridging the widening labour gap

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the hotel sector is facing greater than ever skills shortages, for a multitude of reasons. Although COVID played a key role in depleting the workforce considerably, the staffing challenge was brewing long before 2020. And as the sector faces recordbreaking shortfalls in supply, hoteliers are realizing that the old ways of attracting, hiring and retaining employees will simply not bridge the gap. As a result, they’re looking at more innovative ways to manage the crisis — from new approaches to recruitment and scheduling to outside partnerships and technology innovation.

Although a lot of economies have grown significantly or stabilized since the pandemic, accommodation, which accounts for 20 per cent of the tourism sector, is the one industry that continues to grow and is the most impacted by the labour shortage, says Philip Mondor, president and CEO, Tourism HR Canada in Ottawa. “Accommodation is still lagging the rest of the tourism sectors in recovery. With all the demands and staff shortages, more workers that went elsewhere are not returning. The pool to draw from is smaller than we have ever seen.”

The tourism sector in Canada has 170,000 job vacancies, he adds. “We anticipate that an additional 330,000 will be needed to fill demand this summer. Tourism overall might be able to fill 200,000 to 250,000 if things go well, which means there will still be a shortfall of at least 220,000 workers no matter what you throw at this. Even with changes to immigration policies and quotas, there will continue to be a lag.”

Supply issues are exacerbated by additional residual challenges that are affecting the industry since the pandemic, including employment barriers, affordable housing and transportation, mobility of workers and childcare, he adds.

The root cause dates back at least 20 years with the demographic shift. “For 20 years we have had an aging population with not enough younger workers coming in. In the last two-and-a-half years, retirement rates have accelerated higher since the pandemic,” explains Mondor. “It’s not just frontline workers. We have lost tenured and skilled talent at rates we’ve never seen before.”

FINDING THE GAPS

One noteworthy issue that came out of the pandemic is the impact furloughs had on women. “Up to 80 per cent of people in the industry are women,” says Ian Milford, principal, JRoss Hospitality Recruiters in Vancouver. “They all found different jobs.”

Joanna Jagger, founder, WORTH Association, and instructor, School of Tourism at Capilano University

in Vancouver, has been studying data across the accommodation sector. “When COVID hit, young and racialized women were hit the hardest in terms of loss and the industry has not been able to fill that gap at a rate to meet the increased demand. When women lost their jobs, fewer returned, partly because of the impact of burnout and responsibilities at home. They are choosing not to work in operational roles.”

Women are not the only group where candidates are less than willing to join the fold. Younger-generation workers are also challenging to find, as Gen-Z workers are less inclined to consider the hospitality sector in general.

“Recent research shows that Gen-Z workers are very values driven and want to work for employers that share those values,” says Adrienne Foster, vice-president of Policy and Public Affairs for the Hotel Association of Canada (HAC) in Ottawa. “They are looking for flexibility, perks, and having a great working environment, which are areas hoteliers should be looking at.”

The way younger people apply for and get jobs is also changing, she adds. “The younger generation doesn’t want to fill out forms on the Internet. If they can’t do it on the phone, they are less likely to be interested.”

THE TABLES HAVE TURNED

Gone are the days when six people applied for one job. Today’s workers are in such high demand, they can decide which job they want, notes Milford. “Candidates have more options. If you continue to throw ads up on Indeed and don’t treat them like the precious commodity they are, they will go somewhere that does.”

Work used to be a transaction between an employer and employee, he adds. “For today’s candidates, it’s a relationship. They are there to earn money and do the job you are paying them to do. It’s not their responsibility to make sure you are making a profit or manage the business.”

He says employers have to think differently about the way they have looked at recruitment. “The seasonal, less experienced workforce that helps fill demand in peak periods tend to be younger, with less work experience, education, or training. They account for one-third of the workforce. You can expect higher turnover, because they tend to go back to school or transition to other careers.”

It is the other two-thirds — the tenured occupations and professions - that hoteliers need to do a better job around in the way of retention, career advancement and development, says Mondor. “Even if those people move on to other forms of employment, the metrics show a high return on investment, because of their higher productivity and tendency to stay longer.”

Employers also need to move away from their normalized recruitment and retention practices to find ways to work with fewer staff. The blended-workforce model is one option that is on the rise, says Mondor. “It may be better to work with an anchor team augmented by part-time, casual and freelancers. Some hotels are considering more

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formalized arrangements with other employers that may not even be in the sector to do complementary scheduling.”

CHANGING THE INDUSTRY NARRATIVE

Unfortunately, the hospitality sector has been taking a hit on the reputational front. “It’s not just an issue of the number of workers. People’s perceptions of working in tourism in general has eroded,” says Mondor.

While wages have actually increased across the board and hotels are competitive, the perception is that it is a low-paying industry, says Jagger. “That’s not accurate. Not only do employers pay competitive and living wages, they also offer benefits other sectors don’t, such as extended health and dental, travel re-imbursement, discounts and passes.”

Industry perception of career path and progression is a big problem, especially within leadership roles, she adds. “We are finding, for example, that the industry does not support working parents’ scheduling demands and childcare provisions. With the decline in accommodation during COVID, we saw a lot of women move to professional services such as real estate, retail, marketing and public relations – any kind of management services where they could apply the skills they learned in the hotel sector.”

GOVERNMENT PROGRAMS IN THE WORKS

The good news is government at various levels are taking notice, although those efforts at workforce recovery have not been cohesive and can be difficult to navigate, says Mondor. “Everyone is throwing [solutions] at this hoping to get results, but it’s not coherent and there is a lot of duplication. Money is going in, but is it doing the right thing?”

Milford believes much more can and needs to be done. The three

key players need to work together. “The three key organizations — Employment and Social Development Canada (ESDC), “Employment Insurance (EI), and Immigration Canada — don’t talk to one another so, it is challenging for people to advantage of the programs that are available.”

Mondor points to some key initiatives on the part of the federal government around immigration that could prove fruitful. “There have been eight to 10 policy changes to immigration through various streams to increase the number of new Canadians we are bringing in. It has also created more flexibility and eligibility in occupations.”

“There is a need to support temporary foreign workers, while also ensuring immigrants can identify as skilled roles in hotels rather than unskilled roles,” says Jagger, adding the need for more investment in research to ensure the sector is putting more focus and investment into the root causes of the labour crisis.

HAC for one, has received a federal grant to study the issue of the hotel labour force in Canada in partnership with Deloitte Canada to research the issues, develop an action plan, and chart a new course moving forward.

“We spoke to every stakeholder that could touch on issues for hotels in Canada, as well as other countries to find best practices,” says Foster. “A ton of innovative ideas were brought to the forefront with this research and are now making sure any action plan we release is practical and viable for the industry.”

She stresses the importance of considering solutions form both a short-term and long-term perspective. “We need an immediate solution for the summer. The temporary foreign worker (TFW) program — as imperfect as it is — is the best bet to get the highest number of people in the country in time. We have had a number of wins on that, including an exception to cap the amount of

TFWs at 30 per cent versus the rest of the economy at 10 per cent. This past fall the government announced TFW spouses will get a work permit as well.”

Over the long-term HAC is looking at solutions on the immigration side. “Currently it is set up to welcome people with advanced degrees. We have put forth a proposal to the Department of Immigration to create a dedicate stream for tourism workers and a path to permanent residency.”

ADDING EDUCATION TO THE MIX

On the education front, there needs to be more emphasis on developing models with employers and educational institutions so students can gain workplace experience earlier, says Jagger. “Co-op and integratedlearning programs will allow students to be working while they study. Once they graduate, they are ready to enter a supervisory or managerial stream.”

The HAC research showed that educators and hotel employers are looking for tighter working relationships with educators to build curriculums that better reflect the skills needed today in hotels, including practicums as part of those programs, says Foster.

Milford also hopes to see governments remove some of the cost barriers to education for particular trades. “They need to support post-secondary education more at the vocational level. We have not invested money federally or provincially in putting people through Red Seal or apprentice programs.”

Works is also needed to educate immigrant settlement agencies about the industry, says Foster. “They are unaware of the different types of jobs available and are not recommending their clients apply. They don’t realize that many position don’t require perfect English-speaking skills.”

Work also needs to be done to shift perception of the industry and the opportunities for advancement, she notes. “It is a dynamic industry with unlimited opportunity. We need to

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HAC for its part has used the recent research to launch a marketing campaign focusing on high-school age to 24-year-old students to highlight the career opportunities.

A MORE PROMISING FUTURE

Although the projections seem dire, the crisis is driving long-needed change within the sector, says Mondor. “There have never been greater opportunities to enter the field. It is in literally every corner in Canada and can offer more secure long-term employment and advancement than could be anticipated.”

The fact that sector challenges have gained public attention is

another plus, he adds. “In the darker days of the pandemic, the public came to a better appreciation of the impact of the sector not functioning well. This visibility is important because it has enabled the industry to influence public policy including Canada’s immigration policy. We have a window of opportunity to see more of these kinds of investments and appreciation of what the sector brings to Canadians and not just the visitor economy.”

The labour challenge has also provided new opportunities for businesses to pivot, says Milford. “We have an opportunity to re-evaluate areas such as the hours of work and

re-look at how things can be done at different times. For example, rather than having all housekeepers coming in at 7 a.m., why not stagger them so people with young families can drop of and pick up their kids at school.”

“The labour shortage problem is so massive there is no single solution,” says Foster. “But our latest project is telling us that everyone is eager to re-frame the way they are dealing with the labour market. There is a huge appetite for innovative solutions. To me that’s the most encouraging thing of all.” ◆

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BY DANIELLE SCHALK

Great Expectations

SHIFTING EXPECTATIONS MEAN HOUSEKEEPING HAS A PIECE TO PLAY IN GUEST SATISFACTION

In the wake of the pandemic, there have been numerous shifts in how travellers interact with hotels. This evolution of guest behaviour has subsequently affected demands on the housekeeping department.

“The way that hotel rooms are being used [has] changed dramatically,” says Shannon Hall, vice-president, Sales & Marketing for Dustbane Products Ltd. “You used to often go down to the dining room to eat. Well, now you’ve got Uber Eats and SkipTheDishes and

all the services that are delivering right to your hotel room door, so you have lot of different foods that are going in that room that can create different odours, but also different staining when it comes to grease or [other substances] that may get dripped onto carpets and floors.”

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As a result, Hall explains, “some of the tools [housekeeping teams] might need to use — like a mini spotter — may not have been something that they were using in the past, but it’s certainly becoming a lot more frequent when it comes to cleaning [hotel] rooms for that optimal guest experience.”

In other instances, new standards within hotels have eliminated unnecessary touchpoints and streamlined the process of cleaning guestrooms.

“Following the pandemic, cleanliness and safety are now key factors in the guest’s expectation,” says Jim Stewart, director of Human Resources, Chelsea Hotel Toronto. And these shifts, he notes, have influenced the hotel’s South Tower renovations. “We have limited the items that were in the room and simplified them to maintain a cleanliness and safety focus,” he explains.

Perhaps one of the most common examples of the changing approach to room amenities is the elimination of physical guest directories. Feedback from guests, owners and operators led Hyatt to introduce a Digital Guest Compendium at many of its properties. The company’s new app-less digital solution provides guests with a “clean, consistent and contactless experience to obtain important in-stay information via a QR code unique to each property.”

This not only removes a touchpoint for in-room cleaning, but also reduces waste and printing costs.

At a time when a clean and safefeeling environment are more important than ever to the guest experience, Nicolas Messian, regional director for New Castle Hotels & Resorts and general manager of The Algonquin Resort in St. Andrews, N.B., notes “We have to move away from [a focus on] quantity and all those extras that maybe differentiated [hotels] from the home and bring in more of a home feeling. It’s greener, it’s easier [on staff], it’s not cheaper for the hotel, but it [delivers] a sense of quality versus quantity.”

BEYOND CLEAN

In an environment where guests frequently skip the front desk

altogether, housekeeping staff play an increasingly important role in creating a memorable stay for the guest.

“When you enter the room, there is a feel-good [moment], the room is clean, it smells good. That’s the first good impression and the first purpose for the housekeeper is to deliver that,” says Messian. But, he is quick to note that those who work in housekeeping play another role as well.

“I want my housekeepers to be like the Inspector Clouseau’s of the world… because, at the end of the day, they’re spending 40 minutes every day in [the guest’s] space,” he explains. “That’s something that no one else will do in the hotel.”

By gathering clues and insights into the guest’s specific needs, the hotel team then has the opportunity to enhance the guest’s stay. “Suddenly the purpose of a housekeeper is not just about cleaning rooms, it’s about creating memories — creating experiences that people will cherish,” says Messian.

Recent research by IHG Hotels & Resorts highlights the increasing importance of this kind of approach. The company’s global survey revealed that, post-pandemic, 78 per cent of global travellers are placing high-quality service above all else when booking a hotel. Further, 48 per cent of travellers indicated a “friendly, approachable and personalized experience” is more important than ever in the current environment.

“Just like travel has changed, consumers expectations have too,” shares Will Yell, vice-president, Luxury and Upscale Conversion and Affiliate Brands at IHG Hotels & Resorts. “With nearly half of travellers stating they want to be valued as individuals, a one-size-fits-all approach to hotel service no longer resonates with travellers.”

And, beyond delivering on guests’ expectations, as Messian sees it, empowering the housekeeping team to be the eyes and ears of the hotel, capable of instigating a wider impact on a guests’ experience, instills a greater

sense of purpose. “My mission as a general manager, as a leader, is to show them how important they are and to really develop [or] re-enhance that sense of purpose,” he explains.

As hotels strive to deliver on warm and personal guest experiences, Mandy Farmer, CEO, Accent Inns Inc., stresses that ensuring staff feel valued and cared for is key. “We know that people who are loved hard will love hard. They’ll pay it forward,” she explains. “They’ll take care of each other the way we take care of them and they’ll spread that love…Our guests feel it.”

Furthering this sentiment, Messian adds, “[A hotel needs] to have a strong base and the base needs to be the housekeeping department.” ◆

HOUSEKEEPING

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Keeping it Together

AMIDST CURRENT LABOUR SHORTAGES, SKILLED HOUSEKEEPING STAFF HAS BECOME THE MISSING PIECE AT MANY HOTELS

BY DANIELLE SCHALK

It’s no secret that housekeeping — and the Canadian tourism industry at large — is facing labour challenges.

As Destination Canada’s Quarterly Tourism Snapshot Q2 2022 revealed, as the industry has steadily added back jobs, “the ability to fill these jobs hasn’t kept pace.” And, at the end of Q2 2022, 149,000 tourism jobs went unfilled.

The perception of the industry as a work place plays a key role in the ability to attract talent. According to Tourism HR Canada’s recent Perceptions of Tourism as a Place of Employment in Canada report, perceptions of pay and opportunities for career growth within the industry are not especially favourable. More than half of survey respondents (54 per cent) expressed a belief that the pay for most tourism jobs is

not enough to lead a satisfactory life. And the perception among those who previously worked/currently work in the industry is even less favourable. Among this group, 64 per cent don’t believe the pay is enough to lead a satisfactory life, while 55 per cent believe the level of fringe benefits in tourism is insufficient.

In the face of these stats, the report notes: “To ensure tourism is portrayed in a more attractive light, it is vital that compensation and career advancement opportunities satisfy those currently in the sector.”

And, given that the housekeeping department accounts for a significant portion of a hotel’s work force, attracting, retaining and meeting the needs of workers in this department is integral to a hotel’s success. In fact, data from B.C.-based go2HR highlights ‘cleaners’ as the second-largest employment category in the accommodation sector (after

HOUSEKEEPING hoteliermagazine.com 58 | MARCH 2023

‘accommodation service managers’).

Nicolas Messian, regional director for New Castle Hotels & Resorts and general manager of The Algonquin Resort in St. Andrews, N.B., points out that a property/company’s culture and larger value proposition are central to attracting and retaining talent.

Mandy Farmer, CEO, Accent Inns Inc. agrees, explaining that the company’s people-first approach has allowed it to largely avoid the labour challenges the rest of the industry has faced. “We’ve put more resources into our recruitment efforts and a large part of that is telling our culture story and attracting candidates that align with our values.”

Of course, rate of pay is also a prime consideration. Messian notes The Algonquin has reviewed pay rates and no longer pays minimum wage for new housekeeping positions. “We usually pay [between] $1 to $1.50 above the minimum wage,” he explains.

As Farmer explains, the whole package is important to consider when it comes to employee satisfaction. “We devote a lot of resources to ensuring that we are offering a safe and inclusive workplace culture, fair compensation and life-enriching perks for our people,” she shares. “It’s big things, like a really comprehensive benefits package that includes mental-health resources, as well as perks that are often overlooked, like flexible hours for working parents or opportunities to grow within ourorganization.”

These factors are just as important when it comes to retaining existing team members.

“Our goal is to keep people once we have hired them,” says Jim Stewart, director of Human Resources, Chelsea Hotel Toronto. To this end, “[Housekeeping] managers constantly check-in with their team to ensure they are getting the support they need. We work for the friendliest hotel in Toronto, so we ensure our colleagues feel the same.”

A property’s relationship with the local community is also a crucial piece of the puzzle when it comes to shaping the perception of the hotel as an employer and attracting new members to the team.

Messian calls out how valuable fostering connections with the local community has been for The Algonquin and other tourism business in the region, especially given the seasonal nature of tourism in St. Andrews. In particular, he points to a labour-sharing initiative that allows housekeeping staff “to step out of the rooms and do something different.”

“[The program] is about sharing; it’s about being united,” he explains.

“I’m the president of the [St. Andrews] Chamber of Commerce, so I really tried to [create] that synergy within all the members of the of the chamber.”

Another aspect of community connection is industry organizations, many of which have been expanding their workforce-focused resources, such as online training, networking and recruiting channels.

One example is British Columbia Hotel Association’s (BCHA) creation of a new position intended to better serve its members needs in the face of the current employment challenges, naming Alison Langford the association’s first-ever Workforce Specialist in early 2022. In this role, Langford aids members as they navigate hiring resources and programs such as the Temporary Foreign Worker Program. She also

plays a key role in domestic and international recruitment efforts for B.C.’s accommodation sector.

Organizations such as the Ontario Restaurant Hotel and Motel Association (ORHMA) have also leveraged training and accreditation programs to support employment in the industry. The association has also focused on providing channels for employers to connect with jobseekers, through platforms like FindWRK and through partnering with Discover Ability Network to connect inclusive employers to the disability labour market.

Finally, the way in which work is done is also important to maintaining a happy and invested housekeeping team. One strategy employed at The Algonquin, is dividing up cleaning tasks amongst team members. “We have separated tasks that usually [would be done] by one or two persons and we rotate people…it breaks down the monotony of of the of the role,” shares Messian. Also, during peak season, staff often work as duos, cleaning rooms together. “That synergy is usually well received, especially with the younger crowd,” he adds. ◆

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“I love talking about [retention], because it’s just so simple: we ensure that our team is happy and that boosts retention. We have an 82-per-cent retention rate, which is almost double the industry average of 42 per cent. Almost 30 per cent of our team has been with us for over five years.”

- Mandy Farmer, CEO, Accent Inns Inc.

Helping Hand

TECHNOLOGY HAS BECOME AN INCREASINGLY VITAL PIECE OF THE HOUSEKEEPING PUZZLE

BY DANIELLE SCHALK

As the hotel experience has evolved, technology has taken on a growing role in all aspects of operations. The impact of these technologies can be seen in the quality of both the associate and guest-facing experience.

And, when it comes to housekeeping specifically: “Technology provides a level of efficiency that didn’t exist before,” explains Jim Stewart, director of Human Resources, Chelsea Hotel Toronto. On the other side of the coin he adds, “In the case of electrostatic sprayers, it provides a sense of comfort for our guests, knowing their rooms are clean and disinfected.”

When it comes to cleaning technology, automation is top of mind, which can be partially attributed to ongoing labour challenges.

“As we’ve started to see consumers coming back and expecting daily housekeeping service, there’s just not enough people to do all of the roles that need to be done and still maintain that level of cleanliness that has now become the standard of expectations,” says Shannon Hall, vice president, Sales & Marketing, Dustbane Products Ltd.

As a result, equipment such as sweepers and auto-scrubbers have been increasingly employed, particularly

for large public areas and conference spaces. “We’re seeing more and more hotels moving to a sweeper that can cover that same square footage in a fifth of the time [of an upright vacuum], allowing housekeeping staff to get back to some of the other chores that they need to do,” Hall explains.

She also highlights micro scrubbers, such as the Doodle Scrub, as seeing increasing adoption. This equipment allows staff to achieve a deep clean in compact spaces in a fraction of the time.

Introducing these kinds of technologies can reduce friction in completing tasks and alleviate or eliminate common pain points, which improves the quality of team members’ on-the-job experience. Further, the more efficient and effective housekeeping operations are, the more they can seamlessly exist within the background of a guest’s stay.

Importantly, Hall also notes that using equipment that partially automates some of the most strenuous housekeeping tasks helps reduce physical strain and risk of injury in addition to cutting down the time needed to complete the task.

There are also those taking automation to a greater extreme. E-Pro Bot Inc., which is the Canadian distributor for KEENON Robotics,

offers the M2 disinfection robot, which can be dispatched during the off hours to sanitize rooms and spaces, such as event spaces and activity centres.

Greg Staley, general manager of E-Pro Bot Inc., shares that these units, which feature both an ultrasonic dry mist and UV light functions, are being installed in senior-living centres and can also be found in airports in Europe and Asia. The spray disinfection modules’ spray effect meets the Disinfection Technical Specification, and boasts an up to 99.9-per-cent kill rate for airborne bacteria, while the UV light modules meet GB 19258 specifications for ultraviolet germicidal lamps and the Technical Specification for Disinfection.

Staley points to common areas that shut down at night, such as a hotel’s gym, as key areas that could benefit from the M2’s UV sterilization. And, he notes, “[Because] UV lights are dangerous, there’s all kinds of sensors on the robot, so if any movement is detected [in a space], the light will shut down.”

Beyond cleaning, scheduling and communication technologies also play a significant role in streamlining housekeeping operations.

The Chelsea Hotel Toronto leverages both of these, using the StayPlease communication system to connect hotel departments and communicate

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60 | MARCH 2023

E-Pro Bot Disinfection Robot-M2

tasks and guest requests. The team also leverages the OPERA property management system (PMS) to “create room attendants daily assignments, as well as monitor room status and changes in room status,” Stewart explains. “Technology makes communication faster and easier. We can change room status, assign tasks/make a request and communicate with other users from a central location.”

However, Stewart is sure to note than having reliable backups in place in the event communication technology fails is important to consider.

“If we have systems failures, we have radios as a back up,” he explains when discussing the StayPlease communication system.

“Efficiency makes a workplace flow better, but we are always prepared to do things manually if need be.” ◆

Some see automation as a dirty word — and a harbinger of eliminated jobs. However, Greg Staley, general manager, E-Pro Bot Inc., sees automation as an opportunity to streamline operation and offload some of the simpler, but time-consuming tasks staff face.

“Whenever you have the ability to reduce the amount of walking [staff does], you’re creating efficiencies and efficiencies mean workers can work at a better pace,” he explains. Using the W3 hotel delivery/roomservice robot as an example, Staley explains that robots can help housekeeping staff in their work. “If they forgot something on their cart, they don’t have to go all the way back to housekeeping to get it,” he explains. Instead, they can call down for the forgotten supplies, which can be loaded into the robot to be delivered to them.

This said, this technology can also help alleviate staffing challenges.

“So many places now have trouble trying to find staff, and with our robots, they can keep efficiencies high,” explains Staley.

Pointing to the room-service and disinfection robots offered by E-Pro Bot, Staley notes that automation can allow more tasks to be completed when there is limited staff in the off hours. For example, it can make it easy to fulfill a request for more towels or additional toiletries at any hour.

“Because [the robot can] interact with the elevator (and call the room when it arrives), it allows hotels to offer better customer service and guest experience 24/7.”

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CLEARING THE AIR

Air quality is moving to the top of hotel operators’ agendas

BY DENISE DEVEAU

IMPROVING AIR QUALITY

was top of mind for hoteliers during the pandemic, with air-purification and air-filtration systems becoming must-have pieces of equipment. But the issue of air quality has been a long-standing one.

“COVID didn’t’ cause the poor air quality in buildings,” says Joel Primeau, mechanical engineer and ASHRAE instructor in Ottawa. “All of a sudden [operators] became aware of the relationship between airborne viruses and bacteria and the quality of HVAC. We’ve been trying to explain that to people for years.”

Hotels have specific problems that other residential and larger venues do not, says Gil Blutrich, founder and CEO of Clear Inc. in Toronto, an integrator of air and water firewall technologies. “Air quality is perhaps more important in hotels than in residential buildings because human traffic in a hotel environment is much higher and changing all the time. You need to use extra steps to promote public health.”

In 2021 Honeywell study Mitigating COVID-19 In Public Spaces indicates that the primary concern for guests was not in the rooms. “It was more in all the places where people congregated such as lobbies, breakfast areas, boardrooms, gyms, and pools,” explains Bhavesh Gupta, director of

engineering, Honeywell Building Technologies in Atlanta, Ga., who co-authored the report.

The fundamental answer to improving air quality is a simple one in principle, says Primeau. “The best solution for air quality always is to bring in more outside air. Everything else is a compromise.”

The Honeywell report supports this, noting that provisions for bringing in outside air was a better solution for air circulation, confirms Gupta. “Air flow becomes very important with respect to COVID. Managing and controlling air flow through filtration and disinfection technology becomes very important in clearing the air before you inhale it.”

A GAMUT OF OPTIONS

The answers range from the simple to the complex, depending on the building design, existing infrastructure and systems, and layout. “Solutions can range from simple tweaks and settings adjustments to adding new or retrofit equipment to bring in more fresh outside air,” says Adam Gaitsch, associate director, sales, Carrier Corporation, Charlotte, N.C.

The costs of replacing or upgrading systems depends on a

EQUIPMENT

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variety of unique site-specific, productspecific scenarios, he adds. “In general, older commercial HVAC systems can be significantly less efficient and more expensive to maintain compared to brand-new systems. According to ASHRAE, commercial HVAC units have a lifespan of about 15 years depending on how well they’re maintained.”

The advent of COVID has spurred a surge in demand for purifiers. “They work well for very small areas so are fairly effective in guestrooms, assuming they work well, have good HEPA filters, and they are cleaned,” Primeau says. “Adding fans can improve the quality. But purifiers can’t be expected to do a big ballroom.”

One option often considered is high-efficiency heat-recovery systems, which are particularly effective in properties with heat-generating areas such as a pool, laundry facilities, and kitchens, says Primeau. “They provide all kinds of concentrated sources of heat to capture and pre-heat cold air coming in from outside. It can also reduce energy bills significantly and can be done as a retrofit to increase the quantity of outside air without increasing the capacity of the system or energy bills.”

However, their feasibility depends on the size of the hotel, scale of the project and the location of the rejected heat in relation to where the cold air enters, he cautions. “Costs go up quickly when you bump into physical limitations on site or obsolete systems you can’t retrofit. If the devices are far apart, ducting could prove impossible.”

Hotels can also consider increasing the capacity of HVAC systems and adding more filters. When looking for the next system, consider the efficiency levels of the units. “Less efficient units cost more to operate annually. Additionally, ensure the system you are purchasing can accommodate your current occupancy and traffic threshold, plus any planned growth in the future. Other factors to consider include noise levels, effective air movement within spaces, precise temperature control and flexibility.

An efficient and common way to

KEEPING THINGS ABOVE BOARD

Proper maintenance is a key element in maintaining the air quality in properties. Engineering directors at Fairmont Hotel properties in North and Central America are provided with the following protocols:

• Switching to MERV 13+ or HEPA 13+ filters or the highest possible filter type for existing equipment

• Accelerating the replacement of air filters at air handling units (AHUs) and fan coil units (FCUs) in guestrooms

• Increasing the frequency of disinfecting the coils of their AHUs in public areas and FCUs in guestrooms

• Calibrating their building management system (BMS) to ensure sensors are reading temperatures and air flows correctly and to increase the amount of fresh outside air

• Increasing engineering walks to three times a day to ensure HVAC and extract equipment are always working

• Replacing/repairing repair all old and leaking equipment (and ducts) to ensure 100 per cent efficiency of air flow

improve HVAC filtration is through MERV-13 upgrades. ASHRAE recommends MERV 13 whenever possible.

“Increasing the filtration level of equipment, however, can significantly impact energy efficiency,” says Primeau.

Ultraviolet (UV) lamps can be used to sanitize the air in unoccupied guestrooms, he adds. “Returns can be limited. Some are looking at upperair UV, placing it above eight feet to consistently cleanse and disinfect recirculating air in larger spaces.”

THE SELLING POINTS

Blutrich says that hotels have missed a huge opportunity. He points to the Cosmopolitan hotel in Toronto, built in 2005, as a hotel that is committed to elevated health, safety and well-being. Measures include removing all carpets, adding air purifiers to every room, and creating balconies for guests to enjoy fresh air. “Conde Nast named it one of the best new hotels in the world, not because the rooms were better or uniquely designed, but because of the health and well-being concept.”

More recently some properties are seeking the International WELL Building Institute’s (IWBI’s) certification, says Blutrich. “It is becoming the gold standard.”

An MIT Real Estate Academy study indicates that installing systems to elevate health and wellbeing can boost upline revenues, he adds. “Our own research shows that consumers are willing to pay up to $20 more per night to be in a healthier environment.”

THE BOTTOM LINE

“You have to keep practicality in mind when looking at the cost/benefits of each [solution],” says Gupta.

There is no single strategy for creating and sustaining healthier hotel environments, says Gaitsch. “Creating healthier indoor environments is an essential component of a layered strategy toward continuing to reopen the industry.”

For Blutrich, focusing on health and well-being should be a focus across the industry. “Clean air and water should not just a luxury that can only be found in five-star hotels.” ◆

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RECIPE for Success

Chef-branded restaurants add star power to luxury hotels

BY NICOLE DI TOMASSO

For a number of years, boutique and luxury hotels have been forming partnerships with celebrity chefs to elevate the onsite-dining experience and increase revenues. As Canada’s culinary scene slowly comes back to life, adding chef-branded restaurants into hotel food-and-beverage (F&B) strategies is proving to be mutually beneficial and is a great draw for both hotel guests and locals alike who are craving new experiences.

Chef-branded restaurants are an attractive and unique selling point for boutique and luxury hotels, bringing instant recognition to a property. An experienced chef with a proven track record of delivering exceptional dishes not only boosts consumer confidence, but also guarantees the highest level of customer service.

From the restaurant’s perspective, the hotel provides built-in customers in a desirable market. Also, chef-owners have more room to experiment to make the restaurant stand out with a hotel’s backing, driving value within the community and providing a place to connect.

Overall, these partnerships are built on trust and compatibility, and the brands must integrate seamlessly to achieve sustained business success. Here, F&H highlights a few successful chef/hotel partnerships in Canada.

Ethiopian-born Swedish-American celebrity chef Marcus Samuelsson opened his first

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F&B

Chef SamuelssonMarcus

FOUR SEASONS HOTEL MONTREAL

restaurant in Canada, MARCUS Restaurant + Lounge, at the Four Seasons Hotel Montreal in 2019. Chef Samuelsson made his name at just 24-years old at Michelinstarred Scandinavian restaurant Aquavit in New York, which earned three-stars from the New York Times, making chef Samuelsson the youngest chef to ever achieve this honour, before he moved on to open his own restaurants.

Designed by Atelier Zébulon Perron, MARCUS Restaurant + Lounge is a stylish and sophisticated space with around 180 seats between its main dining room and terrace, and approximately 120 seats at its lounge-bar section. The restaurant and lounge serves breakfast, lunch, dinner and weekend brunch, with a menu that focuses on seafood dishes, including whole lobster with truffle and garlic butter ($95); black cod with sesame, potato and edamame ($46); and Bluefin tuna tartare with jalapeño, capers and tobiko ($35).

“I've loved the city of Montreal since my formative years and the project itself was one I couldn’t pass up. Working with the hotel’s ownership team is incredible and their passion for both the city and our brand makes it effortless because they are committed to making it work.”

He says chef-branded restaurants will continue to change and grow in the future as part of a hotel’s competitive set and a chef’s longing to be more creative in the kitchen.

Chef Akira Back

BISHA HOTEL TORONTO

Michelin-starred chef Akira Back’s namesake restaurant at the Bisha Hotel Toronto opened in 2017, marking his first foray into Canada. The 3,000-sq.-ft. space, designed by Studio Munge, blends Japanese minimalism and luxury. The restaurant can accommodate 115 guests, plus a private dining room for up to 20 guests.

“The Bisha Hotel was an easy decision because we believed in the brand and atmosphere, which Charles Khabouth and Ink Entertainment created, and knew the Akira Back restaurant brand would be a perfect fit,” says chef Back. “People love our food and service, and continue to choose our restaurant and enjoy themselves [during] a special dining experience.”

Akira Back restaurant offers a dinner menu inspired by chef Back’s life experiences. With additional locations in Paris, Dubai, Singapore, Dallas, Las Vegas, New Delhi and more, signature menu items include the Tuna Mushroom Pizza ($26), 48 Hours Wagyu Short Rib ($39), and Grilled Alaskan King Crab ($40). The restaurant also features a six-seat sushi bar so guests can observe the chefs at work, which elevates the guest experience even further.

“Restaurants are an amenity of a hotel, but most importantly, an amenity that makes a very good profit for the hotel,” says chef Back. “Hotels have a lot of support functions and resources. They have infrastructure from HR to purchasing departments, which is helpful when opening a restaurant.”

Chef Back says understanding the culture and style of both organizations makes for a successful hotel/chef partnership. “We need to be able to work together to offer both a dynamic hotel and restaurant experience. Teamwork and brand synergy need to be cohesive. There are a lot of crossover functions where two organizations are working together with both brand standards and operational procedures taken into account.”

hoteliermagazine.com

DENNIE B RAMON [AKIRA BACK]

Chef Daniel Boulud

FOUR SEASONS HOTEL TORONTO

Since opening the doors to its Yorkville location in 2012, the Four Seasons Hotel Toronto introduced the city to Michelin-starred chef Daniel Boulud’s modern French brasserie Café Boulud.

For chef Boulud, partnering with Four Seasons Hotels & Resorts was a golden opportunity to be involved with one of the world’s best-known hotel brands, making him only the third international chef to touch down in Toronto at the time.

“We share the same core values of hospitality, and we incorporate those values into [every facet of the business],” says chef Boulud. “We share a commitment to excellence and everything we do is for the sake of maintaining [a healthy partnership]. There is a synergy of marketing, communication and staff training.”

Previously, Boulud says chefs and hoteliers built consulting relationships where the chef was primarily “concerned about their food but not the full application.” However, over the years, the relationship has evolved to a more inclusive, co-dependent managing style.

Located on the second floor of the hotel and designed by Rosalie Design (re-designed by Martin Brudnizki Design Studio in 2015), the space features local woods, warm textures and plenty of natural light, and can accommodate up to 150 diners, with a private dining area for 10 guests.

Café Boulud offers breakfast, brunch, lunch and dinner, and serves a seasonally changing menu rooted in the French tradition. Menu items include pan-seared trout with baby gem lettuce, orange segments, shaved fennel and labneh ($39); winter-squash soup with duck prosciutto, nutmeg crème fraiche, pumpkin seed and spiced crouton ($21); and venison striploin with port-braised red cabbage, barley, lingonberry and juniper jus ($55).

“Café Boulud is a destination restaurant where customers can expect originality, good service, an inviting atmosphere and quality food that’s reasonably priced,” says chef Boulud.

Below the café is d|bar by Chef Daniel Boulud, a lively street-level bar and lounge offering lunch, dinner and late-night menus. That same year (2012), chef Boulud opened Maison Boulud at The Ritz-Carlton, Montreal with help of his New York-based management company, The Dinex Group.

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Living Well

Health-and-wellness trends re-invigorating hotel design

BY SARAH B.

There’s nothing new about the health-and-wellness trend; for years, the travelling public has been increasingly drawn to hotel experiences that spotlight physical, mental and spiritual wellbeing, from onsite spa facilities to meditation retreats and active recreation opportunities. But since COVID, there’s been a change: after years of isolation and the looming threat of severe illness, people are feeling burnt-out and seeking ways to re-charge their batteries. Hygiene and safety are no longer the sole considerations; today, it’s about restoring joy and inner peace.

“Dopamine travel” (a term that mirrors a parallel development in fashion) is the concept of reviving the soul with beauty, specifically in locations that offer fresh, vibrant colour palettes, such as the white sands and turquoise waters of the

hoteliermagazine.com 68 | MARCH 2023 DECOR &

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Living Well

Health-and-wellness are re-invigorating design

Mediterranean; the brilliant bohemian blends of yellows, pinks and greens that might be found in a Japanese garden; or a Moroccan marketplace.

“We can safely say that wellbeing is changing the narrative in the way we’re designing hotels,” says Emlyn Brown, Global VP of Well-Being for Accor. “We’re seeing the idea of wellness superaccelerating in the post-COVID environment, and daily wellness habits are changing. We know that four out of five of our guests are making a daily attempt to improve their wellbeing.”

“Since COVID, the hospitality industry has been re-thinking and experimenting with new ideas to address these wellness concerns that everyone has gained,” says Arno Matis, owner of Vancouver-based Arno Matis Architecture. “There has been a drive towards sustainability, and part of that includes a sensitivity

HOOD hoteliermagazine.com MARCH 2023 | 69 &

DESIGN

towards wellness, so the idea of fresh air, access to natural light, openable windows — all of the things that came out of the pandemic situation are being deployed in our newer hotels.”

Hoteliers around the world are responding to this trend of feeling good with their design and decor. Thailand’s deluxe InterContinental Khao Yai Resort, which puts a heavy emphasis on its wellness offerings, commissioned noted architect and designer Bill Bensley to convert former rail carriages into luxury suites and massage rooms where guests can book therapeutic treatments in beautiful surroundings. Resort developer and operator, Kerzner International, is currently launching a new fitness-led hotel brand called SIRO (pronounced “sigh-ro”), designed in collaboration with professional athletes. The inaugural hotel, SIRO One Za’abeel in Dubai, is scheduled to open later this year.

Here in Canada, Landa Global Properties is working with Arno Matis Architecture, Rafii Architects and design firm Studio Munge (Vancouver’s Rosewood Hotel Georgia and JW Marriott Parq) to build a new 200-unit hotel with retail and residential space on the Richmond (B.C.) waterfront near the Olympic Oval. A Marriott Autograph Collection property, it is conceived to take advantage of its unique neighbourhood in catering to the fitness-conscious traveller.

“We are directly across from the Oval, and so health and wellness will be big topics,” says Landa CEO Kevin Cheung. “Health and wellness have become some of the fastest growing trends, and hoteliers are providing new amenities and service. We’re entering a new era in offerings.”

The traditional pool, the spa and the fitness centre, “those offerings are pretty standard,” says Cheung. “How do you

take it to the next level; how do you offer additional elements?”

The Elmbridge project will dedicate lots of room for an indoor fitness space that “opens into an oasis – almost like a garden,” says Matis. Since the site is located so close to the Fraser River Trail with its network of walking and cycling trails and the Olympic Oval, which hosts an array of indoor sporting activities, “that’s also a very important part of the experience of staying at this hotel.”

Matis says that the Elmridge concept is in line with broader design trends, such as the wish for more open space, whether that means larger rooms, outdoor recreation zones or more room between fitness devices. “There’s more desire to space that equipment out more, and for being able to open up those spaces to natural ventilation,” he says. Weight training is still popular, but guests also want room for other type of exercises, such as yoga, Pilates,

hoteliermagazine.com 70 | MARCH 2023

stretching and meditation.

“Wellness elements are becoming a larger part of the project; it’s not just an afterthought,” he says. “Workout or gym spaces are becoming more important, almost like a spa approach. These are becoming major spaces that are actually promoted as part of the hotel experience and combined with social spaces as well: bar or lounge facilities tied in with fitness-related areas.” These amenities are also attractive to local area residents, not only the travelling public.

Among other developments, Emlyn Brown say that the “classical fitness area and gym is now very different in its size space and scale.” About 65 per cent of the under-35 age group reports that they exercise daily, and they are looking for a less regimented environment with a wider variety of loose equipment rather than fixed machines.

Interactive digital video technology such as Peleton and the lululemon Studio Mirror, which many people embraced during lockdown, has created a demand for large video walls in fitness spaces. “You’re allowing people to sling

the digital content to a screen,” Brown says. In 2020, Accor introduced Three Sages programming at some properties, which provides complimentary yoga, stretching, and sleep practices through the in-room entertainment system.

As for in-room design, “we really should own the sleep business; it’s what we do,” Brown declares. “There’s going to be a massive change in our understanding of sleep, and we need to understand that piece.” Accor properties are optimizing guests’ sleep with tools such as smart mattresses that allow sleepers to control the temperature on either side of the bed. Every room element, from curtains to clocks, can work together to provide a personalized sleeping environment.

“The way we’re designing our hotels is changing,” says Brown. “Instead of designing the rooms first and then adding other spaces, now it’s about everything you can do on the property.”◆

THE WAY WE’RE DESIGNING OUR HOTELS IS CHANGING, INSTEAD OF DESIGNING THE ROOMS FIRST AND THEN ADDING OTHER SPACES, NOW IT’S ABOUT EVERYTHING YOU CAN DO ON THE PROPERTY

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Olympic Oval Hotel Complex render

PILOTING SUCCESS

Ajay Harjani charts his path to success by being open to change and willing to take risks

BY ROSANNA CAIRA

When Ajay Harjani was a young child, he had a dream of becoming a pilot. But that dream gave way to another reality when his dad opened a restaurant in Casablanca, and suddenly he fell in love with the hospitality world. “I went to hotel school at Les Roches in Switzerland and received my Bachelor’s degree in Hospitality and Entrepreneurship.”

Born in Jakarta, the 36-year-old hotelier got his first taste of working in the hotel industry as a receptionist at the Hotel President Wilson near Lake Geneva.

These days, Harjani is GM of the Hilton Garden Inn in Vaughan, having joined the 155-room hotel owned by the Easton’s Group at peak pandemic time. “My mission is to deliver exceptional experiences to our guests with light and warmth — so much so they’d have to come back for more.”

Harjani doesn’t discount the impact of the pandemic both on his property and the industry. “COVID-19 affected hospitality in so many waves: travel restrictions, border closures, labour shortages, and supply chain [issues].” But, he’s quick to add, “hoteliers are adaptable and this pandemic made us stronger.” He’s learned several lessons from the pandemic. “Take risks, think outside the box and don’t be afraid to fail. These lessons will help you grow and be stronger.”

Just as the pandemic begins to fade from view, Harjani is looking ahead to opening a new Hilton Garden Inn in Vaughan in 2024 given the original one is set to close its doors sometime later this year after being sold for condo redevelopment. “We plan to build a strong team to open a new Hilton Garden Inn in Vaughan,” says Harjani, a big believer that when it comes to hospitality, “there are no hacks and tricks.”

Keeping your team motivated is the key, says the affable hotelier. He does this by involving them in all facets of the operation. “My team is continuously learning and growing every day; they’re encouraged to come up with new ideas to make their job easier, and to make their workplace a better and a happier place.” It’s important, he says, to “continuously train your team to deliver exceptional service, speak to your guests and build valuable relationships.”

Harjani defines himself “as a team player and a true believer in growth and learning. I learned this from one of my previous experiences in Dubai at the Burj Al Arab; “Never say no and always try to find a solution or offer an alternative.”

While he’s earned a great deal of success in his young career, two of his proudest accomplishments include working for a seven-star hotel in Dubai and, at 25-years old, being the youngest GM of the Park Suites Hotel & Spa in Casablanca Morocco.

“Personally, success is being happy, healthy, and light-hearted while continuously learning and growing to make a positive impact that you can be proud of.” ◆

QUICK QUIPS

Advice for aspiring hoteliers? Hospitality is for heroes; it will be difficult but it’s very rewarding and the journey is filled with amazing people and stories

How do you cope with stress? I’m a big foodie and love to try new restaurants, enjoy new experiences and travel. And with all those extra calories, play soccer, squash and basketball.”

What’s been your biggest mistake? I take less risks and I continue to learn from it every day as I push boundaries. Take risks, open that door and go for it, leaving your fears behind.

HOTELIER

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HOTELIER MARCH 2023 DIGITAL ISSUE

Partner with an Industry Leader Focused on Franchisee Success.

THE PATH FORWARD

ADVISORY BOARD

THE ULTIMATE CHARGING

CHECKING IN GRAND DEBUT

Canopy by Hilton opens in Toronto

FIVE STARS

LEADING CHANGE

NOW OPEN: THE VIC

ACQUISITION MODE

FAMOUS FIRSTS

GAME CHANGERS

NEW FACE

INDUSTRY MOURNS LOSS OF DON BLAKSLEE

ATTRITION WILL CONTINUE

PREPPING FOR SUCCESS

GEN ZS ARE SHAPING THE WORKFORCE

RESILIENCE WILL DRIVE SUCCESS

Turnover Troubles

The real cost of housekeeping is in finding replacement workers

A INSTUDY

CONTRASTS

Giving Back

SUPPLYING STABILITY

AB: HOW IS YOUR COMPANY COPING WITH SUPPLY-CHAIN SHORTAGES?

WHAT ARE THE MAIN CHALLENGES HOTELIERS FACE WHEN IT COMES TO SOURCING PRODUCTS?

PERSPECTIVE?

AB: WHAT NEW PRODUCTS OR OFFERINGS HAS YOUR COMPANY LAUNCHED RECENTLY?

AB: WHAT IS THE MOST INDEMAND ITEM(S) FOR HOTELS RIGHT NOW?

BEDS & BEDDING

CATEGORIES

ENERGY

EQUIPMENT

CATEGORIES

BREAKFAST FOODS

FOOD

BEVERAGE PRODUCTS

CONDIMENTS

FURNISHINGS & DECOR

LAUNDRY & CLEANING PRODUCTS

DISINFECTANTS

CATEGORIES

CONSTRUCTION

PROPERTY-MANAGEMENT SERVICES

CATEGORIES

DIRECTORY

DIRECTORY

DIRECTORY

DIRECTORY

DIRECTORY

DIRECTORY

THE2023 BUYER’S GUIDE

DIRECTORY

DIRECTORY

ASSOCIATIONS

EDUCATIONAL INSTITUTIONS

EDUCATIONAL INSTITUTIONS

The REPORT LABOUR

Innovative

FINDING THE GAPS

THE TABLES HAVE TURNED

CHANGING THE INDUSTRY NARRATIVE

GOVERNMENT PROGRAMS IN THE WORKS

ADDING EDUCATION TO THE MIX

A MORE PROMISING FUTURE

Great Expectations

BEYOND CLEAN

Keeping it Together

AMIDST CURRENT LABOUR SHORTAGES, SKILLED HOUSEKEEPING STAFF HAS BECOME THE MISSING PIECE AT MANY HOTELS

Helping Hand

TECHNOLOGY HAS BECOME AN INCREASINGLY VITAL PIECE OF THE HOUSEKEEPING PUZZLE

CLEARING THE AIR

Air quality is moving to the top of hotel operators’ agendas

IMPROVING AIR QUALITY

A GAMUT OF OPTIONS

KEEPING THINGS ABOVE BOARD

THE SELLING POINTS

THE BOTTOM LINE

RECIPE for Success