Travel Trade mena, June 2016, Issue 80 by Travel Trade Publications

JUNE 2016 - ISSUE 80

EXCLUSIVE

Airports

VISIT: JORDAN

08 TOUR

15 Sri Lanka ONSITE: RED SEA

EXPLORE

17 Indonesia

20 Rendezvous

MARKET UPDATE

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TRAVEL TRADE PUBLICATIONS MANAGING EDITOR Mary Kammitsi mary@traveltradeweekly.travel

H.H. Sheikh Ahmed bin Saeed Al Maktoum

RECORD PROFITS FOR EMIRATES GROUP

ASSISTANT EDITORS Rita Kasziba Maria Kazeli JOURNALIST Pauline Shahabian CONTRIBUTOR Ana Mladenovic PRESS Maria Demetriadou DESIGN & LAYOUT Elena Stylianou WEB & BUSINESS DEVELOPMENT MANAGER Savvas Kammitsis DIRECTORS Andreas Constantinides Mary Kammitsi HEADQUARTERS T.T.W. Travel Trade Weekly LTD P.O. Box 25255, Nicosia 1308 Cyprus Tel: +357 22 021607, Fax: +357 22 103670

With AED8.2 billion (USD2.2 billion), Emirates Group marked its 28th consecutive year of profit, as the financial year which ended on March 31 saw the figure surge 50 percent year-on-year.

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evenue reached AED93 billion (USD25.3 billion), a decrease of three percent over 2015. Both Emirates and dnata registered their highest profits ever with AED7.1 billion (USD1.9 billion) and AED1 billion (USD287 million), respectively. The airline carried a record 51.9 million passengers, a rise of eight percent, and achieved a 76.5 percent load factor. During the period, the group invested over AED17.3 billion (USD4.7 billion) in new aircraft and equipment, the acquisition of companies, modern facilities, the latest technologies and staff initiatives, said H.H. Sheikh Ahmed bin Saeed Al Maktoum, chairman, Emirates Group.

DUBAI MARKS 100,000 ROOM MILESTONE

Representative for Indian subcontinent: Faredoon Kuka RMA Media Tel: +912229253735 Email: kuka@rmamedia.com

Dubai

Representative for UK & Ireland and Scandinavia: David Simpson Simpson Media Tel: +447900885456, Email: david@simpson-media.com

MENA EXCHANGE RATES

as of COUNTRY

26.5.2016 CURRENCY 1USD=

Bahrain (BHD)

Dinar

0.37

Jordan (JOD)

Dinar

0.71

Oman (OMR)

Rial

0.39

Qatar (QAR)

Rial

3.64

Saudi Arabia (SAR)

Riyal

3.75

UAE (AED)

Dirham

3.67

Algeria (DZD)

Dinar

110.30

Egypt (EGP)

Pound

8.88

Iran (IRR)

Rial

30,474.88

Iraq (IQD)

Dinar

1,171.75

Kuwait (KWD)

Dinar

0.30

Lebanon (LBP)

Pound

1,509.03

Libya (LYD)

Dinar

1.30

Morocco (MAD)

Dirham

9.74

Syria (SYP)

Pound

219.85

Tunisia (TND)

Dinar

2.09

Yemen (YER)

Rial

249.49

With Dubai set to hit the 100,000 room landmark this month across its expanding hotel and hotel apartment inventory, the city aims to firmly position itself among the top 10 global destinations in terms of available supply.

ver the next three years, Dubai Department of Tourism & Commerce Marketing (DTCM) expects room nights to reach 36.9 million, representing around a 12 percent compound annual growth rate by the end of 2018. In the first quarter of the year, the emirate’s hotels saw some of the highest global rates in occupancy, RevPAR and average daily rates, with Helal Saeed Almarri, director general, DTCM, commenting, “Healthy occupancy levels are a prerequisite to absorb increased demand without price escalation, ensuring our destination [...] remains appealing to global travellers.”

JUNE 2016

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VISIT JORDAN

FIGHTING

Headwinds DECADES OF WORK HAS ESTABLISHED JORDAN AS THE LAND OF HOSPITALITY, A TITLE WHICH CANNOT BE EASILY DEPRIVED FROM THE KINGDOM, NOT EVEN AMID TURBULENT TIMES.

RITA KASZIBA WRITES

ith the industry’s total contribution to the GDP accounting for 23 percent, tourism remains a key engine for growth in Jordan, thus, the endeavours to unlock its full potential even in the face of challenges. To match the county’s long-term ambitions, the National Tourism Strategy (NTS) 2011 – 2015 set the goal to increase tourism receipts to JOD4.2 billion (USD5.9 billion) by 2015 and establish the Kingdom as a distinctive destination offering diverse experiences. In line with these, the plan targeted 9.4 million visitors, up from 5.5 million in 2004 and 8.2 million in 2010. “As a continuation of the strategy drawn out between 2004 – 2010, Jordan continues to firmly strengthen its reputation as a destination of choice for both visitors and investors, positioning the Kingdom as a high-quality destination and raising its competitiveness to the level required for long-term sustainable growth,” praised the joint efforts Ziad Fostuq, general manager and acting director, operations, Belle Vue Amman. Yet, the Jordanian tourism industry witnessed severe challenges in recent years resulting in a sharp decline in arrivals to 5.3 million in 2014, prompting industry stakeholders to explore new streams of revenue. “Our NTS could not foresee at that time the long-lasting neighbouring conflicts and the socio-political developments across the entire 

JORDAN IN BRIEF Capital: Amman Currency: Jordanian Dinar (JOD) Language: Arabic Population: 6.5 million Calling code: +962 Capital time zone: GMT +2:00

JUNE 2016

VISIT JORDAN

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region,” maintained Michael Koth, director of operations, Levant, InterContinental Hotels Group (IHG), reminding that over the past decade, Jordan has successfully manifested itself as an attractive cultural and religious destination, yet, due to the current pan-regional dynamics, this constant flow of visitors was significantly reduced. “Jordan is a safe country with amazing hospitality and touristic infrastructure, yet, we must be cognitive of the strong decline of international markets resulting mostly from a media-led [misadvising] which has turned into reality,” said Koth. Nayef Al Fayez, tourism minister, Jordan, also cited misconceptions among foreigners in regards to the safety and security situation in the Kingdom as one of the main challenges. To counter these headwinds, a range of measures and actions have been introduced in 2015 to lure back both regular visitors – especially from the Gulf region – as well as first-timers, with these including marketing promotions, incentives as well as the expansion of transportation links. In a bid to revise the trend, the government embarked on various schemes to lower the cost of visiting and exploring the destination and dropped visa fees for select markets as well as ticket prices at a number of landmarks and archaeological sites. Despite the situation, the Jordanian tourism industry has remained steadfast in its commitment to propel the Kingdom’s growth and – as Nizam Bou Antoun, general manager, Corp Executive Hotel Amman, noted – witnessed several sector related developments mainly in Aqaba and the Dead Sea area, which ultimately have helped market Jordan as a tourist destination and enhance its standing on the tourism map. “Managing this success into the future now poses new challenges for all stakeholders in the industry in terms of sustaining the momentum and progress, positioning Jordan as a high-quality destination and raising industry competitiveness […],” stressed Bou Antoun. As Fostuq noted, the initiatives have helped diversify the market mix by tapping into areas, such as China, India and Russia, and to better adapt to current trends the management has shifted its focus to online travel agencies, non-governmental organisations (NGOs), free independent travellers, small groups as well as MICE business.

To maintain business levels, IHG, which operates seven city and resort properties in the Kingdom, also placed an increased emphasis in terms of sales and marketing initiatives on the domestic clientele, shared Koth, stating that local corporate, governmental and diplomatic segments along with NGOs have proved to be valuable contributors. “Our resorts nowadays cater predominantly to families from the capital, thus, [we have adjusted] their offering for the domestic weekend clientele. Had Jordan Tourism Board not continued its efforts to promote the country, we would potentially see even less mid-week meetings and international corporate events in Aqaba or the Dead Sea,” said Koth, calling for the further expansion of the leisure oriented tourism product in the Red Sea area, a destination, which according to him, boasts an increasingly diverse offering. “The existing hotels in combination with the new touristic and real estate developments have the potential to attract a new GCC clientele as well as international charters,” indicated Koth. Jordanians are indeed of high importance to hoteliers, confessed Layali Nashashibi, director of public and community relations, Jordan, Mövenpick Resort & Residence Aqaba, saying that in Aqaba, locals and other Middle Eastern guests account for 75-80 percent of the clientele, thus, the management is working with travel agencies to encourage domestic tourism, while also keeping an eye on developments though international sales offices. 

JUNE 2016

VISIT JORDAN

Speaking about the all-important leisure segment, Bou Antoun reaffirmed that despite the promising performance of the MICE market, leisure travel still accounts for a significant share of business, especially for brands such as Corp Executive – operated by UAE-based Hospitality Management Holdings – which mainly caters to value conscious businessmen and holiday-makers. “Driven by the efforts [that are in line with NTS], there has been a great demand in the leisure segment and for packaged travel,” explained Bou Antoun, admitting that average length of stay has suffered greatly, decreasing from 4.5 days in 2010 to 3.7 in 2015 and it currently stands around 2.5 days. Keeping this in mind, similarly to his colleagues, Bou Antoun also urged the continuous development of the country’s tourism offering. “I strongly believe in investing in ancillary services and packaged travel to enhance the traveller experience,” stressed Bou Antoun, saying that this would also boost bottom line results. The continuous review and adjustment of business efficiencies is indeed crucial to protecting operating profits against volatile revenue trends, underlined Koth, disclosing that in light of the changing patterns of demand, the management is now focussed on building solid ties with NGOs and leveraging other up and coming niche segments, such as medical tourism and cruise arrivals, which have shown notable increases in Aqaba. Aqaba has witnessed major developments in recent years, thanks to the relentless work of Aqaba Special Economic Zone Authority (ASEZA), which has not spared any efforts to market the destination in both well-established as well as emerging markets. As Sharhabeel Madi, commissioner, economic affairs, ASEZA, explained, in recent months, the authority has laid great emphasis on promoting the destination internationally, hence, its partnership with Cedok Cestovni Kancelar in the Czech Republic with the support of Turkish Airlines. “In nowadays’ competitive [environment], it is important to be present and visible for both customers and travel agents. [These] co-marketing activities accomplished intended purposes and had a positive impact on the perception of Aqaba and Jordan as a safe and attractive tourist destination offering a range of activities,” claimed Madi, further disclosing that as a result of the meticulously planned and well-targeted strategies, in 2015, Aqaba attracted 124 charter flights from Sweden, Austria, Belgium, Netherlands and Hungary. “ASEZA is focussing on increasing the number of visitors and flights arriving at King Hussein International Airport, [while also boosting] average length of stay by offering a new support programme for charter operators,” informed Madi. “ASEZA offers cooperative marketing support for tour operators interested in selling and promoting a minimum four-night programme for Aqaba, Wadi Rum and Petra,” added Madi, citing statistics that have shown that the volume of divers have not been affected to the extent of the decline in tourist arrivals. “Steps have been [taken] to focus on certain markets, including the UK, Germany, Spain, the Netherlands, Moscow and Dubai, by exhibiting at the main dive shows to attract major [specialised] operators and promote Aqaba,” concluded Madi,

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saying that the positive figures follow the launch of airport facilities, as well as the introduction of new touristic venues and the upgrade of existing sites. As he further noted, four of the area’s key hotspots have all witnessed major developments. In Tala Bay, for example, 2,000 hotel rooms are scheduled for completion within the next years, while at Marsa Zayed, hailed as the Kingdom’s largest mixed-use project to date, world-class hotels and marinas are coming up. With four five-star hotels, Saraya Aqaba is another must-visit, while Ayla Oasis will be the home to an 18-hole golf course, 419 hotel rooms, man-made lagoons and more. The upcoming 13,000m2 Aqaba Recreational Complex, part of ASEZA’s strategy, also marks a positive step in the enhancement of the tourism product and as Madi revealed, the authority has proposed a host of attractive investment opportunities in the tourism sector in line with its long-term vision to enhance the image of Aqaba and Jordan in general. Another prime example of how Jordan is taking strides to enhance its attractiveness is Abdali, hailed and the new downtown of Amman. Developed on 384,000m2 of land, it features hotels, serviced apartments, residential units, retail outlets as well as medical and entertainment offerings. Highlighting the economic and touristic values of the project, which was recently visited by nearly 60 French investors, Samih Barbir, chairman, Abdali Investment and Development, said,

JUNE 2016

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“Jordan is the ideal location to conduct business [….]. Jordan enjoys an atmosphere of security and safety, creating a ripe investment platform where businesses can flourish.” SOURCE OF PRIDE As the national carrier, Royal Jordanian Airlines (RJ) plays a paramount role in the Kingdom’s socio-economic development, thus, after a challenging period, it was deemed necessary to restructure the company. The year 2015 marked the beginning of a new era with the launch of the 2015 – 2019 business plan, which as Suleiman Obeidat, CEO, RJ, explained, builds on six pillars and aims to increase market share both locally as well as internationally. According to Obeidat, the competitiveness of RJ is exemplified in its inflight and ground services and its new and modern fleet of aircraft with an average age of five years. “One very significant advantage of the RJ network is its connectivity, including RJ’s connectivity, the oneworld carriers’ connectivity and our codeshare partners’ route networks that enable RJ passengers to reach further points beyond Amman,” he added. The thorough review of the airline’s own network represents one of the main pillars of the scheme, hence the decision to suspend operations to eight destinations, citing poor feasibility. To better adapt to current trends, new services were inaugurated to Tabuk, Najaf, Ankara, Jakarta and Guangzhou. “The process of reviewing the network is focussed on two features: opening new markets whether in the East or the West, and also reconsidering the already suspended destinations like New Delhi, Mumbai and others,” disclosed Obeidat, further explaining that RJ now flies directly to 56 destinations and indirectly, through its 15 partners, to over 1,000 points around the world. The strategic steps have already began to bear fruit with the company cutting losses by JOD1 million (USD1.4 million) to JOD7.3 million (JOD10.3 million) in the first quarter. “This year we succeeded to increase the airline capital by JOD100 million (USD141 million) to JOD146.4 million (USD206.3 million) and [by 2019] the capital will increase by another JOD100 million (USD141 million) to JOD246.4 million (USD347.6 million),” said Obeidat. “Finally, increasing revenues and controlling costs is a major part of the plan.” JUNE 2016

VISIT JORDAN Another major player in the Kingdom’s aviation industry is Arab Wings, considered the Middle East’s longest-serving private jet charter operator. Since its establishment in 1975, the company has weathered various challenges and despite the current turbulences, the past months have brought a slight increase in demand for aircraft charter and private movements, affirmed Sameer Hdairis, business development manager, Arab Wings. Thanks to the wide breadth of services offered by Arab Wings and its sister companies, the management was able to overcome difficulties and lay even greater emphasis on the quality of services and crew training and ultimately grow the volume of business and tap into new markets, Hdairis said. The increasing traffic at Queen Alia International Airport (QAIA) is yet another testament to the strength of the Jordan brand with the hub having handled over 1.6 million travellers in the first quarter (Q1) of the year, up 8.5 percent. “Witnessing consistent improvements in year-on-year passenger numbers, aircraft movement and cargo traffic figures, we are extremely pleased with QAIA’s positive Q1 results which indicate a trend of robust growth across the board,” said Kjeld Binger, CEO, Airport International Group, reinforcing the management’s commitment to ensuring that the Kingdom’s prime gateway to the world remains a source of pride to all Jordanians. 

ONSITE RED SEA

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RELENTLESS

Pursuit DESPITE UNPREDICTED SETBACKS IN CERTAIN AREAS, TOURISM STAKEHOLDERS IN THE RED SEA REGION REMAIN UNDETERRED IN THEIR PURSUIT OF PLACING THE DESTINATION FIRMLY BACK ON THE TOURIST MAP AS A YEARROUND HOTSPOT FOR TRAVELLERS FROM ALL WALKS OF LIFE.

PAULINE SHAHABIAN WRITES

“[

Egypt’s] Red Sea [area] has everything a leisure traveller is looking for, from sunshine, good weather, beaches, sea views [to] adventure sports like kite surfing,” stated Boris Bornman, complex general manager, Sheraton Soma Bay Resort and Westin Soma Bay Golf Resort & Spa, emphasising the destination’s affordability, especially for family travel. According to Jens Freise, vice president, marketing and sales, Orascom Hotel Management, a subsidiary of Orascom Development Holding, the entire Egyptian tourism industry has been suffering the consequences of the Russian aircraft incident in October 2015, however, El Gouna – the company’s biggest project on the Red Sea – has limited the magnitude of this industry-wide stance thanks to a diversified market segmentation. On the other hand, the entity’s other project in the region, Makadi, where Russian arrivals used to represent a large portion of the total hotel business, was severely affected with occupancy declining 37 percent quarter-over-quarter in the first three months of this year. In the face of recent happenings, that have led to a major disruption of connectivity from traditional European feeder markets, industry operators in the area have had to shift their focus to other sources, according to Bornman. “Given the volatility of the world we live in, being trained, prepared and able to adapt to changing situations is key to our 

JUNE 2016

ONSITE RED SEA

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success,” he further noted. Accordingly, efforts at both Sheraton Soma Bay and Westin Soma Bay Golf Resort & Spa have been directed towards fostering the development of new sources, such as China, Africa, the Middle East and the Egyptian market. As Haitham Nassar, general manager, Hilton Hurghada Resort, noted, business at the property has been moderate over the past few years, however, the establishment has been successful in maintaining its partnerships with most feeder markets, and has also witnessed strong support from local tourists during various holiday seasons. “The Russian market has seen a major decline due to the travel ban, however, some Eastern European markets have shown great resilience and interest in coming and visiting the destination. We have also seen an increasing demand from Chinese and GCC markets,” Nassar elaborated. The destinations’ resorts remain among the area’s key competitive elements, according to Jason Hilton, deputy managing director, Red Sea Holidays, who described the accommodation establishments as fantastic, value-

for-money options for UK holiday-makers. “Offering something for everyone, popular resorts offer everything from water parks, shopping malls [as well as] vibrant bars and restaurants to desert adventures, quad biking, scuba diving, wind surfing and stargazing excursions – all available at a fraction of the price of many European resorts,“ Hilton continued. Regardless of past and current circumstances, tourism stakeholders in the area remain positive for the future. “Egypt’s Red Sea coast, thanks to the devotion of hotel owners and tourism investors [as well as] the continuous development and upgrades of the touristic projects, [in addition to] the highly trained staff and the high value-formoney, will continue to be one of Egypt’s touristic hotspots,” remarked Freise, deeming the current low demand for the country’s destinations, among them

the Red Sea, only temporary, so much so that the company confidently launched Ancient Sands Resort on April 19, its 18th hotel in El Gouna. However, he was quick to suggest the need for more media coverage, in a bid to raise public awareness and reflect the continuous efforts being exuded on the ground. Stressing the importance of, first and foremost, focussing on resolving security concerns, Bornman added, “If we are able to build on the perception of Egypt – and particularly the Red Sea – as being a safe destination to travel to, [that will] boost the travel numbers into the destination.” Nassar also highlighted the significance of a unified front by all tourism stakeholders in the area and the cooperation on long-term action plans in order to improve the destination and increase the scale of activities with a stronger online presence to attract the millennial segment. In an effort to regain the area’s vitality, Mohamed Eid, assistant director, sales JUNE 2016

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ONSITE RED SEA

and marketing, Gorgonia Beach Resort, Marsa Alam, called upon tour operators to commence movement. “[...] The first step to recovery should be [taken by] tour operators by reactivating the cancelled flights or by reopening the sales normally to Egypt,” he suggested. ALTERNATIVE PROSPECTS “Aqaba is the only Jordanian coastal city and is located on a large gulf at the northern tip of the Red Sea,” explained Layali Nashashibi, director of public and community relations, Jordan, Mövenpick Resort & Residences Aqaba. “It has much to offer those who are seeking the sun, sand and high-quality diving sites.” Aqaba suffered a six percent decline in hotel arrivals in 2015, but this, as Sharhabeel Madi, commissioner, economic affairs, Aqaba Special Economic Zone Authority (ASEZA), noted, was due to the current economic situation and the drop in Euro rate which prompted many Europeans to opt for holidays within Europe. In an effort to offset decreasing arrivals, the authority has increased its focus

“We will continue targeting [the] leisure segment and will also keep an eye on the development of future oil and gas projects [...],” he added. Similarly, Holiday Inn Jeddah Gateway, which opened in 2015, strategises on targeting different segments in order to sustain business throughout the year, with the primary focus being placed on the GCC and the local market, according to Wajdy ElChaar, general manager, Holiday Inn Jeddah Gateway. On the other hand, acknowledging the challenging situations across the region, Imad Abuhijleh, director of sales and marketing, Mövenpick Resort Al Nawras Jeddah, noted that necessary adjustments were made at the hotel, including the outlining of clear goals and strategic action plans, the establishment of new promotion packages, advising staff to be wise in their consumptions in order to avoid wasting materials, as well as converting some of the resort’s villas into meeting rooms to entice more corporate business. “As of the moment, we see a market promise within nearby cities, extending our arm to neighbouring countries and widening our advertising promotions. Our goal is to expand our horizon towards a larger and new audience,” Abuhijleh concluded. 

on growing the volume of visitors and flights arriving at Aqaba’s King Hussein International Airport by offering new support programmes for charter operators. ASEZA research has shown that the number of divers has not been affected as much as other tourist segments, hence, the authority is also keen on focussing on initiatives to attract more divers to the destination. Furthermore, thanks to a number of assisted advantages by ASEZA for visitors, cruise ship tourism to Aqaba is set to see a boom this year with 30,000 visitors from various nationalities expected to arrive. “Tourists prefer to enjoy the Gulf of Aqaba in a spectacular cruise, where they can explore the city and its surroundings,” Madi enthused. As Dan Benzaquen, general manager, Mövenpick Resort & Spa Tala Bay Aqaba, pointed out, the hotel has enjoyed taking in a good number of cruise ship passengers, not necessarily in the form of room bookings, but instead for day-use at the different facilities on offer, including the swimming pool and spa. CALMER TERRAIN On the other side of the Red Sea, in Saudi Arabia, the general climate has remained rather steady with hoteliers having reaped the benefits of continued business, irrespective of markets. “Yanbu has enjoyed booming business as a result of a number of oil and gas projects in the city, which has had a positive effect on the hotels,” commented Abdelsalam Al Tamimi, hotel manager, Radisson Blu Hotel Yanbu, who explained that after the drop in oil prices, Yanbu – a predominantly industrial city that lures business travellers – witnessed a growth in leisure guests.

JUNE 2016

EXCLUSIVE AIRPORTS

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SMART

Hubs BY 2034, AN ADDITIONAL 237 MILLION TRAVELLERS PER ANNUM ARE EXPECTED TO PASS THROUGH THE MIDDLE EAST’S AIRPORTS, REQUIRING MAJOR INVESTMENTS IN NOT ONLY SAFETY AND SECURITY TECHNOLOGIES BUT ALSO THE OVERALL PASSENGER EXPERIENCE.

RITA KASZIBA WRITES

emonstrating the region’s leading position in the global aviation industry, passenger traffic in the Middle East skyrocketed an astounding 11.3 percent in 2015, almost double the worldwide average of 6.1 percent registered by Airports Council International (ACI). In the second half of the year for example, the subcontinent managed to consistently outperform all other regions, driven mainly by strong international demand which helped the UAE, Qatar as well as Oman post double-digit year-on-year improvements for 2015. The Middle East’s staggering rise in the global aviation scene continues to be propelled by Dubai, Doha and Abu Dhabi, with the three hubs having welcomed 7.5 million, 4.5 million and 3.4 million more travellers, respectively in 2015 than in 2014, meaning that over the course of one single year, these three airports alone served 15.5 million additional passengers. To put this into perspective, this number is higher than the population of the UAE and Oman together. As Angela Gittens, director general, ACI World, noted, major Middle East hubs continue to benefit from long-haul flights connecting emerging markets where with the steady growth of per-capita income and the liberisation of air transport, the prosperity of air travel remains on the upswing. In light of the accelerated traffic growth and forecasts projecting 237 million extra travellers per annum in the region by 2034, airports are investing both efforts and funds in further improving safety and security without imposing unnecessary burdens on travellers. That is where smart technology comes into play. Air transport communications and information technology expert, SITA has supported numerous airfields and airlines in the Middle East over the past few decades, and as Hani El Assaad, president, Middle East, India and Africa, SITA, noted, airport operators are now increasingly realising that the use of technology is key to making the most of their existing infrastructure, to improve and speed up processes and to save costs. Therefore, it is not surprising that IT investment at airports around the world is expected to have hit USD8.7 billion in 2015 and as El Assaad pinpointed, chief information officers (CIO) predicted even higher budgets for the current year with 64 percent presuming a surge over 2015.

JUNE 2016

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EXCLUSIVE AIRPORTS

As a SITA report revealed, the significance of passenger processing has notably increased over the past year. “Airports always have passengers as a high priority, but in 2015, we saw a clear acknowledgement that technology can help improve the passenger experience. Airport CIOs are committing their rising budgets to introduce technologies such as beacons, mobile services and increased self service [...],” explained El Assaad, adding that today, self-service check-in kiosks are universally available, with nine out of 10 airports having them in place, up from 75 percent in 2014. REGIONAL LEAD These advancements are particularly gaining prominence at major hubs like Dubai International, now the world’s third busiest airport with 78 million trav-

JUNE 2016

ellers, up from the sixth position in 2014, and the number one airfield in terms of international traffic. As Anita Mehra, senior vice president, communications and reputation, Dubai Airports, disclosed, every month, an average of seven million people travel through Dubai International on more than 100 airlines to 240 destinations around the world. “For a significant number of those passengers, Dubai International is their only experience of Dubai as they spend a few hours here on transit. We believe that their experience at the airport has a major influence on their idea of what Dubai would be like [...],” explained Mehra, saying that since Dubai International caters to the most diverse clientele imaginable, initiatives range from the expansion of infrastructure to offering the widest range in dining, retail as well as relaxation. “At Dubai Airports, we believe that our planning should ensure that traffic 

EXCLUSIVE AIRPORTS

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plays catch-up with capacity rather than the other way round as it ensures unhindered growth and better airport experience for our customers,” emphasised Mehra. “Accordingly, we have timed our expansion plans to keep ahead of the traffic growth at the airport. Even before Dubai was chosen as the venue to host Expo2020, we had announced the USD7.8 billion Strategic Plan (SP) 2020 under which Dubai International’s annual capacity was to increase to 100 million passengers and the Dubai World Central (DWC) expansion plans were already under review to accommodate projected growth. We completed the SP 2020 earlier this year when we opened the USD1.2 billion facility Concourse D increasing our annual capacity from 75 to 90 million passengers.” In line with the projected developments, Dubai Airports recently revealed plans to boost the capability of DWC from six million travellers to 26 million. As Mehra disclosed, the expanded facility is expected to open in 2018, and is a precursor to the USD32 billion project to create the world’s biggest airport. As Paul Griffiths, CEO, Dubai Airports, revealed, this year some 85 million travellers are expected to use the hub and all in all, by 2020, 100 million passengers are set to land in and take off from Dubai. Likewise, at Hamad International Airport (HIA,) where international passenger volumes rose a whopping 17.3 percent to 30.9 million in 2015, a range of smart features are being introduced in a bid to grant travellers more control and independence. To improve efficiency and reduce waiting time, from check-in to boarding, every step of the journey is set to become self-service enabled complementing an immersive experience. “The latest passenger processing and security technologies are either already deployed or being trialled to maintain and boost our position as one of the best airports in the world,” ensured Badr Mohammed Al Meer, chief operating officer, HIA. In fact, according to a Frost & Sullivan report, globally some USD12.67 billion is expected to be allocated for airport security by 2023, up from USD8.22 billion in 2014. In line with this, HIA was one of the first airfields to roll out home printed bag tags and is now gearing up to introduce its next generation common-use self-service check-in and bag drop. In the future, the airfield is also planning to add enhanced options, such as excess baggage payment, ability to purchase upgrades and access to lounges. Doha’s hub is already home to 63 automated border control e-gates for enrolled nationals and permanent residents and negotiations are underway to extend these offerings to the broader travelling public. Trials have also been successfully completed for self-boarding gates and the management initiated dialogue with government authorities and other stakeholders to pioneer a vision for a single-token based procedure that would ensure the ultimate travel experience by eliminating the need to present the same documentation at touch points. Abu Dhabi International Airport is not lagging behind either – neither in traffic growth or technological advancement. Having handled more than 23 million travellers in 2015, up 17.2 percent year-on-year, the UAE capital’s hub remains a key driving force in the emirate’s Economic Vision 2030. Currently under development, the Midfield Terminal Complex (MTC) is set to bring capacity to 45 million annual passengers, almost double of the current figure. In recent years, the airport has proved to be a trailblazer in terms of modernisation and innovation, becoming the first airfield in the region to automate all passenger processes, allowing travellers to go through all steps, from check in to aircraft boarding, without having any human contact. To successfully implement its smart travel initiative, Abu Dhabi Airports teamed up with SITA and as El Assaad revealed, the technology expert is now working to complete the airport management solution in the airfield’s MTC, which will significantly simplify operations, while also improving profitability. Works are also in process in the three existing terminals to bring all IT procedures in line with the systems applied at MTC. As El Assaad further disclosed, as part of a five-year deal, a range of advanced and fully integrated systems are being installed, enabling the thorough use of real-time information, meaning that operations teams will be able to effectively prepare and react to possible events before they even occur. To enhance the overall experience, new traveller document authentication solutions are being used which not only lift security levels, but also accelerate passenger processing and reduce waiting lines. All these developments demonstrate how Middle Eastern airports strive to become the smartest and most advanced hubs in the world as they prepare to handle record number of travellers year after year with global passenger level set to rise to 7.3 billion by 2034. 

JUNE 2016

TOUR SRI LANKA

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FAMILY

Fun

ANA MLADENOVIC WRITES

PLANNING A FAMILY HOLIDAY IS OFTEN STRESSFUL DUE TO THE MANY FACTORS PARENTS HAVE TO CONSIDER; FROM SAFETY CONCERNS AND OVERALL LOGISTICS OF THE TRIP TO CHILD-FRIENDLY FACILITIES, ACTIVITIES ON OFFER AND MUCH MORE. A DESTINATION THAT NOT ONLY TICKS ALL THE BOXES BUT DEFINITELY EXCEEDS EXPECTATIONS IS SRI LANKA.

“W

ith its rich heritage, plethora of cultural treasures, stunning scenery and incredible wildlife, this exotic island offers families the chance to venture beyond the beach and embark on unforgettable adventures,” agreed Suhailiya Hussain, head of operations, La-Nerim Holidays. Her confidence in the country’s tourism product was mirrored by Sushan Peiris, director, Modern Voyages. “Sri Lanka can offer something unique to each and every member of the family. Whatever the age group might be or whether [they] seek to relax, shop, build sandcastles, explore the lush untouched rain forests or simply enjoy a luxurious stay, Sri Lanka has it all,” he enthused, adding that the best part is that all these activities are just a couple of hours drive away from each other, thus everybody can have a piece of what they want. “And let us not forget that you will hardly see a Sri Lankan that does not smile,” Peiris reminded. Another important consideration for travelling families is security, and as local industry stakeholders assure, guests are safe in Sri Lanka. “The evergreen island is labelled as a remarkably safe place to visit whereas crime against foreigners is virtually unheard of,” declared Ashad Wahab, CEO, Miracle Sri Lanka. Similar views were expressed by Hussain, who said that the people on the island are hospitable, welcoming and caring, so everyone can feel safe. MENA-FOCUSSED

SRI LANKA IN BRIEF Capital: Colombo Currency: Sri Lankan Rupee (LKR) Language: Sinhala, Tamil Population: 20.5 million Calling code: +94 Capital Time Zone: GMT+5:30

JUNE 2016

For MENA travellers specifically, Sri Lanka is an attractive destination due to its accessibility, with several airlines flying to Colombo, including Etihad Airways, Qatar Airways, Saudia Airlines and Emirates, among others. The latter one has, in fact, announced increased capacity on the route to five daily flights from Dubai, effective from August 01. Explaining the decision, Ahmed Khoory, senior vice president, commercial operations, West Asia and Indian Ocean, Emirates, foresaw that the boosted frequency provides the airline’s customers with greater flexibility in their travel plans, allowing them to explore the exciting destination. 

TOUR SRI LANKA

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While the availability and frequency of flights are important, for many parents short flight times are the real draw. “[Sri Lanka is] only a four-hour flight away, so [it is] ideal for a quick getaway with short journey times,” noted Suranjith de Fonseka, chief marketing officer, Serendib Leisure Management, before touching upon yet another consideration for regional travellers, especially families – Halal and other Muslimfriendly offerings. De Fonseka highlighted three of the group’s properties, each of which has received a high mark by Crescent Rating: AVANI Bentota Resort & Spa, AVANI Kalutara Resort and Club Hotel Dolphin. He explained that at these resorts and hotels, Quran and prayer mats are available upon request, Qibla direction is marked in rooms, staff is trained on directing guests to the nearest mosque and suitable meal options are offered in the morning and evening during fasting periods. Another CrescentRating-certified group is Aitken Spence Hotels (ASH), as Althaf Mohamed Ali, vice president, sales and marketing, ASH, shared, “Our

culture that are poised to ensure a journey through values and teachings that will make a positive impact on life. “You can learn about some endemic species, release turtle hatchlings to the ocean, spot monkeys, crocodiles, birds, whales at Mirissa, and even a leopard if you visit Yala National Park,” listed Frydman, also recommending a train journey to the city of Galle as well as the exploration of local tea plantations. The fifth-century Sigiriya Rock Fortress, an UNESCO World Heritage Site also known as the eighth wonder of the world, was among the attractions recommended by Peiris, alongside The Pinnawala Elephant Orphanage and Nuwara Eliya or the ‘Little England’ of Sri Lanka – the coolest place on the island.

hotels have obtained CrescentRating certification […]. Our hotels offer prayer mats in each rooms with Qiblah direction marked, special emphasis on Halal food which is clearly marked on the menu and buffets, provision of prayer times and special arrangements during the Ramadan period, including arrangements for Iftar.” Similar attitude was expressed by industry members across the country, and Anusha Frydman, director of sales and marketing, Lavanga Resort & Spa, explained, “Islam in Sri Lanka is practiced by only a minority of the population but has been […] respected by all the other religions and their followers.”

With such impressive family tourism credentials, Sri Lanka is positioned to welcome families from the Middle East, and the country’s determination to further grow its share of the MENA market was confirmed with the Sri Lanka Tourism Promotion Bureau’s recent participation in this year’s Arabian Travel Market. With the momentum built by the country’s new tourism plans and the bureau’s recently appointed managing director, the outlook for the destination is more than promising. 

EDUTAINMENT AT ITS BEST And as a cherry on the cake, industry experts highlighted the educational, yet irresistibly fun palette of attractions and experiences on offer to families. “Sri Lanka’s key tourist attractions are nature and history based, [providing] an unforgettable educational experience to families,” enthused Arshad Nihaz, manager, sales and marketing, Leopard Trails, pointing to the long-held traditions and

JUNE 2016

TOUR INDONESIA

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BOLDLY

Ambitious WITH A TARGET OF 20 MILLION TOURISTS BY 2019 AND AROUND 10 MILLION VISITORS IN 2015, INDONESIA HAS GOT QUITE A TASK AHEAD OF IT. THUS, ONE MAY DARE TO ASK – IS THE COUNTRY UP FOR THE CHALLENGE?

ANA MLADENOVIC WRITES

“T

his country has everything it takes to attract tourists,” reassured Carlos Monterde, general manager, Fairmont Jakarta, highlighting Indonesia’s interesting cultures, as well as history, beautiful scenery, beaches, countryside, shopping destinations and nightlife, which together attracted around 10 million visitors to the archipelago in 2015. However, this figure is still relatively low compared to the numbers achieved by neighbouring countries like Singapore or Malaysia, which boasted 15 and 27 million arrivals, respectively, as Monterde pointed out. The concern most prominently voiced by local industry experts is that of infrastructure. According to Arif Billah, general manager, Legian Beach Hotel, this includes to roads, international airports in key destinations, tourist facilities, integrated public transport, assistance centres around tourist attractions and convenient walking streets to enjoy the scenery. The government embarked on a mission to tackle the issue by developing tourism infrastructure and transport facilities, as well as telecommunications, licensing and other areas, as Herman Tony, general manager, Dusun Jogja Village Inn, revealed. “Today, we have many new airports with good facilities, and freeways are being constructed in many regions,” he elucidated. 

JUNE 2016

INDONESIA IN BRIEF Capital: Jakarta Currency: Indonesian Rupiah (IDR) Language: Indonesian Population: 252.8 million Calling code: +62 Capital Time Zone: GMT+8:00

TOUR INDONESIA

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Billah focussed on the need for the government to spearhead marketing efforts to achieve integration. He also suggested opening country promotion centres in key target markets to assist and inform travellers about the destination prior to their trips. For Monterde, on the other hand, going digital is important. “I am happy to hear that the tourism ministry is currently working on a one-stop digital marketplace platform to boost Indonesia’s tourism. People from around the world should be able to look into tourism packages to all destinations in Indonesia offered by travel agents within one platform,” suggested Monterde. The importance of digital platforms for the country’s tourism ministry was confirmed by the recent launch of 360 virtual reality videos on YouTube showcasing Bali and Jakarta, and according to Indonesia’s Ministry of Tourism, footage of other destinations are to follow. In addition to this, the tourism promotion budget for this year is almost four times that of 2015, according to Tony, who was positive that efforts conducted by the government will show results in two to three years. NEW DESTINATIONS

Accelerated construction and development, besides being positive for a destination, also bring certain risks, and fearing the negative effects of unregulated and uncontrolled growth, Monterde highlighted the need for a carefully mapped out national master plan for sustainable tourism development. He also noted the issue of cleanness, saying “Creating a cleaner Jakarta and Indonesia in general should be a priority, as this would be the first thing to be noticed by any visitor.” On the other hand, the urging need to improve transportation links within cities or, more importantly, between islands, was emphasised by Denny Ciaman, sales and marketing manager, The Chedi Club Tanah Gajah, Ubud, Bali. Rebecca Leppard, director of public relations, Hotel Indonesia Kempinski Jakarta, pointed out to the necessity of strengthening the human resources aspect. “The government and the private sector need to work together to ready the people for the tourism revolution, especially in new destinations. […] Not only for reaching the full potential but also about creating a sustainable business,” she asserted. Another key factor underlined by Lillian Tan, director of sales and marketing, Sheraton Bali Kuta Resort, was the issue of visas. “Some of the efforts in ensuring growth […] are to eliminate the visa application for over 90 countries, including nine Middle Eastern countries, making Indonesia more accessible to the world,” Tan elucidated.

It is also important to spread the growth evenly to all destinations within the country, according to Monterde, who believes that for too long the attractions have been only coming in major areas like Jakarta, Bali and Yogyakarta. “There is still a wide range of destinations that can be promoted to the world, like Lombok, famous amongst international surfers, but not too well-known by common tourists, [then] Raja Ampat, Bangka-Belitung, Medan, Makassar and many more […],” he said, expressing confidence that with a solid infrastructure and the right promotions, these destinations will be just as much appealing to international tourists. The government is already working on [highlighting] new destinations, based on both culture and nature, Tony explained. “This year, there are five […] cities in Indonesia that the government will develop and promote as heritage city tourism destinations; one [is] Yogyakarta,” he revealed. In regards to the effect these new locations will have on existing hubs, tourism stakeholders in Bali are confident that competition can only be good. “It will affect Bali positively I believe,” said Billah, suggesting that the island is the point of tourists entering the country, before exploring the beyond and finally returning to Bali to end their holidays. These views were mirrored by Ciaman, who believes, “Bali itself is a very mature destination and a combination trip with other new destinations in Indonesia would bring a fresh perspective to it. Yes, we might lose some arrivals initially, but in the long run it will bring a much healthier tourism situation in Indonesia.” “We need to see the bigger picture and new destinations will bring more attention to Indonesia in general,” concluded Ciaman. 

ESSENTIAL PROMOTION Ciaman was adamant, “The majority of the investments should go for marketing as well, both online and offline.”

JUNE 2016

GENERAL MANAGER, MEDIA ROTANA HOTEL, DUBAI

RABIH MELHEM

[We are] refining our business strategy

“It has been a challenging year for tourism in the region with macroeconomic, currency fluctuations and geopolitical factors all impacting performance levels. […] While we see changes to guest demand, we are also witnessing the major development of tourism infrastructure to accommodate industry growth. […] Saudi Arabia is still the brand’s main source market for inter-regional travel, but [...] we have also witnessed Chinese outbound travel reflecting unprecedented growth.”

EXHIBITION MANAGER, ARABIAN TRAVEL MARKET

NADEGE NOBLET-SEGERS

TRAVEL TALK

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Online is rapidly replacing offline interaction “There has been a huge surge in confidence in the security of online transactions in the Middle East in the last 12 months and, as more and more people across the region start to rely on their mobile devices as a speedy, secure and reliable way to get things done, this can only increase. From everyday transactions such as bill paying to bigger and more emotionally driven purchases such as hotel stays and holidays, online is rapidly replacing offline interaction.”

MANAGING DIRECTOR, DUKES DUBAI

DEBRAH DHUGGA

Women are hard workers

“Women are hard workers and dedicate, however, within the travel and tourism sector specifically, it can be very challenging to carve out a career, motherhood and a partnership due to its 24/7 nature, but there are opportunities for flexible ways of working that would suit women with children, for instance. […] I truly believe a mixed gender builds a better business. Men and women have different strengths; pull them together and look at the results.”

TRAVEL TALK IS YOUR SPACE – this is a casual forum for travel industry professionals to discuss current issues and share stories. We want to hear from you, so send your comments, questions, frustrations and observations to editorial@traveltradeweekly.travel

JUNE 2016

Q & A with

RENDEZVOUS

IFTIKHAR HAMDANI CLUSTER GENERAL MANAGER, RAMADA HOTEL & SUITES AJMAN AND RAMADA BEACH HOTEL AJMAN

A STRONG COMMITMENT TO SUSTAINABILITY DELIVERS MORE THAN JUST FINANCIAL SAVINGS AS IFTIKHAR HAMDANI, CLUSTER GENERAL MANAGER, RAMADA HOTEL & SUITES AJMAN AND RAMADA BEACH HOTEL AJMAN, EXPLAINS. TRAVEL TRADE MENA: Ramada Hotel & Suites Ajman and Ramada Beach Hotel Ajman have long been committed to raising awareness of the importance of sustainable practices in hotel operations. Besides the widespread benefits to our environment, what kind of results can such endeavours deliver? IFTIKHAR HAMDANI: Being recognised as ambassadors of sustainable tourism is just one of the merits of our initiatives. Our main aim is to raise awareness and inspire individuals and groups to take actions for the environment. To date, there have been more than 30 hotels across the GCC who took the time to look into our zero landfill project and urban farm. We are continuously hosting visitors from other hotels, schools and even government entities to check out the initiatives

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Ramada Hotel & Suites Ajman

and see how they can adopt these [...]. In terms of financial benefits, we are saving AED120,000 (USD32,700) annually from the waste collection. It was launched in 2012, and [since then], we have saved AED480,000 (USD13,100) because we decided to purchase a compost machine. Recently, we launched a water saving initiative by installing a reverse osmosis (RO) plant, which recycles the hotel’s waste water by 60 percent. We spend AED800 (USD220) per day to meet the hotel’s daily water supply on top of what we get from the water authority. Through this project, our hotel will be able to generate yearly savings of AED292,000 (USD79,500). The machine costs AED56,000 (USD15,250) so we will be able to get return on investment in just five months. TRAVEL TRADE MENA: What is next for the hotels in terms of green and sustainable practices? IFTIKHAR HAMDANI: Our next goal is to fully involve guests in the experience and possibly provide rewards for being part of our sustainable initiatives. We are looking at various schemes on how to implement this and achieve positive results. In addition, we plan to continue to spread the word and speak in various conferences, panel discussions, and seminars in the UAE and abroad, so people can understand the benefits of sustainable tourism. In regards to the benefits, as mentioned earlier, we have been recognised by various organisations and continue to receive awards and citations. In November 2015, we were finally able to secure the prestigious Green Globe Certification, following a thorough audit.

TRAVEL TRADE MENA: Ramada Hotel & Suites Ajman and Ramada Beach Hotel Ajman are both part of R Hotels, a fast-growing company which outlined plans to launch another property in Ajman. Please tell us about this project. IFTIKHAR HAMDANI: The construction of the new property beside Ramada Beach Hotel Ajman is fully underway. With an additional 192 keys, our three properties will further strengthen our position in the Northern Emirates with the biggest inventory and highest occupancy. Our team and management witnessed the demand for additional rooms in the emirate, especially at Ajman Corniche where the beach and restaurants are located. The new hotel will feature sea-view rooms, a restaurant, spa and fitness centre and indoor swimming pool, and will target both the leisure and corporate segments. TRAVEL TRADE MENA: What are your plans for the traditionally slower summer months? IFTIKHAR HAMDANI: Ramada Hotel & Suites Ajman and Ramada Beach Hotel Ajman already started [teaming up] with destination management companies in Eastern European and Scandinavian regions for the summer period. We will participate in the road show organised by the UAE National Council of Tourism & Antiquities, to tap the Eastern European markets, including the Czech Republic, Poland and Hungary. We will still focus on our key markets, including India, GCC and Russia, while staying abreast of the competition, we have to be constantly on the lookout for new markets.  JUNE 2016

Q & A with

RENDEZVOUS

PIERRE SOKHON GROUP GENERAL MANAGER, AL KHOORY HOTELS

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Al Khoory Hotel Apartments Al Barsha

International Convention and Exhibition Centre just 10 minutes away. The property also offers meeting rooms with banquet and conference facilities for up to 70 people. All hotels within the group are Halal and have a no smoking policy […]. Further openings lined up are Al Khoory Inn Bur Dubai with 69 rooms, set to open in 2017, Al Khoory Courtyard Hotel Al Quoz with 159 rooms and Al Khoory Central Hotel Al Quoz with 99 rooms, both set to open in 2019, and Al Khoory Plaza Hotel Deira featuring 370 rooms, planned for 2020. At the same time, Al Khoory Group has bought new land on the Airport Road in Dubai, where it will open another three-star hotel with 370 rooms; this will be the first hotel that guests see upon leaving Dubai International heading towards the city. TRAVEL TRADE MENA: Will the focus remain on Dubai?

WITH DUBAI’S MIDMARKET HOTEL SEGMENT EXPERIENCING A MAJOR BOOM, PIERRE SOKHON, GROUP GENERAL MANAGER, AL KHOORY HOTELS, TALKS ABOUT THE COMPANY’S VISION AND STRATEGIC GOALS.

TRAVEL TRADE MENA: Al Khoory Hotels’ portfolio already includes two establishments, namely Al Khoory Hotel Apartments, Al Barsha and Al Khoory Executive Hotel, Al Wasl, and the company is now busy preparing for the launch of its third project in Dubai. Please tell us about the soon-to-open hotel. PIERRE SOKHON: Al Khoory Hospitality is pursuing a midmarket vision to offer 1,100 rooms in Dubai by the end of 2019. New openings will start off with Al Khoory Atrium Hotel Al Barsha which has 227 rooms and is set to open in July. With free Wi-Fi and a media hub in every room, the hotel’s offering is complemented by its convenient location midway between Dubai International and Al Maktoum International Airport with Dubai

PIERRE SOKHON: Al Khoory Hotels’ expansion is not limited to Dubai; the group is also poised to implement regional expansion plans, including two midmarket properties in Sohar and one in Muscat. Al Khoory Hotels will open properties in the GCC, and also has plans for Abu Dhabi, Kuwait and even as far away as Indonesia in the future. TRAVEL TRADE MENA: How do the Al Khoory properties differ from other accommodation establishments? PIERRE SOKHON: At Al Khoory Hotels we see the strongest number of holiday-makers arriving from the GCC. Our second-strongest market is weekend visitors, arriving largely from the Middle East region, coming to Dubai for shopping or weekend activities. Our guests love the hotels and the rates are acceptable for

the market – especially considering the central locations in which we operate. […] We aim to stand out with our KISS strategy: keep it simple and sweet. […] TRAVEL TRADE MENA: How do you think will Dubai’s hotel sphere evolve over the coming years? PIERRE SOKHON: [...] In the long run Dubai will cope with all the guests and demands, largely because of Dubai Department of Tourism & Commerce Marketing and the guidance of H.H. Sheikh Mohammed bin Rashid Al Maktoum, [ruler of Dubai], but also because of the efforts of hotels working together to promote Dubai as a desirable destination. We are not working against each other – the best thing is that we are all working together to make a success story of Dubai. […] We are all shaping the emirate. TRAVEL TRADE MENA: What issues are on top of your agenda? PIERRE SOKHON: Dubai is facing a staff shortage on the horizon, especially with the continued growth of the midmarket hospitality sector. In 2015, we experienced a 24 percent staff turnover. [...] In response to this we made an action plan: we give our employees the best accommodation, very close to our hotels, with the highest standards in the industry, we provide allowances for food, we organise outings for staff too, in addition to holding monthly meetings to offer awards to the best employees. […] All our new and existing hotels will be going green to save energy and the environment. […] We already took the initiative and invested USD82,000 in water and energy programmes in our hotels […]. We expect to see a three to four year return on investment. […]  JUNE 2016

JUNE 2016

JAMES HOGAN has taken over as president and CEO of Etihad Aviation Group following the entity’s formal establishment. Prior to his appointment, Hogan has served as Etihad Airways president and CEO since September 2006, utilising his more than 30 years of travel industry expertise at the Abu Dhabi-based airline. With the group comprising Etihad Airways Engineering, Etihad Global Cargo Management Company, Global Loyalty Company, Hala Abu Dhabi and Etihad Airport Services, Hogan will now oversee the financial, strategy, people and performance, as well as the technology departments, with the aim to maximise opportunities for growth, revenue generation and cost control on a much bigger scale.

ROBERT CLARK has been welcomed at Holiday Inn Abu Dhabi as the new general manager. Clark has worked with InterContinental Hotels Group for 17 years, having started his career in New Zealand within the rooms division, before moving to revenue management. Having relocated to the UAE in 2004, he spent six years as director of revenue in charge of the opening of the company’s Dubai Festival City properties. In 2010, he took up an operational post at InterContinental Al Ain Resort, and following a short break, he rejoined the group as resident manager of InterContinental Doha The City. With a strong commercial background and operational experience, Clark is now ready to head an important property, taking on his first general manager post.

ELIE MILKY

WHO’S MOVED

ELIE MILKY has been promoted to vice president of business development for the Middle East and Africa region at The Rezidor Hotel Group. A holder of a master’s degree in business administration in hotel real estate and finance as well as a bachelor in hospitality management and tourism, Milky has been tasked with doubling the company’s operating portfolio in the Middle East across all of the four core brands – Radisson Blu, Park Inn by Radisson, Radisson Red and the Quorvus Collection – within the next three years.

Milky aims to double the company’s Middle East portfolio

AHMAD NAZZAL

ROBERT CLARK

JAMES HOGAN

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AHMAD NAZZAL continues as director of marketing at Kempinski Hotel Mall of the Emirates. An experienced hospitality marketing and communications executive, Nazzal commenced his career in Germany and went on to gain experience in the UAE with Jumeirah Group, Emaar Hospitality Group and, most recently, Taj Hotels. He served at the German Air Force, even before completing his studies in marketing and communications in Cologne, Germany. In the new post, Nazzal will join the Kempinski family, to assist the company’s fastpaced, results-oriented team culture.

Nazzal commenced his career in Germany

NEWS & EVENTS EVENTS

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ATM Attracts Record 28,000 Visitors

THE MEETINGS SHOW London, UK June 14 – 16 www.themeetingsshow.com A premier gathering for the UK inbound and outbound conference industry, organised by meeting professionals for meeting professionals.

BALI & BEYOND TRAVEL FAIR

Arabian Travel Market

Bali, Indonesia June 22 – 26 www.bbtf.or.id This year’s event is expected to conclude in deals worth IDR17 trillion (USD1.2 billion) from 275 buyers from all over the world.

This year’s Arabian Travel Market (ATM) saw a seven percent year-on-year rise in guest numbers with more than 28,000 trade visitors attending the show.

O FOOD & HOSPITALITY OMAN

rganiser Reed Travel Exhibitions also announced a nine percent increase in the level of Buyers’ Club members, with a similar percentage hike in the figure of other quality visitors such as VIPs, sponsors and speakers. According to Nadege Noblet-Segers, exhibition manager, ATM, this is poised to top 2015’s record USD2.5 billion in business deals facilitated. “This year’s popular midmarket theme also resonated with the region’s travel professionals – with many exhibitors leveraging opportunities to launch mid-tier brands as well as discussing strategies, developments and future trends during the ATM seminars,” added Noblet-Segers.

Muscat, Oman September 20 – 22 foodandhospitalityoman.com A business and networking platform promoting the latest products and services in the food and beverage sector.

IFTM TOP RESA Paris, France September 20 – 23 www.iftm.fr Reed Expositions France puts together a happening that over the years has become a multitarget market event for all travel types.

Hotel Stakeholders Gather at AHIC The Arabian Hotel Investment Conference (AHIC) in Dubai welcomed more than 700 delegates, sponsors, speakers and media who heard from industry leaders in a number of relevant sessions.

opics included risk perception versus reality, upcoming travel patterns, future global demographic and societal changes which will shape the sector, industry headlines, outlook, transaction analysis, and more. A key speaker at the event was David Scowsill, president, World Travel & Tourism Council, who commented that the freedom of travel is under threat and this must be addressed by all stakeholders in tourism and beyond.

JUNE 2016