ACCOR’S STRATEGIES FOR
Accor Pacific Chief Operating Officer PM&E, Adrian Williams, talks HMAs and strategies for long-term success.
THE RISE OF INDEPENDENT COLLECTION HOTELS
INNOVATION IN REVENUE MANAGEMENT TECHNOLOGY
SPOTLIGHT ON REGIONAL ACCOMMODATION
Accor Pacific Chief Operating Officer PM&E, Adrian Williams, with team members from Accor Pacific’s large operations support team.
Global hotel executives will soon descend on Adelaide for AHICE Asia Pacific.
Experts are set to unpack the future of hotel design at Design Inn Symposium.
50
52
Sustainable solutions in beds and bedding.
Top innovations in the world of bathrooms.
How Osborn House is expanding its collection of luxury lodges.
Behind the rise of independent collection hotels.
70 DATA-DRIVEN RESULTS
How technology is driving greater results in revenue management.
74 CREATIVE COLLABORATIONS
Marketing leads unpack the critical components of successful collaborations.
76 SUNNY OUTLOOK
JLL’s Peter Harper shares his insights into the Victoria and South Australia hotel markets.
78 THE FIRM
Swiss-Belhotel International leaders discuss the highs and lows of running a global family business.
80 INSPIRE INCLUSION
Women in hotels discuss the importance of diversity and inclusion in the industry.
68 Accor CCO of PM&E for MEA APAC, Kerry Healy, talks refreshing iconic brands
06 EDITOR-IN-CHIEF’S LETTER
James Wilkinson explores TFE Hotels’ MM:NT Berlin Lab
08 EDITOR’S LETTER
Ruth Hogan celebrates innovation in hotel design.
12 NEED TO KNOW
The essential stories you need to know this month.
16 COVER STORY
Accor Pacific COO of PM&E, Adrian Williams, on driving long-term success.
82 ON THE MOVE
Your roundup of the key hotel industry appointments.
It’s been exciting to watch the growth of the Adina brand in Europe over the last 15 years and in particular the way the TFE Hotels team has truly raised the bar with each new development. So, it gave me immense pleasure to take a peek inside TFE’s exciting new MM:NT Berlin Lab, which has secretly popped up next to Adina Berlin Hackescher Markt in the thriving Mitte district.
I did a walk through the MM:NT Berlin Lab with TFE Hotels CEO Antony Ritch, who showed me around its six rooms, common lounge and bar, plus kitchen and storage areas.
Ritch says the space is an “ever-evolving mini hotel laboratory, that will operate in an on-going beta mode, continually gathering feedback from guests to redefine stays and enable TFE to reshape hospitality products in the future”.
It’s not just a lab though. The TFE Hotels team did a social media call out to have Gen Z and Millennial travellers stay and try it for themselves – a fantastic way to test out the room concepts, which range in size from 11-25 square metres.
Ritch said to expect some new brand concepts that the company is testing within the space –think conversions of retail and office spaces to hotels – and that the lab will be useful for testing elements for the company’s existing brands.
“This innovative and agile approach to hotel development is set to be extremely beneficial for the evolution of new brands and hospitality experiences and will assist TFE in bringing them to market quicker than a traditional hotel build,” he said.
Speaking of labs, I’m excited to take a look inside Hilton’s pop-up room outside the Adelaide Oval for our 2024 Asia-Pacific Hotel Industry Conference and Exhibition (AHICE) on May 1-2.
While you won’t be able to stay in it, it’s one of many activations we will have around the venue for this year’s event, including meeting lounges branded by Accor’s ALL and Marriott Bonvoy, IHG’s ‘drinks with the bosses’, our new headshot booth by Minor Hotels, a fantastic 40th birthday lunch for The Ascott Limited and much more.
It is shaping up to be a fantastic AHICE Asia Pacific event at the Adelaide Oval and comes hot on the heels of our first-ever AHICE South East Asia conference in Singapore in February, which attracted close to 600 of the region’s leading executives.
The new event kicked-off a big year for our AHICE brand, which now includes events in Adelaide (AHICE Asia Pacific), Christchurch (AHICE Aotearoa), Singapore (AHICE South East Asia), Honolulu (AHICE Aloha) and Nadi (AHICE Fiji).
We are also set to make announcements for new events in the Maldives (coming in August) and another host city in Asia, which we will reveal at AHICE in Adelaide.
I look forward to seeing you in Adelaide and as always, I trust you’ll enjoy another fantastic and comprehensive issue of HM
Yours in hospitality
James Wilkinson Editor-In-Chief, HM magazine Chair & Convenor, AHICE global conferences
Marriott President for Asia Pacific excl China, Raj Menon, speaking at AHICE South East Asia
As we gear up for Design Inn Symposium, taking place at SkyCity Adelaide on April 30, hotel design and construction take centre stage in this issue of HM – and rightly so.
While there are undoubtedly numerous challenges impacting hotel construction, including rising costs, there is also much innovation happening in the world of hotel design and plenty of beautiful work to be celebrated.
Take, for example, the renovation of Coburg’s historic HM Prison Pentridge into a modern hospitality precinct. At Design Inn, Chada’s Juliet Ashworth will discuss the transformation of this 170-year-old building into a boutique hotel, The Interlude (see p44 for conference preview).
It’s fitting that we return to Adelaide this year for AHICE and Design Inn, given there are a number of exciting hotel projects in the works, including the first Marriott hotel in South Australia – a 285-room new-build hotel housed within the iconic Adelaide GPO – which is due to open in the coming months. Greaton Pty Ltd National Design Director, John Gounios, will share an insight into this heritage project with Design Inn delegates. Marriott International is also set to introduce the first Westin Hotel in Adelaide in late 2026, and Crystalbrook Collection recently announced a AU$130 million new-build hotel in Adelaide’s CBD (see p12).
While there may be less new-build projects in the works overall, designers are breathing life into existing assets through considered conversions, renovations and refurbishments.
In this issue, we explore the newly designed luxury penthouse suites at both W Sydney and The Darling (see p20&26); we discover the latest innovations in bathroom products (see p52) and learn about advances in sustainable beds and bedding (see p50). We talk to the people behind exciting design projects including Osborn House General Manager, Max Mason, and QCC Collection Group Founder and Managing Director, Caspar Schmidt, who discuss their partnership on modular accommodation.
Beyond design, I enjoyed a candid conversation with the leaders at Swiss-Belhotel International about the highs and lows of working with family (see p78), and Accor’s Kerry Healy generously shared her insights into driving commercial opportunities for brands (see p68).
I hope you enjoy this issue, and I look forward to catching up with many of you in Adelaide.
Ruth Hogan Editor, HM magazine
Crystalbrook Collection has announced a new-build hotel for Adelaide
Managing Director Simon Grover
Publisher James Wells
Editor–In–Chief James Wilkinson jwilkinson@intermedia.com.au
Editor Ruth Hogan rhogan@intermedia.com.au
Group Commercial Manager Tara Ducrou tducrou@intermedia.com.au
Production Manager Jacqui Cooper jacqui@intermedia.com.au
Graphic Designer Ryan Vizcarra
Photography Cover photography by Oneill Photographics.
Subscription enquiries 1800 651 422
Subscribe to HM magazine –6 issues for AU $88 (inc. GST) subscriptions@intermedia.com.au
Published by
41 Bridge Road, Glebe NSW 2037, Australia. (PO Box 55, Glebe NSW 2037, Australia) Tel: +61 (0) 2 9660 2113 Fax: +61 (0) 2 9660 4419 ABN 940
In association with
The essential hotel and travel industry news and trends from across the globe. Read more at HotelManagement.com.au
Crystalbrook Collection has commenced construction in the nation’s capital of Canberra.
CRYSTALBROOK COLLECTION IS expanding its presence to the Australian Capital Territory, in line with founder Ghassan Aboud’s vision to become “a truly national hotel group”.
A partnership with prominent Canberra developer Tony Pan of TP Dynamics, will see the construction of a new-build hotel in the nation’s capital, slated to open in the first quarter of 2027.
The hotel will form part of a 10-storey mixed-use commercial and hotel development
on Bunda Street, encompassing the current Garema Arcade building.
“With the announcement of our new Canberra property and the continued expansion of the group across Australia with recent expansion into Adelaide and the acquisition of a second property in Sydney, my vision for Crystalbrook Collection as a truly national hotel group is coming to fruition,” said Crystalbrook Collection Founder, Ghassan Aboud.
“This growth of our brand across Australia is delivering a strong base for a future expansion of Crystalbrook Collection into overseas markets.”
The Canberra property will feature 238 guest rooms, a rooftop bar and restaurant, ground floor dining venue, a luxury retail operator, a ballroom, meeting and function rooms, Crystalbrook’s Eléme Day Spa, pool, and gym facilities, as well as a central skylight atrium and gardens.
EVT reveals plans for a 258-room Rydges property which is set to open in 2026.
EVT HOTELS AND Resorts is set to bring the Rydges brand to Fiji with the signing of a 258room new-build resort.
EVT Director of Hotels and Resorts, Norman Arundel, shared the news exclusively with delegates from the stage at the inaugural AHICE South East Asia in February.
“This partnership is an exciting development for Rydges and continues EVT Hotels and Resorts strategic focus on brand expansion, in both local and targeted international markets,” said Arundel.
“Fiji is a beautiful country with a rich heritage, a holiday climate and picturesque ocean views. We look forward to bringing our refreshingly local philosophy and extensive
hotel management experience to the Fijian hospitality sector.”
The future Rydges Wailoaloa, which is slated to open in late 2026, will be developed
by owners Hari Punja and Sons Limited on the beach front at Wailoaloa Beach.
The property will feature a cultural village, extensive recreation facilities, spa, event and conferencing spaces, multiple food and beverage outlets, as well as Fiji’s largest swimming pool and swim-up rooms.
Rydges will bring its ‘refreshingly local’ approach to the new hotel with the EVT design team collaborating with interior designers to reflect by textures and tones that are naturally Fijian.
Rydges Wailoaloa will feature a cultural village and extensive recreation facilities
solutions that empower you to create great experiences, improve
and deliver the future.
SureStay focuses on quality, consistency and delivering value for guests
BWH Hotels is capitalising on growing demand for economy hotels with its latest signings in Sydney and Brisbane.
BWH HOTELS IS tapping into demand from price-conscious travellers with the signing of three new economy hotels, under SureStay Hotels branding, in Australasia.
The cluster of signings sees the launch of extended stay brand, SureStay Studio, to the portfolio with an existing residential apartments property in Brisbane’s southern suburb of Mount Gravatt, to be converted into 2-bedroom accommodation for business and leisure guests.
In Sydney, two SureStay hotels are set to launch in the CBD and St Leonards later this year, following conversions of both properties.
Launched eight years ago, SureStay Hotels –consisting of SureStay, SureStay Plus, SureStay Studio and SureStay Collection – focuses on quality and consistency in its stays and delivering value for guests, with access to popular amenities.
The brand has experienced rapid growth across key markets globally, with BWH reporting that there are over 450 current properties accounting for 30,000+ rooms within the portfolio.
BWH Hotels Australasia Managing Director,
Rod Munro, said there is a growing appetite for this affordable accommodation offering.
“SureStay Hotels has experienced remarkable growth in recent years and the milestones prove that our premium economy products have quickly become one of the fastest growing brands in the hotel industry,” Munro said.
“SureStay is resonating with investors as we navigate the current economic crisis. With a strong pipeline and interest from new developers, we look forward to continuing to expand SureStay’s presence across the region.”
BWH’s latest developments join eight existing SureStay properties located in Albany, Caboolture, Esperance, Bangkok and Asan, and will bring its Sydney property count to eight with Brisbane rounding out to five.
BWH Hotels Australasia Director of Development, Danilo Curcuruto, said the brand is a cost-effective solution amid a high inflation environment.
“When labour and construction costs are at historical highs, a premium economy brand represents the ideal solution for cost-effective asset repurposing, serving as a gateway to a global brand,” said Curcuruto.
“It’s great to see Australia catching up with the appreciation for this underestimated segment, which delivers consistency in performance, flexibility, and a targeted approach to an emerging customer database.”
BWH currently has 24 SureStay properties in various stages of development globally, including seven properties across Asia Pacific, with a key interest in Sydney, Christchurch, Bangkok and the Philippines.
All three properties are scheduled to welcome their first guests at the end of 2024.
As ICHM prepares to welcome the first class to its new Sydney campus in May 2024, Head of ICHM, Kellie Lumsden, shares an insight into plans for this next chapter.
Kellie, can you provide an overview of the decisionmaking process behind launching the Sydney campus?
The ICHM brand is strong not only in Australia but globally. For a number of years pre Covid, prospective students had shown interest in other Australian locations, beyond Adelaide. ICHM has built up a strong alumni presence in Sydney along with strong industry partnerships. A strong luxury hotel market in Sydney makes it the opportune location to increase the reach of the ICHM brand and provide greater choice for students. ICHM can now offer two beautiful yet uniquely different locations to study at one of the best hotel schools in the world.
Why did ICHM choose the campus location in Central Sydney?
With the exceptional support from ICHM’s owners Up Education, an existing campus location in the heart of Sydney was available for ICHM to fit out a purpose-built hotel school training facility. The ICHM Haymarket campus on George Street is the best location for transport, student living and access to Sydney’s best hotels and hospitality establishments. At ICHM student
centricity is at the core of all our decisions and the ICHM Haymarket Campus is perfect for students to balance study and work life.
What program is ICHM offering in the new campus?
ICHM will be offering its Master of International Hotel Management at the Sydney Campus. A two-year qualification with six months of paid work integrated learning placement.
What unique opportunities does the Sydney campus offer to students that may differ from the Adelaide campus?
Each ICHM campus comes with unique experiences that make every student’s time with ICHM a memorable and fun journey. The Sydney campus offers fast paced living with a community buzz that presents so many opportunities for student development in the hospitality and hotel sector. A huge number of luxury hotels to connect with and gain valuable experience through practical and placement sessions. Transport and student life in Sydney is unique, fun, and very liveable. The campus is spacious containing numerous study areas, library, and student collaboration spaces.
The Sydney Campus also holds ICHM’s first hospitality collaboration studio which allows for on-campus authentic hospitality training simulations.
Can you discuss any partnerships or collaborations ICHM has established with hotels in Sydney?
ICHM has had ongoing partnerships with a number of leading hotel brands for years with properties across Australia and the world.
The Sydney campus will just extend on those already strong partnerships allowing us to continue to provide outstanding students to industry when they need them most.
What has the response been from agents and business partners?
The new campus launch was a true success with wonderful engagement from both agents and our industry partners. Alumni Caleb Pels and Tyler Green provided the group with wonderful memories of their time with ICHM. They also showcased their exceptional development and are proof of the outstanding hoteliers that come from ICHM. ICHM is proud to be able to be a small part of what is an exceptional journey built by our alumni. n
Accor Pacific Chief Operating Officer PM&E, Adrian Williams, discusses driving long-term success for owners.
Accor is a global leader in hotel management and currently operates more than 2,300 hotels under hotel management agreements (HMA). Under HMA, owners choose to work with Accor for its global stature and footprint, world class brands, powerful distribution and loyalty platforms, strong local operations expertise and support, sales and marketing initiatives and financial returns.
In this interview, Accor Pacific Chief Operating Officer PM&E, Adrian Williams, shares how the Group is driving long-term success for owners.
Adrian, you’ve recently taken over as head of Accor in the Pacific; what is your primary focus right now?
I’m really focused on addressing the needs and requirements of our owners and continuing to deliver even greater operational excellence
and business growth for them. My first priority has been to work through a business transformation plan that aligns with our global strategy to enhance support for our hotels and deliver for our partners with our teams across commercial, revenue management, finance, talent and culture, procurement and operations.
As the Pacific’s largest hotel operator, what are the greatest advantages that you offer owners in terms of resources and support?
We make decisions locally based on market conditions, with key operating functions supporting our hotels, backed by a large global support structure. This gives us the strength of global brands and the largest loyalty platform in the Pacific with the expertise of a local management platform. This allows us to make decisions quickly and put resources where they are needed most.
We know that owners are under pressure with margin compression, high cost of debt and inflation. We are continually looking at ways to build productivity and returns for our owners. We’ve recently invested in even more operational support with a larger team of operational leaders based in key cities across the Pacific.
While every hotel company has a corporate office in the market, we are the only group to have operational teams and leaders based in Auckland, Hobart, Melbourne, Sydney, Adelaide, Perth, Brisbane and Fiji - that’s the Accor difference. We are also the only hotel company to have a dedicated luxury team, franchise team, and food and beverage team.
We’re also training our teams to think like an owner, building capabilities for our general managers to think longer term and understand the full investment position, not just hotel operations, so we can better focus on increasing yields and building asset value.
Many of Accor’s owners have multiple properties with you. What is key to the success in fostering these longterm partnerships with hotel owners?
We are very proud of the relationships we have with our owners built over a long time. Like all good relationships, we seek to listen and learn from each other. The great thing is we offer a strong local presence, support and expertise to owners for immediate access and action when they need it. This ethos is how we built our Pacific business and for me, with 26 years with Accor, I am totally committed to continuing this legacy.
Our global strategy and business transformation is fully aligned with this approach also. This is why we are investing in our teams and enhancing our systems.
We also have flexibility in how we work with owners. We have developed the largest hotel management platform in the Pacific with more than 300 above property team
members to help support our hotels and drive performance. Separate to this, we have also developed the largest dedicated hotel franchise platform which allows us to work with owners in a way that suits their business and their investment strategies.
You mentioned management capabilities, are you still seeing growth in HMA?
At Accor, we have always taken great care to work with our owners in the spirit of partnership. This means we align our business with what owners are looking for. The reality is that HMA remain the preferred option for most new projects and premium and luxury developments. Not only does this help owners of these assets, it also gives confidence to investors and financiers that their assets are being looked after by the largest hotel operator in the region.
Our owners have the unique opportunity to leverage our international brands and global
“Our focus remains on delivering exceptional outcomes for our teams, guests and partners.”
Adrian Williams, Accor Pacific
loyalty programs, while also having a local management structure that knows the market intimately. Owners are able to boost their hotel’s revenue potential, enhancing its market visibility, and benefiting from cost-saving measures while still maintaining control over key strategic decisions.
There’s been a lot of discussion about your growth in franchise lately. Can you share more about this?
We have been operating in this space for 25 years in the Pacific so really this is nothing new for us. As the industry has grown and matured, so has our franchise division. We have a sophisticated approach and work closely with our franchise partners to give them the tools they need to run their Accor branded hotel successfully. We have a dedicated franchise team that are amazing at working with our franchise owners either directly or with third party operators.
For us, we see growth in franchise as an option for sure. Right now we are seeing most interest in conversions where owners are looking for the added strength our distribution and loyalty platforms bring and also the efficiencies gained by connecting to
our local scale. For example, our procurement platform provides great savings that are very attractive for owners looking for ways to improve performance.
In Sydney, you have Accor Stadium, how is that massive investment performing?
This is very much in line with our central strategy of driving strong top line business efficiently to our hotels. Accor Stadium in Sydney is host of incredible events including the NRL Grand Final, the State of Origin, Taylor Swift, Coldplay and next year the British and Irish Lions tour. This brings Accor and our brands front of mind for all these world class events and helps us introduce more people to our loyalty program, which generates direct bookings for our hotels.
We know this is working too, can you believe that more than one in five people in Australia and New Zealand are now a member of ALL – Accor Live Limitless, our award-winning loyalty program. We use the stadium for amazing events and money can’t buy experiences for our members and we also have many additional exclusive opportunities through our partners in the travel, sports, entertainment and experiences sectors.
What do you think about the future of F&B in hotels and how are you approaching this?
I started in hotels at Fairmont Banff Springs in Canada, working in F&B. It is a truly iconic hotel with many exciting bars and restaurants. Right from the start of my career, I could see guests loved these spaces as a place to meet, entertain and engage.
We have that same approach here in the Pacific. We’re making dining the heart and soul of our hotels by delivering iconic venues that engage both our guests and locals. We’ve recently bolstered our commitment to driving F&B performance with a newly assembled team, spearheaded by Ben Creek, who has global experience most recently with Merivale. Ben’s mission is to enhance the capabilities of our teams, bring in strategic partners and translate this into vibrant, dynamic spaces that have increased contribution for owners.
As we look ahead to the remainder of 2024, what are your biggest priorities?
Our focus remains on delivering exceptional outcomes for our teams, guests and partners. We are continually listening and learning as we evolve as a business to provide real value to all stakeholders. We understand the significance of our leadership position in the market, and we don’t take this for granted. We’re committed to sustaining it through innovation and sustainability efforts to not only support our industry but also the communities that have been integral to our 30+ year presence in the region. We are very proud of our 33-year history in the Pacific and are even more excited about the journey ahead. n
The Darling reveals luxury penthouse suites following extensive refurbishment.
BOUTIQUE HOTEL THE Darling at The Star Sydney has revealed a collection of 16 luxury suites following a major refurbishment project undertaken by design firm Fender Katsalidis.
The bespoke penthouse suites, inspired by the concept of rest and restoration, have been designed to offer “high-impact experiential moments”, taking guests on a journey of discovery with playful elements layered throughout.
The project, which spanned two years from conceptualisation to completion, initially began as a light-touch FFE exercise, before expanding to include renovations of the sleeping, dwelling and corridor areas, as well as detailed art curation and bespoke furniture creation by the Fender Katsalidis team.
“The team at The Darling and Fender Katsalidis worked closely together in redefining the essence of luxury accommodation, uncovering the connection between guest and establishment and the interplay of design and experience,” said The Star Sydney Director of Hotels, Mario Naim.
1834 Hotels signed management deals with a number of Accor branded properties in 2023, including Mantra Hotel Tonsley
834 Hotels continues to stand out as one of the country’s leading and emerging independent management companies, boasting an impressive ever-growing portfolio that includes over 35 properties currently operational or under development. This remarkable presence and growth in the industry is a testament to its commitment to optimising outcomes for property owners and investors.
Based in Australia, 1834 Hotels collaborates closely with hotel and business owners, striving to unlock every potential opportunity, streamline operations, enhance assets, and deliver impressive returns on investment. 1834 Hotels’ diverse portfolio encompasses a wide spectrum of establishments, including hotels, resorts, apartments, motels, and event venues, spread across various regions of Australia.
What sets 1834 Hotels apart is its dedication to thoroughly understand the unique identity, potential, and specific needs of each business it partners with. By tailoring its services to align perfectly with your objectives, 1834 Hotels can ensure that its efforts are poised to generate the desired results, elevate your business profile, and amplify its overall value. Furthermore, 1834 Hotels maintains
strategic alliances with global franchise brands such as Choice Hotels, Wyndham and Accor, offering a comprehensive brand and operational management solution. This collaborative approach enhances the efficiency of your venue, opening up new avenues for growth and success within the competitive hospitality industry.
1834 Hotels has experienced a phase of exceptional growth in recent years. Following 12 new partnerships in 2023, the company has a record pipeline of growth as it drives forward into 2024. Of note, the last 12 months saw management deals signed with The Great Eastern Hotel, 198 keys in Perth and a number of Accor branded properties including Mantra Tonsley and Mercure Sunshine Coast Kawana Waters.
1834 Hotels has also signed a new Director of Development Scott Armstrong to lead the sustainable growth of the property portfolio. Scott has joined the business from Choice Hotels Asia-Pac where he held a similar role for the last six years. Scott’s expertise in understanding what owners need to drive success from their businesses aligned with his belief of true partnership will deliver mutually beneficial solutions and outcomes for
1834 Hotels is experiencing a record pipeline of growth after forming 12 new partnerships in 2023.
all stakeholders, which will further propel the portfolio growth for the company.
In a rapidly evolving market, 1834 Hotels remains steadfast in its commitment to delivering excellence, empowering our owners, and driving innovation in the world of hotel management whilst continuing its impressive growth trajectory in 2024. n
To learn more about 1834 Hotels and its white label management service, please contact Scott Armstrong on 0424 157 736 or email development@1834hotels. com.au
Hilton’s US$210 million Graduate acquisition could result in over 500 new hotels, according to CEO Chris Nassetta.
HILTON IS ACQUIRING popular United States brand Graduate Hotels from Adventurous Journeys Capital Partners for US$210 million and the global chain’s CEO Chris Nassetta says the acquisition provides a significant growth opportunity across the globe and could result in the opening of over 500 new properties.
The acquisition, which includes all rights to the Graduate brand worldwide, was the talk of the 2024 Hunter Hotel Investment Conference in Atlanta – an event which attracts a large number of America’s largest owners and investors – given it is the first time Hilton has bought a brand since Nassetta has been President and CEO of Hilton.
Nassetta’s strategy to date has been focused on Hilton developing its own new brands and that has proven incredibly successful through the launches of LXR, Canopy, Curio, Signia, Tapestry, Tempo, Motto, Tru, Spark and Home2 Suites.
The opportunity to acquire Graduate Hotels, which has 35 hotels open and in the development pipeline, was one too good to miss in this case and Nassetta said the acquisition will help accelerate the company’s growth in the booming lifestyle segment globally.
Graduate Hotels was launched in 2014 and is a collection of bespoke properties that are primarily located in university-anchored
towns in the United States and United Kingdom, including flagship hotels in Ann Arbor, Michigan; Knoxville, Tennessee; Palo Alto, California; State College, Pennsylvania; and Oxford and Cambridge, United Kingdom.
Each Graduate hotel – steeped in local history, charm and nostalgia – has been designed to reflect the unique character of its local university and offers an ideal setting for gamedays, reunions, graduations, campus visits and more.
“Adding Graduate Hotels to our portfolio of award-winning brands accelerates our expansion in the lifestyle space by pairing an existing much-loved brand with the power of
Hilton’s strong commercial engine to drive growth,” Nassetta said.
“We have long had a high bar for adding brands to our portfolio, whether organically
or through acquisition, and Graduate will be another driver of growth for us, presenting a unique opportunity to serve more guests in more sought-after destinations.”
Nassetta said the pipeline opportunity for the Graduate Hotels brand was massive.
“With thousands of colleges and universities around the world, we believe the addressable market for the Graduate brand is 400-500 hotels globally,” he said.
The Graduate brand will be incorporated into Hilton’s fast-growing lifestyle portfolio alongside Canopy by Hilton, Curio Collection by Hilton, Tapestry Collection by Hilton, Tempo by Hilton and Motto by Hilton, each of which has been launched in the last 10 years.
Hilton’s recently-launched 2024 Trends Report identified that nearly a quarter of global travellers are planning getaways for concerts, sporting events and other one-ofa-kind, local experiences this year, many of which are happening in secondary markets anchored by universities.
The last major brand acquisition by Hilton was in 1999, when the company acquired Promus Hotel Corporation, which included the DoubleTree, Red Lion, Embassy Suites, Hampton Inn, and Homewood Suites brands.
THE ONGOING NATIONAL debate about housing and short-term rental accommodation (STRA) hit the headlines again in NSW recently.
Submissions made by accommodation platforms Airbnb and Stayz to a NSW Government inquiry called for a new levy to be applied to all accommodation providers, including hotels.
This is disappointing and, as we have argued across the country in recent months, it is simply unfair.
Accommodation hotels do not contribute to the removal of housing stock from the long-term rental market and should not be levied with a tax to address rising rental costs.
Our submission made it clear we do not support a levy on any accommodation because it will not reduce STRA listings or return properties to the long-term rental market.
We believe a more stringent multifaceted regulatory approach which includes caps and better enforcement of STRA registration, as well as data sharing by the platforms, will deliver the outcome the Government wants.
On a more positive note, Accommodation Australia’s project to create a careers, training and employment one-stop digital platform for hospitality, tourism and travel is moving ahead at full steam.
IT service provider Tomahawk is now on board and are working closely with project manager James Lawton to have this gamechanging hub up and running by quarter four this year.
The Association executed a AU$10m grant with Austrade late last year to develop and promote the platform over the next three years and beyond.
Marriott’s Sydney hotel introduces luxury penthouse and five top-level suites.
W SYDNEY HAS unveiled its luxury penthouse and five top-level suites, taking its accommodation offering to new heights following its opening late last year.
The Level 27 Extreme Wow Suite spans 202sqm and features panoramic waterfront views and a bold design that incorporates the ‘marine chic’ narrative seen throughout the hotel rooms.
Designed by Bowler James Brindley, the penthouse suite takes inspiration from the HMAS Onslow, one of six Oberonclass submarines commissioned by the Royal Australian Navy that now resides in Darling Harbour as part of the National Maritime Museum.
The suite features a seven-metre catwalk bar crafted from Nero Marquina marble, marine-inspired lighting and soft, sculptured furniture in reference to a submarine’s curvilinear design, and gradated carpets to mimic an ocean wave.
The unique crescent-shaped guest bedroom features an adjoining walk-in robe, while a second circular bathtub is positioned
The crescent-shaped guest bedroom features walk-in wardrobe
by the window for guests to make the most of the water views.
“W Sydney’s interior designers, Bowler James Brindley, masterfully designed the Extreme Wow Suite to intrigue visitors with larrikin-inspired design moments and a unique take on the ‘marine chic’ design narrative of the hotel’s guestrooms. The result is unlike any other in Sydney; the Extreme Wow Suite is the ultimate extrovert,” said W Sydney General Manager, Titus Rosier.
The Extreme Wow Suite also features a spirit bar and private cellar, with the hotel sommelier on hand to provide recommendations and host private wine tastings and spirit flights in the suite. A state-of-the-art Hi-Fi music system allows guests to control the music in five independent zones throughout the suite.
The suite will also cater to bespoke events for up to 20 seated guests or 50 standing for a cocktail-style event.
The five upper-level Wow Suites – ranging in size from 112sqm to 125sqm – also follow the signature submarine motif with eclectic interiors and offer floor-to-ceiling views of Darling Harbour.
Lancemore has unveiled Cleveland Estate following a multi-million-dollar property refurbishment.
The property, formerly known as Cleveland Winery, officially reopened in February following a multi-million-dollar refurbishment
LANCEMORE HOTEL GROUP has unveiled Cleveland Estate as the first property under its new sister brand, LMG Collection.
The property, formerly Cleveland Winery, officially reopened in February 2024 following a multi-million-dollar refurbishment, revealing a relaxed retreat in a Victorian-era setting with 50 new-look guest rooms and suites, surrounded by a vineyard, gardens and farmland.
“The brief for Cleveland Estate’s transformation was not to create something perfect and definitely not pretentious,” said Lancemore Hotel Group CEO, Julian Clark.
“We wanted the property, with its roots tied to Victoria’s gold rush era, to transcend time and trends and reflect LMG’s love of art and design. Its architecture is distinctively Australian and, like Australia, the refurbishment offers a melting pot of design
references from diverse cultures, countries and periods, each combining to create a truly unique and colourful personality.”
Design and art enthusiast Caroline RiddellClark spearheaded the renovation, introducing a daring colour palette, a collection of antique and modern pieces, each hand-picked to create “wonderfully eclectic and theatrical interiors”.
“For decades I’ve enjoyed collecting intriguing pieces from my travels around Australia and abroad,” said Riddell-Clark.
“More recent finds – big and small – now inform the inviting interiors of Cleveland Estate, combining with the property’s historic features and abundant natural beauty to shape the next generation of guest experiences in the Macedon Ranges.”
A number of accommodation buildings halo the main homestead, each with a distinct design narrative reflective of its purpose,
including the Lakeview dwelling, which features timbers salvaged from wharves, bridges and other historic buildings.
“Lakeview exudes luxury and contemporary style,” said Riddell-Clark.
“Despite its relaxed nature, every piece of furniture within it is a modern design icon.
“The mix of leather, velvet and suede these pieces provide, alongside auction finds and beautiful reclaimed objects, adds layers of interest and sophistication to each space.”
Rooms include sleek freestanding bathtubs and artworks by celebrated artists such as John Olsen, Russell Drysdale and Kate Bergin.
The property also features shared zones such as the billiard room, laidback lounging areas and dining nooks, an on-site restaurant and cellar door.
“Lancefield and its surrounds are renowned for impeccable food and wine culture,” Clark said.
“Complementing the estate’s renewed aesthetic across guestrooms, suites and shared spaces, the restaurant and cellar door bring guests closer to enjoying the best local produce.
“Getaways here are now a holistic experience, giving guests everything they expect from a Lancemore property but with an eclectic, playful sense of energy that’s come to define the new LMG Collection.”
Situated an hour’s drive from the CBD of Melbourne, the property is expected to draw visitors for leisure stays, special occasions and conferences.
AUCKLAND REVPAR AND international visitation still lags behind pre-Covid levels, despite a number of impressive new openings at the top end.
With New Zealand’s largest market arguably dealing with an oversupply of hotel rooms, it might be controversial to beat the drum for more hotel development, but here goes.
Since the 1980s, the Kiwi hotel development scene has seen more ups and downs than a Gold Coast roller-coaster. Repeated boom and bust is not the best platform for sustainably growing the visitor economy.
Past efforts to stimulate hotel development in New Zealand have been fairly unsophisticated. Brochures containing high level visitation statistics, upward trending graphs and pictures of mountains, rivers and lakes are unlikely to cut through in the increasingly competitive market for investment capital.
Bottlenecks and accommodation shortfalls are already brewing, especially in regional locations where modern hotels are needed to replace outdated or uneconomic motels.
The good news is that there are plenty of proven solutions.
The New Zealand Government recently announced a “fast-track” overseas investment approval process for international developers of build-to-rent properties. Why not do the same for international hotel investors? Tax abatement arrangements are commonplace in the USA, where developers share in incremental sales taxes generated by qualifying new hotel projects. NZ offers even more generous cash incentives to support the film industry. Why not do more to support highquality new hotels, which generate permanent employment and add community amenity?
A growth-oriented central government has levers it can pull.
A purpose-built Radisson Red hotel is set to open in Auckland’s CBD in 2025.
RADISSON HOTEL GROUP is set introduce its Radisson Red brand to Auckland next year in the form of a purpose-built 322-key hotel in the CBD.
Owned by prominent developer
Stonewood Group, Radisson Red Auckland will form part of a mixed-use commercial development on Queen Street.
Known for its stylish spaces with standout designs, Radisson Red is expected to bring a modern lifestyle experience that draws inspiration from the surrounding arts and entertainment venues.
“We are thrilled to establish our relationship with Stonewood Group and introduce New Zealand’s largest leased project with the 322-key Radisson Red Auckland,” said Radisson Hotel Group Managing Director, Australasia, Lachlan Hoswell.
“With its distinctive design, vibrant atmosphere, and the versatility to effortlessly transition between work and play, Radisson Red is an ideal match for Auckland, New Zealand’s largest and most populous city.
“Auckland is fast becoming one of New Zealand’s top tourist destinations renowned for its multiculturalism and culinary
influences, making it an ideal and thriving market to launch the Radisson Red brand.”
The recovery of tourism in New Zealand is gaining momentum with 2.96 million overseas visitor arrivals in the year ending December 2023, up by 1.52 million from the previous year.
Stonewood Group Co-founder and Director, Michael Chow, said the timing of the brand entry is “perfect”.
“The Radisson Red brand is an ideal brand that diversifies our real estate portfolio, with a strong commercial and operational value proposition with a distinct design concept that helps guests immerse themselves into Queen Street’s thriving arts district,” Chow said.
“With Radisson Hotel Group’s strong network of loyal guests, and wide appeal to the modern-day traveller, we’re looking forward to opening the doors of the property in 2025.”
Radisson Red Auckland will feature a mix of accommodation offerings, from Standard Rooms to spacious two-bedroom suites, as well as an all-day dining restaurant, wellness facility, and four function rooms for meetings and events.
Virgin is set to become the first airline in Australia to allow pets in the cabin during flights.
AS MORE AND more hotels welcome pets through their doors, airlines are now tapping into demand from the growing number of pet owners in Australia, with Virgin Australia set to become the first airline in the country to allow pets in the cabin during flights.
Virgin Australia announced its plans in early March, saying it is subject to regulatory approval and expected to launch within 12 months.
Virgin Australia’s pet policy will be restricted to small cats and dogs, and only on specific domestic routes.
A limited number of designated rows will be available, where pets can be positioned in a Virgin Australia-approved pet carrier under the seat in front of the owner for the duration of the flight.
“Our love for animals has always been in the Virgin Australia DNA and we are excited at the prospect of taking off with Australia’s first-ever pets in cabin flights,” said Virgin Australia CEO, Jayne Hrdlicka.
“Overwhelmingly, our guests tell us they want to travel with their pets, and we are now on a journey to make that a reality. It’s something that commonly happens overseas and is proven to work well.”
Melbourne Airport CEO, Lorie Argus, expects strong uptake of pet travel.
“We expect the pets in cabin concept will prove a popular offering and we look forward to working with Virgin Australia to make it a reality,” Argus said.
Ascott’s investment in the 255-key hotel will see it refurbished and rebranded as a Citadines property.
THE ASCOTT LIMITED has assumed management of a 255-key Sydney Central hotel that will be refurbished and rebranded under the Citadines brand.
Located in a rapidly evolving urban centre, the hotel features standard, superior and executive rooms, a full-service restaurant and bar, heated rooftop pool, gym and a 24/7 carpark.
Ascott Australia Managing Director, David Mansfield, said the strategic investment in the centrally-located property will see further enhancements to the guest experience.
“Sydney Central marks another exciting chapter of growth for Ascott Australia,” Mansfield said.
“We will further capitalise on the dynamic location of Sydney Central by adding a café along The Goods Line, and expand the room count by 72 keys across eight floors. Our refurbishment will also include accessible rooms and family suites before rebranding the property as Citadines Sydney Central.
“We’re building in a staged and strategic way to strike the right balance for our guests and our business.”
Mansfield said ongoing investment in the location spells an exciting future for the area.
“Off the back of government investment in revitalisation, this historic area is already being reshaped into the Tech Central innovation hub,” he said.
“Our accelerating expansion remains grounded in offering our guests the accommodation that best meets all their needs.”
The opening of the Sydney Central hotel brings Ascott’s total key count in Metropolitan Sydney to 1,671 and builds on the success of the 150-key Citadines Connect Sydney Airport hotel, which opened in 2019, and the 252-key Citadines Walker North Sydney hotel, which opened in 2023.
Ascott Australia is set to open more than 30 properties by 2030 including a 197-key Lyf property in Bondi Junction, and a 72key Oakwood apartment hotel in Hackney, Adelaide, in late 2024.
“Ascott is focused on offering diverse options in locations with strong demand drivers,” Mansfield said.
“With the opening of Citadines Walker North Sydney in 2023 and Lyf on Sussex Sydney set for 2025, Sydney Central is a key part of our hub and spoke approach to growing our brand portfolio in and around the Sydney CBD, and offering all of our guests accommodation that best suits their changing lifestyle needs.
“Embedding our properties within local communities where we can offer truly experiential stays is key to Ascott’s growth.”
The hotel’s onsite Thomas St Kitchen and Bar offers a range of menu options, a breakfast buffet with barista made coffee, and in room dining. There are 12 event spaces to cater to 10-300 people, including a ballroom, with on-site catering available.
Radisson Hotel Group accelerates growth strategy in Australasia through focus on lifestyle and core brands.
In 2023, Radisson Hotel Group experienced exceptional growth, adding over 30,000 keys to its international portfolio of 10 leading brands. This expansion represents a nearly 50% increase since the launch of its transformation plan in 2018.
The Group’s commercial engine, which influences 70% of revenues, delivers one of the strongest gross operating profit (GOP) margins in the industry. With a global rewards program boasting more than 170 million members through its affiliation with Jin Jiang International, the group has one of the industry’s strongest distribution systems.
In Australasia, Radisson Hotel Group is launching new initiatives to drive revenue and provide added value to owners. These include The Club of Revenue Management, which increases revenue at a lower cost, and a bespoke franchise offering tailored for the Australasian market. The group is also rolling out its exclusive unified technology platform, EMMA, at the new Radisson RED Auckland. The platform eliminates the need for multiple technology solutions, streamlining operations and enhancing guest experience with features like contactless check-in.
Ramzy Fenianos, Chief Development Officer, Asia Pacific, emphasised the Group’s focus on meeting the needs of owners and guests through an intuitive portfolio of brands, “Radisson RED, for example, has the potential to breathe new life into urban destinations and cater to a new generation of tech-savvy travellers.”
Radisson Hotel Group is a 75-year-old hotel chain and ranks among the world’s top three largest hotel chains.
There are 10 hotel brands in the network, with more than 1,320 locations in operation and in development.
With a clearly defined brand architecture, the Group leverages its collection of industry-leading brands to meet the needs of every segment supporting hotel owners and investors.
Radisson RED is an upper-upscale lifestyle targeting a new generation of modern, savvy travellers. The tagline “Enjoy It!” offers a fun and creative design concept, equipped with playful touches, new innovations and unique local art create a stand-out experience for guests.
Lachlan Hoswell, Managing Director, Australasia Business Unit said “The Radisson RED brand is an ideal fit for Australasia with lifestyle hotels performing strongly in this market. With efficient room sizing and a strong food and beverage focus, we can see good traction going forward. Our latest signing – the new Radisson RED Auckland with the Stonewood Group – represents one of the largest lease deals in the market at 322 keys and showcases our long-term commitment and confidence to the market and the brand.”
Radisson RED hotels are designed to be cool and functional, offering communal spaces for guests and locals to stay and hang out with friends. Located in city centres and urban destinations, the brand is suitable for both business and leisure travellers, making it a great fit for hotel owners, developers and investors.
Radisson Hotel Group will continue to focus on growing its core brands in Australasia, including Radisson Collection in the lifestyle luxury segment, Radisson Blu (upper upscale), Radisson (upscale), Park Inn by Radisson, and Country Inn and Suites, providing owners with global brand reach and connection to the group’s distribution network. n
Wyndham’s Women Own the Room initiative takes off with 16 openings in just 24 months.
WYNDHAM HOTELS AND Resorts’ groundbreaking ‘Women Own the Room’ initiative is proving to be a massive hit in North America, with the chain revealing at the 2024 Hunter Hotel Investment Conference in Atlanta that the program has reached 16 hotel openings and more than 50 signings in just over 24 months.
The first-of-its-kind offering – which has seen its network of current and prospective women hotel owners climb to more than 550 – leverages Wyndham’s scale and influence to break down the unique barriers women face on the path to hotel ownership according to Wyndham Hotels and Resorts’ VP of Strategic Franchise Initiatives, Galen Barrett.
“For decades, the hotel industry has been complacent in allowing women to remain on the sidelines of hotel ownership and in turn, has missed out on the opportunity to strengthen itself through greater diversity,” Barrett said.
“Women Own the Room and the subsequent programs it has inspired throughout the industry are finally changing the narrative and Wyndham is proud to lead the way.”
Founding member
owns a
According to data from U.S Bureau of Labor Statistics and the Castell Project, while women make up nearly 60% of the work force in hospitality, they hold only one leadership spot for every 10 men.
Barrett said from offering comprehensive financial solutions, personalised operational support and a community that promotes networking and education, Women Own the Room was specifically curated and continues to evolve to meet the needs of women in the industry and “the strategy is working”.
Inspired by her mother, who grew her own business of owning rental properties, film and television producer Christina Lambert – one of the program’s founding members – joined the hotel industry in 2020 after a successful career in the arts. Lambert, along with her mother, decided to purchase two hotels in Loveland, Colorado, one of which required a sizeable loan to complete the transaction. After being rejected by multiple lenders, one finally said yes.
Shortly thereafter, Lambert joined forces with Wyndham and she said it was a decision
driven by Wyndham’s ability to offer oneon-one renovation support (including key money), combined with its commitment to championing diverse ownership through Women Own the Room.
Now, her hotels – a 50-room Travelodge by Wyndham and 49-room Baymont by Wyndham – are flourishing and outperforming their competitive sets, according to Lambert.
She said revenues for the Travelodge are up more than 29% over the last two years, while the Baymont, which she converted from a competitor brand in 2021, is up more than 26% year-over-year.
“Wyndham has played a pivotal role in my success as a first-time hotelier, which I credit not just to the accessibility and responsiveness of leadership, but their willingness to work with me on an individual basis to help my hotels thrive,” she said.
“Through Women Own the Room, Wyndham is actively investing in women and in doing so, they’re changing the face of the hotel industry.”
Barrett said in addition to the unique benefits offered by Women Own the Room, Wyndham franchisees benefit from the Wyndham Advantage, “a combination of world-class marketing, distribution and other resources designed to put owners on the path to success”.
“Inclusive of more than US$275 million in innovative technology investments over the past five years, owners have access to bestin-class technology from industry-leading providers, including next-gen property and revenue management systems, as well as a growing member base of more than 106 million enrolled Wyndham Rewards members globally,” Barrett said.
Since first launching in early 2022, Women Own the Room has led to the signing of more than 50 hotels, representing over 4,000 rooms, across the United States and Canada.
Barrett said today, 16 hotels are open spanning brands like Days Inn, Baymont, Wyndham and Trademark across Texas, New Mexico, Oklahoma, Colorado, Georgia, Virginia and more, with approximately five to 10 additional hotels anticipated to open over the next 12 months.
We hold a unique space in the market, in that we are big enough to offer scale, resources and support, yet small enough to remain flexible to innovate.
Proactive and performance-driven, Minor Hotels is one of the world’s fastest-growing hospitality groups, with a diverse portfolio of brands and an international network of more than 540 hotels resorts and branded residences across six continents.
Proactive and performance-driven, Minor Hotels is one of the world’s fastest-growing hospitality groups, with a diverse portfolio of brands and an international network of more than 540 hotels resorts and branded residences across six continents.
As owner-operators, we understand both the challenges and opportunities hotel owners face, and while we have enjoyed global expansion over the years, we have not forgotten our origins. We hold a unique space in the market, in that we are big enough to offer scale, resources and support, yet small enough to remain flexible to innovate.
As owner-operators, we understand both the challenges and opportunities hotel owners face, and while we have enjoyed global expansion over the years, we have not forgotten our origins. We hold a unique space in the market, in that we are big enough to offer scale, resources and support, yet small enough to remain flexible to innovate.
We are driven to form strategic partnerships with hotel investors and lenders to develop and create efficient, market-driven hotels and ensure that profit is gained from the outset.
We are driven to form strategic partnerships with hotel investors and lenders to develop and create efficient, market-driven hotels and ensure that profit is gained from the outset.
Our extensive expertise in the Australasian market stems from over 30 years of operating experience and a portfolio of over 60 properties across the region.
Our extensive expertise in the Australasian market stems from over 30 years of operating experience and a portfolio of over 60 properties across the region.
2024 and beyond holds significant growth for Minor Hotels Australasia, with construction underway on Australia’s first NH Collection and NH Hotel properties which will both be located in Sydney, as well as the Avani Mooloolaba Hotel on Queensland’s Sunshine Coast, set to open in 2025.
2024 and beyond holds significant growth for Minor Hotels Australasia, with construction underway on Australia’s first NH Collection and NH Hotel properties which will both be located in Sydney, as well as the Avani Mooloolaba Hotel on Queensland’s Sunshine Coast, set to open in 2025.
Contact Craig Hooley Chief Operating Officer
Contact Craig Hooley Chief Operating Officer
We are committed to the development of all Minor Hotels brands in the region, in key gateway cities, under HMA, Franchise or Lease agreements, offering our owners and partners flexibility, creativity and support, backed by decades of expertise.
We are committed to the development of all Minor Hotels brands in the region, in key gateway cities, under HMA, Franchise or Lease agreements, offering our owners and partners flexibility, creativity and support, backed by decades of expertise.
Minor Hotels is a part of publicly listed Minor International (MINT) – one of the largest hospitality and leisure companies in the Asia Pacific region. MINT is also well known for its international retail and lifestyle brands, and its subsidiary, Minor Food Group, is one of world’s largest restaurant companies with more than 2,600 outlets in 27 countries.
Minor Hotels is a part of publicly listed Minor International (MINT) – one of the largest hospitality and leisure companies in the Asia Pacific region. MINT is also well known for its international retail and lifestyle brands, and its subsidiary, Minor Food Group, is one of world’s largest restaurant companies with more than 2,600 outlets in 27 countries.
With global expertise and global reach, our team of experts provides detailed market insights, impeccable design and technical services, intuitive revenue management systems and vast experience in national operations and commercial strategy to maximise revenue.
With global expertise and global reach, our team of experts provides detailed market insights, impeccable design and technical services, intuitive revenue management systems and vast experience in national operations and commercial strategy to maximise revenue.
Our partnership with Global Hotel Alliance provides the infrastructure, support and marketing exposure to drive incremental direct revenue through a global loyalty program.
Our partnership with Global Hotel Alliance provides the infrastructure, support and marketing exposure to drive incremental direct revenue through a global loyalty program.
Adisused mine in New South Wales’ Hunter Valley region is set to be transformed into Australia’s first dedicated recreation resort park for motoring enthusiasts.
The AU$95 million Black Rock Motor Park at Wakefield will include a 5.25km driving circuit, designed by global F1 track design leader, Tilke Group, luxury accommodation, a function centre, cafe and go-kart track.
The three-year construction project is now underway following a sod turning ceremony on the 252ha site on Tuesday March 26, led by Lake Macquarie Mayor Kay Fraser, Natural
Resources Minister Courtney Houssos, Minister for the Hunter Yasmin Catley and Black Rock CEO Tony Palmer.
The park is expected to be operational within two years, with construction finalised about 12 months later. The first stage will include track construction and establishment of a café.
“Unlike a normal racetrack where the focus is large-scale racing events, Black Rock is more like a golf resort, but rather than 18 holes we have a 5.25km a circuit as our centrepiece,” Palmer said.
“The design of Black Rock focused on evolving the site from a former coal mine into a
beautifully landscaped destination, integrating the circuit and all the facilities within the existing mine footprint and utilising previously cleared land and existing fire trails.”
Interest in motorsport is booming globally, largely to due to the success of Netflix series Drive to Survive, which covers the annual Formula One season.
The Black Rock Motor Park will host corporate driving events, performance car driving experiences, public track days and driver training courses.
“This project will be a place where likeminded enthusiasts can come and share
The recent acquisition of Accor Vacation Club by Travel + Leisure Co. marks a significant milestone in the hospitality industry. This bold move extends the global reach of Travel + Leisure Co., amplifying its Asia Pacific portfolio to over 100,000 club members and 77 club resort properties across prime destinations including Australia, New Zealand, Fiji, Indonesia, Thailand, Japan, and Europe. By incorporating Accor Vacation Club into its brand affiliations—including Wyndham, Margaritaville, and Sports Illustrated—Travel + Leisure Co. takes a significant leap towards its strategic objective of international portfolio expansion.
Travel + Leisure Co. manages a diverse array of hotels internationally under multiple brands. Some properties are pure-play hotels, others are mixed-use, and some are exclusively club properties.
Boasting over 245 vacation club resorts worldwide, Travel + Leisure Co. now holds exclusive rights to develop vacation ownership clubs and products leveraging the esteemed Accor Vacation Club brand across key regions encompassing Asia Pacific, the Middle East, Africa, and Turkey. For developers and hotel owners, the Accor acquisition opens doors to exciting partnership opportunities. With a diverse mix of brands and portfolio choices under the Travel + Leisure Co. umbrella, developers can now explore new avenues for collaboration.
The Accor Vacation Club resorts located throughout Australia, New Zealand, and Indonesia, operate under the Accor brands including Peppers, MGallery, Grand Mercure, The Sebel, Novotel, Mantra, and Mercure.
The mixed-use model, which integrates vacation club apartments with hotel inventory within the same property, presents a compelling formula for all parties involved. By sharing costs and tapping into multiple revenue streams, developers can optimise assets and enhance operational efficiencies.
The integration of vacation ownership units, renowned for their year-round high occupancy rates, ensures a steady influx of guests, thereby bolstering ancillary services such as restaurants, bars, retail outlets, and spas. This holistic property management strategy not only maximises asset potential but also positions developer partners with a premier selection of globally acclaimed hotel brands.
For partnership, management, and development enquiries please contact: hoteldevelopment@travelandleisure.com
The Sebel Melbourne Flinders Lane Club Wyndham Airlie Beach Whitsundays
“It’s going to attract a significant number of new interstate and international visitors and businesses to the area.”
Tony Palmer, Black Rock Motor Park Resort
their passion in a safe and purpose-built environment,” Palmer said.
“It’s going to attract a significant number of new interstate and international visitors and businesses to the area. There are more than 100,000 active members of car clubs in NSW alone.”
The project is expected to add more than 450 jobs during construction, with the completed resort set to employ 229 people.
Fraser said the project is one of the Lake
Macquarie’s most significant developments in her 20-plus years of local government, and the first of its type in NSW.
“This will be a very tangible demonstration of a mine site’s adaptive reuse, and it’s something we’re likely to see a lot more of as the world shifts away from fossil fuels,” she said.
“That transformation, from coal mine to adventure tourism destination reflects our city’s seismic shift over the past couple of
decades, away from primary production towards hospitality, tourism and other innovative industries.
“I’m excited about what Black Rock will deliver for Lake Macquarie and the wider Hunter Region, not just in terms of jobs, but the tens of millions of dollars it will inject into the local economy for many years to come.”
Tim Browne, CEO of Lake Macquarie economic development company, Dantia, said the project shows what can be done on former mining land.
“As Lake Macquarie’s economy continues to evolve, we’re going to need more land available for businesses to set up and expand, bringing jobs and economic benefits to our city,”
Browne said.
“We now have the blueprint for how we can achieve future land use that provides jobs and economic benefits across similar sites in our LGA.” n
AHICE SOUTH EAST ASIA MAKES SUCCESSFUL DEBUT WITH PLANS UNDERWAY FOR A RETURN TO SINGAPORE IN 2025. RUTH HOGAN REPORTS.
Prominent hotel investors, owners, and operators, representing hundreds of billions of dollars in assets, were in attendance at the Southeast Asia debut of the Asian Hotel Industry Conference and Exhibition (AHICE) at the Pan Pacific Orchard in Singapore in February.
Among the major hoteliers to take to the stage was Wyndham Hotels and Resorts President, Asia Pacific, Joon Aun Ooi, who
spoke about trends in hotel franchising and the return of travellers from China; and Pan Pacific Hotels Group CEO Choe Peng Sum, who discussed the company’s recent entry into Jakarta and demand for serviced apartments.
Hilton President of Asia Pacific, Alan Watts, spoke about opportunities for growth
in the region, while The Ascott Limited and CapitaLand CEO, Kevin Goh, talked about expansion into resorts, and the launch of The Crest Collection in Asia Pacific.
EVT’s Director of Hotels and Resorts, Norman Arundel, announced during his interview session that the business has signed a Rydges property in Fiji.
Travel and Leisure Co President and Managing Director of International Operations, Barry Robinson discussed the acquisition of Accor Vacation Club, with vacation ownership also discussed in depth as part of a dedicated panel session.
Taylor Swift was the topic on everyone’s lips as data analysts, hoteliers and tourism experts unpacked the phenomenal impact of The Eras Tour on Singapore and other major cities throughout Asia Pacific.
The investment landscape and real estate trends in Southeast Asia were discussed, with speakers emphasising the importance of supply and demand dynamics, investor sentiment, and efficient operations.
Among the big challenges for South East Asia that executives discussed were the pressures of high interest rates, labour challenges and ongoing construction costs, with experts saying this is likely to continue into the future.
The future of tourism in the region was discussed, with a focus on sustainability, authenticity, and local community involvement. Speakers emphasised the need to manage expectations, create tailored experiences, and prioritise authenticity to remain competitive in the industry.
Technology and AI was another recurring theme with speakers discussing the need for
a more agile approach to talent cultivation and loyalty.
Delegates enjoyed networking events at The Singapore Edition, Pan Pacific Orchard and Pan Pacific Singapore, over the course of the three days.
Plans are already underway for the return of AHICE South East Asia to Singapore in February 2025. n
AHICE Asia Pacific returns to the Adelaide Oval on May 1-2, 2024
HOTELS LEADERS FROM ASIA PACIFIC AND AROUND THE WORLD WILL GATHER IN ADELAIDE FOR THE ANNUAL ASIA PACIFIC HOTEL INDUSTRY CONFERENCE AND EXHIBITION IN MAY.
The countdown is on to the Asia Pacific Hotel Industry Conference and Exhibition (AHICE) – ‘the hotel event where deals get done’ – with a number of new program items announced for 2024.
Over the course of three days – commencing with Design Inn and the Future Leaders Forum at SkyCity Adelaide on April 30, followed by AHICE at the Adelaide Oval on May 1-2 – delegates can expect insightful panel sessions, keynotes, Q&As and presentations, ample networking opportunities and innovative exhibitors.
In 2024, AHICE takes networking to the next level with more opportunities to connect with fellow hotel industry colleagues and key leaders throughout the week.
Evening networking events include entertainment and the finest South Australian food and beverages
For the first time this year, to close Day 1, delegates will have the opportunity to mingle with the bosses at intimate sessions throughout the Adelaide Oval. Informal Q&A sessions with CEOs over drinks will peel back the curtain to find out a bit more about the person behind the big job title and the journey that got them there.
On Day 2, an AHICE afternoon tea like no other, presented by Accor, will take place at the
award-winning Luma Restaurant and Bar. An all-new hour of power will feature quick-fire sessions held over drinks within the dramatic surrounds of the Art Nouveau hotel.
Throughout the conference, in addition to the ‘West’ refreshment area, delegates will have access to a second ‘East’ refreshment space, featuring an expanded selection of exhibitors, as well as a selection of food and beverage offerings.
This year, AHICE coincides with the AFL Showdown with Adelaide Crows hosting Port Adelaide on the evening of Thursday May 2.
Footy fan or not, this sporting event is not to be missed. Take the opportunity to host clients, guests and teams for a night of sport and entertainment in the Adelaide Oval.
A number of top hoteliers will take to the stage at AHICE APAC in 2024, including IHG Hotels and Resorts Chief Executive Officer –Europe, Middle East, Asia and Africa, Kenneth Macpherson; Travel and Leisure Co. President and Managing Director International Operations, Barry Robinson; Outrigger Hospitality Group President and CEO, Jeff Wagoner; EVT Chief Executive Officer, Jane Hastings, and many more.
A keynote presentation will be led by Harsha L’acqua, Founder and CEO of Saira Hospitality,
which creates pop-up hospitality schools with hotel owners for less privileged locals in thriving hotel markets.
A selection of analysts and industry leaders will share their key outlooks in the very first session on Day 1, while JLL Chief Executive Officer – Asia-Pacific, Hotels, Nihat Ercan, will take to the stage later that morning to present the 2024 Asia Pacific Real Estate Outlook.
Among the numerous panel sessions to take place over the conference will be Long Stays – Apartment Hotels, Branded Residential and Co-Living Spaces; The Media – Maximising Earned Coverage and Working with the Press; The Operators’ Outlook For 2024 and Beyond; Essential Sustainability – The Keys to Success in 2024 and Beyond; and The Asset Managers’ Outlook.
AHICE’s under-35 leadership event the Future Leaders Forum will also make a return in 2024. Taking place at SkyCity Adelaide on Tuesday April 30 at 3pm, the Future Leaders Forum will welcome rising stars from a cross section of
cover a wide range of topics from asset management to hotel design and human resources
the hotel industry, including hotel operations, real estate, asset management and more.
At the Future Leaders Forum, panel discussions will unpack the important issues facing young leaders in the industry, and
BIRD TICKETS NOW ON SALE 7 – 8 NOVEMBER 2024
Design leaders, hotel owners and operators will gather at Design Inn to network and discuss key developments in the industry
THE DESIGN INN SYMPOSIUM RETURNS TO ADELAIDE WITH A PROGRAM CENTRED AROUND INNOVATIVE DESIGN AND NEXT-GENERATION THINKING.
Global design leaders and key hotel designers from across Australasia will take to the stage at leading hotel architecture and interior design conference, Design Inn, which returns to SkyCity Adelaide on Tuesday 30 April 2024. This year, Accor’s Global Chief Design, Technical Services and Innovation for PME, Damien Perrot, will share his insights into the global hotel design landscape, covering key challenges and opportunities, in a Q&A session.
A keynote presentation by Design Partnership Founder and Principal Architect, Callie van der Merwe, will examine design for wellbeing.
Van der Merwe began his career as an Architect in the early 1990s before changing over to Interior Architecture in the early 2000s. Since then, he has completed multiple award-winning and successful commercial interior spaces all over the world with a signature philosophical approach of design for predictive behaviour.
Van der Merwe believes design for behaviour in social spaces is achieved by firstly understanding the purpose of the given space and secondly understanding the actions and attitudes that will inhabit that space.
“This ultimately leads to more informed designs where humans behave more naturally, more intuitively and more comfortably,” according to Van der Merwe.
“Understanding and framing these behaviours leads to more delightful human experiences.”
Van der Merwe also joins the jury for the 2024 Australasia-Pacific Hotel Design Awards, alongside Chada Partner and Creative Director, Juliet Ashworth, and Fender Katsalidis Principal, Angela Biddle.
Design Inn delegates will get a look behind the curtain of major hotel projects with key designers and project leads talking through the journey from concept to completion.
Ahead of the highly anticipated Australian brand debut of 25hours, Ennismore’s Director of Lifestyle Design, Pacific, Ellen Stenholm, and Indyk Architects Design Director, Shelley Indyk, will talk through the project and reveal what to expect when the Sydney hotel opens later this year.
Chada’s Juliet Ashworth, will take delegates on a journey behind the historic walls of HM Prison Pentridge, where boutique hotel, The Interlude, has been created.
RF CorVal Transactions Manager (Hotels), Maria Verner, will share insights into the journey to bring Marriott International’s playful lifestyle brand Moxy to the Australian market.
A Breakfast Masterclass, presented by Shape, will unpack the transformation of Salter Brothers Travelodge portfolio and discuss outside-the-box thinking to maximise return on refurbishments during tough economic times.
Salter Brothers Project Director (Strategic Projects), Marie Colangelo, will be joined on stage by Shape Commercial Manager, Andrew Pickering, Stack Studio, Director, Grace Lei Guo, WMK Architecture’s Guy Blunden, and Dezign’s Mike Watson, for this discussion.
Osborn House General Manager Max Mason and QCC Collection’s Caspar Schmidt will join HM Magazine’s Ruth Hogan for a conversation on revitalising regional accommodation for greater returns.
A host of informative panel discussions throughout the day will include a discussion on the commercial benefit of ESG, featuring hoteliers, designers and sustainability specialists; a panel on advancing accessible design to cater to a multitude of guest needs; and an F&B panel that explores the winning formula for a must-visit F&B venue: partner with a hospitality expert or go it alone?
A bathrooms masterclass, featuring key suppliers Grohe and Argent, as well as
specialist designers, will examine what’s new and innovative in this space, led by Mitchell Eades Director, Samantha Eades.
New-build hotels, impressive conversion projects and stellar refurbishments from across Australia, New Zealand and the South Pacific will be recognised at the 2024 Australasia-Pacific Hotel Design Awards.
Chada’s Juliet Ashworth will present a design showcase on boutique hotel The Interlude, located in the former HM Prison Pentridge
The 2024 awards, which recognise exceptional projects – completed and opened in 2023 – that demonstrate design innovation, a commitment to sustainability design practices and deliver exceptional guest experience. Winners across four categories – for newbuild properties, conversions, refurbishments and an overall winner, the Paul Davis Award –will be announced at Design Inn on April 30.
For the latest updates, visit: designinnsymposium.com
Proudly Australian Made
Tailormade to keep your guests returning night, after night.
Australia’s favourite mattress brand.
Sealy is elevating the sleep experience at The Emporium Hotel South Bank in Brisbane with its Embassy Collection featured in all 143 luxury suites.
The Emporium Hotel has long been synonymous with sophistication and superior commitment to service – understanding the pivotal role a restful night’s sleep plays on their guests’ overall experience. The ongoing partnership with Sealy Commercial, that spans well over 20 years, ensures that The Emporium Hotel guests will sleep supported and wake up feeling well rested, refreshed and ready to take on their day.
Discover the ultimate in luxury accommodation at Emporium Hotels where industry leading innovation, comfort and support align to give unparalleled guest sleep experiences and redefine opulence in hospitality. Guests will discover the Sealy Posturepedic difference firsthand, and sleep supported on the Embassy Collection which is featured in every one of the 143 luxury suites.
The Emporium Hotel takes guest satisfaction to the next level, investing in a good night’s sleep for guests on a Sealy Posturepedic.
The Embassy Collection features unique and proprietary support technology combined with luxury comfort materials for the ultimate in comfort and support.
Backed by world-leading orthopaedic research, Sealy Posturepedic mattresses feature innovative support technology that is designed to sense your weight and respond with the appropriate level of support helping to maintain the body’s natural alignment.
Proudly Australian owned and locally made, the Sealy Posturepedic Embassy beds are made to order and made by hand specifically for the Emporium Hotel. These beds are tailored with only the best Australian materials to deliver an end product with unmatched comfort, support and durability – topped with a guaranteed quick turnaround from order to delivery.
With a dedicated Sealy Commercial team in each Australian state, Sealy’s service is second to none, according to Emporium General Manager, Julie Manega.
“At Emporium Hotel South Bank, working with an Australian-owned and made product was paramount to us,” said Manega of her experience working with Sealy. “Sealy’s attentive and patient service made the experience effortless and rewarding.”
Director of Rooms, Hari Varier shared: “Collaborating with Sealy is always seamless. They work around our availability and can manage custom orders. Sealy are efficient and organized and a pleasure to work with.”
Varier has reported great feedback on the newly delivered Sealy Posturepedic beds with guests describing the beds as “super comfortable” and “luxurious”. One guest wrote, “[The] bed was like sleeping on a cloud”. n
For more information, visit the Sealy Commercial website at: www.sealy.com.au/commercial or contact your local Sealy Commercial Representative: Email: commercialsales@sealy.com.au Phone: (07) 3718 2126
STANDARDS AND ECO-CONSCIOUS TRAVELLERS ARE INFLUENCING BED AND BEDDING MANUFACTURERS TO DRIVE INNOVATIVE SOLUTIONS. RUTH HOGAN REPORTS.
Sustainable stays are becoming increasingly important to today’s travellers, with an Expedia Group report finding that 90% of consumers look for sustainable options when traveling. This is impacting every facet of the hotel experience – including where guests lay their head at night.
Australian luxury bedding and mattress brand Sealy has seen a notable increase in queries from hotels around the sustainability of its products in recent times.
Taking a technical and research-based approach to product development, Sealy is continually evolving its strategy to raise the bar on sustainability.
“Our approach to environmental sustainability is with the same level of scientific rigor, to enable us to drive a more sustainable future,” said Sealy National Sustainability Manager, Katie Dowling.
“We have many initiatives underway across our international business, from within our sourcing teams to our manufacturing facilities.
We leverage our global knowledge alongside local initiatives and solutions.”
Dowling said while sustainable beds are an important solution, it’s not just about the end product.
“We consider our energy usage and emissions across all our manufacturing sites and are looking for ways to reduce the energy we need to manufacture our products,” Dowling said.
“We utilise smart meters and sub meters where available to better understand our electricity and gas profile and where we can reduce our usage.
“We have an ambitious global waste management programme across all our manufacturing locations, measuring waste in 18 factories across six countries.
“We compare the amount of waste per piece produced across all bedding manufacturing facilities, identifying areas for improvement. In Australia in recent months, we have reused or recycled around 73% of our waste.”
A member of the Australian Bedding Stewardship Council, Sealy is also improving
processes to manage the lifecycle of its products.
“We know our products are durable and conduct extensive testing to ensure the longevity of every product type,” Dowling said.
“We are committed to improving the recycling rates and recyclability of our products. For our commercial customers we provide options to enable material recycling where available.”
Australian mattress and furniture company, Koala, has a team of designers in Sydney that are focused on creating high-quality products that will stand the test of time, using sustainable materials where possible.
“In previous decades there wasn’t the quality and variety of recycled materials to choose from that we have today,” said Koala’s VP, New Ventures, Mark Mitchinson.
“This increase in options has enabled the Koala team to drive a lot of strong innovations throughout the product range while maintaining the highest level of quality.
“Throughout the next few years, we will continue to see more exciting new products
launched that get us closer and closer to our long-term sustainability goals of 100% circularity.”
Currently, 95% of Koala’s returned products avoid landfill, according to Mitchinson, and the company is striving to reach 100% in the future.
One of Koala’s key focuses is keeping the product in its usable state for as long as possible.
“The longer a product lasts the better it is for the planet,” Mitchinson said.
“When you use only the best raw materials, ethical sourcing, high-quality design and superb craftsmanship you get the benefits of products having a long life.”
Outside of its product range, Koala has a number of ESG initiatives in place including its efforts to protect Australia’s native wildlife.
“Koala is proudly 1% of the Planet and B-Corp certified,” Mitchinson said. “In addition to this, we have a clear goal of keeping koalas wild in Australia, which is increasingly becoming harder. By partnering strongly with WWF, we hope that this continues to be a reality.” n
A BEAUTIFUL BATHROOM, AND THE AMENITIES THAT FILL IT, CAN SET A HOTEL ROOM APART FROM THE COMPETITION. HM ASKED TOP SUPPLIERS WHAT PRODUCTS ARE MAKING AN IMPACT IN THIS SPACE.
Dallen is designing and manufacturing bespoke bathrobes for hotels and resorts who want to move away from the usual white towelling or waffle weave.
“We are creating robes that are unique souvenirs for guests to take home as an ongoing memory of a wonderful stay. We also want them to be Instagrammable,” said Dallen Design Creative Director, Paul Fitzpatrick.
Dallen Design has created cotton kimono styles for Kimpton Margot Sydney and Pier One Sydney Harbour, which suit the warm Sydney climate.
“Bath robes at Kimpton are a key part of our “ridiculously personal” service philosophy,” Kimpton Margot Sydney General Manager, Bruce Ryde, explained. “When not being worn, they hang in strategic places in our guest rooms as a piece of art.
“Created by local designers Georgia Draws A House, our robes tell the beautiful Kimpton Margot story with references to all of the fabulous details of our art deco building. Not only that they are light and so comfortable.”
When it comes to bathroom amenities, Pure White not only ticks the box on sustainability but also on aesthetics.
Pure White offers a biodegradable range of hotel accessories, such as vanity sets and shaving kits, designed and packaged in FSC-certified and recyclable boxes, with stylish bamboo bags available for larger items such as hair dryers.
The sleek white design is intended to complement hotel interiors while delivering environmentally friendly luxury.
Amenities Supplier, Groupe GM, is delivering luxury cosmetics in a unique and patented dispensing system, known as Ecofill.
The product is delivered in a 400ml replaceable pouch placed into a dispenser attached to a bathroom wall. The bracket design is discrete with products suspended in hotel shower or vanity areas.
Both the dispenser and pouch are made from recycled plastics and the pouch – which weighs just 8g – is also recyclable.
“Sustainability is at the forefront of the hospitality industry,” a representative for Groupe GM said.
“This is reflected in the significant changes being made in packaging choices and product formulations as eliminating singleuse plastics and fossil fuel derivatives in favour of sustainable alternatives is now a top priority.
“In addition, compliance with the current regulations applicable to cosmetics is essential to ensure product traceability as well as consumer safety. The industry is incorporating safe and traceable solutions into amenities to address both hygiene and environmental concerns.”
Many hotel room amenities, particularly bathroom accessories, must be disposed of after each stay, contributing to the amount of waste a hotel produces each year. Make the switch to eco-friendly options that can improve guest satisfaction and the bottom line, while reducing environmental impact.
Grohe Everstream uses a quarter of the water and a third of the energy typically required by traditional showers
Grohe, a leading global brand for complete bathroom solutions and kitchen fittings, has revealed the market launch of its water-recycling shower Grohe Everstream which will be available to customers in Europe from spring 2024.
Grohe Everstream has been designed to create the showering experience users expect but consuming as little fresh water as possible – and using far less energy.
The Everstream system uses as little as a quarter of the water and a third of the energy typically required by traditional showers, translating into a cost-saving of up to 65% a year for a four-person household and up to 70% fewer CO2 emissions, depending on individual shower habits.
Grohe products have been selected for the upcoming Adelaide Marriott, set within the iconic General Post Office
Luxury bathroom fittings provided by Grohe have been selected for the first Marriott hotel in Adelaide.
Greaton Development has partnered with luxury bathroom fittings provider Grohe for Adelaide’s first Marriott hotel.
Set within the iconic General Post Office and slated to open this year, Adelaide Marriott will feature a modern design and comfortable spaces that embody the essence of true hospitality coupled with Marriott’s renowned heartfelt service.
“Greaton’s transformation of the 152-year-old Adelaide General Post Office incorporates a 15-storey accommodation tower providing an additional 285 rooms and the first Marriott hotel for South Australia,” said Greaton Development Managing Director, Nicho Teng.
Selecting Grohe as a partner for the project was “an easy choice”, according to Teng.
“Selecting Grohe products for the hotel’s guestroom and public area bathrooms was an easy choice. Grohe boasts a rich brand heritage spanning centuries, embodying excellence and innovation,” Teng said.
“Their commitment to sophisticated design aligns perfectly with the Marriott brand. This partnership promises to elevate the guest experience, blending historical significance with contemporary luxury seamlessly.”
Located in the heart of the city and overlooking Victoria Square, Adelaide Marriott features 285 well-appointed rooms and suites and all with premium amenities. Two contemporary dining venues, a well-appointed fitness centre and an 18-metre heated indoor swimming pool. With over 535 square metres of flexible event space, including a grand 300 square metre conference ballroom, Adelaide Marriott is expected to be a popular choice for conferences and events in the city. n
OSBORN HOUSE IS EXPANDING ITS COLLECTION OF LUXURY LODGES TO CAPTURE DEMAND IN THE ALLINCLUSIVE SEGMENT. RUTH HOGAN REPORTS.
When Max Mason commenced the role of General Manager at boutique Bundanoon property Osborn House, he quickly realised that the weight of staffing costs related to the number of revenue-generated rooms left some room for improvement. But rather than cut jobs or wages, Mason decided to add more rooms.
“I sat down with the numbers, and I pinpointed exactly the number of rooms I needed without having to do major infrastructure changes to deliver a P&L that ultimately works for the business,” Mason told HM Mason determined that an additional five rooms and the increased guest capacity would support the business to increase spa revenue by up to 30% and enter the allinclusive segment, filling a gap in the market left by the (currently closed) One and Only Wolgan Valley resort.
At that time, Osborn House was a 22-key property, with seven Luxury Forest Lodges which had been constructed on site.
Mason’s plan to add more rooms needed to be executed efficiently, with minimal disruption to the property and guests.
Through hospitality management company QCC Collection Group, specialist modular accommodation design and construction outfit Wild Modular was enlisted for the project.
Offering a full turnkey service with a team of experts including interior designers and architects on hand to create bespoke offerings, Wild Modular completes the design and construction of ready-to-move-in prefabricated units at its Sydney factory and handles delivery and installation.
“A major disturbance to the hotel was something that we couldn’t risk again,” Mason said.
“Knowing that Wild Modular was building off site and delivering and installing the units in a short window, meant that we could effectively add that infrastructure without any disturbance to the locale at all.”
Once a Geotech survey was conducted on the site by the Wild Modular team and development approval was granted, construction could commence.
Hospitality management company QCC Collection Group, a business partner of Wild Modular for the last few years, introduced the Osborn House project. QCC Founder and Director, Caspar P. Schmidt worked with the team throughout the project.
Schmidt told HM, that more and more hoteliers are seeking quick and cost-effective alternatives to traditional hotel extensions to increase room capacity.
“Wild Modular completed construction of the five lodges at their controlled-conditions Smithfield (Sydney) factory in just four weeks and installed the units on site over the course of just three days,” he said.
“It’s the feasibility, in terms of cost, speed and lack of on-site disruption, that hotel owners are really impressed by.
“A hotel owner with a development application for a traditional extension will have to wait up to three years until they have rooms. This can be done in a matter of months, allowing the upside of additional inventory to deliver that return on investment very quickly.”
Modular accommodation is proving popular in regional areas, given it can be positioned within rugged landscapes and advanced construction methodologies and materials that can withstand harsh weather conditions.
“We are working with modular products for both coldclimate and tropical hospitality applications in several different locations world-wide – and the features of low impact, quality construction and high sustainability values align so well with guest demand – that of the ‘mass affluent consumer’ that KSL amongst others has spoken about recently,” Schmidt said.
“We are experiencing high demand in regional areas, and this is not likely to stop for a few years. For owners, CapEx is all about the Net Operating Income that can be generated, and with these types of structures they are getting there faster, easier and with much greater
Each lodge features an expansive balcony and outdoor
where guests can enjoy views of the countryside
“These are not cabins, these are Luxury Forest Lodges.”
Max Mason, Osborn House
efficiency compared to usual bricks-and-mortar projects. We look to take the pain away and manage the entire project from start to end.”
The new one-bedroom Luxury Forest Lodges at Osborn House, which open to guests from mid-April, are exact replicas of those already on site. They feature a luxury king bed, separate bathroom and living area complete with a fireplace, a large skylight, and a freestanding outdoor bath, set on an expansive balcony where guests can enjoy views of the sprawling countryside.
With air conditioning, luxury amenities, tea and coffee facilities, and breakfast included, Mason said the lodges deliver a luxury hospitality experience that goes far beyond the concept of a cabin.
“These are not cabins, these are Luxury Forest Lodges, and I think they are some of the most beautiful suites in Australian hotels,” Mason said.
“A luxury lodge allows us to get a fixed premium to extend this estate into realms that we previously didn’t think possible.
“It’s only very recently been achievable to extend your footprint with a hotel of this calibre and actually augment the quality of what you’re delivering.” n
DISTINCT COLLECTION HOTELS ARE ON THE RISE AS BOTH TRAVELLERS AND OWNERS SEEK CHARACTER OVER A ‘COOKIE CUTTER’ APPROACH.
A KEY PART of Accor’s growth and development strategy is to expand our strongest categories, which includes collection brands. With one of the highest growth rates in the industry today, collection brand hotels are proliferating around the world at a rate of 25% a year.
Driving this expansion is rising demand from independent hoteliers seeking to leverage the benefits of an international and leading hotel group, like Accor, while responding to a growing guest desire for authenticity and local experiences.
Just last year, we responded to this demand by diversifying our portfolio of collection brands, which already includes MGallery in the upper upscale space and Emblems Collection in the luxury category, with the launch of Handwritten Collection. Through the creation of Handwritten Collection, we broadened our portfolio of boutique hotel offerings and brought together small to mid-size hotels that authentically reflect the character and warmth of the people who love and look after them.
Since launching Handwritten Collection just over one year ago, we’ve opened two Handwritten Collection hotels in Australia – Hotel Morris
Sydney and Wonil Hotel Perth. We’re very pleased with the incredibly positive response we’ve received from owners and partners in our first year. The brand has huge potential for growth, and we are in active discussions for several new Handwritten Collection hotels in Australia and New Zealand.
Our first brand in the collection category, MGallery, is another popular brand across the Pacific region, and is known for its storied boutique hotels, each with a unique history, personality and sense of place. Some of our newest MGallery hotels in Australia and New Zealand include The Porter House Hotel Sydney, Manly Pacific Sydney, Hotel Chadstone Melbourne, and Fable Terrace Downs Resort in New Zealand.
Our collection brands are ideal for owners who want to allow the original character of their hotel to shine. They offer flexible standards designed to answer the needs of independent boutique hotel owners and enhance the guest experience with a few light brand attributes, while benefiting from the power of Accor’s sales, distribution and loyalty platforms.
Michael Canny
QUEST
QUEST
Liz Galea QUEST
WITHIN HILTON’S EXPANSIVE hospitality portfolio, our three distinct collection brands – LXR Hotels and Resorts, Curio Collection by Hilton, and Tapestry Collection by Hilton – present a diverse array of bespoke and uniquely designed hotels situated in remarkable destinations worldwide. These collections encapsulate the essence of their local surroundings, offering guests unparalleled experiences tailored to their individual tastes and preferences.
In Australia, we proudly showcase two Curio Collection by Hilton hotels, each serving as a testament to the collection’s unwavering commitment to excellence. These properties are carefully selected for
their distinctive charm, a character and independent spirit, providing guests with immersive experiences that embrace the local culture and heritage while offering unexpected amenities that cater to every need.
As we look to the future, our goal is to further expand the presence of our collection hotels across Australia, through both Hilton’s franchised and managed models. Our owners and franchise partners benefit from our powerful commercial engine, robust supply chain, and extensive support network. Further, expansion for our collection hotels will ensure our loyal customer base will have access to unparalleled accommodations that reflect the richness and diversity of the Australian landscape.
Through our continued dedication to innovation and excellence, we aim to redefine the standard of hospitality and create unforgettable experiences for every guest who walks through our doors.
Housed within the BWH Hotels portfolio, WorldHotels Crafted has a collective mission to showcase independent hoteliers who turn the ordinary into the extraordinary. Through design and creativity, these hand-selected lifestyle hotels capture the spirit of the destination and create long
Marriott’s Autograph Collection hotels in Australia include Pier One Sydney Harbour and Midnight Hotel Canberra
Richard Crawford, Vice President Hotel Development, Australia, NZ and Pacific
AS THE WORLD’S largest hotelier, Marriott International manages and franchises 8,900 hotels across all tiers of accommodation. Included in our 30+ global brands are three dynamic ‘collection’ brands, aimed at discerning travellers who value bespoke, curated experiences.
Marriott’s Luxury Collection encompasses 120 of the world’s very finest hotels and resorts, while in the upper-upscale category, our Autograph Collection and Tribute Portfolio offer a further 300 properties, each with a unique story.
For hotel owners, Marriott’s collection brands offer the dual benefits of allowing the curation and promotion of a unique and distinctive hotel identity, whilst benefiting from the full power of Marriott’s leading sales, marketing, distribution, and loyalty programs.
In Australia, highly successful examples of Marriott’s collection brands are our two Autograph Collection hotels (Pier One Sydney
Harbour and Midnight Hotel Canberra), along with The Tasman, a Luxury Collection Hotel, which opened to global acclaim in Hobart in 2021. Targeting global explorers, Marriott’s collection branded hotels and resorts offer a gateway to the world’s most exciting and desirable destinations. From legendary palaces and remote retreats to timeless modern classics, each property is a unique representation of its locale and a fusion of hospitality excellence with captivating, authentic experiences. In each case, these hotels are free from the more prescriptive brand standards that apply to Marriott’s ‘core’ brands. Interestingly, Marriott’s collection hotels have been among our most resilient performers during and post Covid-19, and they are some of the most sought-after brands by developers of new hotels. During this period, affluent domestic leisure travellers have been our most profitable prospects, and they have voracious appetites for memorable travel experiences. Hotels with distinctive personalities have immense power to capture this interest, whilst their affiliation with the world’s largest hotel company also delivers commercial security for hotel owners and an assurance to guests that they are in the very best care.
Pro-invest Group has joined forces with Hub OS to optimise maintenance management.
As part of the company’s broader work to make a step change in operational efficiency, Pro-invest Group has implemented several Hub OS modules across 17 of its properties. This partnership marks a significant milestone in the hospitality industry, as the software integrates seamlessly into various aspects of hotel management, including integrative guest-facing technology.
Here, Howard Phung, Director of Digital, Data and Technology at Pro-invest Group, discusses the strategic use of technology to enhance maintenance management, with a focus on ensuring an exceptional experience for every guest.
When choosing a digital solution for your operations, what were the three top priorities for Pro-invest Group?
In selecting a digital solution, Pro-invest Group placed a high priority on three essential factors: the ability for seamless and reliable integration across various systems and platforms, ensuring a user-friendly experience that simplifies training and daily use, and strong local support to guide our development roadmap and provide after-sales service. These priorities were crucial in ensuring that the chosen solution would meet our operational needs and align with our strategic goals.
Why was Hub OS the right choice for Pro-invest Group?
Hub OS emerged as the perfect partner for us, primarily due to its strong local knowledge and its successful track record with leading global hotel chains. This partnership instilled confidence in us that Hub OS would be a reliable and effective partner in our digital transformation journey. The critical role played by Rob, akin to an in-house IT transformation expert, was instrumental in driving user adoption and ensuring the successful integration of Hub OS into our operations.
Pro-invest Group Director of Digital, Data & Technology, Howard Phung, and Hub OS Australasia Director of Sales & Operations, Rob Bell
How have back-of-house processes changed since implementing Hub OS?
The implementation of Hub OS has transformed our back-of-house operations significantly. The platform has enabled a true multiproperty management capability, allowing for efficient asset tracking and management across all our properties. Additionally, the shift away from paper-based processes to a more data-driven approach has enabled us to make more informed decisions, enhancing our guest satisfaction metrics and operational efficiency.
What has been the key to successfully implementing Hub OS?
The successful implementation of Hub OS can be attributed to a blend of factors, with strong local expertise and a collaborative partnership at the forefront. The determination and commitment shown by both Pro-invest Group and Hub OS have been critical. A focused approach on user adoption, coupled with proactive engagement on maximizing the use of underutilized modules, has significantly improved our operational efficiency and the overall success of the implementation.
What has been the impact of Hub OS in terms of financial and operational improvements?
The impact of integrating Hub OS into our operations has been substantial, yielding significant financial and operational benefits. The efficiency improvements in areas such as room cleaning have resulted in faster turnover times, allowing our staff to reallocate their focus to other critical areas. The maintenance module of Hub OS has provided a holistic view of asset management across the group, ensuring optimal maintenance and service of key assets. This has not only improved operational efficiency but also had a tangible financial impact, contributing to our overall goal of financial optimisation and effective asset management. n
INDEPENDENT COLLECTIONS OF hotels offer owners a number of compelling benefits when compared to branded hotels. This includes the opportunity to develop a legacy hotel aligned with their vision; an ability to create a hotel that will stand out in often crowded markets; and, by offering guests something out of the ordinary, the chance to generate market leading revenues. There is an increasing demand for these hotels as a result of many travellers now seeking unique experiential stays, including with their F&B experiences.
TFE’s bespoke collection are genuinely one-of-a-kind properties. They provide guests a truly unique stay – both from a rooms and F&B perspective – which has in turn generated huge demand for this brand. We are protective of our Collection hotels and seek to align with owners who share our vision. This has resulted in Collection owners typically seeking a legacy hotel within which they enjoy ongoing intimate involvement with their hotel.
The Eve Hotel Sydney, opening later this year, will create spaces where guests and visitors can immerse themselves in the art, cultural, and culinary offerings from the local Surry Hills and Redfern communities. It will be joined by the Hannah St. Hotel in Melbourne’s Southbank in 2025, which will bring international influences to Southbank through its design and experiences and become a neighbourhood hotel for locals and visitors alike. Following the opening of these hotels we look forward to welcoming another Collection property in Melbourne’s Docklands precinct, which will include an incredible event space and Australia’s largest rooftop infinity pool. We’re also excited to announce more bespoke properties in the very near future.
At TFE, we are immensely proud to be able to operate these hotels and recognise how incredibly fortunate we are to have the opportunity to collaborate with our Collection owners in bringing to life hotels that stand out not only in Australia and New Zealand, but also globally. We can’t wait to open the new additions to the portfolio, and to continue growing the most exciting portfolio of hotels in ANZ. n
Accor’s Ibis brand is continually evolving in line with guest expectations, 50 years on from its launch
ACCOR CHIEF COMMERICAL OFFICER PME FOR MEA APAC, KERRY HEALY, SPOKE TO RUTH HOGAN ABOUT REFRESHING ICONIC BRANDS TO DRIVE GROWTH.
How have you seen the Premium, Midscale and Economy segments evolve in recent years in line with consumer demand? Accor has spent a large part of the last decade acquiring and developing new brands and, with the rise of consumer trends such as hyper personalisation, we invest to make sure Accor brands continue to strongly appeal to consumers. Our Premium, Midscale and Economy (PME) brands such as Pullman, Novotel, Ibis and Movenpick, need to resonate with our audiences and have a distinct personality and strong culture of service excellence. We continually review our brands to see how they resonate with Gen Z and Gen X, how they talk to the growing middle-class and booming economies like India.
We have an absolute focus on refreshing our iconic brands, to heighten their appeal to consumers and support our partners businesses.
Can you share some examples of the new directions these brands are taking? Let’s take Ibis, for example. It’s 50 years old and has over 2,000 hotels in Europe alone –it’s a significant part of the global footprint of product.
We’ve done a lot of research into what the future traveller wants from an Ibis hotel and the decision drivers for choosing an economy hotel.
“We need to make sure these brands can stand the test of time.”
Kerry Healy, Accor
A great night’s sleep is always important – that’s why we invested in the Sweet Bed –convenient location, grab n’ go concepts; these are all important to the economy guest.
Accor needs to make sure that for the next 50 years we maintain recognition as the market leader in the economy segment. We will soon be launching a significant new campaign across the region for Ibis called ‘ Go Get It’ – we believe that this substantial investment will yield a profound and lasting impact, further solidifying Ibis’s position as a frontrunner in the industry.
We are also looking at refreshing the Novotel brand with new design elements coming in and leaning into some of the brand passion areas – being family friendly and targeting that blended traveller – and we’ll be introducing something quite unique later this year.
What opportunities are you seeing in the premium segment?
We see a major opportunity for the Pullman brand in the premium segment – it’s another brand that we are heavily invested in refreshing. It has a lot of heritage, dating
back to 1870, so its refresh will centre on that heritage and design elements – the materials and fabrics we use – the social aspect, MICE, food and beverage.
We also have Mövenpick and Swissôtel, so we will be driving those three brands very hard to own that space in the premium category.
Handwritten Collection and Tribe are also going to be successful in mature markets where owners and guests are seeking fresh brands and innovation.
Loyalty is such a big focus for Accor. What collaborations and partnerships are driving performance in this area? The more you put into the ecosystem, the more value that members see. And the more you can do outside of the stay itself, that’s where the magic happens. In credit cards, we have a partnership with Visa in the Middle East, and we’ve just launched a card in South Korea – all of that brings awareness to the Accor loyalty program.
With airlines, we have deals with Qantas, AirFrance, Singapore Airlines and Emirates
Airlines; and we’ve got a big play on ride operators. We have an aggregated ride operator that sits within the ALL – Accor Live Limitless app, so when guests are in destination, they are earning points on everything they do. It’s another reason to open the ALL app, another reason to remember your relationship with Accor.
What are some of the key opportunities you are seeing for Australia?
We are focused on inbound flows to Australia. As China is recovering, we are refocusing on what we’re doing in China, what we’re doing outbound India, how we’re driving some of the long-haul markets into Australia. We’ll lead in with our loyalty, marketing campaigns, that commercial focus that we have on hotels and working with them on their segmentation mix.
Over the last few years, Australia has had very strong domestic travel; there are some inflationary pressures in the market at the moment, we really need to make sure we’re maximising corporate business and on inbound visitors, we need to make sure we are capturing our share. When we know our big feeder markets for Australia, we know our own brand purposing in those markets, we will lean into crafted brand campaigns and loyalty campaigns – some shared, some unique – to build new partnerships, brand preferencing and ALL awareness in those markets. n
Hotels are utilising technology to learn more about guest preferences
AN EXPLOSION IN THE RANGE AND VOLUME OF DATA IS GIVING GREATER INSIGHTS TO REVENUE MANAGEMENT IN HOTELS, ACCORDING TO EXPERTS IN THE INDUSTRY.
ARMA
Melissa Kalan, Chief Executive Officer
THE LANDSCAPE OF revenue management is constantly evolving, however, recent years have been marked by several noteworthy trends. One notable development is the growing adoption of the term “commercial leaders”, although this trend is still more biased towards sales and marketing professionals rather than revenue management (RM) professionals. In the hospitality industry, the concept of commercial leadership has emerged as a critical role overseeing the commercial pillars, of which RM plays a pivotal part. This approach aims to mitigate the silo operating model that has long plagued the industry, emphasising the need for individuals who possess a comprehensive understanding of all aspects and can balance the objectives and needs of the business.
Furthermore, the more recent higher rates enjoyed by industry has highlighted the synergy between operational excellence and revenue performance. Customer expectations regarding value have also increased along with price increases. When operations fail to deliver excellence, it often results in reviews citing “lacks value for money”, prompting reflection and discussion across operations and commercial teams.
The adoption of remote work options and hybrid work models has expanded the talent pool reach for revenue management professionals.
Although the profession experienced a loss of talent pipeline, the flexibility offered by remote work options has enabled access to skilled individuals irrespective of their geographical location. However, while remote work offers advantages, there is still value in onsite presence and engagement with operational departments, leaders and teams, highlighting the importance of a balanced approach.
On the positive side, technology has been developing at a rapid rate, providing operators with more options to gain data insights for better decision-making. Solutions leveraging technology that adjust price more frequently show improvements in revenue even if the solutions mechanisms are not optimal in the true sense of determining price. These meet the budgets of some operators, but it is important for operators to truly understand the functionality of solutions before they commit. Additionally, there are now more true revenue management solutions meeting the budgets of the broader market, and with the integration of AI for greater accuracy and efficiency. However, there remain challenges, such as distribution inconsistencies that operators struggle to keep on top of and fragmented tech stacks under brands that hinder data calibration and strategy decisions.
In my opinion, the future of revenue management will see more operators embracing technology for improved speed and accuracy. This will allow revenue managers more time to focus on total revenue management including diversifying revenue streams and ensuring distribution efficiency. The best revenue management professionals will possess strong leadership and communication skills, business acumen, and a keen eye for detail and innovation, enabling them to also take on more operational leadership roles within organisations along with commercial leadership roles. I envision less pigeonholing of revenue management professionals and a greater recognition of their transferable skills by savvy operators and owners looking to optimise their complete assets.
CHOICE HOTELS ASIA-PAC’S Revenue Management service is built on personalisation. Our Revenue Managers are known and trusted by our franchisees to grow and optimise their business. The changing technology landscape has evolved the role of a Revenue Manager well beyond a business analyst into a strategic partner for rate optimisation and strategy. The booking distribution landscape has vastly expanded in the last five years. Our guests have more channels than ever before to make a booking, increasing the channels a Revenue Manager needs to understand to build an informed rate strategy. To achieve success, a Revenue Manager has to be able to comfortably navigate the blurring between their traditional role and the world of marketing, looking at the channels that are generating demand and driving conversion.
Choice has always been at the forefront of developing and implementing revenue management tools which leverage AI and machine learning. This mindset ultimately led to the development of the industry first revenue management solution, ChoiceMAX. This culture of innovation means Choice is always open to the use of technology platforms and partners to inform our decision making and understanding of the landscape. This covers a broad range of data points including industry benchmarking tools and corporate
delivery insights. Technology has empowered our Revenue Managers to upskill in the areas they need to drive growth for their portfolio. Outside their formal CRME certification through HSMAI, all our Revenue Managers are utilising LinkedIn Learning to broaden their understanding of marketing and consumer demand. LinkedIn Learning has pleasingly been made available to all Choice Hotels International employees globally.
Choice Hotels Asia-Pac launched the innovative rate decision-making tool platform ChoiceMAX in the region in August 2022. Properties utilising the system continue to see tremendous results ending 2023 with nearly the double the RevPAR growth compared to non-revenue managed properties. These results are particularly impressive considering we’ve only rolled out phase one of the system in Australia and New Zealand. There are two additional phases to launch in this market which will enable greater customisation across exclusions, length of stay parameters and market responsiveness. ChoiceMAX has been purpose built for Choice Hotels International by market leading revenue management software company Ideas. The ownership of the platform and its connection to our proprietary PMS system ChoiceADVANTAGE puts us in the position to continue to evolve the features of the platform to respond to the needs of our franchisees.
ALTHOUGH THE THEORY behind revenue management remains the same, the systems and tools have developed rapidly. The key development being the sheer range and volume of data that is available and relevant. As much as, or more than, any other function in hotels, revenue management has seen an explosion in data inputs seeking to give greater insights.
Technology is impacting this area heavily. I think the ability to consolidate vast amounts of data inputs into specific, actionable insights is the key current and future requirement, as this is beyond human capability. And that technology could be the ability of an RMS to process data input points into valuable insights, right through to a program like Chat GPT ‘interacting’ to give answers to complex questions.
When it comes to artificial intelligence (AI), I don’t think there is anything impacting revenue management that could be termed ‘true AI’, but certainly faster, better data in business intelligence (BI) tools are giving greater insight and automation to RM. There are so many more data points being fed into RM systems that humans just can’t do the same level of data sorting. However, at least for the foreseeable future, there is still an absolutely crucial need for human judgement to apply to those data insights.
It’s a constant evolution to get the right tools into the hands of the right people. IHG has a number of global projects constantly moving and specifically pertaining to this space.
TECHNOLOGY IS SHAKING up hotel revenue management in some pretty incredible ways. From helping us gather and analyse data to provide realtime insights, crucial for navigating the dynamic hospitality landscape. With advanced analytics tools, we gain invaluable insights into booking patterns, market trends, and guest preferences, giving us the edge in pricing strategies. Furthermore, dynamic pricing algorithms allow us to adjust rates on the fly, ensuring we’re always optimising revenue. Automation is a gamechanger, streamlining processes and freeing up time for strategic decision making.
Technology has opened a whole new world of distribution channels, reaching guests in ways we never thought possible. For instance, the rise of smart mobile OTA platforms which have completely transformed how guests discover and book accommodations. However, the one thing
Technology and innovation is driving greater results in revenue management
that truly has me excited is the integration of social media into revenue management. Hotels and RM managers utilising social platforms not just for engagement, but as power distribution channels. Through targeted ads and strategic promotions, hotels can reach potential guests directly where they spend their time online, creating unique experiences and drive bookings like never before.
Technology has and continues to diversify hotel revenue opportunities. One that comes to mind most recently is Mews Spacetime. This has revolutioned the way we look at space optimisation, for example selling parking spaces to hotel guests or external customers by the hour, day, week or even month. Spacetime could even be used to sell a single lane in a swimming pool. Secondly, harnessing data and AI capabilities allows for targeted marketing and personalised guest experiences, driving revenue through upselling and crossselling opportunities. Open APIs and integrations facilitate seamless collaboration with third-party services, enhancing the guest experience and unlocking additional revenue streams, such as partnerships with local attractions or transportation services. Furthermore, utilising technology for dynamic pricing strategies ensures optimal room rates based on real-time demand and market conditions, maximising revenue potential. By embracing these technological advancements, hotels can diversify revenue streams, increase profitability, and provide exceptional guest experiences, positioning themselves for long-term success in a competitive market landscape.
The future of revenue management indeed looks incredibly promising, with a blend of innovation and guest-centric strategies. Picture a world where a hotel uses virtual reality to immerse guests in a unique hotel experience, transforming the booking journey into an interactive adventure. The guest utilises blockchain technology to secure their room on a transparent ledger system which revolutionises transactions, ensures seamless payment and personalised loyalty experiences.
Amidst these technological advancements, data analytics will remain paramount, empowering revenue managers to forecast demand with precision and tailor offerings to individual guest preferences. Moreover, seamless integration across PMS, CRS and CRM platforms will streamline operations while fostering agility and innovation in revenue management practices.
With a blend of cutting-edge technology, data-driven insights, and personalised guest experiences, the future of revenue management promises unprecedented growth and success in the hospitality industry. n
Ovolo recently partnered with fitness app Acero Drip on a guest promotion
STEPHEN HOWARD Group Director of Marketing, Ovolo Hotels
IN THE FAST-PACED world of marketing, brand collaborations have become a powerful tool to connect with consumers in new and exciting ways.
At Ovolo Hotels, we believe that successful brand partnerships are built on shared values, creativity, and a genuine desire to create something unique and memorable for our guests.
One key factor in a successful brand collaboration is finding the right partner who aligns with our brand ethos and resonates with our target audience. This could be a like-minded company, a popular influencer, or even a local artisan whose work complements our own. By choosing partners that share our values and vision, we are able to create authentic and impactful collaborations that truly resonate with our guests.
Some recent key collaborations at Ovolo include partnerships with local artists to create bespoke artwork for our hotel rooms, collaborations with wellness brands to offer unique guest experiences, and teaming up with fashion labels for exclusive guest perks. Each of these collaborations worked because they brought something new and exciting to our guests, while also staying true to the Ovolo brand.
When it comes to successful brand alignment, it’s important to communicate openly and honestly with your partners, listen to their ideas and input, and be willing to take risks and think outside the box
whilst understanding both the brand and commercial objectives of an initiative. By fostering strong relationships with our collaborators and staying true to our brand values, we have been able to create memorable experiences for our guests and differentiate ourselves in a competitive market.
In the world of marketing, brand collaborations are important in driving engagement and create unique experiences for consumers. By choosing the right partners, staying true to our brand values, and fostering strong relationships, we can continue to create successful collaborations that resonate with our guests and set us apart from the competition.
VICTORIA
PETERSONDirector of Marketing Communications, The Langham, Gold Coast
IN THE EVER-EVOLVING hospitality landscape, brand collaborations have emerged as a powerful tool for enhancing brand equity and fostering innovation. Successful collaborations hinge on meticulous alignment, shared values, and a commitment to authenticity.
At The Langham, Gold Coast collaborations exemplify these principles. Partnerships with luxury lifestyle brands like Bulgari, Harper’s Bazaar and Veuve Clicquot have resonated with our clientele, as
they embody the sophistication and refined elegance synonymous with our brand. By aligning with partners whose ethos mirror ours, we’ve ensured seamless integration and heightened brand positioning.
The Bulgari afternoon tea resonated with our affluent and aspirational clientele whilst talking to one of our brand pillars – the famous Langham afternoon tea. The Veuve Clicquot poolside pop-up was the perfect embodiment of resort-life in the peak of summer for our leisure guests. And finally, the Harper’s Bazaar Australia x The Langham, Gold Coast $100,000 wedding giveaway is a grand nod to launching luxury weddings at the hotel as a PR activation but with a clear focus on converting leads.
Key to a successful brand alignment is a thorough understanding of each partner’s audience and objectives. This diligence enables tailored experiences that resonate deeply with consumers, driving engagement, loyalty, and revenue.
The significance of nurturing authentic relationships with partners, built on mutual trust and respect cannot be underestimated. By prioritising open communication and shared vision the marketing team has cultivated enduring partnerships that yield exceptional results.
In navigating collaborations, it’s important to stay true to the brand essence while embracing innovation and creativity. By maintaining an unwavering commitment to quality and excellence, The Langham, Gold Coast continues to forge dynamic partnerships that captivate and elevate the guest experience.
Ultimately, successful brand collaborations with meticulous planning, genuine enthusiasm, and a commitment to authenticity can unlock new avenues for growth and differentiation, enhancing positioning and appeal of both brands. n
A PLETHORA OF NEW HOTELS HAVE ENTERED THE VICTORIA AND SOUTH AUSTRALIA MARKETS OVER THE LAST 12-18 MONTHS AND THE TRADING OUTLOOK IS POSITIVE.
MELBOURNE IS NOW nearing the end of the largest new supply cycle on record which has made it the largest hotel market in the country. This has seen the introduction of many upscale and luxury properties, including new high-end brands such as the W, Le Meridien and Ritz Carlton. Additionally, the current ongoing pipeline (eight projects to open over the coming two years) will see the entry of other major brands such as 1 Hotel and Shangri-La.
Melbourne’s occupancy remains below pre-pandemic levels due to the sharp increase in supply, however the vast improvement in product quality continues to see ADR sit at a significant premium. The trading outlook is
positive with a recovery still playing out in air capacity and traditional demand sources, while the city’s enviable calendar of major global events such as the Australian Open, Formula 1 and stadium concerts (thank you, Taylor Swift) continue to break attendance records.
From an investment perspective, a significant paucity in activity owing to the lockdowns has resulted in a flurry of recent deals with trophy and genuine value-add opportunities being the most keenly contested. With domestic investors having been active, the market remains firmly on the radar amongst Southeast Asian investors in particular.
Adelaide has also experienced its fair share of new hotel openings, albeit less than Melbourne. Since the onset of the pandemic the city has seen new hotels such as the Oval Hotel, Crowne Plaza, EOS by SkyCity, Hotel Indigo, Sofitel and Vibe. The future pipeline
remains comparatively subdued with only the Marriott GPO and Treehouse Market Square under construction.
The evolution of Adelaide’s hotel market mirrors the growth of the state generally. Notably, its economy has undergone a significant transformation from “mines and vines” to one that benefits from burgeoning bio-medical, defence and education sectors, major infrastructure investment (Adelaide Airport expansion, Riverbank Entertainment Precinct, Lot Fourteen Innovation Precinct) and an ever-growing list of major events including LIV Golf, AFL Gather Round, Adelaide Fringe Festival and the Tour Down Under. Accordingly, from a trading perspective, the market’s new hotels are set to continue to take advantage of the domestic and international traveller attention the city now commands.
While trading activity has remained limited over recent years, the acquisition and development activity that’s taken place has seen many regional groups sit up and take notice, meaning new-entrant investors are likely to feature in deals moving forward. n
THE FAULL FAMILY BEHIND SWISS-BELHOTEL INTERNATIONAL SHARE A GLIMPSE BEHIND THE CURTAIN OF A GLOBAL FAMILY-RUN HOTEL BUSINESS. RUTH HOGAN REPORTS.
When Gavin Faull purchased Swiss-Belhotel International in 1999 with his Hong Kong business partner, the group had just three hotels. But from humble beginnings, he turned his vision of a branded hotel company into reality. Today Swiss-Belhotel International has close to 135 hotels and operations across 20 countries and over 12,000 staff.
Over the course of those years, the Swiss-Belhotel International Chairman and President has been joined by his three sons – Matthew, Oliver and Edward – as executive directors in the business; but only after they had pursued their own individual career interests.
“They didn’t know that they were joining The Firm; a little bit like another famous family,” Gavin smiled, hinting that their involvement was always on the cards.
In an exclusive interview with HM – with Gavin, Matthew and Edward gathered around a computer screen in Singapore and Oliver dialling in from New Zealand – the executives shared an insight into life in a global family-run hotel business.
Hospitality wasn’t Gavin’s first career venture either.
“I was a boring chartered accountant,” Gavin said.
“Straight out of college, I went to Hong Kong and worked for KPMG.”
It was there that a client connection resulted in him working for “the best hotel company in the world, The Peninsula Group”, kickstarting a hospitality career that has spanned 45 years to date.
While his experience in the world of finance was valuable, it was an entrepreneurial drive that was needed to grow the business.
“If I sat there looking at numbers, the deals would have gone past my door,” he said.
In 2009, Oliver became the first son to join the business, moving from London to take control of the Hong Kong office.
Formerly a chartered accountant working in New York, Oliver was working in the group finance function for UK-based telecommunications giant Carphone Warehouse when the opportunity arose.
“Gavin rides the plane every other day – he flies more than a Cathay pilot.”
Oliver Faull, Swiss-Belhotel International
“We probably all realised that we’d end up in the business at some stage, even though we took our own individual paths,” Oliver said.
“We probably resisted it for as long as possible and then got pulled into the mothership – and once you get onto the Death Star you don’t leave!”
Having worked in hotels during his university years, it was a natural progression to eventually return to the family business and as Senior Vice President, Australia and New Zealand and Assistant Chief Financial Officer, Oliver’s background in finance comes into play on a daily basis.
Matthew had a successful career in e-commerce working in Japan, Russia and the Philippines for about 10 years before lending his skills to the family business.
Alongside his position as SVP of Information Technology, E-Commerce and Distribution at Swiss-Belhotel International, Matthew is now heavily involved in corporate management in Indonesia.
“Within the company I’m doing e-commerce, distribution, marketing and so forth, on top of project development with Edward,” Matthew said.
Edward’s background is in construction, having worked as a civil engineer for about 10 years, first in New Zealand and later in Papua New Guinea and Hong Kong.
“When the pipeline and construction side of Swiss-Belhotel International was gathering pace, we needed a cheap engineer – ‘cheap’ not ‘chief’ – I was pulled across for an opportunity to use my skillset and experience to support the family business,” said Edward, now SVP of Group Technical Services and Projects and SVP of Operations and Development, Vietnam and Thailand.
“I got shipped off to the Middle East for six months in 50-degree heat, came back to Hong Kong, and was sent off to Indonesia to pull the project team together – there was a growing pipeline there that needed a little bit of support and structure.”
The brothers’ unique combination of skills has proved invaluable to the success of the business in recent years.
Growing up in the Faull family, travel and hotels were a part of daily life.
“We had all grown up in hotels,” Oliver explained. We actually lived in a Hyatt hotel for six months when we first moved back to New Zealand and had a lot of exposure to travel around Asia.”
Today, the travel continues with the family dotted across Asia Pacific and constantly on the move.
“Today we’re in Singapore, tomorrow we’re in Kuala Lumpar; Friday we’re in Hong Kong and probably Monday I’ll be in China. After that, I’m not sure where I’ll be,” Gavin said.
“Gavin rides the plane every other day and flies more than a Cathay pilot,” Oliver said.
“I’m not quite sure how he does that because it’s incredibly exhausting.”
Advances in technology in recent years have made communications much easier and have allowed the business to compete more evenly with bigger companies.
“Things as simple as WhatsApp make a big difference,” Oliver said.
“Instead of having the traditional board meeting every month, we’re constantly in communication, whether it’s phone calls, WhatsApp calls and messages – everything is in real time now, which can be a good thing and a bad thing.
“One of the silver linings out of Covid was our company wide communication improved a lot.”
Working with family can have both advantages and disadvantages, of course.
“It’s a bit like a coalition government,” Gavin joked.
But a shared interest and trust in each other is a clear benefit.
“We all work incredibly closely, we know each other well,” Oliver said.
“We’re all loyal to the family and loyal to each other. And the extra benefit of being family members is we can be blunt. We can call bull***t on people and really speak the truth in the family forum.”
Beyond the family and the burgeoning hotel portfolio, Swiss-Belhotel International has invested in hospitality education with hotel schools in China, Australia and New Zealand to nurture the next generation of talent.
The company’s work with charity hospitality school, Sala Baï, is helping underprivileged young Cambodians build a more promising future, a project Gavin is passionate about.
“The hospitality industry is the only industry that can take people off the street and give them a career,” Gavin said.
“With so many others becoming highly specialised or AI based, hospitality will be there forever and is a huge employment and social benefit to most countries.”
When it comes to ensuring the success of the business for years to come, Gavin’s growth ambitions remain high with a target of 530 properties by 2030.
“We probably have different theories there,” Gavin said of futureproofing the business.
“I want to spend more money and they want me to spend less!” n
Janet Mcnab, General Manager, Sheraton Grand Sydney Hyde Park
The hotel industry is one of the most proactive in promoting inclusivity when compared to other industries that traditionally attract a predominantly male workforce, like mining and construction, for example.
There are many functional areas in hotels where women thrive – operations, finance, sales, marketing and importantly, in senior management.
The female ‘fraternity’ has spread throughout the entire hospitality business; it’s certainly no longer confined to commercial roles. It’s one of my passion points – mentoring and championing emerging leaders, especially under-represented women.
Emma Soutter, Regional General Manager
NSW and ACT, TFE Hotels
I’ve been told that I needed to “wear more pink and flowers” because what I wear can be intimidating to men. It’s just crazy! As intelligent beings, we have to recognise that there is an underlying unconscious bias and remember that just because you’re told that’s the way it should be by someone in a position of power, doesn’t mean it is the right thing.
TO MARK INTERNATIONAL WOMEN’S DAY ON MARCH 8, 2024, HM INVITED A VARIETY OF WOMEN IN THE HOTEL INDUSTRY TO SHARE THEIR INTERPRETATION AND EXPERIENCES OF INCLUSION.
Kerry Healy, Chief Operating Officer MEA APAC – Premium, Midscale, Economy, Accor
It begins with a genuine commitment from leadership to prioritise diversity and inclusion as fundamental values.
This means investing in training programs, encouraging mentoring programs, fostering open dialogue, and creating opportunities for under-represented voices to be heard.
It also requires a reexamination of hiring and promotion practices to ensure that everyone has a fair chance to succeed. And when instances of discrimination or bias occur, it’s essential for companies to address them swiftly and decisively, sending a clear message that such behaviour will not be tolerated.
Nancye Pirini, Executive Chef, Te Arkinui Pullman
Auckland Airport
In my personal experiences, there have been instances where I felt overlooked, for reasons unknown, leading to subpar treatment for me and my family as paying customers.
On the flip side, I’ve also encountered exceptional service from individuals in the industry who go above and beyond, making me feel like a VIP in their establishment. The key for me is remembering where I’m welcomed and appreciated – and supporting those businesses –that’s what matters most.
Joyce Mann, Cluster Commercial Director, Hilton
I started my career in the hotel industry with Hilton, almost two decades ago, in a small town in the UK. At that time, I was the only Asian in the hotel, and I felt welcomed and had equal access to benefits and resources at my workplace.
However, working in the reservations department and taking bookings via the phone was a daunting experience, as some guests were not pleased that I had an accent. I felt offended when they asked to speak to an English-speaking team member so they could make the reservations process faster.
This unwelcoming experience from customers did not stop me from working hard and proving myself. This first-hand experience has encouraged me to be openminded and have dedication to welcoming all customers.
Gazal Kamali, Business Owner, Quest Watergardens
As a woman in business, I’ve had to stand behind men to be considered for the role of a ‘business owner’, so much so that there was an understanding that the man would be the front face of the business while I ran the business once everything was signed.
The very best that I could hope for was to stand alongside a man, but never alone on my own.
Now, as the face of my business, I’ve had people ask me countless times where the male counterpart is within my business. “Where’s your boyfriend? Husband? Partner? Are they here with you?”
When I tell them it’s just me, there’s often a look of confusion, and they’ll ask me the follow-up question of whether my dad (never my mother) funded me. This is beyond infuriating, but nonetheless, it is the standard belief about women in business.
I was an 18-year-old female from a country town when I started my apprenticeship in Melbourne, and I was given all the opportunities to pursue a career in hospitality.
I have worked in kitchen brigades, front-of-house teams, events teams and business support teams and always felt supported by the people that make up this passionate industry.
I can truly say I have never felt lesser or that I had to work harder to prove myself because I was a woman, and I have always felt accepted when my wife and I check into hotels or arrive for a restaurant reservation. This is undoubtedly why I have been fortunate enough to make a career in this industry for 17 years.
Carina Chorengel, Senior Vice President – Commercial, Asia Pacific, Hyatt
I aim to ensure that I practice what I preach and stay true to my personal values as much I can, every day – by acting with kindness, communicating with empathy, and listening with the aim of understanding, not just responding.
By putting these into action I do my best to be a role model to my team, as well as our wider business, to help live our values and encourage everyone to bring these values to life in their own, unique and meaningful ways, too.
YOUR ROUNDUP OF THE LATEST KEY APPOINTMENTS ACROSS THE HOTEL INDUSTRY.
THE RITZ-CARLTON, MELBOURNE has welcomed seasoned hotelier Rachael Harman as the hotel’s new General Manager.
Harman brings over 20 years of industry experience to the role, having worked in senior management roles across luxury hotel brands in Malaysia, Singapore, New Zealand and Australia.
“We are thrilled to have Rachael return to Marriott International,” said Marriott International Area Vice President, Australia, New Zealand and Pacific, Sean Hunt.
“With her extensive international and domestic knowledge of the luxury hospitality landscape, Rachael is exceptionally well placed to take the helm of The Ritz-Carlton, Melbourne, delivering guests the worldclass experiences it is known for.”
LA VIE HOTELS and Resorts has appointed experienced boutique hotel manager, Sam Giles, as General Manager at 202 Elizabeth.
Giles brings more than 20 years’ experience managing boutique hotels, having previously worked at Spicers Retreats for over 13 years, including as Regional General Manager, before moving into an Area Manager role for Salter Brothers.
“We’re thrilled to be welcoming Sam to the La Vie family and very pleased to have someone of his calibre not only leading 202 Elizabeth, but imparting his wealth of experience and knowledge on what it takes to manage successful boutique hotels,” said La Vie Hotels and Resorts CEO, Jerry Xu.
HILTON HAS APPOINTED Candice D’Cruz as Vice President of Luxury Brands for Asia Pacific. Based in Singapore, D’Cruz takes responsibilty for luxury brands, Waldorf Astoria Hotels and Resorts, LXR Hotels and Resorts and Conrad Hotels and Resorts, across Asia Pacific.
“Candice brings a wealth of industry experience and a profound understanding of luxury and hospitality,” said Hilton Luxury Brands Senior Vice President and Global Head, Dino Michael.
“Her impressive track record in enhancing brand distinctiveness and elevating guest experiences will be instrumental as we continue to strategically expand and enhance our world-class brands across Asia Pacific. I am confident that her expertise will contribute significantly to our ongoing commitment to delivering exceptional luxury experiences.”
W SYDNEY WELCOMES experienced hotelier Titus Rosier as the new General Manager of the hotel.
Having spent the last decade in leadership roles at key Marriott International properties, Rosier has received numerous accolades including Hotel Opening of the Year in 2020, the General Manager Award for Spirit to Serve our Communities in 2021 and most recently, 2023’s Stephen Garff Marriott Award of Excellence for Culture.
He will be responsible for directing the hotel’s day-to-day operations and will play a vital role in managing the operating strategy and performance of the hotel.
