Top Hotel November December 2014

NOVEMBER/DECEMBER 2014 ISSUE 04

Essential reading for hotel operators, owners, developers and investors

RESPONSIBLE BUSINESS Rezidor takes the lead

Destination Melbourne

A gateway into Australia

New kid on the block

Hyatt Regency Dubai Creek

Top hotel Wellness A dedicated look at the regional wellness industry

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OPINION

Top hotel Middle East is published in association with Signature Media LLC & Freizeit-Verlag Landsberg Gmbh.

Responsible business SIGNATURE MEDIA FZ LLE P. O. Box 49784, Dubai, UAE Tel: 04 3978847/3795678 Email: info@signaturemediame.com Exclusive Sales Agent Signature Media LLC P.O. Box 49784, Dubai, UAE Publisher: Jason Verhoven jason@signaturemediame.com Director: Deepak Chandiramani Deepak@signaturemediame.com Managing Editor: Munawar Shariff munawar@signaturemediame.com Art Director: B Raveendran Production Manager: Roy Varghese Roy@signaturemediame.com

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There’s an amazing sound to that term. Doing business responsibly. Living responsibly and being a responsible part of any nation you might choose to do your business in. Creating an environment for your team which enhances their abilities to give back to their environment in whatever way possible. A number of hospitality businesses are going all out to hone this aspect of their companies. Rezidor is one of them. Read all about their policies and initiatives in our cover story this month.

With this issue we are starting a new collaboration with German-based database of international hotel projects happening around the world - Top Hotel Projects. Each issue they will inform all of us about projects happening around this region. With numbers stating invested amounts as well as developer names and estimated opening dates.

In our wellness section we have a comprehensive report on the recently held Global Spa and Wellness Summit which this year was in Morocco. The wellness industry today is worth US$94 billion globally and growing. This number has increased 58 per cent from 2007 when it was worth US$60 billion. Also, spa locations have increased by 47 per cent from 71,762 in 2007, to 105,591 today. Well worth paying lots more attention to this area.

Hope you enjoy the issue. Do send us your feedback.

Munawar Shariff Managing Editor munawar@signaturemediame.com

Managing Directors: Thomas Karsch, Eckhard Lenz Contributor’s opinions do not necessarily reflect those of the publisher or editor and while every precaution has been taken to ensure that the information contained in this handbook is accurate and timely, no liability is accepted by them for errors or omissions, however caused.

Articles and information contained in this publication are the copyright of Signature Media FZ LLE & SIGNATURE MEDIA LLC and cannot be reproduced in any form without written permission.

2 NOVEMBER/DECEMBER 2014

Hyatt Regency Dubai Creek is prepping itself for a first quarter 2015 opening. In close proximity to the Grand Hyatt, this new hotel is all set to be the new star on central Dubai’s horizon.

More details in the next issue.

CONTENTS

NOVEMBER/DECEMBER 2014 ISSUE 04

16

39 46 24 04 TOP HOTEL UNDERCOVER Flavour of Jumeirah?

Top hotel checks-in at Jumeirah Creekside Hotel

08 NEWS

All the latest from hotels in the region

16 SPECIAL FEATURE

Strike while the iron is hot

HMH CEO Laurent A Voivenel completes one year and plans the company’s future strategy

18 OPERATOR INTERVIEW

Dubai’s vision is paying off

Simon Wan, CEO and MD, StayWell Hospitality Group, calls the Middle East one of the world’s “growth engines”

24 COVER STORY

Responsible business

Rezidor’s Inge Huijbrechts, Director Responsible Business talks about being a responsible company

34 TOP HOTEL PROJECTS Hotel boom in Dubai continues

Dubai – the ‘hospitality capital’ attracts more and more visitors

36 BRAND FOCUS

Hilton’s latest – Canopy

Travellers can expect an energising experience from Canopy by Hilton

39 DESTINATION REPORT

Melbourne – the gateway to Australia

A look at Melbourne – the world’s most livable city for the fourth year running

40 GM DIARY

Twice is nice for Park Inn GM

Rabih Zein, GM of both the Park Inn by Radisson Muscat and Park Inn by Radisson Hotel & Residence Duqm tells us his story

51 TOP HOTEL WELLNESS A separate magazine for the regional wellness industry

52 EVENT IN FOCUS

Inside the wellness industry Janette Gladstone-Watts, MD, The Product House, Dubai, outlines the main agendas and ideas exchanged this year at the Global Spa and Wellness Summit

56 BRAND STORY

Logical skin care

Dermalogica with its clean ingredients philosophy is converting users one product at a time

60 SPA REVIEWS

Special occasion treats

How a few hours can transform your face and your outlook

63 PRODUCT REVIEW Super serums

Superlative spa products reviewed this edition

66 SPA NEWS

So spa, so good for Qantas fliers First class Qantas fliers are in for a ‘spa’ctacular treat

67 EVENT

IHG rolls out new childrens’ menu

InterContinental Planet Trekkers Menu, created exclusively for children

68 COMMUNITY

Hilton RAK cleans up the beach More than 100 volunteers took to the coast of RAK for the ultimate Sea and Beach Clean Up

NOVEMBER/DECEMBER 2014 3

TOP HOTEL UNDERCOVER

About Top hotel Undercover Jumeirah Creekside hotel was a muchrecommended property by friends and co-workers ever since it opened on July 1, 2012. Right in the middle of the city, it has a number of art installations all through the property

A flavour of

Building on the legacy established by our big brother publication - Top hotel - in Germany, Top hotel Middle East sets out to highlight all that is great and good about the fivestar properties in the Middle East, as well as the things that such prestigious properties should really do better.

Top hotel has built its reputation on fair and balanced assessment of five-star hotels in Europe and beyond; we now pledge to carry on that tradition in the Middle East. We hope that by highlighting the good and the bad, we can help to raise standards across the region and recognise the properties that have clearly got it right.

Jumeirah?

4 NOVEMBER/DECEMBER 2014

TOP HOTEL UNDERCOVER

RESERVATION: Monday 11.56am The central reservation system at Jumeirah is extremely efficient and I was transferred to the hotel reservation as soon as I informed them of my wish to stay at Jumeirah Creekside for one night. There was some rechecking required to be done when I asked about offers on at the moment.

But all of that was done soon enough and efficiently. My reservation was emailed to me with reminders coming in on my account a day before.

The rate for the stay was AED900 per night with a 10 per cent Municipality Fee and a 10 per cent Service Charge and AED20 Tourism Dirham equalling AED1,100 for half board (inclusive of breakfast and one additional meal either lunch or dinner at any participating Jumeirah restaurant in any Jumeirah property in Dubai). This offer was a part of the Summer Flavours offer which was on from May 10 till September 30). An excellent offer indeed.

but I did have my passport copy in my mail and could mail it to them as soon as I went to the room. The staff at reception told me, I would not be allowed to go to the room unless I showed them the original passport.

Now this sounded really unsavoury. I told them this wasn’t the first time I was checking into a UAE hotel and on earlier occasions all hotels had accommodated my requests had I been unable to produce any of the above-mentioned documents or even otherwise accepted the mailed passport copy. To this I was told that they could not help me in any way unless I went back home and got my original passport.

They told me that the reservation system was linked directly to Dubai Police and they could not risk accepting a guest without

the said documents. I told them again that I was a law-abiding resident and would never ask them to accommodate me in an illegal manner. I did not want to drive back to the house to get the original.

I was told they could not help me unless I brought the original passport. I drove back to the house and returned in an hour.

I asked straight away to speak to the GM as I wanted to know why this couldn’t have been resolved in a more suitable manner.

I was asked repeatedly by the person as to why I wanted to speak to him. And unless the reason was intimated an appointment could not be set. I told them my reasons, they told me he would meet me on Sunday.

I told them I would be checking out at noon the next day. They said the GM would call

Evaluation: Excellent

CHECK-IN: Friday 4.15pm Finding the hotel is easy enough located on the main Garhoud road. I was greeted by the Valet who took my bags while I went inside to Reception. It was a quiet afternoon at the hotel with a few guests checking in and the main entrance and seating area had hardly a few people around.

When it was my turn, I informed reception about the reservation and was told that the original passport or Emirates ID was needed to check into the room. I told them that my Emirates ID had gone for renewal and hence did not have it on me

NOVEMBER/DECEMBER 2014 5

TOP HOTEL UNDERCOVER

of the tub which looked as if it was meant to have a television set in it. I could be wrong, but it really seemed as if something had been removed from there as that area wasn’t cohesive with the walls in the rest of the bathroom. Beside the tub was a separate enclosed space with the water closet and beside it another enclosed shower area.

I looked for a while to find amenities in the bathroom and couldn’t find them, I called housekeeping about the amenities and whether they were already provided in the room or I had to request for them.

They then guided me to it. They were in an almost hidden shelf on the side wall of the enclosed shower area. There were no amenities by the tub or the washbasin that’s why I was unsure whether they came with the room or not!

Evaluation: Satisfactory

DINNER AT AMALA, JUMEIRAH ZABEEL SARAY 8.30pm

me on Sunday for sure to speak to me. There was no call by the GM or anyone else.

Evaluation: Unsatisfactory

ROOM 424 The experience started off on a very sour note! I was delayed by more that 90 minutes and by the time I was in the room it was 6.45pm.

I had a reservation for dinner in 15 minutes at the Jumeirah Zabeel Saray, The Palm. I called them to tell them I would be there in an hour. The reservation was promptly changed.

The room itself was quite small and boxy.

The shape of the room wasn’t a square I guess that’s what made it feel constricted

6 NOVEMBER/DECEMBER 2014

in the first impression. As you enter you come in through a long passageway with the bathroom on the right, the two-door closet a little way ahead on the left with a study table on the right and the bed beside it. The television faced the bed and had another side table by its side. The view was of the pool and outdoor lounging area. The curtains were operated by a switch on the other side of the television set. There was complimentary water and tea and coffee making facilities.

Evaluation: Satisfactory

THE BATHROOM As you entered the bathroom the washbasin was on your left and the tub was facing it. There was a gap in the wall on top

The Jumeirah Zabeel Saray is an undoubtedly magnanimous property. Since I had changed my reservation time and it was a Friday evening, I was told to wait for a few minutes while they readied a table for me.

I was called in about a few minutes, the restaurant was bustling with weekend diners. My table by the entrance was a quiet spot however right beside a wall full of jars filled with Indian spices, aesthetically done indeed.

Unfortunately for me, I was on a restrictive diet at the time enforced by my doctor. I couldn’t eat spicy, too oily or tangy food, hence no chillies, pepper, tomatoes and very little oil. I told the server about my diet details. He looked a bit uncomfortable as he wanted to help me but since the restaurant was so busy he said he would reconfirm with the chef if he could make the things I ordered according to my diet specifications! I truly did not expect this and was quite encouraged that I just might be able to try out the dishes that appealed to me.

The server came back with a victorious grin, he told me he coaxed the chef into agreeing, however food preparation would take a bit longer than usual. I was game.

I ordered the Amritsari Machi (fish baked in Amritsari spices), Kadhai Lamb (lamb cooked in peppers, tomatoes and spices), Dal fry (yellow lentils) and white rice followed

by Ras Malai (cottage cheese dumplings cooked in sweet milk). A consummate and wholesome meal, I didn’t even miss the

TOP HOTEL UNDERCOVER

spices and tomatoes as the chef had expertly altered the ingredients to suit my diet! A fabulous, gastronomical experience.

unheard-of policy in any hotel around the world. I did not understand, how guests could be treated this way.

Evaluation: Excellent

Evaluation: Satisfactory

BREAKFAST AT NOMAD: Saturday 10am

CHECK-OUT: 11.40am

I had heard immensely about Nomad and how the restaurant goes all around the length and breadth of the hotel, however the section open for the buffet breakfast wasn’t all that big. It was a regular breakfast buffet with a station for eggs cooked to order, breads, and the usual suspects, pancakes, waffles, Arabic breakfast items, Continental and Indian breakfast items.

Countless things and a wholesome menu was on offer. It was surely busy being a weekend morning.

Since I had some things to do, I thought I would drink my mug of tea while going back to my room, however while exiting the lady at the entrance asked me to leave the cup inside the restaurant as guests weren’t allowed to take anything out of the restaurant! Another

Smooth enough. I told them about the room details and I was checked out in a matter of minutes. The valet had loaded my luggage and left two cold bottles of water in the car for the return journey. Very thoughtful.

Evaluation: Satisfactory

FEEDBACK FOR THE HOTEL The Jumeirah Group is a management company with world class standards not just for the guest experience but in terms of architecture, design as well as creating a massive responsible hospitality benchmark.

When a guest experience goes bad, it most often has to do with human interaction which was true in this case as well. A guest just wants to feel welcome and heard. Both of which did not happen. A call from any

member of the management team would have showed the concern by the property in relation to the guest experience. The fact that none came left a flavour of an uncaring attitude by the hotel for the guest experience.

The person at the reception who was checking me in could have worded everything better the fact that a guest is told that he/she will not be allowed into the room because of not having the necessary documents right at the beginning of the conversation is not what a guest wants to hear. Add to that the fact that I was told that the reservation system was linked with Dubai Police and they could not check me in without the necessary documents. I wasn’t even asking for them to check me in illegally.

All I wanted was some kind of verbal courtesy in conveying this to me.

Everyone comes to a hotel for a comfortable stay and wants to feel welcome. This definitely made me feel like I was a non-paying guest trying to get into their rooms and asking them to accommodate me in some illegal manner! I will definitely not forget the way I was spoken to in this entire incident.

Jumeirah Creekside hotel Reservation: Excellent

Top hotel ratings 0-20 - Un-satisfactory 21-40 - Poor 41-60 - Satisfactory 61-80 - Good 81-100 - Excellent

Check-in: Unsatisfactory Room 424: Satisfactory Bath: Satisfactory Floor service: Satisfactory Landscaping: Good Breakfast buffet: Satisfactory

Top hotel Undercover opinion:

Satisfactory

Fitness: Satisfactory Corridors, elevators, stairs: Satisfactory

Total: 45%

Housekeeping: Satisfactory Check out: Satisfactory 0

20

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60

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100

NOVEMBER/DECEMBER 2014 7

Katara Hospitality marks ‘topping out’ of the Royal Savoy, Lausanne THE ROYAL SAVOY Lausanne, a five-star hotel owned by Katara Hospitality, has celebrated the ‘topping out’ of its contemporary new building.

Katara Hospitality CEO and Board member, Hamad Al Mulla, joined the Katara Hospitality Switzerland team to officially commemorate the completion of the high-rise shell of Royal Savoy Lausanne’s iconic project. The ceremony was also attended by Daniel Brélaz, Mayor of Lausanne, Olivier Français, Head of Real Estate Development in the city, among other officials, dignitaries, contractors, workers and community members from across Lausanne.

Katara Hospitality bought the hotel in 2007 and is returning the property to its former glory.

The official re-opening of the iconic Swiss property is planned for June 2015 opening a new chapter in the history of this landmark hotel after four years of redevelopment work.

The hotel’s acquisition has been part of Katara Hospitality’s international expansion strategy,

Key stakeholders from left: Bruno H Schöpfer, Hamad Al Mulla, Daniel Brélaz (Mayor of Lausanne), Kamal Rhazali, Olivier Français (National Council and Director of Building Dept. of City of Lausanne), Alain Kropf

which has seen it invest in properties in Europe and key markets around the world.

Hamad Abdulla Al-Mulla, Chief Executive Officer and Board Member of Katara Hospitality, said,“With the architectural style of a“Grand Chateau”, its international standing and unique design, the Royal Savoy is both a historic building and the pride of the city of Lausanne.

In short, this hotel perfectly complements our international portfolio of iconic hotels in that

Hamad Al Mulla addressing the guests

Royal Savoy Lausanne façade

8 NOVEMBER/DECEMBER 2014

it represents both a rich heritage and a shining future.

“This spectacular Swiss project is an important part of the Katara Hospitality international development plan inspired by our ethos. We are always on the lookout for remarkable establishments which have set industry standards and pushed the boundaries of hospitality to become internationallyrecognised benchmarks.”

Constructed in neo-Baroque and Art Nouveau styles, the hotel was beautifully fitted out using the finest materials and quickly became an essential part of Lausanne’s historic heritage.

The hotel will have 196 bedrooms and suites spread between the historic (101) and the new contemporary building (95).

The main restaurant can host 120 diners, with the space divided into the main room and an annex, as well as an Orangerie and terrace with space for an extra 100 guests.

The elegant lobby lounge has 60 seats and serves food, beverage and a range of refreshments. The new Sky Terrace on the roof has space for 60 guests, and will be a spectacular addition thanks to the unique 360° panoramic views it provides.

Designer collection to be worn by W Maldives staff FAMOUS INDO-KUWAITI fashion designer, Tahir Sultan, has designed an exclusive collection for employees of the W Retreat and Spa, Maldives.

The collection was unveiled at the fourth edition of Dubai’s Fashion Forward held earlier in October. Inspired by his visit to the luxury playground, the collection paid tribute to the natural beauty of the Maldives.

The catwalk showcased two distinct themes including Tahir’s Spring/Summer collection as well as uniquely tailored wardrobe that will be worn exclusively by the W Maldives’ talents. The show was set to the tunes of music curated by Michaelangelo L’Acqua, Global Music Director of the W Hotels.

Named “Infinite Days & Infinite Nights”, the collection addresses the juxtaposition of infinite days working and infinite nights having fun.

The colours and shapes were inspired by the aquatic life, vibrant coral reefs, and white sand beaches that surround W Retreat & Spa, Maldives.

Drawing from nature’s colour palette, Tahir liberally used shades of coral, turquoise, shell, amethyst, indigo purple, electric blue, aqua and hints of neon, while prints and

embellishments take their reference from fish scales, pearls, the coal and reefs. The luxurious pieces pay particular attention to detail, including glow in the dark elements as part of the resort’s “Let It Glow” campaign.

During his time at W Retreat & Spa – Maldives, Tahir purposefully met with all the talents across all departments, from those working in B&F (Food and Beverage), to Style (Housekeeping), to those managing outdoor water sport facilities. Paying particular attention to create pieces

that are practical for the daily roles, whilst remaining mindful of the tropical environment, Tahir used 100% cotton for the uniforms to ensure comfort in the climate.

As part of his ongoing commitment, Tahir and W Maldives have launched a non-profit organisation on a local Maldivian island. Working together with local women on Feridhoo Island, they will create an exclusive range of fashionable soft toys which will be sold at the W store in the resort, and all profits will benefit these women.

New GM for Coral Al Khobar, KSA HOSPITALITY MANAGEMENT Holdings has appointed Michel H Mandrea as the new General Manager of Coral Al Khobar Hotel located in the Eastern Province of Saudi Arabia. Making the announcement, HMH CEO Laurent A.Voivenel said, “With over four decades of extensive all-round global experience in hospitality, Michel was the perfect candidate for this post. Having worked in the Middle East for 22 years, he is well familiar with the region’s business and cultural landscape and will prove instrumental in taking Coral Al Khobar Hotel to greater success. We are glad to welcome him to our team.”

Michel makes the move to Coral Al Khobar Hotel from Golden Tulip Resort Dana Bay in KSA where he served as

GM. During the course of his career, the French national has worked with a number of leading hospitality brands in key positions. These include the Golden Tulip Hotels, Suites & Resorts; Janna Spa & Resort - Hamamat Mai’n Jordan; Holiday Inn Al Khobar; Holiday Inn Resort Half Moon Bay; Holiday Inn Bahrain; Metropolitan Resort & Beach Club, Metropolitan Hotel Dubai; Dubai Marine Beach Club; Royal Lancaster Hotel London and Martinez Hotel, Cannes, France.

Michel holds a BBA with a major in hotel and restaurant management. Additionally, he has a number of certificates in various fields of his specialisation.

NOVEMBER/DECEMBER 2014 9

Tourists flock to Al Marjan Island, RAK

HE MOHAMMED AHMED Ruqait Al Ali, Chairman of Al Marjan Island Company stated the island to be a major tourism generator in Ras Al Khaimah.

The island houses 45 per cent of all five-star hotel rooms in the emirate, through three leading resorts - the Rixos Bab Al Bahr, Double Tree by Hilton and Al

Marjan Island Hotel & Spa. HE Al Ali added that this ambitious island development comes at a time when the UAE in general and RAK in particular are moving up the tourism ladder, in terms of number of visitors and the quality of touristic facilities.“We expect to notch up higher growth

New Marketing Manager at Millennium Airport Hotel MILLENNIUM AIRPORT Hotel, member of Millennium & Copthorne Hotels Middle East and Africa (MEA), has appointed Rania Helal as its new Marketing Manager.

A journalism and mass communications graduate with 15 years’ experience in the advertising industry and broadcast media business development in her native Egypt, Helal relocated to the UAE in 2012, joining Hyatt International Hotels in a key marketing communications role.

Subsequent senior marketing positions with other major international hotel brands in the

10 NOVEMBER/DECEMBER 2014

region, including Mövenpick Hotels & Resorts and Emaar Hospitality Group, allowed her to capitalise on her natural skill-set and further develop both her commercial and communications capabilities.

Simon Moore, General Manager, Millennium Airport Hotel Dubai, said,“Rania is a great addition to our international management team and her career track record across the media and hospitality sectors means that she comes with unique industry insight.”

year.

rates as more investors are eyeing investments in tourism, hospitality, shopping, housing and business,”he said.

Architect Abdullah Rashed Al Abdooli, Managing Director of Al Marjan Island Company, added,“The intra-regional tourism is a major driver of Al Marjan Island’s popularity and Ras Al Khaimah. Emiratis and UAE residents made 23 per cent of the total number of visitors to the island between January and April 2014.“This segment of visitors is very keen to own a property on the island.”

RAK Tourism and Development Authority (TDA) has projected that the number of hotel rooms in RAK would cross 10,000 by 2017, half of which will be based on Al Marjan Island. The emirate currently has 15 hotels and resorts located in the key touristic sites in the city and coastal areas.

Al Marjan consists of four small artificial islands that house residential units as well as hotels, resorts, sports facilities, entertainment centres and premium shopping. The island stretches 4.5 kilometers into the sea, spread over an area of 2.7 million sq metres.

Gran Meliá’s new luxury property in Bintan, Indonesia VICE CHAIRMAN and CEO of Meliá Hotels International, Gabriel Escarrer, has signed an agreement to manage a new luxury hotel under the Gran Meliá brand on the island of Bintan, the latest and most desired destination for travellers from Singapore and Malaysia.

Bintan is the main island in the Riau archipelago, to the south of the China Sea and the beauty of its beaches and proximity to Singapore and Malaysia, together with its excellent ferry routes to both countries, have made it a new mecca for luxury travel.

The new Gran Meliá will provide 120 spacious suites and 38 villas with one, two or four bedrooms, covering an area of 7.6 hectares. It is located in Lagoi Bay, a privileged coastal enclave and home to other international luxury hotels.

It will be the second Gran Meliá hotel in Indonesia, the first being the Gran Meliá Jakarta, which after 20 years

continues to be a benchmark hotel in the capital thanks to a blend of Latin style and exquisite luxury and service.

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NOVEMBER/DECEMBER 2014 11

GMs talk business over lunch at Coral Beach Resort, Sharjah A GROUP OF hotel general managers recently gathered for a business lunch at Casa Samak, Coral Beach Resort Sharjah’s seafood restaurant. Playing the gracious host was JeanPierre Simon, Regional General Manager, Northern Emirates, Coral Hotels & Resorts.

Besides the food, on the menu were many hot topics and no easy answers.

How can hotels stimulate demand in the face of increasing supply of deluxe and luxury hotels in Ajman and Sharjah? Would the two emirates be able to sustain their attraction in key source markets?

How can hotels grow their share of those traditionally strong feeder markets of Russia

and CIS, Germany, UK? Is there a need to tap emerging markets such as China, India, Northern Europe? Does the GCC hold greater potential for Ajman and Sharjah?

How can hotels work more closely together and with Ajman Tourism Development

Department and Sharjah Commerce and Tourism Development Authority to stimulate demand?

Engrossed in discussion were Jean-Pierre Simon, Regional General Manager, Northern Emirates, Coral Hotels & Resorts; Fergal Purcell,

CMEP Expo recognises UAE’s Hospitality Industry with Excellence Awards 2014 THE UAE’S hospitality industry came together for a glittering award ceremony that recognised the painstaking efforts of the housekeeping staff. The Clean Middle East Expo (CMEP) played host to these awards that identified the ‘difference makers’ in the hospitality industry.

As the three-day expo

12 NOVEMBER/DECEMBER 2014

came to an end at the Dubai International Convention and Exhibition Centre on Thursday, October 23, the awards witnessed a record participation, with a healthy number of nominations received for the Excellence Awards 2014.

Tatjana Ahmed, housekeeping manager, Grand Hyatt, who is

also the chairlady of the UAE Professional Housekeepers Group, said,“It was a prodigious experience. At the outset, we did not envisage the scale of the entrants and nomination.

Finally, we narrowed it down to 15 nominees across three categories. On Wednesday evening, a winner and runner-up

General Manager, The Ajman Palace Hotel; Michele Frignani, Ajman Saray, Starwood’s Luxury Collection Resort; Iftikhar Hamdani, Cluster General Manager, Ramada Hotel & Suites Ajman; Edwin Wijkhuys, Sheraton Sharjah and Henny Schaeffer, Fairmont Hotel Ajman.

Despite the various concerns on the table, all general managers seemed undeterred by competition and equally confident of positioning their respective hotels as sought-after properties.

They believed plans for the international airport in Ajman combined with new properties, infrastructure and attractions, such as the golf course in Al Zohra will boost tourism.

was picked from each category.

However, the jury were tied on the supervisor category, hence the award was shared between two winners followed by the runner-up.”

The Excellence Awards incorporated three categories; best room attendant, exceptional public area attendant and best supervisor-room. Winners walked away with a cash prize and a certificate. The winners were as follows: best room attendant – Florencio Rodrigues, Mina Al Salam, Madinat Jumeirah (winner), Sabab Hussain, Hilton Dubai The Walk (runner-up).

Exceptional public area attendant - Tina So, Park Hyatt Abu Dhabi (winner), Amila Sampath, Madinat Jumeirah Resort. Best public area attendant – Badria Mohamed, Grand Hyatt Dubai and Abilash Valappil, Kempinski, Mall of the Emirates (joint winners), Aireen Alipio, Park Hyatt Abu Dhabi (runner-up).

TIME to unveil expansion plans at WTM 2014

IHG’s new VP Strategy for AMEA

supported by the capabilities of its new Cairo reservations centre. “With our fast track expansion programme targeting a total of 14 regional hotels by 2016, which is double our current portfolio, WTM is a must-attend calendar event as we cement our position as a successful Middle Eastoriginated hospitality brand,� explained Awadalla.

TIME also has a new business property under development in the Qatari capital, Doha, and recently signed a 277-room fivestar Dubai hotel, which will be located in the Wafi-Healthcare City area. “With government plans to position the emirate as a global medical tourism destination by 2020 in full swing and the Dubai Health Authority (DHA) targeting 500,000 medical tourists with expected revenues of AED2.6 billion, the TIME Royal Hotel will fill a distinctive market niche. We will meet with a number of medical travel specialists at WTM to discuss future collaboration,�Awadalla went on. “Our 2015 strategy is linked to our corporate vision, which is to take a local brand and build it to be a major player within the region, with international standards of service and hospitality.�

INTERCONTINENTAL Hotels Group (IHG), has appointed Adeline Ng as Vice President of Strategy for Asia, Middle East & Africa (AMEA). A member of the AMEA Regional Operating Committee, Adeline will be based in IHG’s regional head office in Singapore.

As head of strategy, Adeline will lead the strategic agenda for IHG in AMEA by evaluating market dynamics and identifying emerging growth opportunities, helping to ensure that IHG retains its strong leadership position in the region. She will also lead key

TIME Hotels’ pipeline of hotels includes: t 8Bm %VCBJ 6"& - TIME Royal Hotel (2016) t -VYPS &HZQU - TIME TUT Hotel (2015) t )VSHIBEB &HZQU - TIME Renero Resort and Suites Azzurra (Q4 2014) t %PIB 2BUBS - TIME Warka Hotel (2015) t "CV %IBCJ 6"& .FFSB TIME Residence (Q4 2014) t "CV %IBCJ 6"& ;BLIFS TIME Residence (Q4 2014) t "CV %IBCJ +PVIBSBB Residence (Q1 2016)

UAE-HEADQUARTERED hospitality company, TIME Hotels Management, will share its latest updates on its regional expansion strategy with the international tourism and hospitality industry at this year’s World Travel Market (WTM) exhibition, which will be held in London from November 3-6, 2014.

World Travel Market is an annual business-to-business showcase and platform for global travel trade networking and TIME Hotels will once again participate

as part of the Dubai pavilion.

Leading TIME’s focus will be the December 2014 opening of its new Egypt property. The company was awarded the management contract for this existing 86-guestroom and 399unit residence five-star property, located 14 kilometres south of Hurghada International Airport, in the upmarket development of Sahl Haseesh, on Egypt’s Red Sea coast, earlier this year.

Mohamed Awadalla, CEO, TIME Hotels, said,“The TIME

Renero Resort and Suites Azzurra will open under our banner in a matter of weeks, and not only does this broaden our reach across the region, but it also widens the appeal of the TIME brand, adding our first beach resort to our portfolio.�

Located within the high profile Azzurra project, which is an integral component of a total 40-million sq metre tourismcentric development, the company has high expectations for the property, which will be

business planning processes and support the tracking of IHG’s performance against growth targets.

IHG has 246 properties across five brands in AMEA – InterContinental, Crowne Plaza, Holiday Inn, Holiday Inn Express and Staybridge Suites – and more than 130 properties due to open in the next three to five years. The company is set to introduce a new brand, Hotel Indigo, into the region with the first property in Thailand – Hotel Indigo Bangkok Wireless Road, which will open by next

NOVEMBER/DECEMBER 2014 13

Two new airport hotels at DWC

Photo caption: From left to right: Yousef Almulla, Managing Director, Abjar Hotels International; Rashed Bu Qara’a, Chief Operating Officer, Dubai World Central; and Pascal Gauvin, Chief Operating Officer, India, Middle East & Africa, IHG, at the signing ceremony.

INTERCONTINENTAL Hotels Group (IHG) has announced the signing of a franchise agreement with Abjar Hotels International for a new 450-room Holiday Inn Dubai World Central (DWC) and 250room Staybridge Suites Dubai World Central.

The two hotels will be located in DWC, along the main route to the Al Maktoum International Airport and a stone’s throw from the current terminal.

Holiday Inn Dubai World Central will be the fifth Holiday Inn property to open in the UAE, offering travellers to

IHG names new VP HR for AMEA region INTERCONTINENTAL HOTELS Group (IHG) has announced the appointment of Deborah Woollard as Vice President (VP) of Human Resources for the Asia, Middle East & Africa (AMEA) region.

She is a member of the AMEA Regional Operating Committee and based at IHG’s regional head office in Singapore.

Deborah is responsible for shaping and delivering human resources strategies to support the company’s business plans and objectives in the region.

In her role, she will lead the company’s talent management programme to identify, recruit

14 NOVEMBER/DECEMBER 2014

and retain key talent. She will also drive the training and development strategy for the company’s leadership team to ensure IHG continues to have the right talent to deliver its strategy in AMEA. IHG has 246 properties open across five brands in Asia, Middle East and Africa: InterContinental, Crowne Plaza, Holiday Inn, Holiday Inn Express and Staybridge Suites, with another 137 properties in its development pipeline. The company currently hires more than 39,000 people in the region and is looking to fill another 20,000 positions by 2015.

the city an inviting, familiar environment where they can relax and enjoy themselves.

Located beside the new Holiday Inn hotel, Staybridge Suites Dubai World Central will be the first franchised property under the brand in the Middle East.

The new Staybridge Suites hotel

joins a pipeline of two other Staybridge Suites properties set to open in the next three to five years across the UAE. The suites will feature fullyequipped kitchens, entertainment and communications facilities, and separate working areas with complimentary Wi-Fi. Rashed Bu Qara’a, Chief Operating Officer, Dubai World Central, said,“DWC is pleased to open its doors to IHG as it expands its presence in the UAE. In line with the National Vision, DWC represents a dynamic plan of expansion and development. To meet the needs of the 25 million visitors for Expo 2020, 70 per cent of whom will be from other countries, as well as the 200 million passengers expected annually at Al Maktoum International Airport, we are proud to be able to offer our hospitality partners the necessary infrastructure and facilities needed to remain at the forefront of this growth.”

Pascal Gauvin, Chief Operating Officer, India, Middle East & Africa, IHG, said, “Dubai is a key growth city for us in the Middle East and with the development of new infrastructure we see greater opportunities for us to build our brands’ presence here.

Yousef Almulla, Managing Director, Abjar Hotels International, added,“When developing new hotels it is vital to find the right brand. We have been working with IHG for many years and in that time we have enjoyed healthy growth and excellent returns on our IHGbranded hotels such as Crowne Plaza Dubai Deira and the four Holiday Inn Express hotels.

The company will open a further nine hotels in the next three to five years, including InterContinental Dubai Marina by next year and Crowne Plaza Dubai Marina by 2016.

Carlson Rezidor signs strategic development agreement with Al Hokair Group, KSA CARLSON REZIDOR and Al Hokair Group have signed a long-term country development agreement. Across the Kingdom, Carlson Rezidor will operate about 30 new and existing hotels, resorts and serviced apartments under the core brands Radisson Blu (upper upscale) and Park Inn

by Radisson (midscale).

Currently, the group operates seven hotels in the Kingdom, with an additional 15 properties expected to open within the next 30 months. Wolfgang M

Neumann, President & CEO, Rezidor Hotel Group, said, “This strategic alliance is a milestone for our rapid expansion in Saudi Arabia, a key focus country for our group. The Kingdom offers massive opportunity for the development of hotels, domestic resorts and serviced apartments; and we are delighted to partner with Al Hokair Group that has an unparalleled presence, market reach and hospitality expertise in the region.”

Carlson Rezidor and Al

Hokair plan to establish new Radisson Blu and Park Inn

by Radisson properties in the major markets of Riyadh, Jeddah, Makkah and Medina.

Further target destinations are the Eastern Province (Al Khobar, Dammam, Jubail) and upcoming secondary cities in the Kingdom where business and investment opportunities are driven by the government’s proactive approach to spread wealth across different parts of the country. Such secondary

Tourism authorities join hands for third annual roadshow in KSA and Kuwait

CRUISE ARABIA – the collaborative initiative formed

by Oman’s Ministry of Tourism, Abu Dhabi Tourism & Culture Authority (TCA Abu Dhabi) and Dubai’s Department of Tourism and Commerce Marketing (DTCM) to promote the Arabian Gulf as a cruise destination – embarked on its third annual GCC roadshow with events at the Park Hyatt hotel in Jeddah and the Four Season in Riyadh.

The tourism authority partners met with hundreds of local tour operators and travel agents over the course of the four-day, four-city roadshow.

The Cruise Arabia partners were

also joined on the roadshow by representatives from three of the world’s leading cruise companies – Costa, MSC Cruises and Royal Caribbean International.

Hamad Mohammed bin Mejren, Executive Director, Business Tourism at DTCM, said,“This roadshow is designed to help build awareness of cruise tourism, familiarise travel professionals with cruise itineraries in the Arabian Gulf, and ultimately drive an increase in the number of GCC tourists taking voyages by cruise in the region. At present, a significant number of GCC travellers are not fully aware of the many

attractions of cruise holidays, which include perks such as free travel and accommodation for children, stunning on-board amenities and entertainment, and outstanding itineraries which range from just a few days to several weeks. Earlier this year, the new multi-entry UAE visit visa for cruise tourists that was announced. At just 200 dirhams (US$50) this makes it easier than ever for expatriate families living in the region, as well as overseas visitors, to cruise in the Arabian Gulf.

“We expect this to further contribute to the growth of cruise travel. Our forecasts for this year

cities include Jizan, Hail, Tabuk, Al Baha, Al Khafji and Najran.

Elie Younes, Senior Vice President & Head of Group Development at Rezidor, added, “This business venture creates shareholder value to both organisations. Currently, many secondary cities in Saudi Arabia lack quality accommodation for business and leisure travellers alike. So besides strengthening our position in primary markets, we also want to pioneer in secondary markets.”

are already up – in Dubai we will welcome a total of 110 ship calls, carrying around 381,500 passengers, in comparison to 93 ship calls carrying 320,000 passengers last year.”

Khalid Al Zadjali, Director of Tourism Events, Oman Ministry of Tourism, said,“In 2013, a total of over 177,000 cruise passengers visited the Sultanate, which reflects the country’s continuing increase in cruise ship activity via its three main ports; Khasab Port, Salalah Port and Muscat Port.

Oman is a country with a rich culture and heritage accompanied with attractive spots like pristine beaches, traditional souks, castles and fortresses, natural wilderness and adventure experiences that make it a must see cruise destination of choice and an ideal pre- and post-touring location, which is the main reason it was able to attract over 2.1 million tourists last year.”

Formed in September 2013, with a shared aim to grow and evolve the cruise tourism segment, the Cruise Arabia partners have committed to making a significant investment to the cruise industry across the region, developing its segment infrastructure and creating current and future employment opportunities.

NOVEMBER/DECEMBER 2014 15

Strike while the iron is Opportunity is on the agenda for Laurent A Voivenel, CEO of Hospitality Management Holdings (HMH), as he celebrates one year with the hotel chain.

ThME chats with him about Congratulations on your one year anniversary. How has the journey been so far?

It has been a very exciting period.

In a matter of months, we have strengthened our executive team, consolidated our brand positioning, rolled out our expansion strategy with a solid development pipeline, carried out an all-round IT upgrade, developed new multi-lingual websites, are gearing up to launch new loyalty programmes and preparing for the opening of our upcoming properties.

Each of our existing hotels enjoyed robust growth in line with the budget objectives. Comparing 16 NOVEMBER/DECEMBER 2014

his busy past 12 months and the company’s future plans

year-to-date cumulative performance with the same period in 2013 reveals that nearly all our properties reported an eight to 10 per cent growth in revenue per available room.

In the coming months, increase in volume of both leisure and corporate travellers will continue to drive demand.

Moving forward, what are your plans for HMH? At HMH we have a single mission “We say, we do”. When developers consider our hotel management company for their asset, they know HMH will deliver. Today we are present in some of the Middle East’s fastest-growing markets with very promising development prospects.

At HMH we wish to grow the path according to our strategic plan that is sustainable in a physical sense.

The GCC, with a special focus on the UAE and KSA, is central to our expansion strategy. By 2020, our aim is to have a hotel in every GCC country, while doubling our portfolio in the UAE. Soon we will be expanding our presence in Dubai, Muscat, Beirut, Khartoum and Port Sudan, with

SPECIAL FEATURE

five new hotels opening in quick succession that will boost the existing HMH portfolio by 25 per cent.

We also have a strong interest in the booming Asian markets, such as India, Indonesia, Malaysia and China.

How do you plan on differentiating the guest experience?

Respect for local culture is integral to our business ethics. HMH is a pioneer in the alcohol-free segment and in 2003 was the first hotel chain in the Middle East to launch the concept.

This places us in a very unique position, as over the years we have gathered an amazing experience both in terms of operations and market intelligence in the dry, as well as midmarket segment.

So as far as market positioning goes, the strategic focus for our group remains on building investor and consumer perception to view HMH and its various brands as ‘safe’ indigenous entities, offering great value in every aspect and segment.

We now offer five distinctive brands - The Ajman Palace Hotel, Coral Hotels & Resorts, Corp Hotels, EWA Hotel Apartments and ECOS Hotels serving a broad mix of clientele, from budget to luxury and operate superb properties in 14 major cities across

the MENA region. Each is a carefullycrafted brand in its own right.

Over the years our name has become synonymous with quality, reliability, consistency, efficiency, value for money, along with warm and gracious hospitality, in a safe environment.

Now as we grow and reach new and exciting destinations, we remain committed to serving our guests with the same passion that ignited our ambitions.

From your standpoint, what is the current scene in the regional hospitality industry?

The scale of opportunity in the region for mid-market/budget hotels is unprecedented. The number of visitors travelling to the region is projected to double, reaching 136 million by 2020, compared to 54 million in 2008.

However, at the moment, upscale and luxury hotels dominate the region’s hotel inventory. This leaves a huge gap and opportunity for budget hotels that we are keen to penetrate with ECOS Hotels.

Expanding airline networks, including rise of low-cost carriers, increased airport capacity, the growing middle class, new emerging source markets, addition of tourism and

family attractions and enhancement of infrastructure are all fuelling the demand for mid-market hotels.

Dubai is once again leading the way in the region, having given a tax reprieve to investors developing mid-market hotels.

Eligible hotels are exempted from the 10 per cent municipality fee levied on the daily room rate for a period of four years, if the construction permit is granted between October 1, 2013 and December 31, 2017.

Another key trigger has been Dubai Expo 2020. That has proved to be a massive stimulant for the entire GCC region’s hospitality and meetings industry, accelerating economic growth and development, pushing the demand for budget hotels.

At HMH, we are ideally placed to tap this segment with ECOS Hotels, which is a no-frills B&B brand. ECOS Hotels is a smart choice for investors too, offering strong investment opportunity because of lower construction and operating costs, as well as quick and high return on investment.

Tell us your personal strategy to get results, with an agenda as full as yours.

One has to make time on one’s agenda based on priorities. During my first year at HMH, I had to spend 75 per cent of my time on evaluating and consolidating the business. Visiting all hotels was of high significance, creating a bond with the owners, building a strong team, investing in the latest technology, ensuring strong brand positioning and market visibility, setting the right goals and activating a development pipeline in keeping with those business objectives.

We are present in 14 cities across the MENA region and I took the time to visit each of those properties four or five times during this one year, because I believed it was essential to do so in order to understand their needs.

Now that I have achieved those objectives and have put in place a strong structure at every level, I have shifted my focus - allocating 75 per cent of my time to development and owners relations.

At the end, it is all about getting one’s priorities right, for time is one thing one can never have enough of.

As Albert Einstein had famously said: “Not everything that counts can be counted and not everything that can be counted counts.”

NOVEMBER/DECEMBER 2014 17

OPERATOR INTERVIEW

18 NOVEMBER/DECEMBER 2014

Dubai’s vision is paying off

Passionate hotel industry guru Simon Wan, CEO and Managing Director of the StayWell Hospitality Group, calls the Middle East one of the world’s “growth engines” and believes Dubai is well on its way to becoming one of the world’s leading cities. Wan gives ThME his well-qualified opinion

Founded in 2006, the Australian-based Staywell Hospitality Group is one of the largest independently-owned hotel management groups in the Asia Pacific and is to grow to a portfolio of 100 properties across the globe by 2016 – including 12 launching in the Middle East by next year.

What is your current growth strategy? How many projects are you handling in the region?

At the moment we have 34 hotels operational in Australia, Singapore, New Zealand, China, Indonesia, India, UK and the UAE. When we enter a new market, we always join hands with a strong local partner and together we build the brand and business.

NOVEMBER/DECEMBER 2014 19

We are looking at a number of strategic overseas portfolio acquisitions to reach the 100 hotels target. Our strategy is to build our portfolio through organic growth, as well as partnerships.

We believe it is achievable and if we work out all these partnerships, it will keep me very busy. We are looking at similar partnerships in the growth engines of the world - the Middle East, China and India.

In all, we expect to have 100 hotels by 2016. Out of these, 15 hotels will be in the Middle East, 15 in India, 20 in China, 10 in Indonesia, 10 in Europe, as well as doubling our hotels in Australia.

20 NOVEMBER/DECEMBER 2014

Dubai’s vision is paying off

OPERATOR INTERVIEW

How does StayWell aim to capitalise on all the hospitality incentives and initiatives being outlined for Dubai’s hosting of Expo 2020?

Dubai Expo 2020 has got everybody excited about the future. The fact that Dubai won Expo 2020 is recognition by the world economy that this country deserves the opportunity.

It is a vote of confidence by the international business community in the future of Dubai. It is a sign of the maturity of the city that it can host major events. We are targeting 12 hotels by 2015 in the Middle East region and looking to double that portfolio by 2020.

What is your opinion on the hospitality landscape in Dubai and Abu Dhabi?

Dubai and Abu Dhabi are now ready for mid-market. These cities are ready to expand the budget segment and that presents a great opportunity for StayWell Hospitality Group.

Until now they had been focusing on upmarket tourists and luxury segment. However, not everyone can afford to pay $300 or $400 a night.

We are facing some stiff competition, as there are a lot of good hotel groups here, but we are confident of getting a fair market share with our strong brands, excellent resources and level of service. We will grow with Dubai and Abu Dhabi.

OPERATOR INTERVIEW

Give us a brief overview of the region from the recession in 2009 till date: Everybody knows the adverse impact of recession and political challenges in the Middle East that caused disruption to the economy. However, challenges mean opportunities too.

Dubai spent a lot of time on becoming an international city and on building the confidence people have in it.

Dubai has done a lot of hard work.

Compared to other top international cities it is younger, but has some unique features.

Let’s put it this way, Dubai is different. Everybody has seen Dubai change over the years. Its multicultural

society makes it very international and I see it moving towards a leading city, in the same league as some other great cities of the world, such as London, New York or Singapore. It is a city with a vision that is paying off.

Tell us more about StayWell’s operation in Dubai: Park Regis Kris Kin Hotel Dubai began operations in December 2010.

To start with, 2011 was not as good as we wanted. We had to pay the school fees to establish our business here and build our network. For that we had to understand the culture, the people and their expectations,

Dubai is different.

Its multicultural society makes it very international and I see it moving towards a leading city, in the same league as some other great cities of the world, such as London, New York or Singapore. It is a city with a vision that is paying off

the business practices in this part of the world.

As a result today we are very confident. We did pretty good last year. In fact, 2013 exceeded our expectations. This year has been even better, with record H1 results.

We foresee some challenges in 2015 and 2016, with more hotels coming and therefore supply going up. But I am sure Dubai will rise up to the challenge by creating more demand.

We have enjoyed great ranking on TripAdvisor for three years in a row and have had tremendous guest feedback. We host two airline crews, Thai Airways and British Airways. It is a reflection of the quality of our NOVEMBER/DECEMBER 2014 21

OPERATOR INTERVIEW

product and services, as well as the level of safety and security.

We are facing some stiff competition, as there are a lot of good hotel groups here, but we are confident of getting a fair market share with our strong brands, excellent resources and level of service. We will grow with Dubai and Abu Dhabi. in the region, including the Emirates, Iraq, Turkey, Lebanon and Jordan.

We are also in talks for a JV in Saudi Arabia. If all goes well, we are looking to add 12 hotels in the region by 2015 - five of which will be in the UAE. It will give us approximately 3,500 keys in the region and out of these, 1,500 would be in the UAE. We recently entered into a joint venture with South Africa-based Mantis Collection, which will front the growth of our hotel brands throughout sub-Saharan Africa. Under the agreement, the Park Regis and Leisure Inn brands will be established in key cities at properties to be procured by Mantis.

How are relationships with owners/investors managed?

As an owner and investor in the company, I understand how important it is to have strong relationships with all stakeholders. We place a 22 NOVEMBER/DECEMBER 2014

Dubai’s vision is paying off

What future plans does Staywell have for the Middle East region and Africa?

Looking at development and growth in the Middle East, we are going to be really focused on the region over the next 12 to 18 months, owing to the scale of opportunity we see here.

We have set up a special development department and are in advanced negotiations for two new hotels in Dubai, as well as one in Doha. In addition, we are in the process of formalizing a joint venture (JV) with UAE-based hotel company, which will give us seven properties

lot of emphasis in this area through open and regular communication and sharing of our successes and challenges.

In each region, our Heads of Regional Operation Managers meet with owners on a regular basis and I take a personal commitment to build individual relationships with all owners and investors.

How is an owner/investor in the Middle East different?

At the end of the day, the results that we deliver to investors and owners is how they measure our capabilities.

My senior executive team is also very

involved with investors and owners on a regular basis.

I don’t believe that the Middle East owners are any different from our other owners. Every owner wants to see a good return on his investment and our relationships with our owners and our results are what makes the difference.

How do you stay on top of forecasted trends, keep guests engaged and satisfied and on top of the competition?

When we enter a new market, we always join hands with a strong local partner and together we build the brand and business.

OPERATOR INTERVIEW

One of our key USPs is ‘local knowledge, international expertise’. In addition, we are very close to our customers; that really sets us apart. One of our company policies is that general managers must take personal responsibility to get back to customer reviews

and feedback on any networks or channels within 48 hours, be it TripAdvisor or any other.

With the advancements in internet and technology, consumer habits have changed. They are the kings with instant access to information and demand instant attention.

What is your take on all the new players in the market?

There are more than 400 hotel brands in the world. Fashion designers, restaurant owners and furniture houses have all floated their hotel brands, leading to a big range and diversity of hotels.

Last night I heard on TV about the Discovery Channel launching its own hospitality brand. Competition in our industry is therefore very stiff.

However, we are quite unique.

We are the largest independentlyowned hotel management group in Asia Pacific, with a global footprint, operating the up-scale Park Regis and mid-scale Leisure Inn brands.

NOVEMBER/DECEMBER 2014 23

COVER STORY

24 NOVEMBER/DECEMBER 2014

COVER STORY

COVER STORY

zidor’s Inge The term has a nice ring to it and Re Huijbrechts, Director Responsible Business

tells ThME in this long chat about going green, being a responsible company, establishing an awareness of water scarcity and mo st importantly getting hotel owners on board

I

nge Huijbrechts, Director Responsible Business, was recently on a brief visit to the region in order to initiate new procedures in relation to her area of focus – responsible business.“This term definitely existed before I came to the company,” when asked to elaborate on how the came to be,“but am very glad that that’s what we call it. One of the main things we do in our environmental programme is involving employees, because they make a difference. They make a difference of three to five per cent in water consumption on energy consumption,” she says.

Huijbrechts adds, “In our case, it’s about having a light environmental footprint. It’s about being responsible to our employees and with guests in environmental and social activities.

NOVEMBER/DECEMBER 2014 25

COVER STORY

She talks about the training video they are shooting about being efficient in their laundry department for instance.“We have laundries, big laundries here. So we’re doing lots of things, like an audit of how we can be efficient, identify which chemicals should be used to make sure the water and energy use is sufficient to make sure that we save on both. We involve the employees in doing this operation in the best way for themselves and for the planet.”

The essence of life, water and its conservation is an essential part of Huijbrechts’ green energy plan, as well as reducing the carbon footprint of the group’s hotels.

Huijbrechts adds,“We have a growing awareness on water, which is a big subject in my view, to come into hospitality because we all need water.

Water is essential to life and water scarcity is a crisis or an element that has been underestimated for a long time. The trouble is because water in many parts of the world is also a subsidised commodity you will not see many investments in water efficiency, so this a big issue needing attention.

I think we as a hospitality group and as an industry need to wake up and put this on the top of the agenda.

This May we signed the UN CEO Water Mandate.

We launched Think Planet Energy in 2012 and now we’re launching Think Planet Water as well.”

Since this part of the world uses mostly desalinated water, there are bound to be a different set of issues to be tackled here.“Desalination, unfortunately, uses both energy and water to get the drinking water. So it’s what you do once you’ve used the water. How you treat that has been a big discussion here. We reuse water wherever we can we create awareness to reduce consumption, for instance two small examples if you look at our resorts in Sharjah and Fujairah they both have

We have a growing awareness on water, which is a big subject in my view, to come into hospitality because we all need water. Water is essential to life and water scarcity is a crisis or an element that has been underestimated for a long time

26 NOVEMBER/DECEMBER 2014

COVER STORY

NOVEMBER/DECEMBER 2014 27

COVER STORY

Tamanya Terrace at the Radisson Blu, Dubai Media City

grey water recycling systems, so it means that when guests are using water, the grey water is recycled and used for irrigation on the landscape.

“Similarly in Park Inn and Radisson Blu in Abu Dhabi, their water is caught and is used to water the golf course right behind hotel so I think in those matters that hotels need to invest in areas like this about reusing grey water and reducing the consumption of fluoride and reducing consumption in the kitchens and laundries too.

“All our hotels in the Middle East are eco-labelled by Green Key. One criteria of that is to check the flow rate of the taps and the showers, so that they are at a certain maximum level which is quite low but not compromising guest comfort. By doing that you immediately save 20 per cent of the water which is used in the guest rooms.”

Bringing hotel owners on board is an important part of the strategy and 28 NOVEMBER/DECEMBER 2014

co-operation is key for Huijbrechts and her team – with the promise of reducing operating costs.

“One of the big things that has happened is that with Think Planet Energy we have a target to save 25 per cent over five years, so by 2016 we want to hopefully reach that target.

We have to visit all hotels in Europe, the Middle East and Africa – that’s 314 hotels.”

“Because we set it on the agenda and talked about it at management meetings and global conferences, as well as owner dinners, all owner are aware that we’re doing this.

Often the cooperation between the hotel company and the owner is what makes these big investments happen and I think we’re more and more successful in hotels that do this.

“For example, in Abu Dhabi we retrofitted each room with key card

In Park Inn and Radisson Blu, Abu Dhabi, grey water is caught and is used to water the golf course behind the hotel so I think in those matters hotels need to invest in areas like this. Reusing and reducing the consumption of fluoride

controls. Because it’s a very recent hotel, maybe open for eight years, their key cards control the lights but not the ac, which is an essential part of being energy-efficient. So what they did was, they retrofitted all the rooms with wireless controls for lights, ac and window sensors, so that means that everything is totally integrated.

“Doing this saw a drop of 17 per cent of energy consumption. It’s through these examples that we see more and more awareness amongst owners and willingness to follow and to say, okay we want to be part of reaching their target.Owners are also aware that these solutions increase the value of the building as well as reduce operating costs.”

New builds are always the best at adopting these efficiencies, Huijbrechts believes, with new hotels benefitting from state-of-the-art green energy measures. “It’s always best to do it from the start - the more you can do from the start the better

and most cost efficient. However, there are cases where a building is a conversion so we have to see our options as to what is locally possible and relevant.”

Rezidor’s Think Planet have a set of environmental guidelines.“We can always make good progress, because we have minimum requirements written into hotel specifications which goes into various degrees and there’s growing awareness of an efficient building management system (BMS).

Hotels that have made fabulous progress were able to reduce their carbon footprint by 30 per cent when their BMS was up-to-date and stateof-art. It is the brain of a building and there increasingly everyone wants a good control system in the hotels and it doesn’t make sense to hold back on that when you’re building a hotel.”

One example is in Western Europe, Rezidor has successfully rolled out an intelligent ventilation system for its

industrial kitchen. Huijbrechts explains, “The ventilation works based on the activity in the kitchen.

When the kitchen is being used during peak time the ventilation works the most then and when activity in the kitchen is reduced then it reduces the ventilation in an intelligent way, saving lots of energy. This can easily be emulated in this region.”

“We’re working with our technical department to come up with solutions like that in the region.”The big energy consumers in the hotel building are its heating, ventilation and air conditioning using 45 to 50 per cent of energy, specifically in hot climates like here. Then come the kitchens, which use about 20 per cent, lighting

Desalination, unfortunately, uses both energy and water to get the drinking water. So it’s what you do once you’ve used the water. How you treat that has been a big discussion here. We reuse water wherever we can we create awareness to reduce consumption

is about 15 to 20 per cent, if there’s a laundry that’s a big user as well as spas, sometimes that can also be of very big impact.

“So we know it’s very important to optimise running time frequency control, which is also the intelligence load balancing of your air conditioning. Something like these wireless room controls that we put in Abu Dhabi is relevant to the hotels, because it means you don’t have to to renovate the rooms big time with cables. Hoteliers don’t want rooms out of operation, but with wireless it’s perfect – it doesn’t take very long to put one of these in and the impact is massive.”

Aside from internal projects, the hotel group has also forged links with national and international partners in a bid to become more energy efficient – even creating the concept of carbonneutral meetings, thanks to links with a UK company.

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2/11/14 20:45:53

COVER STORY

In terms of regions doing most to be energy efficient, Huijbrechts says, “I think we’re doing very very well in the UK and Ireland. What we have achieved is 12.8 per cent savings in three years in energy for our occupied rooms. The UK has achieved 20 per cent, Central Europe 22 per cent and our Western Europe and north-west Africa 28 per cent, so they have already achieved good figures. That’s also because we have a lot of leasehold hotels there – that means we have a bigger share and bigger say in control and investments.

She says just switching to relatively simple solutions, like motion sensors, putting buzzers on freeze, making sure that in an atrium you can control the light, etc are big long term energy saver. “This is where your cooperation with the owners comes in and this 30 NOVEMBER/DECEMBER 2014

is where it takes just bit more time to ramp up on how we convince them, how do we demonstrate best practices etc.

To give you an example, this hotel, the Radisson Blu, Media City, which is a managed hotel, the owners have invested AED75,000 in LED investments which was finalised this year.

They did the biggest LED replacement ever with Philips in a hotel – 5,200 LED light 45 days.

“The reason we launched Think Planets is because since we started measuring our energy from 2006 to 2011, we have seen savings like about eight per

We recently launched a global programme in conjunction with our loyalty club Club Carlson. It means that anywhere around the world in a Carlson Hotel, when meetings are booked through Club Carlson, we offset the carbon footprint of that meeting location for them

cent, but then all of a sudden it stagnated. Hence we needed to act, because otherwise we will not have any increases. That’s why we set a target. We need to give our hotels more tools, find partners to do these investments with, so we did things before with hotels in this area but it came to a point in which we needed to do more – that’s why we host it but it takes time for the investment part of it to formalise.”

Carbon neutral meetings “HCMI is actually a joint initiative by the hotel industry, so it was launched and initiated by ITP the International Tourism Platform.

We all came together to define the philosophy, which is actually good, because then we all measure carbon footprints of our hotels in the same

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Inge Huijbrechts says a little bit about herself: way. Then we started rolling it out to our hotels and it launched in 2013 in July and we did the big push around October last year to train our hotels.

“We continue to promote it as a tool that they can actually use because it’s very useful for hotels to demonstrate their carbon footprint also in communications to commercial enterprises and large corporations who want to know about the carbon footprint of the hotel, who want to know about the carbon footprint of the meeting and events.

“We recently launched a global programme in conjunction with our loyalty club Club Carlson. It means that anywhere around the world in a Carlson Hotel, when meetings are booked through Club Carlson, we offset the carbon footprint of that meeting location for them so the meeting becomes carbon neutral.

It’s truly a yes I can company – it’s unbelievable. When I first joined I put some ideas out to the teams and everybody goes “yes we can”. That is fantastic because in the service industry the people make all the difference and same goes for responsible business.

So, I’ve learnt a lot it’s been a journey of integrating

responsible business more and more in the business, getting closer to the brands, getting more linked procurements, making sure that automatically responsible business is taken into consideration.

Every time there is a new project and I think that is an exciting thing to see and to work on. We will continue with Think Planet Energy because we now are almost at the end of three years. We have two more years to go, so this is the big subject for us to continue our journey on sustainability – that’s why we signed the UN CEO mandate.

We’re working to provide employment for young underprivileged people in areas where the rates of youth unemployment are high, because we are such an important employer in many places where there is tourism development, or sometimes we’re the first international hotel chain to come to a city and that’s really where we can make a difference to the local community.

“So, what we do is we work with a partner in England called Carbon Footprint Limited. Firstly, the footprint of every meeting is calculated as we have access to our global database of the loyalty programme which captures how many sq metres of which hotel is being booked and for how much time. Based on those parameters through HCMI we know what the carbon footprint is, because that’s one of the benefits of HCMI. Then we offset that carbon through Club Carlson with this partner company in two ways. We buy carbon credits from wind farms in India and on top of that for every tonne of carbon, trees are planted in the great Rift Valley in Kenya so our impact is actually doubled. This is a unique thing that was launched on Earth Day in April last year and we have offset 14,000 tonnes of carbon since.”

NOVEMBER/DECEMBER 2014 31

32 NOVEMBER/DECEMBER 2014

‫ﻣﺳﺅﻭﻟﺔ‬ ‫ﺍﻷﻋﻣﺎﻝ‬ ‫ﺍﻟ ‪COVER‬‬ ‫‪STORY‬‬ ‫"ﻛﺫﻟﻙ ﺑﺎﻟﻣﺛﻝ ﻓﻲ ﻓﻧﺩﻕ ﺑﺎﺭﻙ ﺍﻥ ﻭﻓﻧﺩﻕ‬ ‫ﺭﺍﺩﻳﺳﻭﻥ ﺑﻠﻭ ﻓﻲ ﺃﺑﻭﻅﺑﻲ‪ ،‬ﺣﻳﺙ ﻳﺗﻡ ﺇﻋﺎﺩﺓ‬ ‫ﺍﺳﺗﺧﺩﺍﻡ ﺍﻟﻣﺎء ﻓﻲ ﺭﻱ ﻣﻼﻋﺏ ﺍﻟﺟﻭﻟﻑ ﺧﻠﻑ‬ ‫ﺍﻟﻔﻧﺩﻕ‪ .‬ﺃﻋﺗﻘﺩ ﺃﻥ ﺍﻟﻔﻧﺎﺩﻕ ﺗﺣﺗﺎﺝ ﻟﻼﺳﺗﺛﻣﺎﺭ ﺃﻛﺛﺭ‬ ‫ﻓﻲ ﻣﺟﺎﻻﺕ ﻣﺛﻝ ﺇﻋﺎﺩﺓ ﺍﺳﺗﺧﺩﺍﻡ ﺍﻟﻣﻳﺎﻩ ﺍﻟﺭﻣﺎﺩﻳﺔ‬ ‫ﻭﺗﻘﻠﻳﻝ ﺍﺳﺗﻬﻼﻙ ﺍﻟﻔﻠﻭﺭﺍﻳﺩ ﻭﺍﻟﺣﺩ ﻣﻥ ﺍﺳﺗﻬﻼﻙ‬ ‫ﺍﻟﻣﻳﺎﻩ ﻓﻲ ﺍﻟﻣﻁﺎﺑﺦ ﻭﺍﻟﻣﻐﺎﺳﻝ ﻷﻗﻝ ﺣﺩ ﻣﻣﻛﻥ‪.‬‬ ‫ﺟﻣﻳﻊ ﻓﻧﺎﺩﻗﻧﺎ ﻓﻲ ﺍﻟﺷﺭﻕ ﺍﻷﻭﺳﻁ ﻣﺗﻭﺍﻓﻘﺔ ﻣﻊ‬ ‫ﺍﻟﺑﻳﺋﺔ ﻭﻓﻘﺎ ﻟﻣﻌﺎﻳﻳﺭ ’ﺟﺭﻳﻥ ﻛﻲ‘‪ ،‬ﻭﺃﺣﺩ ﻫﺫﻩ‬ ‫ﺍﻟﻣﻌﺎﻳﻳﺭ ﺍﻟﺗﺣﻘﻕ ﻣﻥ ﻣﻌﺩﻝ ﺗﺩﻓﻕ ﺍﻟﺻﻧﺎﺑﻳﺭ‬ ‫ﻭﺍﻟﺩﺵ‪ ،‬ﺑﺣﻳﺙ ﺗﻛﻭﻥ ﻋﻠﻰ ﻣﺳﺗﻭﻯ ﻣﻌﻳﻥ ﻛﺣﺩ‬ ‫ﺃﻗﺻﻰ ﻭﻫﻲ ﻧﺳﺑﺔ ﻣﻧﺧﻔﺿﺔ ﺟﺩﺍ ﻭﻟﻛﻥ ﻣﻊ ﻋﺩﻡ‬ ‫ﺍﻟﻣﺳﺎﺱ ﺑﺭﺍﺣﺔ ﺍﻟﺿﻳﻭﻑ‪ .‬ﻋﻥ ﻁﺭﻳﻕ ﺗﻁﺑﻳﻕ‬ ‫ﺫﻟﻙ ﺍﻷﻣﺭ ﺳﺗﺣﻘﻕ ﺧﻔﺿﺎ ﻗﺩﺭﻩ ‪ 20‬ﻓﻲ ﺍﻟﻣﺎﺋﺔ‬ ‫ﻣﻥ ﺍﻟﻣﻳﺎﻩ ﺍﻟﺗﻲ ﺗﺳﺗﺧﺩﻡ ﻓﻲ ﻏﺭﻑ ﺍﻟﺿﻳﻭﻑ‪".‬‬ ‫ﻫﺫﺍ ﺍﻟﻣﺻﻁﻠﺢ ﻟﻪ ﺻﺩﻯ ﻟﻁﻳﻑ ﺣﻳﻥ ﺗﻘﻭﻟﻪ‪ ،‬ﻛﻣﺎ‬ ‫ﺍﻷﻋﻣﺎﻝﻛﻣﺎ‬ ‫ﺗﻘﻭﻟﻪ‪،‬‬ ‫ﺣﻳﻥ‬ ‫ﺻﺩﻯ‬ ‫ﺍﻟﻣﺻﻁﻠﺢ‬ ‫"ﺃﺣﺩ ﻫﺫﺍ‬ ‫ﻟﻁﻳﻑﺓ‬ ‫ﻣﺩﻳﺭ‬ ‫ﻫﻭﻳﺟﺑﺭﺷﺕ‬ ‫ﺗﺭﻯ ﺇﻧﺟﻲ‬ ‫ﻗﺳﻡﻣﺑﺎﺩﺭﺓ‬ ‫ﺿﻣﻥ‬ ‫ﻗﻣﻧﺎ‪ ،‬ﺑﻬﺎ‬ ‫ﺍﻟﺧﻁﻭﺍﺕ ﻟﻪﺍﻟﺗﻲ‬ ‫ﺃﻛﺑﺭ‬ ‫ﺍﻷﻋﻣﺎﻝ‬ ‫ﺭﻳﺯﻳﺩﻭﺭ‪،‬ﻗﺳﻡ‬ ‫ﻣﺩﻳﺭﺓ‬ ‫ﻫﻭﻳﺟﺑﺭﺷﺕ‪،‬‬ ‫ﻁﺎﻗﺔ ﺗﺭﻯ‬ ‫ﺍﺳﺗﻬﻼﻙ‬ ‫ﻟﺧﻔﺽ‬ ‫ﺇﻧﺟﻲﻲﻓﻲﺍﻟﺗﺧﻁﻳﻁ‬ ‫ﺍﻟﻣﺳﺅﻭﻟﺔﻫ‬ ‫ﺍﻟﻛﻭﻛﺏ‬ ‫ﻭﺍﻟﺗﻲ‬ ‫ﻣﺟﻣﻭﻋﺔ‬ ‫ﻣﺟﻠﺗﻛﻡ‪،‬‬ ‫ﺭﻳﺯﻳﺩﻭﺭ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻣﺳﺅﻭﻟﺔ‬ ‫ﻭﺍﻟﺗﻲﺍﻟﺗﺣﻭﻝ‬ ‫ﺣﻭﻝ‬ ‫ﻣﺟﻣﻭﻋﺔﻣﻊ‬ ‫ﺣﺩﻳﺛﻬﺎ‬ ‫ﺍﺳﺗﻔﺎﺿﺕ‬ ‫ﺧﻣﺱ‬ ‫ﻋﻠﻰ ﻣﺩﻯ‬ ‫ﻓﻲ‪%25‬‬ ‫ﺑﻣﻘﺩﺍﺭ‬ ‫ﺍﻟﻁﺎﻗﺔ ﻟﺩﻳﻧﺎ‬ ‫ﺍﻟﺗﺣﻭﻝ‬ ‫ﺣﻭﻝ‬ ‫ﻣﺟﻠﺗﻛﻡ‬ ‫ﻭﻣﺭﺍﻋﺎﺓﻣﻊ‬ ‫ﺣﺩﻳﺛﻬﺎ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻭﻋﻲ‬ ‫ﻭﺯﻳﺎﺩﺓ‬ ‫ﺍﻟﺑﻳﺋﺔ‪،‬‬ ‫ﺧﺿﺭ‬ ‫ﺇﻟﻰﻭﻟﺍﻷ‬ ‫ﻧﺄﻣﻝ‬ ‫ﻓﺈﻧﻧﺎ‬ ‫‪2016‬‬ ‫ﻋﺎﻡ‬ ‫ﺑﺣﻠﻭﻝ‬ ‫ﺍﺳﺗﻔﺎﺿﺕﻭ‬ ‫ﺫﻟﻙ‬ ‫ﺳﻧﻭﺍﺕ‪،‬‬ ‫ﻭﺯﻳﺎﺩﺓ‬ ‫ﺍﻟﺑﻳﺋﺔ‪،‬‬ ‫ﺇﻟﻰ‬ ‫ﻋﻠﻳﻧﺎ‬ ‫ﻳﺗﻌﻳﻥ‬ ‫ﻭﻣﺭﺍﻋﺎﺓ‪.‬‬ ‫ﺍﻟﻬﺩﻑ‬ ‫ﺧﺿﺭﻫﺫﺍ‬ ‫ﺍﻷﺑﻠﻐﻧﺎ‬ ‫ﺃﻥ ﻧﻛﻭﻥ‬ ‫ﺍﻟﻭﻋﻲﺇﻗﻧﺎﻉ‬ ‫ﺯﻳﺎﺭﺓ‪:‬‬ ‫ﻣﻥ ﺫﻟﻙ‬ ‫ﺃﻫﻣﻳﺔ‬ ‫ﻭﺍﻷﻛﺛﺭ‬ ‫ﺍﻟﻣﻳﺎﻩ‪،‬‬ ‫ﻧﺩﺭﺓ‬ ‫ﺍﻟﻌﺎﻡﻗﺩ ﺑ‬ ‫ﺷﻲءﺇﻗﻧﺎﻉ‬ ‫ﻭﻋﻣﻝﺫﻟﻙ‪:‬‬ ‫ﻣﻥ‬ ‫ﺃﻫﻣﻳﺔ‬ ‫ﻭﺍﻷﻛﺛﺭ‬ ‫ﺍﻟﻣﻳﺎﻩ‪،‬‬ ‫ﻧﺩﺭﺓ‬ ‫ﻣﺎﻟﻛﻲﺑ‬ ‫ﺟﻣﻳﻊ ﺍﻟﻌﺎﻡ‬ ‫ﺍﻷﻭﺳﻁ‬ ‫ﻭﺍﻟﺷﺭﻕ‬ ‫ﺃﻭﺭﻭﺑﺎ‬ ‫ﺍﻟﻔﻧﺎﺩﻕ ﻓﻲ‬ ‫ﻣﻥ‬ ‫ﺍﻷﻫﻣﻳﺔ‬ ‫ﺑﻔﻬﻡ ﻫﺫﻩ‬ ‫ﺍﻟﻔﻧﺎﺩﻕ‬ ‫ﺿﻌﻧﺎﺷﻲء ﻣﻥ‬ ‫ﻭﻋﻣﻝ‬ ‫ﺍﻷﻫﻣﻳﺔ‬ ‫ﻳﻌﻧﻲﺑﻔﻬﻡ‬ ‫ﺍﻟﻔﻧﺎﺩﻕ‬ ‫ﻷﻧﻧﺎ ﻭ‬ ‫ﻫﺫﻩﻓﻧﺩﻗﺎ‪.‬‬ ‫‪314‬‬ ‫ﻣﺎﻟﻛﻲ‪.‬ﻭﻫﺫﺍ‬ ‫ﻭﺃﻓﺭﻳﻘﻳﺎ ‪-‬‬ ‫ﺃﺟﻠﻬﺎ‬ ‫ﺃﺟﻠﻬﺎ‪.‬‬ ‫ﻗﻣﺔ ﺟﺩﻭﻝ ﺍﻷﻋﻣﺎﻝ ﻭﺗﺣﺩﺛﻧﺎ ﻋﻧﻪ ﻛﺛﻳﺭﺍ‬ ‫ﺫﻟﻙ ﻋﻠﻰ‬ ‫ﻓﻲ ﺍﺟﺗﻣﺎﻋﺎﺕ ﻣﺟﺎﻟﺱ ﺍﻹﺩﺍﺭﺓ ﻭﻓﻲ ﺍﻟﻣﺅﺗﻣﺭﺍﺕ‬ ‫ﻫﻭﻳﺟﺑﺭﺷﺕﻣﻥ‬ ‫ﺇﻧﺟﻲ ﺟﻌﻝ ﺍﻟﻛﺛﻳﺭ‬ ‫ﺍﻷﻣﺭ ﺍﻟﺫﻱ‬ ‫ﺍﻟﻌﺎﻟﻣﻳﺔ‪،‬‬ ‫ﻣﺎﻟﻛﻲﻓﻲ ﺯﻳﺎﺭﺓ‬ ‫ﻣﺅﺧﺭﺍ‬ ‫ﺣﺿﺭﺕ‬ ‫ﺍﻟﺧﻁﻭﺍﺕ‪.‬ﺯﻳﺎﺭﺓ‬ ‫ﻭﻫﺫﻩﻣﺅﺧﺭﺍ‬ ‫ﻫﻭﻳﺟﺑﺭﺷﺕ‬ ‫ﺇﻧﺟﻲ‬ ‫ﺣﺿﺭﺕ‬ ‫ﺍﻟﻣﺑﺎﺩﺭﺓ‬ ‫ﺑﻬﺫﻩ‬ ‫ﻋﻠﻡ‬ ‫ﺍﻟﻔﻧﺎﺩﻕ ﻋﻠﻰ‬ ‫ﺗﻧﻔﻳﺫ‬ ‫ﻠﺷﺭﻭﻉﻓﻲﻓﻲ‬ ‫ﺍﻟﻌﺭﺑﻳﺔ ﻟ‬ ‫ﺍﻟﻣﻧﻁﻘﺔ‬ ‫ﺇﻟﻰ‬ ‫ﻗﺻﻳﺭﺓ‬ ‫ﻓﻲ ﺗﻧﻔﻳﺫ‬ ‫ﻠﺷﺭﻭﻉ‬ ‫ﺍﻟﻣﻧﻁﻘﺔ‬ ‫ﻏﺎﻟﺑﺎ ﻣﺎﻗﺻﻳﺭﺓ‬ ‫ﺑﻣﺟﺎﻝﻔﻧﺎﺩﻕ‬ ‫ﺍﻟﻌﺭﺑﻳﺔ ﻟﺍﻟ‬ ‫ﺗﻌﻠﻕﺷﺭﻛﺔ‬ ‫ﺑﻳﻥ‬ ‫ﻳﻛﻭﻥ‬ ‫ﺍﻷﻋﻣﺎﻝ‬ ‫ﺧﺑﺭﺗﻬﺎ ‪-‬‬ ‫ﺍﻟﺗﻌﺎﻭﻥ ﺗ‬ ‫ﺇﺟﺭﺍءﺍﺕﺇﻟﻰﺟﺩﻳﺩﺓ‬ ‫ﺍﻷﻋﻣﺎﻝ‬ ‫ﺧﺑﺭﺗﻬﺎ ‪-‬‬ ‫ﺑﻣﺟﺎﻝ‬ ‫ﺇﺟﺭﺍءﺍﺕ‬ ‫ﺍﻻﺳﺗﺛﻣﺎﺭﺍﺕ‬ ‫ﺟﺩﻳﺩﺓ ﺗﻫﺫﻩ‬ ‫ﻳﺟﻌﻝ‬ ‫ﻳﻬﺎ ﻫﻭ ﻣﺎ‬ ‫ﺍﻟﻛﺑﻳﺭﺓ ﺗﻛﻭﻳﻥ‬ ‫ﺧﻠﻔﻳﺔ‬ ‫ﺗﻭﺿﻳﺢ‬ ‫ﺗﻌﻠﻕﻣﻧﻬﺎ‬ ‫ﻁﻠﺑﻧﺎ‬ ‫ﻣﺳﺅﻭﻟﺔ‪ .‬ﺣﻳﻥ‬ ‫ﻭﻣﺎﻟﻛ ﺍﻟ‬ ‫ﺧﻠﻔﻳﺔ ﺗﻛﻭﻳﻥ‬ ‫ﺃﺟﺎﺑﺕ ﻣﻧﻬﺎ‬ ‫ﺣﻳﻥ ﻁﻠﺑﻧﺎ‬ ‫ﻣﺳﺅﻭﻟﺔ‪.‬‬ ‫ﺗﻭﺿﻳﺢ"ﻫﺫﺍ‬ ‫ﺇﻧﺟﻲ ﻗﺎﺋﻠﺔ‪:‬‬ ‫ﺍﻟﻣﺻﻁﻠﺢ‬ ‫ﻫﺫﺍ‬ ‫ﺗﺣﺩﺙ ﺍﻟ‪".‬‬ ‫ﻗﺎﺋﻠﺔ‪:‬ﻗﺑﻝ"ﻫﺫﺍ‬ ‫ﺇﻧﺟﻲ‬ ‫ﻛﺎﻥ ﺃﺟﺎﺑﺕ‬ ‫ﺍﻟﻣﺻﻁﻠﺢ‬ ‫ﻫﺫﺍ‬ ‫ﻣﺟﻳﺋﻲ‬ ‫ﺑﺎﻟﻔﻌﻝ‬ ‫ﻣﺳﺗﺧﺩﻣﺎ‬ ‫ﺍﻟﻣﺻﻁﻠﺢ‬ ‫ﻣﺟﻳﺋﻲﻧﻁﻠﻕ‬ ‫ﻗﺑﻝ ﻫﻭ ﻣﺎ‬ ‫ﺑﺎﻟﻔﻌﻝ ﻫﺫﺍ‬ ‫ﻣﺳﺗﺧﺩﻣﺎﺟﺩﺍ ﺑﺄﻥ‬ ‫ﻛﺎﻥﻲ ﺳﻌﻳﺩﺓ‬ ‫ﺍﻟﻣﺻﻁﻠﺢﻭﻟﻛﻧ‬ ‫ﻟﻠﺷﺭﻛﺔ‪،‬‬ ‫ﻧﻁﻠﻕ‬ ‫ﺑﺄﻥ ﻫﺫﺍ‬ ‫ﻧﺣﻥﺓ ﺟﺩﺍ‬ ‫ﺣﺎﻟﺗﻧﺎ‪،‬ﺳﻌﻳﺩ‬ ‫ﻓﻲ ﻭﻟﻛﻧﻲ‬ ‫ﻟﻠﺷﺭﻛﺔ‪،‬‬ ‫ﻳﻛﻭﻥﻫﻭﻟﻧﺎ ﻣﺎﺑﺻﻣﺔ‬ ‫ﻧﺭﻳﺩ ﺃﻥ‬ ‫ﻋﻠﻳﻪ‪.‬‬ ‫ﺑﺻﻣﺔ‬ ‫ﻋﻠﻰﺃﻥﻗﺩﺭﻳﻛﻭﻥ ﻟﻧﺎ‬ ‫ﻧﻛﻭﻥﻧﺭﻳﺩ‬ ‫ﻭﺃﻥ ﻧﺣﻥ‬ ‫ﺣﺎﻟﺗﻧﺎ‪،‬‬ ‫ﻋﻠﻳﻪ‪ .‬ﻓﻲ‬ ‫ﺃﻣﺎﻡ‬ ‫ﺍﻟﻣﺳﺅﻭﻟﻳﺔ‬ ‫ﺧﻔﻳﻔﺔ‪،‬‬ ‫ﺑﻳﺋﻳﺔ‬ ‫ﺍﻟﻣﺳﺅﻭﻟﻳﺔ ﺃﻣﺎﻡ‬ ‫ﻋﻠﻰ ﻗﺩﺭ‬ ‫ﻭﻣﻊﻭﺃﻥ‬ ‫ﺧﻔﻳﻔﺔ‪،‬‬ ‫ﺑﻳﺋﻳﺔ‬ ‫ﺍﻷﻧﺷﻁﺔ ﺍﻟﺑﻳﺋﻳﺔ‬ ‫ﻧﻛﻭﻥ ﻓﻲ‬ ‫ﺿﻳﻭﻓﻧﺎ‪،‬‬ ‫ﻣﻭﻅﻔﻳﻧﺎ‬ ‫ﻭﻣﻊ‪".‬ﺿﻳﻭﻓﻧﺎ‪ ،‬ﻓﻲ ﺍﻷﻧﺷﻁﺔ ﺍﻟﺑﻳﺋﻳﺔ‬ ‫ﻣﻭﻅﻔﻳﻧﺎ‬ ‫ﻭﺍﻻﺟﺗﻣﺎﻋﻳﺔ‬ ‫ﻭﺍﻻﺟﺗﻣﺎﻋﻳﺔ‪".‬‬ ‫ﺗﺣﺩﺛﺕ ﺇﻧﺟﻲ ﻛﺫﻟﻙ ﻋﻥ ﻣﻘﻁﻊ ﺍﻟﻔﻳﺩﻳﻭ ﺍﻟﺗﺩﺭﻳﺑﻲ‬ ‫ﺗﻭﺿﻳﺢﺍﻟﺗﺩﺭﻳﺑﻲ‬ ‫ﺑﻬﺩﻑ ﺍﻟﻔﻳﺩﻳﻭ‬ ‫ﻋﻥ ﻣﻘﻁﻊ‬ ‫ﻳﻘﻭﻣﻭﻥ ﻛﺫﻟﻙ‬ ‫ﺍﻟﺫﻱﺕ ﺇﻧﺟﻲ‬ ‫ﺗﺣﺩﺛ‬ ‫ﺑﺗﺻﻭﻳﺭﻩ‬ ‫ﻗﺳﻡﺗﻭﺿﻳﺢ‬ ‫ﺑﻬﺩﻑ‬ ‫ﻳﻘﻭﻣﻭﻥ‬ ‫ﺍﻟﺫﻱ‬ ‫ﺍﻟﻐﺳﻳﻝ ﻋﻠﻰ‬ ‫ﺑﺗﺻﻭﻳﺭﻩ ﻓﻲ‬ ‫ﺍﻟﻔﻌﺎﻝ ﻟﻠﻣﻳﺎﻩ‬ ‫ﺍﻻﺳﺗﺧﺩﺍﻡ‬ ‫ﻭﻛﺑﻳﺭﺓﻋﻠﻰ‬ ‫ﻛﺛﻳﺭﺓﺍﻟﻐﺳﻳﻝ‬ ‫ﻣﻐﺎﺳﻝ ﻗﺳﻡ‬ ‫ﻟﺩﻳﻧﺎﻟﻠﻣﻳﺎﻩ ﻓﻲ‬ ‫ﺍﻟﻔﻌﺎﻝ‬ ‫ﺍﻻﺳﺗﺧﺩﺍﻡ‬ ‫ﻫﻧﺎ‪،‬‬ ‫ﺍﻟﻣﺛﺎﻝ‪" .‬‬ ‫ﺳﺑﻳﻝ‬ ‫ﺍﻟﺗﺩﻗﻳﻕﻫﻧﺎ‪،‬‬ ‫ﻣﺛﻝﻭﻛﺑﻳﺭﺓ‬ ‫ﻛﺛﻳﺭﺓ‬ ‫ﻟﺩﻳﻧﺎﻣﻥﻣﻐﺎﺳﻝ‬ ‫ﺍﻟﻣﺛﺎﻝ‪" .‬‬ ‫ﻓﻲ‬ ‫ﺍﻷﺷﻳﺎء‪،‬‬ ‫ﺑﺎﻟﻛﺛﻳﺭ‬ ‫ﺳﺑﻳﻝﻧﻘﻭﻡ‬ ‫ﻭﻟﺫﺍ‬ ‫ﺍﻟﺗﺩﻗﻳﻕ‪،‬ﻓﻲ‬ ‫ﻛﻭﻥﻣﺛﻝ‬ ‫ﺍﻷﺷﻳﺎء‪،‬‬ ‫ﻳﻣﻛﻥ ﻣﻥ‬ ‫ﺍﻟﺗﻲﺑﺎﻟﻛﺛﻳﺭ‬ ‫ﺍﻟﻛﻳﻔﻳﺔﻧﻘﻭﻡ‬ ‫ﻭﻟﺫﺍ‬ ‫ﻓﻌﺎﻟﻳﻥ ﺣﻘﺎ‬ ‫ﺑﻬﺎ ﺃﻥ ﻧ‬ ‫ﻳﻧﺑﻐﻲﻳﻥ ﺣﻘﺎ‪،‬‬ ‫ﻛﻭﻥ ﻓﻌﺎﻟ‬ ‫ﺍﻟﻣﻭﺍﺩﻳﻣﻛﻥ ﺑﻬﺎ‬ ‫ﻭﺗﺣﺩﻳﺩ ﺍﻟﺗﻲ‬ ‫ﺍﻟﻛﻳﻔﻳﺔ‬ ‫ﺍﺳﺗﺧﺩﺍﻣﻬﺎ‪،‬‬ ‫ﺃﻥ ﻧﺍﻟﺗﻲ‬ ‫ﺍﻟﻛﻳﻣﻳﺎﺋﻳﺔ‬ ‫ﺍﺳﺗﺧﺩﺍﻣﻬﺎ‪،‬‬ ‫ﻳﻧﺑﻐﻲ‬ ‫ﺍﻟﺗﻲ‬ ‫ﻭﺗﺣﺩﻳﺩﻣﻥﺍﻟﻣﻭﺍﺩ‬ ‫ﻣﻌﺎ‪".‬‬ ‫ﻁﺎﻗﺔ‬ ‫ﺍﻟﻛﻳﻣﻳﺎﺋﻳﺔ ﻭﻟﻠ‬ ‫ﺗﻭﻓﻳﺭﻧﺎ ﻟﻠﻣﻳﺎﻩ‬ ‫ﻟﻠﺗﺄﻛﺩ‬ ‫ﻟﻠﺗﺄﻛﺩ ﻣﻥ ﺗﻭﻓﻳﺭﻧﺎ ﻟﻠﻣﻳﺎﻩ ﻭﻟﻠﻁﺎﻗﺔ ﻣﻌﺎ‪".‬‬ ‫ﺛﻡ ﺃﺿﺎﻓﺕ ﺇﻧﺟﻲ‪" :‬ﻟﺩﻳﻧﺎ ﻭﻋﻲ ﻣﺗﺯﺍﻳﺩ ﺑﺄﻫﻣﻳﺔ‬ ‫ﺍﻟﻣﻳﺎﻩ ﺍﻟﺗﻲ ﺃﺭﺍﻫﺎ ﺫﺍﺕ ﺃﻫﻣﻳﺔ ﻛﺑﻳﺭﺓ ﻣﻥ ﻭﺟﻬﺔ‬ ‫ﻧﻅﺭﻱ‪ ،‬ﺧﺎﺻﺔ ﻓﻲ ﻣﺟﺎﻝ ﺍﻟﺿﻳﺎﻓﺔ ﻷﻧﻧﺎ ﺟﻣﻳﻌﺎ‬ ‫ﺑﺣﺎﺟﺔ ﺇﻟﻰ ﺍﻟﻣﺎء‪ .‬ﺍﻟﻣﺎء ﺿﺭﻭﺭﻱ ﻟﻠﺣﻳﺎﺓ ﻭﻧﺩﺭﺓ‬ ‫ﺍﻟﻣﻳﺎﻩ ﻫﻲ ﺃﺯﻣﺔ ﻋﺎﻟﻣﻳﺔ ﺑﺷﺭﻳﺔ‪ ،‬ﻭﺃﺣﺩ ﺍﻟﻌﻧﺎﺻﺭ‬ ‫ﺍﻟﺗﻲ ﺗﻡ ﺗﻘﻠﻳﻝ ﺃﻫﻣﻳﺗﻬﺎ ﻟﻔﺗﺭﺓ ﻁﻭﻳﻠﺔ ﻣﻥ ﺍﻟﺯﻣﻥ‪.‬‬ ‫ﺍﻟﻣﺷﻛﻠﺔ ﺗﺯﻳﺩ ﺑﺳﺑﺏ ﻛﻭﻥ ﺍﻟﻣﻳﺎﻩ ﻓﻲ ﺑﻼﺩ ﻛﺛﻳﺭﺓ‬ ‫ﻣﻥ ﺍﻟﻌﺎﻟﻡ ﺳﻠﻌﺔ ﻣﺩﻋﻭﻣﺔ ﺭﺧﻳﺻﺔ ﺍﻟﺛﻣﻥ‪ ،‬ﻟﺫﺍ ﻟﻡ‬ ‫ﻧﺭ ﺍﻟﻛﺛﻳﺭ ﻣﻥ ﺍﻻﺳﺗﺛﻣﺎﺭﺍﺕ ﺗﺫﻫﺏ ﻓﻲ ﺗﺣﺳﻳﻥ‬ ‫ﻛﻔﺎءﺓ ﺍﺳﺗﺧﺩﺍﻡ ﺍﻟﻣﻳﺎﻩ‪ .‬ﺃﻋﺗﻘﺩ ﺃﻥ ﺍﻟﺿﻳﺎﻓﺔ ﻛﻧﺷﺎﻁ‬ ‫ﺗﺟﺎﺭﻱ ﻭﻛﺻﻧﺎﻋﺔ ﺗﺣﺗﺎﺝ ﺇﻟﻰ ﺍﻻﺳﺗﻳﻘﺎﻅ ﻭﺍﻻﻧﺗﺑﺎﻩ‬ ‫ﻭﻭﺿﻊ ﻫﺫﻩ ﺍﻟﻘﺿﻳﺔ ﻋﻠﻰ ﺭﺃﺱ ﺟﺩﻭﻝ ﺃﻋﻣﺎﻟﻬﺎ‪.‬‬ ‫ﻓﻲ ﺷﻬﺭ ﻣﺎﻳﻭ ﺍﻟﻣﺎﺿﻲ ﻭﻗﻌﻧﺎ ﻋﻠﻰ ﺍﻧﺗﺩﺍﺏ ﺍﻷﻣﻡ‬ ‫ﺍﻟﻣﺗﺣﺩﺓ ﻟﻠﺭﺋﻳﺱ ﺍﻟﺗﻧﻔﻳﺫﻱ ﻟﻠﻣﻳﺎﻩ‪ ،‬ﻭﺃﻁﻠﻘﻧﺎ ﻣﺑﺎﺩﺭﺓ‬ ‫ﻁﺎﻗﺔ ﺍﻟﻛﻭﻛﺏ ﻓﻲ ﻋﺎﻡ ‪ ،2012‬ﻭﻧﺣﻥ ﺍﻵﻥ‬ ‫ﺑﺻﺩﺩ ﺇﻁﻼﻕ ﻣﺑﺎﺩﺭﺓ ﻣﻳﺎﻩ ﺍﻟﻛﻭﻛﺏ ﺃﻳﺿﺎ‪".‬‬

‫ﺛﻡ ﺃﺿﺎﻓﺕ ﺇﻧﺟﻲ‪" :‬ﻟﺩﻳﻧﺎ ﻭﻋﻲ ﻣﺗﺯﺍﻳﺩ ﺑﺄﻫﻣﻳﺔ‬ ‫ﺍﻟﻣﻳﺎﻩ ﺍﻟﺗﻲ ﺃﺭﺍﻫﺎ ﺫﺍﺕ ﺃﻫﻣﻳﺔ ﻛﺑﻳﺭﺓ ﻣﻥ ﻭﺟﻬﺔ‬ ‫ﻧﻅﺭﻱ‪ ،‬ﺧﺎﺻﺔ ﻓﻲ ﻣﺟﺎﻝ ﺍﻟﺿﻳﺎﻓﺔ ﻷﻧﻧﺎ ﺟﻣﻳﻌﺎ‬ ‫ﺑﺣﺎﺟﺔ ﺇﻟﻰ ﺍﻟﻣﺎء‪ .‬ﺍﻟﻣﺎء ﺿﺭﻭﺭﻱ ﻟﻠﺣﻳﺎﺓ ﻭﻧﺩﺭﺓ‬ ‫ﺍﻟﻣﻳﺎﻩ ﻫﻲ ﺃﺯﻣﺔ ﻋﺎﻟﻣﻳﺔ ﺑﺷﺭﻳﺔ‪ ،‬ﻭﺃﺣﺩ ﺍﻟﻌﻧﺎﺻﺭ‬ ‫ﺍﻟﺗﻲ ﺗﻡ ﺗﻘﻠﻳﻝ ﺃﻫﻣﻳﺗﻬﺎ ﻟﻔﺗﺭﺓ ﻁﻭﻳﻠﺔ ﻣﻥ ﺍﻟﺯﻣﻥ‪.‬‬ ‫ﺍﻟﻣﺷﻛﻠﺔ ﺗﺯﻳﺩ ﺑﺳﺑﺏ ﻛﻭﻥ ﺍﻟﻣﻳﺎﻩ ﻓﻲ ﺑﻼﺩ ﻛﺛﻳﺭﺓ‬ ‫ﻣﻥ ﺍﻟﻌﺎﻟﻡ ﺳﻠﻌﺔ ﻣﺩﻋﻭﻣﺔ ﺭﺧﻳﺻﺔ ﺍﻟﺛﻣﻥ‪ ،‬ﻟﺫﺍ ﻟﻡ‬ ‫ﻧﺭ ﺍﻟﻛﺛﻳﺭ ﻣﻥ ﺍﻻﺳﺗﺛﻣﺎﺭﺍﺕ ﺗﺫﻫﺏ ﻓﻲ ﺗﺣﺳﻳﻥ‬ ‫ﻛﻔﺎءﺓ ﺍﺳﺗﺧﺩﺍﻡ ﺍﻟﻣﻳﺎﻩ‪ .‬ﺃﻋﺗﻘﺩ ﺃﻥ ﺍﻟﺿﻳﺎﻓﺔ ﻛﻧﺷﺎﻁ‬ ‫ﺗﺟﺎﺭﻱ ﻭﻛﺻﻧﺎﻋﺔ ﺗﺣﺗﺎﺝ ﺇﻟﻰ ﺍﻻﺳﺗﻳﻘﺎﻅ ﻭﺍﻻﻧﺗﺑﺎﻩ‬ ‫ﻭﻭﺿﻊ ﻫﺫﻩ ﺍﻟﻘﺿﻳﺔ ﻋﻠﻰ ﺭﺃﺱ ﺟﺩﻭﻝ ﺃﻋﻣﺎﻟﻬﺎ‪.‬‬ ‫ﻓﻲ ﺷﻬﺭ ﻣﺎﻳﻭ ﺍﻟﻣﺎﺿﻲ ﻭﻗﻌﻧﺎ ﻋﻠﻰ ﺍﻧﺗﺩﺍﺏ ﺍﻷﻣﻡ‬ ‫ﺍﻟﻣﺗﺣﺩﺓ ﻟﻠﺭﺋﻳﺱ ﺍﻟﺗﻧﻔﻳﺫﻱ ﻟﻠﻣﻳﺎﻩ‪ ،‬ﻭﺃﻁﻠﻘﻧﺎ ﻣﺑﺎﺩﺭﺓ‬ ‫ﻁﺎﻗﺔ ﺍﻟﻛﻭﻛﺏ ﻓﻲ ﻋﺎﻡ ‪ ،2012‬ﻭﻧﺣﻥ ﺍﻵﻥ‬ ‫ﺑﺻﺩﺩ ﺇﻁﻼﻕ ﻣﺑﺎﺩﺭﺓ ﻣﻳﺎﻩ ﺍﻟﻛﻭﻛﺏ ﺃﻳﺿﺎ‪".‬‬

‫ﻣﻭﺿﻭﻉ ﺍﻟﻐﻼﻑ‬ ‫ﻣﻭﺿﻭﻉ ﺍﻟﻐﻼﻑ‬ ‫ﺍﻷﻋﻣﺎﻝ ﺍﻟﻣﺳﺅﻭﻟﺔ‬ ‫ﺍﻷﻋﻣﺎﻝ ﺍﻟﻣﺳﺅﻭﻟﺔ‬

‫ﺎﻩ‬ ‫ﺎﻩ‬ ‫ﻡ‬ ‫ﺓﻡ‬ ‫ﺓ‬

‫‪،‬‬ ‫‪،‬‬

‫ﻑ‬

‫ﻲ‬ ‫ﻲ‬

‫ﻣﺔ‬ ‫ﻣﺔ‬

‫ﺭ‬

‫ﺭﺓ‬

‫ﻷﻥ ﻫﺫﺍ ﺍﻟﺟﺯء ﻣﻥ ﺍﻟﻌﺎﻟﻡ ﻳﺳﺗﺧﺩﻡ ﺗﻘﻧﻳﺔ ﺗﺣﻠﻳﺔ‬ ‫ﺍﻟﻣﻳﺎﻩ ﻓﻲ ﺍﻟﻐﺎﻟﺏ ﻟﻠﺣﺻﻭﻝ ﻋﻠﻰ ﺍﻟﻣﻳﺎﻩ‪ ،‬ﻓﻼ ﺑﺩ‬ ‫ﺃﻥ ﻳﻛﻭﻥ ﻫﻧﺎﻙ ﻣﺟﻣﻭﻋﺔ ﻣﺧﺗﻠﻔﺔ ﻣﻥ ﺍﻟﻘﺿﺎﻳﺎ‬ ‫ﺍﻟﺗﻲ ﻳﺗﻌﻳﻥ ﻣﻌﺎﻟﺟﺗﻬﺎ ﻫﻧﺎ ﻭﻫﻧﺎﻙ‪" .‬ﺗﺣﻠﻳﺔ ﺍﻟﻣﻳﺎﻩ‪،‬‬ ‫ﻟﺳﻭء ﺍﻟﺣﻅ‪ ،‬ﺗﺳﺗﺧﺩﻡ ﻛﻼ ﻣﻥ ﺍﻟﻁﺎﻗﺔ ﻭﺍﻟﻣﻳﺎﻩ‬ ‫ﻟﻠﺣﺻﻭﻝ ﻋﻠﻰ ﻣﻳﺎﻩ ﺍﻟﺷﺭﺏ‪ .‬ﻛﻳﻑ ﺗﺗﻌﺎﻣﻝ ﻣﻊ‬ ‫ﻫﺫﻳﻥ ﺍﻟﺷﻘﻳﻥ ﺃﻣﺭ ﺧﺿﻊ ﻟﻣﻧﺎﻗﺷﺔ ﻣﺳﺗﻔﻳﺿﺔ‬ ‫ﻟﺩﻳﻧﺎ‪ ،‬ﻓﻧﺣﻥ ﻧﻘﻭﻡ ﺑﺈﻋﺎﺩﺓ ﺍﺳﺗﺧﺩﺍﻡ ﺍﻟﻣﻳﺎﻩ ﺃﻳﻧﻣﺎ‬ ‫ﺃﻣﻛﻥ ﺫﻟﻙ‪ ،‬ﻭﻧﻌﻣﻝ ﻋﻠﻰ ﺯﻳﺎﺩﺓ ﺍﻟﻭﻋﻲ ﺑﺄﻫﻣﻳﺔ‬ ‫ﺍﻟﺣﺩ ﻣﻥ ﺍﺳﺗﻬﻼﻙ ﺍﻟﻣﻳﺎﻩ‪ .‬ﻋﻠﻰ ﺳﺑﻳﻝ ﺍﻟﻣﺛﺎﻝ‪ ،‬ﻓﻲ‬ ‫ﻣﻧﺗﺟﻌﺎﺗﻧﺎ ﺑﺎﻟﺷﺎﺭﻗﺔ ﻭﺍﻟﻔﺟﻳﺭﺓ ﻧﺳﺗﺧﺩﻡ ﺃﻧﻅﻣﺔ‬ ‫ﺇﻋﺎﺩﺓ ﺗﺩﻭﻳﺭ ﺍﻟﻣﻳﺎﻩ ﺍﻟﺭﻣﺎﺩﻳﺔ‪ ،‬ﺣﻳﺙ ﻳﺗﻡ ﺍﺳﺗﺧﺩﺍﻡ‬ ‫ﺍﻟﻣﻳﺎﻩ ﺍﻟﺭﻣﺎﺩﻳﺔ ﻓﻲ ﺭﻱ ﺍﻟﺣﺩﺍﺋﻕ ﺍﻟﻁﺑﻳﻌﻳﺔ ﺍﻟﻣﻘﺎﻣﺔ‬ ‫ﻓﻲ ﺍﻟﻣﻧﺗﺟﻌﺎﺕ‪".‬‬

‫"ﻛﺫﻟﻙ ﺑﺎﻟﻣﺛﻝ ﻓﻲ ﻓﻧﺩﻕ ﺑﺎﺭﻙ ﺍﻥ ﻭﻓﻧﺩﻕ‬ ‫ﻭﻓﻧﺩﻕﺇﻋﺎﺩﺓ‬ ‫ﺣﻳﺙ ﻳﺗﻡ‬ ‫ﺃﺑﻭﻅﺑﻲ‪،‬‬ ‫ﺭﺍﺩﻳﺳﻭﻥ‬ ‫ﺑﺎﺭﻙ ﺍﻥ‬ ‫ﻓﻲ ﻓﻧﺩﻕ‬ ‫ﺑﻠﻭ ﻓﻲ‬ ‫ﺑﺎﻟﻣﺛﻝ‬ ‫"ﻛﺫﻟﻙ‬ ‫ﺍﻟﻐﻼﻑ‬ ‫ﻣﻭﺿﻭﻉ‬ ‫ﺇﻋﺎﺩﺓﺧﻠﻑ‬ ‫ﺍﻟﺟﻭﻟﻑ‬ ‫ﻣﻼﻋﺏ‬ ‫ﺍﻟﻣﺎءﻓﻲﻓﻲ ﺭﻱ‬ ‫ﺍﺳﺗﺧﺩﺍﻡ‬ ‫ﺣﻳﺙ ﻳﺗﻡ‬ ‫ﺃﺑﻭﻅﺑﻲ‪،‬‬ ‫ﺭﺍﺩﻳﺳﻭﻥ ﺑﻠﻭ‬ ‫ﺧﻠﻑﺃﻛﺛﺭ‬ ‫ﻟﻼﺳﺗﺛﻣﺎﺭ‬ ‫ﺗﺣﺗﺎﺝ‬ ‫ﺍﻟﻔﻧﺎﺩﻕ‬ ‫ﺍﻟﻣﺎء ﺃﻥ‬ ‫ﺍﺳﺗﺧﺩﺍﻡ ﺃﻋﺗﻘﺩ‬ ‫ﺍﻟﻔﻧﺩﻕ‪.‬‬ ‫ﻣﺳﺅﻭﻟﺔ‬ ‫ﺍﻷﻋﻣﺎﻝ ﺍﻟ‬ ‫ﺍﻟﺟﻭﻟﻑ‬ ‫ﻣﻼﻋﺏ‬ ‫ﻓﻲ ﺭﻱ‬ ‫ﺍﻟﺭﻣﺎﺩﻳﺔ‬ ‫ﺍﺳﺗﺧﺩﺍﻡ ﺍﻟﻣﻳﺎﻩ‬ ‫ﻣﺛﻝ ﺇﻋﺎﺩﺓ‬ ‫ﻣﺟﺎﻻﺕ‬ ‫ﻓﻲ‬ ‫ﻟﻼﺳﺗﺛﻣﺎﺭ ﺃﻛﺛﺭ‬ ‫ﺍﻟﻔﻧﺎﺩﻕ ﺗﺣﺗﺎﺝ‬ ‫ﻋﺗﻘﺩ ﺃﻥ‬ ‫ﺍﻟﻔﻧﺩﻕ‪ .‬ﺃ‬ ‫"ﻛﺫﻟﻙ ﺑﺎﻟﻣﺛﻝ ﻓﻲ ﻓﻧﺩﻕ ﺑﺎﺭﻙ ﺍﻥ ﻭﻓﻧﺩﻕ‬ ‫ﺍﺳﺗﻬﻼﻙ‬ ‫ﻭﺍﻟﺣﺩ ﻓﻲﻣﻥ‬ ‫ﺍﺳﺗﻬﻼﻙ‬ ‫ﻭﺗﻘﻠﻳﻝ‬ ‫ﺍﻟﺭﻣﺎﺩﻳﺔ‬ ‫ﺍﻟﻣﻳﺎﻩ‬ ‫ﻣﺛﻝ ﺇﻋﺎﺩﺓ‬ ‫ﻣﺟﺎﻻﺕ‬ ‫ﻓﻲ‬ ‫ﺇﻋﺎﺩﺓ‬ ‫ﺃﺑﻭﻅﺑﻲ‪ ،‬ﺣﻳﺙ ﻳﺗﻡ‬ ‫ﺍﺳﺗﺧﺩﺍﻡ ﺑﻠﻭ‬ ‫ﺍﻟﻔﻠﻭﺭﺍﻳﺩ ﺭﺍﺩﻳﺳﻭﻥ‬ ‫ﺍﺳﺗﺧﺩﺍﻡ ﺍﻟﻣﺎء ﻓﻲ ﺭﻱ ﻣﻼﻋﺏ ﺍﻟﺟﻭﻟﻑ ﺧﻠﻑ‬ ‫ﻟﻼﺳﺗﺛﻣﺎﺭ ﺃﻛﺛﺭ‬ ‫ﺣﺩﺗﺣﺗﺎﺝ‬ ‫ﻣﻥﺍﻟﻔﻧﺎﺩﻕ‬ ‫ﻋﺗﻘﺩ ﺃﻥ‬ ‫ﺍﻟﻔﻧﺩﻕ‪ .‬ﺃ‬ ‫ﺍﺳﺗﻬﻼﻙﻥ‪.‬‬ ‫ﻣﻣﻛ‬ ‫ﻷﻗﻝ‬ ‫ﻭﺍﻟﻣﻐﺎﺳﻝ‬ ‫ﺍﻟﻣﻁﺎﺑﺦ‬ ‫ﻭﺗﻘﻠﻳﻝﻓﻲ‬ ‫ﺍﻟﻣﻳﺎﻩ‬ ‫ﻭﺍﻟﺣﺩ‬ ‫ﺍﻟﻔﻠﻭﺭﺍﻳﺩ‬ ‫ﺍﺳﺗﻬﻼﻙ‬ ‫ﻓﻲ ﻣﺟﺎﻻﺕ ﻣﺛﻝ ﺇﻋﺎﺩﺓ ﺍﺳﺗﺧﺩﺍﻡ ﺍﻟﻣﻳﺎﻩ ﺍﻟﺭﻣﺎﺩﻳﺔ‬ ‫ﺍﺳﺗﻬﻼﻙ‬ ‫ﻣﻣﻛ ﻣﻥ‬ ‫ﻭﺍﻟﺣﺩ‬ ‫ﺍﻟﻔﻠﻭﺭﺍﻳﺩ‬ ‫ﻭﺗﻘﻠﻳﻝ‬ ‫ﻥ‪.‬‬ ‫ﺍﺳﺗﻬﻼﻙ ﺣﺩ‬ ‫ﻷﻗﻝ‬ ‫ﻭﺍﻟﻣﻐﺎﺳﻝ‬ ‫ﺟﻣﻳﻊ ﻓﻲ‬ ‫ﺍﻟﻣﻳﺎﻩ‬ ‫ﻣﻊ‬ ‫ﻣﺗﻭﺍﻓﻘﺔ‬ ‫ﺍﻷﻭﺳﻁ‬ ‫ﺍﻟﻣﻁﺎﺑﺦﺍﻟﺷﺭﻕ‬ ‫ﻓﻧﺎﺩﻗﻧﺎ ﻓﻲ‬ ‫ﺍﻟﻣﻳﺎﻩ ﻓﻲ ﺍﻟﻣﻁﺎﺑﺦ ﻭﺍﻟﻣﻐﺎﺳﻝ ﻷﻗﻝ ﺣﺩ ﻣﻣﻛﻥ‪.‬‬ ‫ﻣﺗﻭﺍﻓﻘﺔ ﻣﻊ‬ ‫ﺍﻷﻭﺳﻁ‬ ‫ﻓﻧﺎﺩﻗﻧﺎ ﻓﻲ ﺍﻟﺷﺭﻕ‬ ‫ﺟﻣﻳﻊ‬ ‫ﻣﻊ‬ ‫ﻣﺗﻭﺍﻓﻘﺔ‬ ‫ﺍﻟﺷﺭﻕ‬ ‫ﻓﻧﺎﺩﻗﻧﺎ ﻓﻲ‬ ‫ﻫﺫﻩ‬ ‫ﻭﺃﺣﺩ‬ ‫ﺍﻷﻭﺳﻁ‪،‬‬ ‫ﻛﻲ‘‬ ‫ﺟﺭﻳﻥ‬ ‫ﻟﻣﻌﺎﻳﻳﺭ ’‬ ‫ﺟﻣﻳﻊ ﻭﻓﻘﺎ‬ ‫ﺍﻟﺑﻳﺋﺔ‬ ‫ﺍﻟﺑﻳﺋﺔ ﻭﻓﻘﺎ ﻟﻣﻌﺎﻳﻳﺭ ’ﺟﺭﻳﻥ ﻛﻲ‘‪ ،‬ﻭﺃﺣﺩ ﻫﺫﻩ‬ ‫ﺍﻟﻣﻌﺎﻳﻳﺭ ﺍﻟﺗﺣﻘﻕ ﻣﻥ ﻣﻌﺩﻝ ﺗﺩﻓﻕ ﺍﻟﺻﻧﺎﺑﻳﺭ‬ ‫ﺗﺩﻓﻕﻭﺃﺣﺩ ﻫﺫﻩ‬ ‫ﻣﻌﺩﻝﻛﻲ‘‪،‬‬ ‫ﻣﻥﺟﺭﻳﻥ‬ ‫ﻟﻣﻌﺎﻳﻳﺭ ’‬ ‫ﺍﻟﺍﻟﺑﻳﺋﺔ‬ ‫ﺍﻟﺻﻧﺎﺑﻳﺭ‬ ‫ﻭﻓﻘﺎﺍﻟﺗﺣﻘﻕ‬ ‫ﻣﻌﺎﻳﻳﺭ‬ ‫ﻭﺍﻟﺩﺵ‪ ،‬ﺑﺣﻳﺙ ﺗﻛﻭﻥ ﻋﻠﻰ ﻣﺳﺗﻭﻯ ﻣﻌﻳﻥ ﻛﺣﺩ‬ ‫ﺃﻗﺻﻰ ﻭﻫﻲ ﻧﺳﺑﺔ ﻣﻧﺧﻔﺿﺔ ﺟﺩﺍ ﻭﻟﻛﻥ ﻣﻊ ﻋﺩﻡ‬ ‫ﺍﻟﺻﻧﺎﺑﻳﺭ‬ ‫ﺍﻟﻣﻌﺎﻳﻳﺭ ﺍﻟﺗﺣﻘﻕ ﻣﻥ ﻣﻌﺩﻝ ﺗﺩﻓﻕ‬ ‫ﻛﺣﺩ‬ ‫ﻣﺳﺗﻭﻯ‬ ‫ﺗﻁﺑﻳﻕ‬ ‫ﻣﻌﻳﻥﻁﺭﻳﻕ‬ ‫ﺍﻟﺿﻳﻭﻑ‪ .‬ﻋﻥ‬ ‫ﻭﺍﻟﺩﺵ‪ ،‬ﺑﺣﻳﺙ ﺗﻛﻭﻥ ﻋﻠﻰﺍﻟﻣﺳﺎﺱ ﺑﺭﺍﺣﺔ‬ ‫ﺫﻟﻙ ﺍﻷﻣﺭ ﺳﺗﺣﻘﻕ ﺧﻔﺿﺎ ﻗﺩﺭﻩ ‪ 20‬ﻓﻲ ﺍﻟﻣﺎﺋﺔ‬ ‫ﻣﻌﻳﻥﻏﺭﻑﻛﺣﺩ‬ ‫ﻣﺳﺗﻭﻯ‬ ‫ﺗﻛﻭﻥ ﻋﻠﻰ‬ ‫ﻋﺩﻡ‬ ‫ﻭﻟﻛﻥ‬ ‫ﺟﺩﺍ‬ ‫ﺑﺣﻳﺙﻧﺳﺑﺔ‬ ‫ﻭﺍﻟﺩﺵ‪،‬ﻭﻫﻲ‬ ‫ﺃﻗﺻﻰ‬ ‫‪".‬‬ ‫ﻣﻊﺍﻟﺿﻳﻭﻑ‬ ‫ﺍﻟﺗﻲ ﺗﺳﺗﺧﺩﻡ ﻓﻲ‬ ‫ﻣﻧﺧﻔﺿﺔ ﺍﻟﻣﻳﺎﻩ‬ ‫ﻣﻥ‬ ‫ﻫﺫﺍ ﺍﻟﻣﺻﻁﻠﺢ ﻟﻪ ﺻﺩﻯ ﻟﻁﻳﻑ ﺣﻳﻥ ﺗﻘﻭﻟﻪ‪ ،‬ﻛﻣﺎ‬ ‫ﻋﺩﻡ‬ ‫ﻭﻟﻛﻥ‬ ‫ﺟﺩﺍ‬ ‫ﻭﻫﻲ‬ ‫ﺃﻗﺻﻰ‬ ‫ﺍﻷﻋﻣﺎﻝ‬ ‫ﻣﺩﻳﺭﺓ‬ ‫ﻗﻣﻧﺎ‪،‬‬ ‫ﻫﻭﻳﺟﺑﺭﺷﺕ‬ ‫ﺗﺭﻯ ﺇﻧﺟﻲ‬ ‫ﻗﺳﻡﻣﺑﺎﺩﺭﺓ‬ ‫ﺿﻣﻥ‬ ‫ﻣﻊ ﺑﻬﺎ‬ ‫ﺍﻟﺗﻲ‬ ‫ﺍﻟﺧﻁﻭﺍﺕ‬ ‫ﺃﻛﺑﺭ‬ ‫ﺗﻁﺑﻳﻕ‬ ‫ﻁﺭﻳﻕ‬ ‫ﻣﻧﺧﻔﺿﺔ"ﺃﺣﺩﻋﻥ‬ ‫ﻧﺳﺑﺔﺍﻟﺿﻳﻭﻑ‪.‬‬ ‫ﺭﺍﺣﺔ‬ ‫ﺍﻟﻣﺳﺎﺱ ﺑ‬ ‫ﻭﺍﻟﺗﻲ‬ ‫ﺭﻳﺯﻳﺩﻭﺭ‪،‬‬ ‫ﺍﺳﺗﻬﻼﻙ‬ ‫ﻣﺟﻣﻭﻋﺔﻟﺧﻔﺽ‬ ‫ﺍﻟﻣﺳﺅﻭﻟﺔﻫﻲﻓﻲﺍﻟﺗﺧﻁﻳﻁ‬ ‫ﻁﺎﻗﺔ ﺍﻟﻛﻭﻛﺏ‬ ‫ﺗﻁﺑﻳﻕ‬ ‫ﻁﺭﻳﻕ‬ ‫ﻋﻥ‬ ‫ﺍﻟﺿﻳﻭﻑ‪.‬‬ ‫ﺍﻷﻣﺭﺭﺍﺣﺔ‬ ‫ﺍﻟﻣﺳﺎﺱ ﺑ‬ ‫ﺣﻭﻝ ﺍﻟﺗﺣﻭﻝ‬ ‫ﻣﺟﻠﺗﻛﻡ‬ ‫ﻓﻲﻣﻊ‬ ‫ﺣﺩﻳﺛﻬﺎ‬ ‫ﺑﻣﻘﺩﺍﺭﻓﻲ‬ ‫ﺍﺳﺗﻔﺎﺿﺕ‬ ‫ﺧﻣﺱ‬ ‫ﻋﻠﻰ ﻣﺩﻯ‬ ‫‪%25‬‬ ‫ﻟﺩﻳﻧﺎ‬ ‫ﺧﻔﺿﺎ ﺍﻟﻁﺎﻗﺔ‬ ‫ﺍﻟﻣﺎﺋﺔ‬ ‫‪20‬‬ ‫ﻗﺩﺭﻩ‬ ‫ﺳﺗﺣﻘﻕ‬ ‫ﺫﻟﻙ‬ ‫ﺍﻟﻭﻋﻲ‬ ‫ﻭﻣﺭﺍﻋﺎﺓ ﺍﻟﺑﻳﺋﺔ‪،‬‬ ‫ﺧﺿﺭ‬ ‫ﺇﻟﻰﻭﻟﺍﻷ‬ ‫ﻭﺯﻳﺎﺩﺓﻧﺄﻣﻝ‬ ‫‪ 2016‬ﻓﺈﻧﻧﺎ‬ ‫ﺑﺣﻠﻭﻝ ﻋﺎﻡ‬ ‫ﺫﻟﻙ ﻭ‬ ‫ﺳﻧﻭﺍﺕ‪،‬‬ ‫ﺍﻟﻣﺎﺋﺔ‬ ‫ﻓﻲ‬ ‫ﻗﺩﺭﻩ‬ ‫ﺯﻳﺎﺭﺓ‪ :‬ﺇﻗﻧﺎﻉ‬ ‫ﻋﻠﻳﻧﺎﻣﻥ ﺫﻟﻙ‬ ‫ﻭﺍﻷﻛﺛﺭ‬ ‫ﺍﻟﻣﻳﺎﻩ‪،‬‬ ‫ﻧﺩﺭﺓ‬ ‫ﻳﺗﻌﻳﻥ‬ ‫ﺍﻟﻬﺩﻑ‪.‬‬ ‫‪20‬ﻫﺫﺍ‬ ‫ﺍﻟﻌﺎﻡﻗﺩ ﺑﺑﻠﻐﻧﺎ‬ ‫ﻧﻛﻭﻥ‬ ‫ﺫﻟﻙ ﺍﻷﻣﺭ ﺳﺗﺣﻘﻕ ﺧﻔﺿﺎ ﺃﻥ‬ ‫ﺃﻫﻣﻳﺔ‪".‬‬ ‫ﻑ‬ ‫ﺍﻟﺿﻳﻭ‬ ‫ﻏﺭﻑ‬ ‫ﻣﻥ ﺍﻟﻣﻳﺎﻩ ﺍﻟﺗﻲ ﺗﺳﺗﺧﺩﻡ ﻓﻲ‬ ‫ﻭﻋﻣﻝ ﺷﻲء ﻣﻥ‬ ‫ﺍﻷﻫﻣﻳﺔ‬ ‫ﺑﻔﻬﻡ ﻫﺫﻩ‬ ‫ﺍﻟﻔﻧﺎﺩﻕ‬ ‫ﺟﻣﻳﻊ ﻣﺎﻟﻛﻲ‬ ‫ﺍﻷﻭﺳﻁ‬ ‫ﻭﺍﻟﺷﺭﻕ‬ ‫ﺃﻭﺭﻭﺑﺎ‬ ‫ﺍﻟﻔﻧﺎﺩﻕ ﻓﻲ‬ ‫ﺃﺟﻠﻬﺎ‪.‬‬ ‫ﻷﻧﻧﺎ ﻭﺿﻌﻧﺎ‬ ‫ﺍﻟﺿﻳﻭ ﻓﻧﺩﻗﺎ‬ ‫ﻭﻫﺫﺍ ﻳﻌﻧﻲ ‪314‬‬ ‫ﻣﻥ ﺍﻟﻣﻳﺎﻩ ﺍﻟﺗﻲ ﺗﺳﺗﺧﺩﻡ ﻓﻲ ﻭﺃﻓﺭﻳﻘﻳﺎ ‪-‬‬ ‫ﻑ‪"..‬‬ ‫ﻏﺭﻑ‬ ‫ﺫﻟﻙ ﻋﻠﻰ ﻗﻣﺔ ﺟﺩﻭﻝ ﺍﻷﻋﻣﺎﻝ ﻭﺗﺣﺩﺛﻧﺎ ﻋﻧﻪ ﻛﺛﻳﺭﺍ‬ ‫ﻓﻲ ﺍﺟﺗﻣﺎﻋﺎﺕ ﻣﺟﺎﻟﺱ ﺍﻹﺩﺍﺭﺓ ﻭﻓﻲ ﺍﻟﻣﺅﺗﻣﺭﺍﺕ‬ ‫ﻣﺎﻟﻛﻲﻓﻲ ﺯﻳﺎﺭﺓ‬ ‫ﻣﺅﺧﺭﺍ‬ ‫ﺣﺿﺭﺕ‬ ‫ﻫﻭﻳﺟﺑﺭﺷﺕﻣﻥ‬ ‫ﺇﻧﺟﻲ ﺟﻌﻝ ﺍﻟﻛﺛﻳﺭ‬ ‫ﺍﻷﻣﺭ ﺍﻟﺫﻱ‬ ‫ﺍﻟﻌﺎﻟﻣﻳﺔ‪،‬‬ ‫ﺍﻟﺧﻁﻭﺍﺕ‪.‬ﺗﻧﻔﻳﺫ‬ ‫ﻭﻫﺫﻩﻠﺷﺭﻭﻉ ﻓﻲ‬ ‫ﺍﻟﻌﺭﺑﻳﺔ ﻟ‬ ‫ﺍﻟﻣﻧﻁﻘﺔ‬ ‫ﺍﻟﻣﺑﺎﺩﺭﺓ‬ ‫ﺇﻟﻰﺑﻬﺫﻩ‬ ‫ﻗﺻﻳﺭﺓﻋﻠﻡ‬ ‫ﺍﻟﻔﻧﺎﺩﻕ ﻋﻠﻰ‬ ‫ﺧﺑﺭﺗﻬﺎ ‪ -‬ﺍﻷﻋﻣﺎﻝ‬ ‫ﺇﺟﺭﺍءﺍﺕ ﺟﺩﻳﺩﺓ‬ ‫ﺑﻣﺟﺎﻝﻔﻧﺎﺩﻕ‬ ‫ﺗﻌﻠﻕﺷﺭﻛﺔ ﺍﻟ‬ ‫ﺍﻟﺗﻌﺎﻭﻥ ﺗﺑﻳﻥ‬ ‫ﻏﺎﻟﺑﺎ ﻣﺎ ﻳﻛﻭﻥ‬ ‫ﺍﻟﻛﺑﻳﺭﺓ ﺗﻛﻭﻳﻥ‬ ‫ﺗﻭﺿﻳﺢ ﺧﻠﻔﻳﺔ‬ ‫ﻁﻠﺑﻧﺎ ﻣﻧﻬﺎ‬ ‫ﻣﺳﺅﻭﻟﺔ‪ .‬ﺣﻳﻥ‬ ‫ﻭﻣﺎﻟﻛ ﺍﻟ‬ ‫ﺍﻻﺳﺗﺛﻣﺎﺭﺍﺕ‬ ‫ﻳﺟﻌﻝ ﻫﺫﻩ‬ ‫ﻳﻬﺎ ﻫﻭ ﻣﺎ‬ ‫ﻫﺫﺍ ﺍﻟﻣﺻﻁﻠﺢ ﺃﺟﺎﺑﺕ ﺇﻧﺟﻲ ﻗﺎﺋﻠﺔ‪" :‬ﻫﺫﺍ‬ ‫ﺗﺣﺩﺙ‪".‬‬ ‫ﺍﻟﻣﺻﻁﻠﺢ ﻛﺎﻥ ﻣﺳﺗﺧﺩﻣﺎ ﺑﺎﻟﻔﻌﻝ ﻗﺑﻝ ﻣﺟﻳﺋﻲ‬ ‫ﻟﻠﺷﺭﻛﺔ‪ ،‬ﻭﻟﻛﻧﻲ ﺳﻌﻳﺩﺓ ﺟﺩﺍ ﺑﺄﻥ ﻫﺫﺍ ﻫﻭ ﻣﺎ ﻧﻁﻠﻕ‬ ‫ﻋﻠﻳﻪ‪ .‬ﻓﻲ ﺣﺎﻟﺗﻧﺎ‪ ،‬ﻧﺣﻥ ﻧﺭﻳﺩ ﺃﻥ ﻳﻛﻭﻥ ﻟﻧﺎ ﺑﺻﻣﺔ‬ ‫ﺑﻳﺋﻳﺔ ﺧﻔﻳﻔﺔ‪ ،‬ﻭﺃﻥ ﻧﻛﻭﻥ ﻋﻠﻰ ﻗﺩﺭ ﺍﻟﻣﺳﺅﻭﻟﻳﺔ ﺃﻣﺎﻡ‬

‫"ﺃﺣﺩ ﺃﻛﺑﺭ ﺍﻟﺧﻁﻭﺍﺕ ﺍﻟﺗﻲ ﻗﻣﻧﺎ ﺑﻬﺎ ﺿﻣﻥ ﻣﺑﺎﺩﺭﺓ‬ ‫"ﺃﺣﺩ ﺃﻛﺑﺭ ﺍﻟﺧﻁﻭﺍﺕ ﺍﻟﺗﻲ ﻗﻣﻧﺎ ﺑﻬﺎ ﺿﻣﻥ ﻣﺑﺎﺩﺭﺓ‬ ‫ﻁﺎﻗﺔ ﺍﻟﻛﻭﻛﺏ ﻫﻲ ﺍﻟﺗﺧﻁﻳﻁ ﻟﺧﻔﺽ ﺍﺳﺗﻬﻼﻙ‬ ‫ﻁﺎﻗﺔ ﺍﻟﻛﻭﻛﺏ ﻫﻲ ﺍﻟﺗﺧﻁﻳﻁ ﻟﺧﻔﺽ ﺍﺳﺗﻬﻼﻙ‬ ‫ﺍﻟﻁﺎﻗﺔ ﻟﺩﻳﻧﺎ ﺑﻣﻘﺩﺍﺭ ‪ %25‬ﻋﻠﻰ ﻣﺩﻯ ﺧﻣﺱ‬ ‫ﺍﻟﻁﺎﻗﺔ ﻟﺩﻳﻧﺎ ﺑﻣﻘﺩﺍﺭ ‪ %25‬ﻋﻠﻰ ﻣﺩﻯ ﺧﻣﺱ‬ ‫ﺑﺣﻠﻭﻝ ﻋﺎﻡ ‪ 2016‬ﻓﺈﻧﻧﺎ ﻧﺄﻣﻝ‬ ‫ﺳﻧﻭﺍﺕ‪ ،‬ﻭﻟﺫﻟﻙ ﻭ‬ ‫ﻷﻥ ﻫﺫﺍ ﺍﻟﺟﺯء ﻣﻥ ﺍﻟﻌﺎﻟﻡ ﻳﺳﺗﺧﺩﻡ ﺗﻘﻧﻳﺔ ﺗﺣﻠﻳﺔ‬ ‫ﺑﺣﻠﻭﻝ ﻋﺎﻡ ‪ 2016‬ﻓﺈﻧﻧﺎ ﻧﺄﻣﻝ‬ ‫ﺳﻧﻭﺍﺕ‪ ،‬ﻭﻟﺫﻟﻙ ﻭ‬ ‫ﺍﻟﻣﻳﺎﻩ ﻓﻲ ﺍﻟﻐﺎﻟﺏ ﻟﻠﺣﺻﻭﻝ ﻋﻠﻰ ﺍﻟﻣﻳﺎﻩ‪ ،‬ﻓﻼ ﺑﺩ‬ ‫‪NOVEMBER/DECEMBER 2014 33‬‬

‫ﻫﺫﺍ ﺍﻟﻣﺻﻁﻠﺢ ﻟﻪ ﺻﺩﻯ ﻟﻁﻳﻑ ﺣﻳﻥ ﺗﻘﻭﻟﻪ‪ ،‬ﻛﻣﺎ‬ ‫ﺗﺭﻯ ﺇﻧﺟﻲ ﻫﻭﻳﺟﺑﺭﺷﺕ‪ ،‬ﻣﺩﻳﺭﺓ ﻗﺳﻡ ﺍﻷﻋﻣﺎﻝ‬ ‫ﺍﻟﻣﺳﺅﻭﻟﺔ ﻓﻲ ﻣﺟﻣﻭﻋﺔ ﺭﻳﺯﻳﺩﻭﺭ‪ ،‬ﻭﺍﻟﺗﻲ‬ ‫ﺍﺳﺗﻔﺎﺿﺕ ﻓﻲ ﺣﺩﻳﺛﻬﺎ ﻣﻊ ﻣﺟﻠﺗﻛﻡ ﺣﻭﻝ ﺍﻟﺗﺣﻭﻝ‬ ‫ﺇﻟﻰ ﺍﻷﺧﺿﺭ ﻭﻣﺭﺍﻋﺎﺓ ﺍﻟﺑﻳﺋﺔ‪ ،‬ﻭﺯﻳﺎﺩﺓ ﺍﻟﻭﻋﻲ‬ ‫ﺍﻟﻌﺎﻡ ﺑﻧﺩﺭﺓ ﺍﻟﻣﻳﺎﻩ‪ ،‬ﻭﺍﻷﻛﺛﺭ ﺃﻫﻣﻳﺔ ﻣﻥ ﺫﻟﻙ‪ :‬ﺇﻗﻧﺎﻉ‬ ‫ﻣﺎﻟﻛﻲ ﺍﻟﻔﻧﺎﺩﻕ ﺑﻔﻬﻡ ﻫﺫﻩ ﺍﻷﻫﻣﻳﺔ ﻭﻋﻣﻝ ﺷﻲء ﻣﻥ‬ ‫ﺃﺟﻠﻬﺎ‪.‬‬

‫ﺣﺿﺭﺕ ﺇﻧﺟﻲ ﻫﻭﻳﺟﺑﺭﺷﺕ ﻣﺅﺧﺭﺍ ﻓﻲ ﺯﻳﺎﺭﺓ‬ ‫ﻗﺻﻳﺭﺓ ﺇﻟﻰ ﺍﻟﻣﻧﻁﻘﺔ ﺍﻟﻌﺭﺑﻳﺔ ﻟﻠﺷﺭﻭﻉ ﻓﻲ ﺗﻧﻔﻳﺫ‬ ‫ﺇﺟﺭﺍءﺍﺕ ﺟﺩﻳﺩﺓ ﺗﺗﻌﻠﻕ ﺑﻣﺟﺎﻝ ﺧﺑﺭﺗﻬﺎ ‪ -‬ﺍﻷﻋﻣﺎﻝ‬ ‫ﺍﻟﻣﺳﺅﻭﻟﺔ‪ .‬ﺣﻳﻥ ﻁﻠﺑﻧﺎ ﻣﻧﻬﺎ ﺗﻭﺿﻳﺢ ﺧﻠﻔﻳﺔ ﺗﻛﻭﻳﻥ‬ ‫ﻫﺫﺍ ﺍﻟﻣﺻﻁﻠﺢ ﺃﺟﺎﺑﺕ ﺇﻧﺟﻲ ﻗﺎﺋﻠﺔ‪" :‬ﻫﺫﺍ‬ ‫ﺍﻟﻣﺻﻁﻠﺢ ﻛﺎﻥ ﻣﺳﺗﺧﺩﻣﺎ ﺑﺎﻟﻔﻌﻝ ﻗﺑﻝ ﻣﺟﻳﺋﻲ‬ ‫ﻟﻠﺷﺭﻛﺔ‪ ،‬ﻭﻟﻛﻧﻲ ﺳﻌﻳﺩﺓ ﺟﺩﺍ ﺑﺄﻥ ﻫﺫﺍ ﻫﻭ ﻣﺎ ﻧﻁﻠﻕ‬ ‫ﻋﻠﻳﻪ‪ .‬ﻓﻲ ﺣﺎﻟﺗﻧﺎ‪ ،‬ﻧﺣﻥ ﻧﺭﻳﺩ ﺃﻥ ﻳﻛﻭﻥ ﻟﻧﺎ ﺑﺻﻣﺔ‬ ‫ﺑﻳﺋﻳﺔ ﺧﻔﻳﻔﺔ‪ ،‬ﻭﺃﻥ ﻧﻛﻭﻥ ﻋﻠﻰ ﻗﺩﺭ ﺍﻟﻣﺳﺅﻭﻟﻳﺔ ﺃﻣﺎﻡ‬ ‫ﻣﻭﻅﻔﻳﻧﺎ ﻭﻣﻊ ﺿﻳﻭﻓﻧﺎ‪ ،‬ﻓﻲ ﺍﻷﻧﺷﻁﺔ ﺍﻟﺑﻳﺋﻳﺔ‬ ‫ﻭﺍﻻﺟﺗﻣﺎﻋﻳﺔ‪".‬‬

‫ﺛﻡ ﺃﺿﺎﻓﺕ ﺇﻧﺟﻲ‪" :‬ﻟﺩﻳﻧﺎ ﻭﻋﻲ ﻣﺗ‬ ‫ﻛﺑﻳﺭ‬ ‫ﺃﺿﺎﻓﺕﺗ‬ ‫ﻣﻘﻁﻊﺍﻟ‬ ‫ﺍﻟﻣﻳﺎﻩ‬ ‫ﻲﺍﻟﺗﺩﺭﻳﺑ‬ ‫ﺍﻟﻔﻳﺩﻳﻭ‬ ‫ﺗﺣﺩﺛﺕ ﺇﻧﺟﻲ ﻛﺫﻟﻙ ﻋﻥ‬ ‫ﺃﻫﻣﻳﺔﻣﺗﺯﺍﻳ‬ ‫ﺫﺍﺕﻭﻋﻲ‬ ‫ﺃﺭﺍﻫﺎ"ﻟﺩﻳﻧﺎ‬ ‫ﺇﻧﺟﻲﻲ‪:‬‬ ‫ﺛﻡ‬ ‫ﺍﻟﺫﻱ ﻳﻘﻭﻣﻭﻥ ﺑﺗﺻﻭﻳﺭﻩ ﺑﻬﺩﻑ ﺗﻭﺿﻳﺢ‬ ‫ﻧﻅﺭﻱ‪،‬ﺍﻟﻐﺳﻳﻝ ﻋﻠﻰ‬ ‫ﺍﻻﺳﺗﺧﺩﺍﻡ ﺍﻟﻔﻌﺎﻝ‬ ‫ﺍﻟﺿﻳﺎﻓﻣ‬ ‫ﻣﺟﺎﻝ ﻛﺑﻳﺭﺓ‬ ‫ﻓﻲ ﺃﻫﻣﻳﺔ‬ ‫ﺧﺎﺻﺔﺫﺍﺕ‬ ‫ﺃﺭﺍﻫﻫﻧﺎ‪،‬ﺎ‬ ‫ﻟﻠﻣﻳﺎﻩ ﻓﻲﺍﻟﺗﻗﺳﻡﻲ‬ ‫ﺍﻟﻣﻳﺎﻩ‬ ‫ﺳﺑﻳﻝ ﺍﻟﻣﺛﺎﻝ‪" .‬ﻟﺩﻳﻧﺎ ﻣﻐﺎﺳﻝ ﻛﺛﻳﺭﺓ ﻭﻛﺑﻳﺭﺓ‬ ‫ﺍﻟﺗﺩﻗﻳﻕ‬ ‫ﻭﻟﺫﺍ ﻧﻘﻭﻡ ﺑﺎﻟﻛﺛﻳﺭ ﻣﻥ ﺍﻷﺷﻳﺎء‪،‬‬ ‫ﺿﺭﻭﺭﻱ‬ ‫ﺑﺣﺎﺟﺔ ﻣﺛﻝﺇﻟﻰ‬ ‫ﺍﻟﻣﺎءﺍﻟﺿﻳﺎﻓﺔ ﻷ‬ ‫ﺍﻟﻣﺎء‪.‬ﻣﺟﺎﻝ‬ ‫ﺧﺎﺻﺔ‪،‬ﻓﻲﻓﻲ‬ ‫ﻧﻅﺭﻱ‪،‬ﻛﻭﻥ ﻓﻌﺎﻟﻳﻥ ﺣﻘﺎ‬ ‫ﺍﻟﻛﻳﻔﻳﺔ ﺍﻟﺗﻲ ﻳﻣﻛﻥ ﺑﻬﺎ ﺃﻥ ﻧ‬ ‫ﻭﺗﺣﺩﻳﺩ ﺍﻟﻣﻭﺍﺩ ﺍﻟﻛﻳﻣﻳﺎﺋﻳﺔ ﺍﻟﺗﻲ ﻳﻧﺑﻐﻲ ﺍﺳﺗﺧﺩﺍﻣﻬﺎ‪،‬‬ ‫ﺑﺷﺭﻳﺔ‪،‬ﻟﻠﻭ‬ ‫ﻋﺎﻟﻣﻳﺔ‬ ‫ﺍﻟﻣﻳﺎﻩ‬ ‫ﺿﺭﻭﺭﻱ‬ ‫ﺃﺯﻣﺔﺍﻟﻣﺎء‬ ‫ﻫﻲ‪".‬ﺍﻟﻣﺎء‪.‬‬ ‫ﺇﻟﻰﻣﻌﺎ‬ ‫ﺑﺣﺎﺟﺔﻭﻟﻠﻁﺎﻗﺔ‬ ‫ﻟﻠﺗﺄﻛﺩ ﻣﻥ ﺗﻭﻓﻳﺭﻧﺎ ﻟﻠﻣﻳﺎﻩ‬ ‫ﻁﻭﻳﻠ‬ ‫ﺃﻫﻣﻳﺗﻬﺎﻫﺫﺍﻟﻔﺗﺭﺓ‬ ‫ﺗﻘﻠﻳﻝ ﻋﺎﻟﻣﻳﺔ‬ ‫ﺗﻡﻣﺗﺯﺍﻳﺩﺃﺯﻣﺔ‬ ‫ﻫﻲ‬ ‫ﺍﻟﻣﻳﺎﻩ‬ ‫ﺑﺄﻫﻣﻳﺔ‬ ‫ﺍﻟﺗﻲﻭﻋﻲ‬ ‫ﻟﺩﻳﻧﺎ‬ ‫ﺛﻡ ﺃﺿﺎﻓﺕ ﺇﻧﺟﻲ‪" :‬‬ ‫ﻭﺃﺣﻟ‬ ‫ﺑﺷﺭﻳﺔ‪،‬ﻟﻪ ﺻﺩﻯ‬ ‫ﺍﻟﻣﺻﻁﻠﺢ‬ ‫ﺍﻟﻣﻳﺎﻩ ﺍﻟﺗﻲ ﺃﺭﺍﻫﺎ ﺫﺍﺕ ﺃﻫﻣﻳﺔ ﻛﺑﻳﺭﺓ ﻣﻥ ﻭﺟﻬﺔ‬ ‫ﺗﺭﻯ ﺇﻧﺟﻲ ﻫﻭﻳﺟﺑﺭﺷﺕ‪،‬‬ ‫ﻷﻧﻧﺎﺗﺯﻳﺩ‬ ‫ﺍﻟﻣﺷﻛﻠﺔ‬ ‫ﺍﻟﻣﻳﺎﻩ ﺭﻣ‬ ‫ﻁﻭﻳﻠﺔ‬ ‫ﺑﺳﺑﺏﻟﻔﺗﺭﺓ‬ ‫ﺃﻫﻣﻳﺗﻬﺎ‬ ‫ﺗﻘﻠﻳﻝ‬ ‫ﺍﻟﺗﻲﻣﺟﺎﻝﺗﻡ‬ ‫ﺟﻣﻳﻌﺎ‬ ‫ﺍﻟﺿﻳﺎﻓﺔ‬ ‫ﻧﻅﺭﻱ‪ ،‬ﺧﺎﺻﺔ ﻓﻲ‬ ‫ﻣﺟﻣﻭﻋﺔ‬ ‫ﻛﻭﻥ ﻓﻲ‬ ‫ﺍﻟﻣﺳﺅﻭﻟﺔ‬ ‫ﺑﺣﺎﺟﺔ ﺇﻟﻰ ﺍﻟﻣﺎء‪ .‬ﺍﻟﻣﺎء ﺿﺭﻭﺭﻱ ﻟﻠﺣﻳﺎﺓ ﻭﻧﺩﺭﺓ‬ ‫ﺍﺳﺗﻔﺎﺿﺕ ﻓﻲ ﺣﺩﻳﺛﻬﺎ ﻣﻊ‬ ‫ﺗﺯﻳﺩﺍﻟﻌﻧﺎﺻﺭ‬ ‫ﺑﺷﺭﻳﺔ‪ ،‬ﻭﺃﺣﺩ‬ ‫ﺍﻟﻣﻳﺎﻩ ﻫﻲ ﺃﺯﻣﺔ ﻋﺎﻟﻣﻳﺔ‬ ‫ﺍﻟﺑ‬ ‫ﺍﻟﻣﻳﺎﻩﻭﻣﺭﺍﻋﺎﺓ‬ ‫ﻣﺩﻋﻭﻣﺔﺧﺿﺭ‬ ‫ﺇﻟﻰ ﺍﻷ‬ ‫ﺭﺧﻳﺻ‬ ‫ﺳﻠﻌﺔ‬ ‫ﺍﻟﻌﺎﻟﻡ‬ ‫ﻣﻥ‬ ‫ﻓﻲ‬ ‫ﺑﺳﺑﺏ ﻛﻭﻥ‬ ‫ﺍﻟﻣﺷﻛﻠﺔ‬ ‫ﺍﻟﺗﻲ ﺗﻡ ﺗﻘﻠﻳﻝ ﺃﻫﻣﻳﺗﻬﺎ ﻟﻔﺗﺭﺓ ﻁﻭﻳﻠﺔ ﻣﻥ ﺍﻟﺯﻣﻥ‪.‬‬ ‫ﺍﻟﻌﺎﻡ ﺑﻧﺩﺭﺓ ﺍﻟﻣﻳﺎﻩ‪ ،‬ﻭﺍﻷﻛﺛﺭ‬ ‫ﺍﻟﻛﺛﻳﺭﺑﻼﺩ‬ ‫ﺍﻟﻌﺎﻟﻡ ﻓﻲ‬ ‫ﺑﺳﺑﺏﺭﻛﻭﻥ ﺍﻟﻣﻳﺎﻩ‬ ‫ﺍﻷ‬ ‫ﺍﻟﻔﻧﺎﺩﻕ ﺑﻔﻬﻡ‬ ‫ﻛﺛﻳﺭﺓﻣﺩﻋﻭﻣﺔﻣﺎﻟﻛﻲ‬ ‫ﺭﺧﻳﺻﺔﻫﺫﻩﺍﻟﺛ‬ ‫ﺳﻠﻌﺔ‬ ‫ﺗﺫﻫﺏ‬ ‫ﺍﻻﺳﺗﺛﻣﺎﺭﺍﺕ‬ ‫ﻣﻥ‬ ‫ﺍﻟﻣﺷﻛﻠﺔ ﺗﺯﻳﺩﻣﻥﻧ‬ ‫ﻣﻥ ﺍﻟﻌﺎﻟﻡ ﺳﻠﻌﺔ ﻣﺩﻋﻭﻣﺔ ﺭﺧﻳﺻﺔ ﺍﻟﺛﻣﻥ‪ ،‬ﻟﺫﺍ ﻟﻡ‬ ‫ﺃﺟﻠﻬﺎ‪.‬‬ ‫ﻣﻥﺗﺣﺳﻳﻥ‬ ‫ﺗﺫﻫﺏ ﻓﻲ‬ ‫ﺍﻻﺳﺗﺛﻣﺎﺭﺍﺕ‬ ‫ﺃﻥ ﺍﻓﻲ‬ ‫ﺗﺫﻫﺏ‬ ‫ﺍﻟﻛﺛﻳﺭ‬ ‫ﻧﺭ ﺍﻟﻛﺛﻳﺭ ﻣﻥﻧﺭ‬ ‫ﺍﻻﺳﺗﺛﻣﺎﺭﺍﺕﺃﻋﺗﻘﺩ‬ ‫ﺍﺳﺗﺧﺩﺍﻡ ﺍﻟﻣﻳﺎﻩ‪.‬‬ ‫ﻛﻔﺎءﺓ‬ ‫ﻛﻔﺎءﺓ ﺍﺳﺗﺧﺩﺍﻡ ﺍﻟﻣﻳﺎﻩ‪ .‬ﺃﻋﺗﻘﺩ ﺃﻥ ﺍﻟﺿﻳﺎﻓﺔ ﻛﻧﺷﺎﻁ‬ ‫ﺗﺟﺎﺭﻱ ﻭﻛﺻﻧﺎﻋﺔ ﺗﺣﺗﺎﺝ ﺇﻟﻰ ﺍﻻﺳﺗﻳﻘﺎﻅ ﻭﺍﻻﻧﺗﺑﺎﻩ‬ ‫ﺣﺿﺭﺕ ﺇﻧﺟﻲ ﻫﻭﻳﺟﺑﺭﺷ‬ ‫ﺍﻟﺿ‬ ‫ﻭﻛﺻﻧﺎﻋﺔ ﺃﻋﺗﻘﺩ‬ ‫ﺍﻟﻣﻳﺎﻩ‪.‬‬ ‫ﺍﺳﺗﺧﺩﺍﻡ‬ ‫ﻛﻔﺎءﺓ‬ ‫ﺍﻻ‬ ‫ﺗﺣﺗﺎﺝﺃﻥﺇﻟﻰ‬ ‫ﺗﺟﺎﺭﻱ‬ ‫ﻭﻭﺿﻊ ﻫﺫﻩ ﺍﻟﻘﺿﻳﺔ ﻋﻠﻰ ﺭﺃﺱ ﺟﺩﻭﻝ ﺃﻋﻣﺎﻟﻬﺎ‪.‬‬ ‫ﻗﺻﻳﺭﺓ ﺇﻟﻰ ﺍﻟﻣﻧﻁﻘﺔ ﺍﻟﻌﺭ‬ ‫ﻓﻲ ﺷﻬﺭ ﻣﺎﻳﻭ ﺍﻟﻣﺎﺿﻲ ﻭﻗﻌﻧﺎ ﻋﻠﻰ ﺍﻧﺗﺩﺍﺏ ﺍﻷﻣﻡ‬ ‫ﺇﺟﺭﺍءﺍﺕ ﺟﺩﻳﺩﺓ ﺗﺗﻌﻠﻕ ﺑﻣ‬ ‫ﺇﻟﻰ‬ ‫ﻭﻛﺻﻧﺎﻋﺔ ﺗﺣﺗﺎﺝ‬ ‫ﺗﺟﺎﺭﻱ‬ ‫ﺍﻻﺳﺗﻳﻣﻧﻬﺟ‬ ‫ﺭﺃﺱ‬ ‫ﻫﺫﻩﻣﺑﺎﺩﺭﺓ‬ ‫ﻭﻭﺿﻊﻭﺃﻁﻠﻘﻧﺎ‬ ‫ﺍﻟﻣﺗﺣﺩﺓ ﻟﻠﺭﺋﻳﺱ ﺍﻟﺗﻧﻔﻳﺫﻱ ﻟﻠﻣﻳﺎﻩ‪،‬‬ ‫ﻋﻠﻰ‪ .‬ﺣﻳﻥ ﻁﻠﺑﻧﺎ‬ ‫ﺍﻟﻘﺿﻳﺔ ﺍﻟﻣﺳﺅﻭﻟﺔ‬ ‫ﻁﺎﻗﺔ ﺍﻟﻛﻭﻛﺏ ﻓﻲ ﻋﺎﻡ ‪ ،2012‬ﻭﻧﺣﻥ ﺍﻵﻥ‬ ‫ﻫﺫﺍ ﺍﻟﻣﺻﻁﻠﺢ ﺃﺟﺎﺑﺕ ﺇﻧﺟ‬ ‫ﺟﺩﻭ‬ ‫ﺭﺃﺱ‬ ‫ﺍﻟﻘﺿﻳﺔ ﻋﻠﻰ‬ ‫ﻫﺫﻩ‬ ‫ﻭﻭﺿﻊ‬ ‫ﻋﻠ‬ ‫ﻭﻗﻌﻧﺎ‬ ‫ﺍﻟﻣﺎﺿﻲ‬ ‫ﻣﺎﻳﻭ‬ ‫ﺷﻬﺭﺃﻳﺿﺎ‪".‬‬ ‫ﻓﻲﻣﻳﺎﻩ ﺍﻟﻛﻭﻛﺏ‬ ‫ﺑﺻﺩﺩ ﺇﻁﻼﻕ ﻣﺑﺎﺩﺭﺓ‬ ‫ﻣﺳﺗﺧﺩﻣﺎ‬ ‫ﺍﻟﻣﺻﻁﻠﺢ ﻛﺎﻥ‬ ‫ﻟﻠﺷﺭﻛﺔ‪ ،‬ﻭﻟﻛﻧﻲ ﺳﻌﻳﺩﺓ ﺟ‬ ‫ﻧﺣﻥ‪،‬ﺍ‬ ‫ﻋﻠﻰ‬ ‫ﺷﻬﺭ‬ ‫ﻷﻥ ﻫﺫﺍ ﺍﻟﺟﺯءﻓﻲ‬ ‫ﻣﺎﻳﻭﺗﺣﻠﻳﺔ‬ ‫ﺗﻘﻧﻳﺔ‬ ‫ﻣﻥ ﺍﻟﻌﺎﻟﻡ ﻳ‬ ‫ﻧﺭ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻣﺎﺿﻲ ﻋﻠﻳﻪ‪.‬‬ ‫ﻭﻗﻌﻧﺎﻟﻠﺣﺎﻟﺗﻧﺎ‪،‬ﻣﻳﺎﻩ‬ ‫ﺍﻟﺗﻧﻔﻳﺫﻱ‬ ‫ﺭﺋﻳﺱ‬ ‫ﺳﺗﺧﺩﻡ ﻟﻠ‬ ‫ﺍﻟﻣﺗﺣﺩﺓ‬ ‫ﺍﻟﻣﻳﺎﻩ ﻓﻲ ﺍﻟﻐﺎﻟﺏ ﻟﻠﺣﺻﻭﻝ ﻋﻠﻰ ﺍﻟﻣﻳﺎﻩ‪ ،‬ﻓﻼ ﺑﺩ‬ ‫ﺑﻳﺋﻳﺔ ﺧﻔﻳﻔﺔ‪ ،‬ﻭﺃﻥ ﻧﻛﻭﻥ ﻋ‬ ‫ﺃﻁ‬ ‫ﻣﻳﺎﻩ‪،‬‬ ‫ﻋﺎﻡ ﻟﻠ‬ ‫ﺍﻟﺗﻧﻔﻳﺫﻱ‬ ‫ﺭﺋﻳﺱ‬ ‫ﻁﺎﻗﺔﻣﺧﺗﻠﻔﺔﻟﻠ‬ ‫ﺍﻟﻣﺗﺣﺩﺓ‬ ‫ﺍﻟ ﻣﻥ ﺍﻟﻘﺿﺎﻳﺎ‬ ‫ﺃﻥ ﻳﻛﻭﻥ ﻫﻧﺎﻙ ﻣﺟﻣﻭﻋﺔ‬ ‫‪ ،‬ﻓﻲ‬ ‫ﻭﻧﺎ‪،‬‬ ‫ﺿﻳﻭﻓ‬ ‫ﻣﻭﻅﻔﻳﻧﺎ ﻭﻣﻊ‬ ‫‪2012‬‬ ‫ﺍﻟﻣﻳﺎﻩ‪ ،‬ﻓﻲ‬ ‫ﻛﻭﻛﺏ‬ ‫ﺍﻟﺗﻲ ﻳﺗﻌﻳﻥ ﻣﻌﺎﻟﺟﺗﻬﺎ ﻫﻧﺎ ﻭﻫﻧﺎﻙ‪" .‬ﺗﺣﻠﻳﺔ‬ ‫ﻭﺍﻻﺟﺗﻣﺎﻋﻳﺔ‪".‬‬ ‫‪،2012‬ﺍﻟ ﻭﻧﺣ‬ ‫ﻓﻲ ﻋﺎﻡ‬ ‫ﻛﻭﻛﺏ‬ ‫ﻭﺍﻟﻣﻳﺎﻩ‬ ‫ﻁﺎﻗﺔﻛﻼﺍﻟﻣﻥ ﺍﻟﻁﺎﻗﺔ‬ ‫ﻟﺳﻭء ﺍﻟﺣﻅ‪ ،‬ﺗﺳﺗﺧﺩﻡ‬ ‫ﻛﻭﻛﺏ‬ ‫ﻣﺑﺎﺩﺭﺓ ﻣﻳﺎﻩ‬ ‫ﺇﻁﻼﻕ‬ ‫ﺑﺻﺩﺩ‬ ‫ﻟﻠﺣﺻﻭﻝ ﻋﻠﻰ ﻣﻳﺎﻩ ﺍﻟﺷﺭﺏ‪ .‬ﻛﻳﻑ ﺗﺗﻌﺎﻣﻝ ﻣﻊ‬ ‫ﺗﺣﺩﺛﺕ ﺇﻧﺟﻲ ﻛﺫﻟﻙ ﻋﻥ ﻣ‬ ‫ﺧﺿﻊ ﻟﻣﻧﺎﻗﺷﺔ‬ ‫ﻫﺫﻳﻥ ﺍﻟﺷﻘﻳﻥ ﺃﻣﺭ‬ ‫ﻳﻘﻭﻣﻭﻥ‬ ‫ﺑﺗﺻﻭﻳﺭﻩ ﺑﺃ‬ ‫ﻛﻭﻛﺏ‬ ‫ﻣﺳﺗﻔﻳﺿﺔﻣﺑﺎﺩﺭﺓ ﻣﻳﺎﻩﺍﻟﺫﻱ ﺍﻟ‬ ‫ﺇﻁﻼﻕ‬ ‫ﺑﺻﺩﺩ‬ ‫ﻟﺩﻳﻧﺎ‪ ،‬ﻓﻧﺣﻥ ﻧﻘﻭﻡ ﺑﺈﻋﺎﺩﺓ ﺍﺳﺗﺧﺩﺍﻡ ﺍﻟﻣﻳﺎﻩ ﺃﻳﻧﻣﺎ‬ ‫ﺃﻣﻛﻥ ﺫﻟﻙ‪ ،‬ﻭﻧﻌﻣﻝ ﻋﻠﻰ ﺯﻳﺎﺩﺓ ﺍﻟﻭﻋﻲ ﺑﺄﻫﻣﻳﺔ‬ ‫ﺍﻟﺣﺩ ﻣﻥ ﺍﺳﺗﻬﻼﻙ ﺍﻟﻣﻳﺎﻩ‪ .‬ﻋﻠﻰ ﺳﺑﻳﻝ ﺍﻟﻣﺛﺎﻝ‪ ،‬ﻓﻲ‬ ‫ﻣﻧﺗﺟﻌﺎﺗﻧﺎ ﺑﺎﻟﺷﺎﺭﻗﺔ ﻭﺍﻟﻔﺟﻳﺭﺓ ﻧﺳﺗﺧﺩﻡ ﺃﻧﻅﻣﺔ‬ ‫ﺇﻋﺎﺩﺓ ﺗﺩﻭﻳﺭ ﺍﻟﻣﻳﺎﻩ ﺍﻟﺭﻣﺎﺩﻳﺔ‪ ،‬ﺣﻳﺙ ﻳﺗﻡ ﺍﺳﺗﺧﺩﺍﻡ‬ ‫ﺍﻟﻣﻳﺎﻩ ﺍﻟﺭﻣﺎﺩﻳﺔ ﻓﻲ ﺭﻱ ﺍﻟﺣﺩﺍﺋﻕ ﺍﻟﻁﺑﻳﻌﻳﺔ ﺍﻟﻣﻘﺎﻣﺔ‬ ‫ﻓﻲ ﺍﻟﻣﻧﺗﺟﻌﺎﺕ‪".‬‬

‫ﺍﻻﺳﺗﺧﺩﺍﻡ ﺍﻟﻔﻌﺎﻝ ﻟﻠﻣﻳﺎﻩ ﻓﻲ‬ ‫ﺳﺑﻳﻝ ﺍﻟﻣﺛﺎﻝ‪" .‬ﻟﺩﻳﻧﺎ ﻣﻐﺎﺳ‬ ‫ﻭﻟﺫﺍ ﻧﻘﻭﻡ ﺑﺎﻟﻛﺛﻳﺭ ﻣﻥ ﺍﻷﺷ‬ ‫ﺍﻟﻛﻳﻔﻳﺔ ﺍﻟﺗﻲ ﻳﻣﻛﻥ ﺑﻬﺎ ﺃﻥ‬ ‫ﻭﺗﺣﺩﻳﺩ ﺍﻟﻣﻭﺍﺩ ﺍﻟﻛﻳﻣﻳﺎﺋﻳﺔ ﺍ‬ ‫ﻟﻠﺗﺄﻛﺩ ﻣﻥ ﺗﻭﻓﻳﺭﻧﺎ ﻟﻠﻣﻳﺎﻩ ﻭ‬

‫ﻷﻥ ﻫﺫﺍ ﺍﻟﺟﺯء ﻣﻥ ﺍﻟﻌﺎﻟﻡ ﻳﺳﺗﺧﺩ‬ ‫ﻷﻥ ﻫﺫﺍ ﺍﻟﺟﺯء ﻣﻥ ﺍﻟﻌﺎﻟﻡ ﻳﺳﺗﺧﺩﻡ ﺗﻘ‬ ‫ﺍﻟﻣﻳﺎﻩ ﻓﻲ ﺍﻟﻐﺎﻟﺏ ﻟﻠﺣﺻﻭﻝ ﻋﻠﻰ‬ ‫ﺍﻟﻣﻳﺎﻩ ﻓﻲ ﺍﻟﻐﺎﻟﺏ ﻟﻠﺣﺻﻭﻝ ﻋﻠﻰ ﺍﻟﻣﻳ‬ ‫ﺃﻥ ﻳﻛﻭﻥ ﻫﻧﺎﻙ ﻣﺟﻣﻭﻋﺔ ﻣﺧﺗﻠﻔﺔ‬ ‫ﺃﻥ ﻳﻛﻭﻥ ﻫﻧﺎﻙ ﻣﺟﻣﻭﻋﺔ ﻣﺧﺗﻠﻔﺔ ﻣﻥ‬ ‫ﺍﻟﺗﻲ ﻳﺗﻌﻳﻥ ﻣﻌﺎﻟﺟﺗﻬﺎ ﻫﻧﺎ ﻭﻫﻧﺎﻙ‪.‬‬ ‫ﺍﻟﺗﻲ ﻳﺗﻌﻳﻥ ﻣﻌﺎﻟﺟﺗﻬﺎ ﻫﻧﺎ ﻭﻫﻧﺎﻙ‪" .‬ﺗﺣ‬ ‫ﻟﺳﻭء ﺍﻟﺣﻅ‪ ،‬ﺗﺳﺗﺧﺩﻡ ﻛﻼ ﻣﻥ ﺍﻟﻁ‬

TOP HOTEL PROJECTS

Starting from this issue, we bring to you a column written by Top Hotel Projects – www.tophotelprojects.com – exclusively for our readers.

With 77 new hotels in the pipeline and nearly 11 per cent more revenue at the 634 existing hotels, Dubai – the ‘hospitality capital’ attracts more and more visitors

34 NOVEMBER/DECEMBER 2014

D

ubai the ‘hotel capital’ of the world: The 634 existing hotels (with 88,680 rooms) increased in the sales in first half of 2014 by 10.9 to 3.18 billion dollars. At the same time, 77 new top hotel projects are in the pipeline. This data has been revealed by a hotel market study done by TOPHOTELPROJECTS (www.tophotelprojects.com), the worldwide leading provider of b2b hotel data.

As more and more families are travelling to Dubai, in the first six months of the year, 5.8 million visitors were registered at Dubai’s hotels. The 10 most important source markets for tourism are: Saudi Arabia, India, UK, USA, Russia, China, Iran, Oman, Kuwait and Germany. Guests are staying 3.9 days on average.

In the past year, 11 million visitors visited Dubai. In the future, the tourist offering will be further expanded. Dubai aims to get 20m visitors per year by 2020. This year 30 new hotels and apartment complexes were added, with approximately 7,000 beds.

Additionally, the city continues to be the hub for major events such as festivals, concerts among others.

TOP HOTEL PROJECTS

Top Hotel Project #1

Palazzo Versace, Dubai 213 suites and 163 condominiums/villas Opening: February 2015 General Manager: Heinrich Morio Highlights: Interior design by Versace, gourmet restaurants, temperature-controlled beach

Top Hotel Project #2

Hard Rock Hotel, Abu Dhabi 387 rooms and suites Opening: Early 2017 Highlights: First ‘Hard Rock’ branded entertainment and gastronomy complex in the UAE – cafe and bar with rock ‘n’ roll memorabilia from Hard Rock’s legendary collection

Selection of top hotel construction projects in Dubai Name – Number of rooms – Opening date Baccarat Hotel & Residences Dubai Pearl – 342 – Early 2018 Bellagio Hotel Dubai Pearl – 200 – October 2015 Jumeirah Beach Hotel and Madinat Jumeirah – 430 – November 2015 JW Marriott Hotel Dubai Lifestyle City – 170 – September 2015 Kempinski Hotel Mall of the Emirates – 393 – End of 2015 Mandarin Oriental Dubai – 200 – Early 2017 MGM Grand Dubai Pearl – 350 – April 2017 Paramount Hotel Jumeirah Waterfront – 215 – January 2016 Rotana Hotel & Resort Al Barsah – 528 – Early 2018 St. Regis Dubai – 241 – July 2015 Swissotel Al Jadaf Dubai – 280 – February 2015 The Royal Atlantis Resort and Residences – 1,050 – April 2017 W Dubai – The Palm – 283 – January 2017 W Dubai, Sheikh Zayed Road – 423 – September 2015

More hotel construction projects in Dubai (selection) Project name – Investment in million US$ – Developer Al Habtoor City (Westin, St Regis and W Hotels) – 912 – Al Habtoor Group Dubai Pearl: Baccarat Hotel & Residences – 680 – Pearl Dubai FZ LLC Culture Village: Palazzo Versace Dubai Hotel – 626 – Enshaa Jewel of Creek Development: Package 8 – 395 – Dubai International Real Estate Palm Jumeirah: Viceroy Dubai – 272 – Skai Holdings Madinat Jumeirah Expansion Phase IV – 272 – Dubai Holding Dubai Healthcare City: Al-Khor Hotel and Residences – 231 – Dubai Holding Business Bay: Lillian Tower – 221 – Al Marya Development and Real Estate The 8 – 218 – IFA Hotels & Resorts The Address The BLVD Hotel – 200 – Emaar Properties W Hotel (Palm Jumeirah) – 180 – Al Sharq Investment LLC NOVEMBER/DECEMBER 2014 35

Hilton’s latest

Canopy Travellers can

expect an energising experience from Canopy by Hilton promises Global Head of Luxury and Lifestyle Brands, John T A Vanderslice. Top hotel Middle East chats with Vanderslice about smartphone keys, one-stop service and local flavours

36 NOVEMBER/DECEMBER 2014

Canopy by Hilton promises to blend a contemporary look and new technology with flavours of local culture which aims to appeal to a wide variety of customers, including women and millennial travellers.

Christopher J Nassetta, President and CEO of Hilton Worldwide, unveiled the Canopy by Hilton concept to nearly 1,900 owners and development representatives at Hilton Worldwide’s Global Partnership Conference in Orlando, Florida, on October 15.

Now Hilton Worldwide’s John T A Vanderslice, Global Head of Luxury Lifestyle Brands, reveals what the new venture can offer the Middle East.

“Canopy by Hilton has fresh energy, with hotels in unique and interesting neighbourhoods, offering great service and comfortable, engaging design,”he says.“It literally takes lifestyle out of the dark ages with a light, organic and

contemporary look and feel, designed to be welcoming and also reflect the local flavour and culture where each hotel is located.”

Thorough research of the dynamic Middle East hospitality market means Vanderslice, and Hilton Worldwide, are confident Canopy by Hilton will be welcomed by the style-savvy population of the UAE and wider MENA region. With the promise that no two properties will be the same, Canopy by Hilton will develop through new-build and conversion projects in key urban neighbourhoods and vibrant secondary markets around the world.

Eleven signed letters of intent have already been received from across the United States and in London, UK, with properties expected to begin opening in 2015. When their doors open, customers will see that four essential elements define a Canopy

by Hilton hotel – local know-how,

BRAND FOCUS

just-right rooms, included value and a culture of positively yours.

For guests, this means extra touches such as basic wi-fi, an artisanal breakfast, a local welcome gift, evening beverage tasting events and a one-stop approach to front-ofhouse service. Canopy customers are promised more choice and control than ever before. Hi-tech additions include being able to use their smartphones or mobile devices to check-in and choose their room from a floor plan and a map.

In 2015, the process will be streamlined further, with guests able to use their mobile as a room key. Offering this type of customer experience means Canopy by Hilton is targeted at the upper-end of upper upscale, although Vanderslice assures us it will also be an accessible lifestyle brand.

He explains,“The phrase ‘accessible lifestyle’ also refers to a price point of

view. We believe that by being focused on the upper-end of upper upscale price point, we will be able to serve more customers and build a brand that is much bigger than what we’ve seen others do.”

As the countdown to EXPO 2020 continues and Dubai’s emerging market status is confirmed, the Middle East presents an unrivalled growth opportunity for all 12 of Hilton Worldwide’s brands across mid-scale, upscale and luxury segments – and Vanderslice is confident the market is large enough to accommodate them all.

“The UAE is a diverse market with proven demand across a wide variety of customer segments, making it an unrivalled growth market for Hilton Worldwide,” he elaborates.

“With 18 operational hotels and plans for two more in 2015 in UAE, we are constantly reviewing market dynamics to source well-suited

growth opportunities for all 12 Hilton Worldwide brands.”

Moving forward, Hilton Worldwide has identified a number of strong prospects across the region to expand the Canopy by Hilton brand, particularly in Dubai, Abu Dhabi, Muscat, Beirut and Bahrain, where John believes the vibrant local cultures provide “a tremendous complement to the brand’s energised offering”.

But as well as a buoyant market, consumer demand for this energising experience also makes it the perfect time for Hilton Worldwide to launch Canopy by Hilton. Vanderslice adds, “Canopy by Hilton represents a new hotel concept with high growth potential, a clearly defined guest offering, and a sustainable business model. As market dynamics change, we are constantly evolving our offering to the meet the changing expectations of travellers.”

NOVEMBER/DECEMBER 2014 37

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DESTINATION REPORT

Melbourne the gateway to

Australia T Named the world’s most livable city for the fourth year running, Melbourne can also lay claim to being Australia’s fastest growing city. Its unique family attractions are also increasingly drawing tourists from the Middle East

opping The Economist Intelligence Unit’s Global Livability Index for the fourth year in a row, Melbourne, the capital of the state of Victoria, is set to become Australia’s largest city as early as 2030.

The Victorian Government is investing in key infrastructure, from road and rail projects to hospitals and schools, to make sure the state remains the best possible place to live, work and do business.

Despite the eight-hour flight time, Louise Asher, Victorian Minister for Tourism and Major Events, is confident of Australia’s strong appeal in the GCC market.“Melbourne is the ideal gateway to Australia on the back of our strong direct air access which has been further enhanced through the Qantas and Emirates partnership,” she said.

“Australia has strong appeal in the GCC market, which is seeking family attractions, shopping, unique wildlife and city experiences which match many of Melbourne’s key product strengths.

JULY/AUGUST 2014 39

DESTINATION REPORT

“Melbourne is the ideal destination for the Arab family market segment - Tourism Victoria’s primary target market – given the range of unique family attractions, such as the little Penguins at Phillip Island Nature Park and Sovereign Hill in Ballarat.

“The Victorian snowfields also provide a unique experience for the GCC market and the Victorian snow season coincides with the peak GCC travel period. Melbourne is a very multicultural destination with good access to halal food and mosques, important considerations for the GCC market. Australia is regarded as a safe and welcoming destination.”

Asher explains how the Government of the south-eastern 40 NOVEMBER/DECEMBER 2014

Below: The Melbourne Library

state is working to attract tourists from the region.“Tourism Victoria leverages the work undertaken by Tourism Australia and other Australian State Tourism partners in the Middle East to ensure Melbourne and Victoria are included in key marketing initiatives. Tourism Victoria also works closely with Middle Eastern Airline partners, Etihad Airways, Emirates and Qantas Airlines, which are very important in growing international visitors to Victoria in developing global cooperative marketing initiatives,” says Asher.

Tourism Victoria, Tourism Australia and State Tourism partners also work closely together to educate key travel agent partners in the

DESTINATION REPORT

Middle East through an annual trade familiarisation programme.

This includes familiarisations for agents that attend Tourism Australia’s Australian Tourism Exchange trade show, to be held in Melbourne in June 2015.

A quarterly newsletter developed

by Tourism Victoria is distributed to a database of key trade partners in the Middle East, including Aussie Special Agents to ensure they are updated on the latest tourism product, trends and events in Melbourne. Aussie Specialist Agents are also updated through the latest information on Victorian tourism experiences on Tourism Australia’s travel agent training website.

Melbourne is a favourite destination for Australians to visit and is often referred to as the country’s culture capital. Home to a wide variety of ethnicities from around the world, it boasts many restaurants serving international cuisines and holds a strong arts and sporting culture.

Melbourne is the ideal gateway to Australia on the back of our strong direct air access which has been further enhanced through the Qantas and Emirates partnership Renowned as Australia’s major events capital, Melbourne plays host to a series of sporting tournaments, including two major international events – the Australia Open Tennis Championships and Formula 1 Australian Grand Prix. Visitors can time their vacation with the Melbourne Cup in November, one of the city’s world-famous events, and be part of the race said to stop the nation.

Also anticipated to draw in visitors are the unprecedented number of international sporting, arts, cultural and trade events between January 9 and March 29, 2015, as part of the 80 Days of Melbourne initiative, launched

by Victorian Premier Denis Napthine.

Attractions include the Fashion World of Jean Paul Gaultier, from January 9 – February 8 and the Melbourne International Food Festival, February 27 – March 15.

Royal Melbourne Institute of Technology (RMIT) campus

Federation Square in central Melbourne

JULY/AUGUST 2014 41

Bridge crossing the Yarra River in central Melbourne

A number of events taking place in 2014/15 also have the potential to attract a greater number of visitors from the Middle East. These include the Emirates Melbourne Cup and the Asian Football Cup, which is being held in Australia in 2015. In January, football fans will have the chance to watch international opponents take on teams from the region, including Saudi Arabia and Bahrain.

A report by Ernst and Young shows that Victoria’s major events contributed A$1.8 billion (US$1.5b) to the economy this year, and attracted almost 300,000 interstate and international visitors. All this comes against a background of a strongly performing Victorian economy and near-record population growth, said Asher,“In the year 42 NOVEMBER/DECEMBER 2014

to June 2014, Victorian State Final Demand increased by 2.5 per cent.

This was the second highest of all states, behind New South Wales. Victoria’s growth was driven by business investment, public demand and household consumption. Victoria’s economy is expected to strengthen further in the coming year with economic growth forecast at 2.5 per cent for 2014-15.

“Victoria’s population now tops 5.8 million people and is growing at nearrecord rates at 1.8 per cent in 2013-14, driving higher levels of economic growth, which is largely due to strong net overseas migration.”

Hidden gem Cup of Truth, in the underpass connecting Degraves Street and Flinders Street Station, is acclaimed as one of Melbourne’s best places to get a cup of coffee.

Best of all, there is no fixed price – you just pay what you think the cup is worth!

Tourism is a significant economic driver for this city, worth A$19.6 billion (US$17.2b) a year, or 5.8 per cent of the total Victorian economy.

In the year ending March 2014, there were 1,997,000 international overnight visitors to Victoria, an increase of 10 per cent on the previous year. Over the same period there were 6,019,000 international overnight visitors to Australia, an increase of 6.3 per cent over the previous year.

An estimated 10,800 overnight visitors to Victoria were from the UAE in the year ending March 2014, representing 0.5 per cent of total international overnight visitors to Victoria. A total of 0.9 per cent of overnight visitors were from GCC countries in the year ending March 2014 – about 17,100 people. In the same period, an estimated 26,000 overnight

DESTINATION REPORT

visitors to Victoria were from Middle East and Northern Africa, representing 1.3 per cent of total international overnight visitors to Victoria.

Tourism Victoria does not have a dedicated office in the Middle East, instead servicing the market from Head Office in Melbourne. However, the Victorian Government Business Office does have a base in Dubai and Tourism Victoria is involved in Victorian Government initiatives in the Middle East, such as in market missions.

Going forward, Victoria predicts a 6.6 per cent annual growth rate in arrivals to Australia from the Middle East over the next decade. Tourism Research Australia anticipates a total of 150,000 by 2022/23, perhaps attracted by the varied landscapes and terrains, as the city of Melbourne spans along mountain ranges like

Dandenong, the Yarra River towards Yarra Valley, to a myriad of picturesque bay side beaches.

On the ground, the industry is being readied for an increase in tourists. In July 2014, Asher launched Victoria’s 2020 Tourism Strategy, which outlines the Victorian Government’s plan to grow the state’s overnight tourism expenditure to $24.7 billion (US$21.6b) by 2020. The strategy outlines how Tourism Victoria will work with key stakeholders to implement the identified actions to grow the industry and address its challenges.

When tourists do arrive, they have a total of 27,779 rooms to choose from in Melbourne, made up of 14.327 hotels and resorts 14,237; 5,027 motels, private hotels and guests house and 8,515 serviced apartments, with

average occupancy running at 77 per cent for hotels, 64.1 per cent for motels and 73.5 per cent for serviced apartments.

Looking to the immediate future, more than 5,500 rooms are in the pipeline for inner Melbourne across the period 2015-2020.

As if they didn’t have enough to smile about, the boost in tourism is also good news for residents of the world’s best city to live in, as Melbourne also continues to provide jobs for more than 200,000 Victorians and contributes seven per cent of employment in tourism and other industries, which has grown at an average annual rate of 3.3 per cent since 2006-07.

Melbourne is the ideal destination for the Arab Family market segment – Tourism Victoria’s primary target market – given the range of unique family attractions, such as the little Penguins at Phillip Island Nature Park and Sovereign Hill in Ballarat

NOVEMBER/DECEMBER 2014 43

DESTINATION REPORT

in Melbourne with IHG 9am: After a hearty breakfast at InterContinental Melbourne’s The Rialto, follow the aroma of fresh coffee to Degraves Street and Centre Place, the perfect way to take in the Melbourne ambiance and lane-way culture.

Take your time to admire the graffiti located at the end of Centre Place.

Melbournians take coffee very seriously and the entire city is filled with reputable coffee shops. Hidden gem, Cup of Truth, in the underpass connecting Degraves Street and Flinders Street Station, is acclaimed as one of Melbourne’s best places to get a cup of coffee. Best of all, there is no fixed price – you just pay what you think the cup is worth!

10am: Next, enjoy eclectic Fitzroy and Collingwood, which are two of Melbourne’s trendiest and most fashionable neighbourhoods. Located near the north end of the city centre, just a 12-minute drive away, these districts are well known for their bohemian shops, quaint cafes, chic bars and restaurants, as well as trendy inhabitants. Gertrude and Brunswick Streets are great for

shopping, though neighbouring Smith Street, which houses some of the city’s most intriguing cafes and restaurants, is also a strip to look out for. Book lovers or antique fanatics will be in heaven at Fitzroy, which is home to a huge variety of specialised shops for books, perfumes, clothes, flowers, gardens and markets, as well as period shops featuring furnishings from the 1950s.

James Ridenour, Chief Concierge of Noon: For lunch choose one of InterContinental the many cafes and restaurants in the area like The Commoner Melbourne The (modern British), St Crispin Rialto and Assistant (modern Australian), Trippy Taco Secretary General (veggie tacos), Builders Arms Hotel (gastro pub) or Charcoal Lane, of a prestigious a modern Australian restaurant global concierge with a unique Aboriginal flare dedicated to giving indigenous and society, Les Clef disadvantaged youths on-the-job d’Or, shares a training and hospitality skills.

24-hour insider 1:30pm: Some of Melbourne’s itinerary to get best art galleries can also be found just a five-minute walk the most out of away in nearby Collingwood.

Melbourne.

Enjoy contemporary art at galleries like Australian Galleries, James Makin Gallery and Port Jackson Press, or iconic Australian Indigenous art at the Alcaston Gallery.

3:30pm: Take a 10-minute drive back to Melbourne’s city centre, which is well-known for its vibrant shopping scene. While great shopping experiences can be found all over the city, a visit to Bourke Street Mall and the luxurious stretch of shops located on Collins Street should not be missed. A visit to Luisa on Collins is a definite must if you are looking for a steal in highfashion leather goods.

Shop at the newly opened Emporium Melbourne (with 225 stores) located in Lonsdale Street.

The mall is home to the largest Australian designer collection in the country with Sydney designer Bianca Spender’s first stand-alone store as well as Zimmerman, Seed Heritage, Manning Cartel, Willow, White Suede, Sass & Bide.

Stop for tea and snacks at the Emporium Melbourne food cafe.

6:30pm: The award-winning Melbourne Star observation wheel, located a short 10-minute drive away, promises a stunning 360-degree view of the city. Sitting on Waterfront Bay at Docklands, you can watch the area come alive with fireworks every Friday throughout August.

Single tickets for adults priced at AUD $32 ($29) can be bought in advance through our concierge team. After the flight, top the Melbourne experience at Australia’s largest ice sports and entertainment venue with some iceskating at the Medibank Icehouse.

8pm: Hop on the City Circle Tram (Route 35) at Docklands Waterfront City on the way to dinner at one of Melbourne’s coolest restaurants. Alight at Bourke Street and take a short stroll towards Collins Street, where you can find one of Melbourne’s coolest underground restaurants.

Brooks of Melbourne is nestled in the basement of the heritage-listed building Austral House. Indulge in their five-course degustation menu that changes with the season for AUD$95 ($84).

44 NOVEMBER/DECEMBER 2014

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Twice is nice for

Park Inn GM A SURPRISE telephone call led to Rabih Zein taking on the unique challenge of becoming cluster GM of both the Park Inn by Radisson Muscat and Park Inn by Radisson Hotel & Residence Duqm. The French national, who speaks four languages, talks about the incredible learning experience of overseeing the opening of the hotel which left him in awe

46 JULY/AUGUST 2014

GM DIARY

Welcome to my world Six months ago, as I was quietly catching up on emails in the hotel, I was surprised and delighted to get a call from our area support office asking if I would be interested in taking on the responsibility of opening a new hotel, in addition to running the Park Inn by Radisson Muscat. Not one to pass up such a great opportunity, I naturally agreed and then asked where it was.“It is in Duqm,�I was told.

Despite working in Oman for a considerable time, I have to admit I was not familiar with the destination, so took to the internet to learn more about where I would be spending a lot of my time in

the future. My curiosity piqued, I decided a drive out to Duqm to see it for myself. Although it was almost a six-hour drive, the scenery along the way was stunningly beautiful, with a changing landscape of red, white and volcanic sand. Arriving in Duqm, I discovered it is a very small city with a small population and a truly authentic Omani culture.

Approximately 6,000 people live in this small fishing community, which is in the process of being transformed into a major industrial hub on a national and regional level. The master plan includes a port, a dry dock, an international airport, industrial areas, a free trade zone, a tourism area, a residential

and commercial town, healthcare and educational facilities, an extensive road network and railway connections.

My first glimpse of the hotel was one of awe. Here in front of me was a collection of low-rise sand coloured-chalets that blended seamlessly into their natural surroundings. The construction work was well underway at this point and the property was really starting to take shape, so I then had to start thinking about the hotel operation.

The first challenge was to find the right team and to do this

JULY/AUGUST 2014 47

I enlisted the help of our human resources manager at the Park Inn

by Radisson Muscat. It has been an interesting exercise trying to find the right people. Ideally, we have been looking for candidates who have an understanding of the needs and demands of a pre-opening and who are capable of immense flexibility. My search took me to the local market, the GCC, Asia and beyond, as we slowly started to build the team.

I have been lucky in that the Rezidor brand name is well-known and till date we have been able to attract individuals who have a desire to work with us. Holding a cluster responsibility for running two hotels is 48 NOVEMBER/DECEMBER 2014

Bio: French national Rabih first came into the region four years ago, when he moved to Oman from Park Inn Nice, France, after heading up the team there for three years.

Rabih has been with the Rezidor Hotel Group since 1999 and gained a strong background in sales and marketing, when he was first put in charge of promoting leisure business and selling properties in France to the Middle East market.

In his 13 years of working with the company, one of his most significant achievements was the opening of a flagship property Radisson Blu at the popular Disneyland Resort in Paris.

Rabih, who has a Bachelor of Arts from the University Sophia Antipolis in Nice, speaks French, English, Arabic and Italian.

a unique challenge, particularly when one of those is a new opening. You have to balance the demands of both, but invariably it is the new opening that takes up most of your time, so there is always a danger of neglecting the established property. It is an incredible learning experience and one that I have been fortunate to have.

Under construction Construction started on the hotel three years ago and has been progressing at a fairly steady rate since. The 73 contemporary chalets and apartments - including 50 onebedroom chalets, nine two-bedroom villas, 13 one-bedroom and two

GM DIARY

Rabih Zein, General Manager, Park Inn by Radisson Muscat and Park Inn by Radisson Hotel & Residence Duqm

and roadblocks trying to comply with local regulations.

The product

two-bedroom apartments – are spread over a large area, providing a feeling of space and privacy.

The design and the character of all accommodation units and the public areas are inimitably Park Inn

by Radisson, designed for today’s new generation traveller. Duqm is a stupendous development that aims to be a logistical supply-chain city of the 21st century. Many of those working on these various projects will call the hotel home for some considerable time.

However, as well as primarily attracting corporate business because of the projects in Duqm, I believe it will also be a bolt-hole for those looking for a peaceful weekend escape.

One of the key challenges we will have once the hotel is open is to introduce it to the market. Before you sell a property, you need to sell a destination and this is going to be challenging, because it is a relatively unknown destination. We have been working on the sales and marketing plan and ensuring that everything meets brand standards. In addition to this, we have been working with the local authorities to ensure we meet their criteria to be awarded a fourstar rating.

Because we are a global brand and because we have considerable experience in Oman, we have found that we have not had too many delays

The hotel location provides guests with easy access to a variety of nearby attractions, such as Ras Madrakah Beach, Duqm Ancient Ruins and Karmah Pass Cliffs. Dining options include the Ocean Restaurant, RBG Grill and a pool lounge. The Ocean Restaurant’s menu features hearty international options, with convenient dining times to suit many different travel itineraries.

At the RBG Grill, diners can enjoy fresh ingredients, locally-inspired specialities and classic dishes, as well as a selection of healthy items, ranging from charcoal-grilled cuts of meat and fish to crisp salads and signature dishes. For those who prefer a more casual dining experience, the Pool lounge serves light snacks, juices, milkshakes and a selection of beverages.

Free Wi-Fi will be available throughout the hotel, as well as a laundry service, concierge, business centre, children’s area, spa, tennis court, gym and outdoor pool. The hotel’s meeting room,where delegates can work in natural daylight, where delegates can work in natural daylight, features free wireless highspeed internet, individual climate control, free car parking, audio visual equipment and complimentary access to the business centre.

JULY/AUGUST 2014 49

UNWIND

Y A D O T E IB

R C S SUB

NOVEMBER/DECEMBER 2014 ISSUE 04

Essential reading for hotel operators, owners, developers and investors

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Top hotel Wellness A dedicated look at the regional wellness industry

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1/11/14 16:36:49

Inside the world of wellness The Global Spa and Wellness Summit

Dermalogica

Logical skin care

Super serums

Key to beautiful skin

EVENT IN FOCUS

Inside the wellness industry A

Janette Gladstone-Watts, Founder and MD of The Product House, Dubai, visited the recently concluded Global Spa and Wellness Summit in Morocco. Here she outlines for ThW the main agendas and ideas exchanged this year

52 NOVEMBER/DECEMBER 2014

t my first initiation to the Global Spa and Wellness Summit (GSWS), I was impressed by the wide and large turnout of both participants and speakers - it led to formidable interaction during breaks and social events. The GSWS is an international gathering that brings together leaders and visionaries to positively impact and shape the future of the global spa and wellness industries.

“The 2014 Summit took place in Marrakech, Morocco, from September 10 to 12, at the Four Seasons Resort Marrakech under the theme ‘Fast Forward’.

“Both Anna Bjurstam, Co-Chair 2014 Summit; Vice President of Spas and Wellness, Six Senses Hotels

Resorts Spas, Thailand; Owner, Raison d’etre, Sweden and Neil Jacobs, CoChair 2014 Summit; CEO, Six Senses Hotels Resorts Spas, Thailand, added to the humour and entertainment in an introductory banter and welcome remarks, putting the audience at ease.

“Magatte Wade, CEO and Founder, Tiossan, Senegal (Named a Young Global Leader by the Davos Global Economic Forum, as well as one of the 20 Youngest Power Women in Africa by Forbes in 2011), was an inspiring if not slightly daunting speaker with her immense energy and attitude, while female presenter, Alexis Jones, Founder, I AM THAT GIRL, Alexis Jones Inc., US, brought some lightheartedness to the remainder of the sessions.

EVENT IN FOCUS

Yahya Rouash, Morrocan artist

Suzie Ellis, Chairman & CEO GSWS and President SpaFinder Wellness

“I was fortunate to meet some truly inspirational individuals who stood out of the crowd, such as Deborah Szekely. In addition to her career as co-founder of Rancho La Puerta in 1940 and founder of Golden Door in 1958, Deborah has served as president of the Inter-American Foundation, acted as founder of Eureka Communities and is currently on the boards of the Centre for Science in the Public Interest, the Congressional Management Foundation, Washington Spa Alliance and International Spa Association. She also is the founder of wellnesswarrior.org.

“Donald B Ardell, PhD Publisher, Ardell Wellness Report, Donald’s High Level Wellness: An Alternative to Doctors, Drugs, and Disease (Rodale,1977) is credited with sparking the wellness movement.

Since then, Don has authored a dozen other books, including Die

Healthy, 14 Days to Wellness, Aging Beyond Belief and REAL Wellness. Wellness Orgasms: The Fun Way to Live Well and Die Healthy (with co-author Grant Donovan) was released last month. His website is the largest repository of wellness essays in the world. Since 1984, he has produced 74 print and nearly 700 electronic editions of the Ardell Wellness Report, dedicated to the idea that REAL wellness is too important to be lived or promoted in a grim or boring manner. R-E-A-L wellness stands for four major themes: reason, exuberance, athleticism and liberty. Don is the current national and six-time world champion in the sport of triathlon.

“Gerry Bodeker, PhD Dept. of Primary Care Health Sciences, University of Oxford, UK; Columbia University, New York,

There are also a number of creative new boutiques and galleries. They signify the evolving face of the medina, as a new generation of craftsmen and artists try to connect with the city’s hankering for modernity with its traditional craft heritage

US. Gerry, a Harvard-trained public health specialist, has done work on integrative medicine for a number of UN agencies, including WHO and the World Bank. He has published extensively and is Editor-in-Chief of the World Health Organisation Global Atlas of Traditional, Complementary and Alternative Medicine (2005). He has worked in Africa for two decades and chairs a research group in an EU project training African scientists to study the potential of African medicinal plants. In wellness, Prof.

Bodeker co-edited Understanding the Global Spa Industry (2008) and on a Qatar Foundation project with GoCo, led an Oxford research team on Wellness Traditions of the Islamic World. He is also working with the Saudi Ministry of Health on a research agenda on Arabian traditions of health.

NOVEMBER/DECEMBER 2014 53

EVENT IN FOCUS

Marrakech, Morocco “The ambiance and hospitality of the country was unsurpassable, despite the slight wait at immigration.

“Focus was also on the more traditional aspects of hammam and hydrotherapy. Cross-cultural references focused with talks on Africa. The art of the hammam is an ancient and integral part of Moroccan life, as water, which is considered sacred, and cleanliness are essential elements of Islam. In a part of the world where family and community are everything, the hammam is deeply rooted in everyday communal life. This is where people go to socialise, gossip, make connections, do business and even arrange marriages.

“There was ample opportunity to see all the elements of Marrakech with tours, spa treatments, and restaurants.

Morocco is one of the most diverse countries in Africa, with sweeping deserts and the exquisite medina, which is the ideal place to stay in a riad. The main square in the medina 54 NOVEMBER/DECEMBER 2014

There was ample opportunity to see all the elements of Marrakech with tours, spa treatments, and restaurants. Morocco is one of the most diverse countries in Africa, with sweeping deserts and the exquisite medina, which is the ideal place to stay in a riad

is Djemaa El-Fna and is surrounded by endless labyrinths of souks and alleyways covering all of the Medina.

There is always something to see there, day and night, including traders, street theatres and the historical significance of a medieval Islamic city.

“There are also a number of creative new boutiques and galleries. They signify the evolving face of the medina, as a new generation of craftsmen and artists try to connect with the city’s hankering for modernity with its traditional craft heritage.

“The hosts of the event were eloquent and truly leaders in their field, with presenters being of the highest caliber. The ‘spirit of the GSWS is one of shared purpose versus individual gain. It is an opportunity to put aside competitive egos and personal agendas and spend time joining together and shaping the future of the spa and wellness industries. Modelled in part after the World Economic Forum in

Davos, Switzerland, the GSWS brings together top-level decision makers from around the world. All contribute time and resources to fund the Summit, and all attendees are asked to refrain from self-promotion.

“The ‘Spirit of the Summit ensures that we exchange ideas, debate, and strategise for the good of our industry, the consumers we serve and the planet we share. At this year’s GSWS we hit the Fast Forward button, with an agenda that included a wide-range of futurists, marketing gurus, and, of course, spa and wellness experts.

“The journey we took into our future was full of game changers, and there were 10 major takeaways we identified that could impact how the world, and our industry, approach wellness in the future. With extremely noteworthy speakers, standing ovations were numerous and well deserved: last year it was only the Dalai Lama and Geraldine Howard: President of Aromatherapy, who told of her story of how she battled cancer.

EVENT IN FOCUS

SRI International, in conjunction with the Global Spa and Wellness Summit released an updated report on the global and regional spa industry and presented on the wider wellness market. This update is the first for the spa industry since 2008 and for the wellness industry since 2010.

The 10 markets making up the wellness industry: current size and growth: 1. Spa industry: A US$94 billion global market – with 58 per cent growth (from US$60 billion) since 2007. Spa locations also grew 47 per cent: from 71,762 in 2007, to 105,591 today.

2. Wellness Tourism: A US$494 billion worldwide market, up 12.5 per cent in 2013 (more than the nine per cent originally forecast). Wellness tourism represents more than one in seven (14.6 per cent) of all travel dollars spent worldwide – and wellnessfocused trips jumped from 524 million to 586.5 million in the last year.

3. First data on the thermal/mineral springs market: A surprisingly large US$50 billion global market, with nearly 26,847 facilities across 103 nations.

“Days started with the healthy options of yoga and meditation and going for a run, however, social events of the previous evenings circumvented this at times. Opportunities for networking and focus on specific topics of interest were abundant, including knowledge workshops, student challenges, networking energy breaks, table topic discussions, mindful meditation, forums and forum catch-ups (highlights of what you may have missed), discussions, sponsor spotlights; interactive luncheons with breaks, giving the added opportunity to get upfront and personal or enjoy meditation sessions.

“Tabletop discussions allowed a choice of on-trend topics to be shared over lunch with more than 60 roundtable discussions and designated leaders.

“Husband and wife team Susie and Pete kept the momentum going with playful banter and even interjected with an impromptu dance routine.

“Breakout discussions drew from a wealth of industry leaders: some topics evoking more extreme reactions than others.

“The choice of hotels in Morocco were tremendous with the Four Seasons hosting, La Mamounia, just around the corner.

“My hotel Selman was a decadent and sumptuous mix of deep velvety reds, mosaics blended with corridors or black and gold. Not to mention the impossible mission to steer away from celeb film crews. With stables abounding with the most exquisite Arabian steeds, it was a truly magical experience. It did at times, make us forget the reason we had all convened in this beautiful Arabian destination to learn, share and gain an insight to many of the global spa and wellness issues. Reports and topics flowed thick and fast: with a focus in growth and expansion of the industry in the Middle East.”

“An interesting networking twist was the Marrakesh dine around to combine your nametag with the choice of restaurant you were to share your evening at - an opportunity to meet more eclectic and knowledgeable characters from all walks of wellness.”

4. Healthy Eating/Nutrition/Weight Loss: A US$574 billion market – with 108 per cent growth (from $276.5 billion) since 2010.

5. Preventative/Personalised Health: US$433 billion market – with 78 per cent growth (from US$243 billion) since 2010.

6. Complementary/Alternative Medicine: US$187 billion industry – with 65 per cent growth (from US$113 billion) since 2010.

7. Beauty and Anti-Aging: US$1.03 trillion global segment – clocking 51 per cent growth (from US$679 billion) since 2010.

8. Workplace Wellness: US$41 billion market – seeing 30 per cent growth (from US$30.7 billion) since 2010.

9. Fitness and Mind-Body: US$446 billion market – with 14 per cent growth (from US$390 billion) since 2010. Wellness Lifestyle Real Estate: US$100 billion sector today. (Note: new to the study in 2014, so no growth percentage.)

NOVEMBER/DECEMBER 2014 55

Logical From three to four How does Dermalogica differentiate itself from other high end luxury skin care brands?

Luxury brands we classify as department store brands whereas Dermalogica is classified as a professional skincare brand. The main point of difference being those brands are available in department stores and you can’t really get a facial per se with them, whereas Dermalogica primarily distributes through a professional consultation. Therapists are able

products in 1986 to more than 300 today, Dermalogica with its clean ingredients philosophy is converting users one product at a time.

Lindi Higginbotham, Marketing Manager, Healthcare gives us more insight into this intelligent brand

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to get to know your skin by doing a face mapping skin analysis, asking really thorough questions in the consultation and using the prescribed products during treatments as well as for home use.

What kind of research goes into creating the lotions and potions?

We have a head office in LA and we have our own scientists working at our laboratory. They continue working in developing products. Some products take up to five years from conceptualisation to

BRAND STORY

NOVEMBER/DECEMBER 2014 57

BRAND STORY

launch, so it’s a very lengthy process.

There are many things that happen behind the scenes that even as distributors we aren’t aware of. Our scientists there also have doctors who work with them.

So once lab tests prove to be successful for a cream, they will then tested on actual skin. We don’t test on animals and none of the ingredients are tested on animals. When we get new lab samples we try to give them feedback and then they fine tune the formula before the launch, so we have a lot of filtering processes.

There are many different things that happens in the lab before they are shipped into the market. Products are also shelf-life tested, where they are put under extreme temperatures in a lab environment to test stability etc.

How are ingredients identified and mixed to work on different skin concerns?

The main reason you use skin care products is to get results, so we’re always looking at new ingredients and their test results.

In order to best use the ingredients for each product, we have to know how they work together and have to blend well and not counteract. We never use harmful ingredients like lanolin isopropyl, sodium laureth sulphate and artificial fragrances. Anything that can be damaging or irritating we will not use, purely because that’s not good for the skin and we need stuff that is good to the skin.

There will be different ingredients in different ranges - retinol is a big ingredient for anti-ageing and

We never use harmful ingredients like lanolin isopropyl, sodium laureth sulphate and artificial fragrances. Anything that can be damaging or irritating we will not use, purely because that’s not good for the skin and we need stuff that is good to the skin.

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reducing wrinkles, for example what we have done in anti-ageing is looked at different forms of retinol.

Traditionally retinol and sun exposure don’t go. Now, we have encapsulated retinol which actually can be worn while out in the sun. It is a delayed release ingredient that penetrates deep into the skin.

These are the things we take into consideration when we launch a product – how it should be used, what could happen with the skin.

How are skin problems identified, and then specific product lines created to cater to those issues?

We do a trend search on consumer demand. At moment everyone needs serum – there is a huge market for serum, so we need to get into that

BRAND STORY

market, but the negative side of serums is that they can be oily and greasy. Especially for oily skin, so we must come up with a formula which is non-oily but has the same benefits.

We look at the strengths and weaknesses of our products and how we can take them to the next level and launch something that is new or different in the market. The key thing is obviously marketing, lots of research as well as consumer demand.

One of our hero products, the Power Rich comes in six tiny tubes - that is a very interesting story. Jane Wurwand, the founder

of Dermalogica, when she started experiencing ageing, she wanted a product that was anti ageing, super hydrating and resurfacing for the skin. She put this idea to the lab and they said it’s impossible to do. All three ingredients couldn’t work together in one product.

Jane wasn’t ready to take no for an answer. And Power Rich was created five years later.

So, it is definitely hard work. People can’t appreciate that when they buy off-the-shelf, because we need to get approvals from the FDA, being an American brand.

Tell us more about the character behind the brand.

Dermalogica launched back in 1986.

The story begins in Scotland when Jane started working in a hair salon when she was 18. She then went to a beauty college where she qualified as a therapist. At the time, South Africa was one of the leading countries in terms of education for skin therapists. She wanted to further her knowledge and she moved to South Africa.

Her husband-to-be wanted to chase the American dream, so they went to LA where they started their own business chain.

Jane struggled to get a loan of US$10,000 for her first business. It was very hard to come by and many banks were not helping women out, especially someone in their late 20s. Eventually she got funding and started from a small office. Her mission was to help skin therapists have more confidence and better knowledge in their job, because at the time they weren’t comfortable and able to diagnose conditions and prescribe different products.

At the same time her husband was selling beauty equipment like steamers etc to bring additional income - this was in 1983. After three years she actually came up with the concept of Dermalogica, derma being the skin logica being logical, so logical skin care.

We launched with five or six different products and the line has been rolling up to over 300 which we have at the moment, with amazing results. Jane has always had the vision to be a game changer in the skincare industry.

She wants to be a leader and having launched a product without all the harmful ingredients was very innovative for the time, something that has allowed us to continue to grow and the line improve. It’s very special to our hearts - a skincare brand launched by skin therapist, for skin therapists and we believe healthy skin is beautiful skin.

Health is our number one concern.

Which ones are your best sellers?

Around the world, the Daily Microfoliant, the Special Cleansing Gel, the Skin Smoothing Cream. Locally, the Daily Microfoliant, the Special Cleansing Gel feature in the top five, then Active Moist is more popular here, because it’s oil free and based on the climate.

Dynamic Skin Recovery SPF 50 our anti-ageing moisturiser recently won an award here too.

NOVEMBER/DECEMBER 2014 59

With a multitude of spas and treatments out there, team THME brings to you the most relevant ones for the moment.

We tried out two special occasion treatments since its that time of the year and hope this review helps make your decision easier

Special occasion treats Elemis Absolute Spa Ritual at the Safar Spa, Movenpick Ibn Battuta Gate Hotel The Elemis Absolute spa Ritual is a 120 minute full body relaxation therapy where you get to choose an Elemis Advanced Anti-Aging or Skin Solutions Facial as well as the Elemis Deep Tissue Muscle Massage.

I chose the Skin Solutions Facial and opted for the Tri Enzyme Resurfacing Facial and the Deep tissue massage using detox techniques.

The Safar spa is attached to the fitness area of the hotel and hence was a bit noisy but once I was escorted to the treatment room, the area was quiet and calm.

The treatment began with the massage. It was 60 minutes of extreme relaxation, the therapist systematically first targetted the lower body then moved to the back and the the upper body. She expertly used gentle detoxifying strokes around the lymph nodes to encourage the drainage of excess fluid in the body.

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Once the deep tissue massage was done, we moved on to the Tri Enzyme Resurfacing Facial. The tri enzyme facial is for resurfacing the skin and a single treatment results in stimulating the skin to exfoliate by 75 per cent. The active ingredients in the tri enzyme range encourage effective renewal of the skin. The treatment began with a thorough skin cleansing, toning

followed by the use of a scrub. This treatment uses the application of three intense serums and two masks. The first mask was an enzyme rich peel away mask which really made the skin clean, smooth and ready to receive the other potent serums and move on to the second mask. The result of the second mask was moisturised, supple, smooth skin.

The tri enzyme facial aims to reduce the visibility of blemishes, pigmentation and lines. Once the facial was done. The skin looked shiny, smooth and clear. The effect of the facial really stayed for the following few days.

SPA REVIEW

Natura Bisse Diamond Life Infusion at the Spa at the Address Downtown The spa experience truly begins when you enter a spa and unless it is calm, quiet and agreeable, it doesn’t quite add up. The Spa at The Address Downtown is a quiet, secluded haven. Once I was welcomed in, I was asked to fill up a short form about my health details followed by choosing music that I would like played during the treatment.

I was then taken inside. I changed into my robe and went to the relaxation room facing the Dubai fountains while I waited for my therapist to arrive. The relaxation area was expansive with refreshments, books and magazines. All beds were facing the window.

My therapist arrived and escorted me to the treatment room. We sat and discussed the treatment and then moved to the warmed treatment bed. This was a new dynamic facial that came with the use of an LED chrono mask, a 24 carat gold plated face tool and to top it all the 24 carat gold mask.

The treatment began with a thorough face cleanse using the Diamond White Gel and Oil followed by the lavender toner. Next was the 50 per cent extreme peel which is a three step exfoliation process. This Glyco 3G peel first has the gel, followed by the powder applied to the face which is followed by the botanical activator. This helps remove surface debris and actively cleanse the skin. The peel remained on the face for about 10

minutes while the therapist massaged the limbs. After washing off the peel the potent Life Infusion Serum was applied followed by a facial massage using the 24 carat gold plated facial tool.

Next was the turn of the chrono mask. This mask is an LED mask which targets 26 points on the face using different coloured lights and provides protecting against UV A, B and C rays.

After this mask came the 24 carat pure gold mask which is a professional product. Once the mask was removed the therapist prepped the skin for going out into the sun and we were done.

The look of the face after the treatment was clean, clear and glowing.

Completely recommended. One of the best facials in town.

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La Collection de Grasse

Jasmin & Bergamote Experience the finest L’OCCITANE creation and bring back home an unforgettable moment.

La Collection de Grasse by L’OCCITANE EN PROVENCE amenities. Jasmin-Bergamote available in 30 ml, 50 ml, 75 ml and 50g soap bar.

Honoring the heritage of Grasse, the perfumerie capital of the world, this inspiring collection brings together ingredients from close & distant lands to create exceptional fragrances, with superior Grasse expertise.

L’OCCITANE created the refreshing Jasmin floral range inspired by selected refined ingredients: bergamot essential oil from Italy and jasmine absolutes from Grasse (France).

Top note: Bergamot, Mandarin Middle note: Jasmin, Lemon leaves Base note: Santal, Cedar.

An eco-friendly paraben free range (certificates available), satisfying your VIP guests, adapted to all genders from all over the world, with special ingredients, reassuring gentle formulas for all skin types ensuring sensorial textures and experience.

To come: Turndown, VIP gifts, Green Tea scented range.

Contact: Myriam Redouane / 048128300 / 055 710 4252/ Myriam.Redouane@mailmac.net / http://www.chalhoubgroup.com/

loccitane-me.com

PRODUCT REVIEW

serums DERMALOGICA SKIN HYDRATING BOOSTER 30ML: Usually we wait for a full three weeks to write down visible results of any product being tested. However within the first week, results on the skin were very prominent.

Supple, moist, tight skin. AED 250 at select stores

DERMALOGICA OVERNIGHT REPAIR SERUM 15ML: This serum transforms dull, dehydrated skin. Within two night os use, there was a visible difference in the texture and smoothness. Very exciting results indeed. This product honestly takes years off the face! Potent as you only use four to six drops each night.

AED 395 at select stores

Serums have a high concentration of active ingredients making them a super effective product that more than enhances any skin care routine. Weightless, effective, non-greasy serums provide a potent boost to the skin. Here’s our top selection of serums and other creams

DERMALOGICA LIP RENEWAL COMPLEX 1.75ML: Smooth, moisturised lips after first application. Lip contours are softer, quite a spa treatment for the lips. Also its great as a base before applying lipstick and reduced those slight lines around them, too. AED 119 at select stores

DERMALOGICA EXTRA FIRMING BOOSTER 30ML: This product does exactly what it says on the bottle and fast. Amazing instant results, you want to use this all over your face as it firms everything up. Highly recommended. AED 245 at select stores

DERMALOGICA SKIN RENEWAL BOOSTER 30ML: This is an exfoliation fluid that resurfaces the skin.

Active ingredients of lactic acid, salicylic as well as Vitamins A and C are quite a potent mix. It shows its effect on continued use with skin looking brighter, tighter with smaller pores. AED 245 from select stores

DERMALOGICA MULTIVITAMIN POWER SERUM 22ML: This products is not at all like a serum in texture, however it is very impactful on the skin. It mattifies completely after a few minutes of application, during the day even on oily skin it keeps the face matt. The skin feels the best in the morning though, soft, supple moisturised. AED 348 at select stores NOVEMBER/DECEMBER 2014 63

VOYA MY LITTLE HERO ANTI-AGING FACE SERUM 30ML: The texture of this is more like a thick facial oil. You need just a few drops on the face. It takes a few minutes for the skin to drink it up leaving no oily traces on the skin.

Leaves skin plump, soft, pore size was reduced immensely.

AED 260 available at select stores in the region

ANNE SEMONIN 100% ACTIVE SERUM 30ML: Firmness and hydration are immediately visible in the first week of applying this non oily serum.

Possibly one of the best serums in the market. Used on its own at night and before moisturiser in the morning, this is a star product to use.

AED 650 available at select stores in the region

DR MURAD HYDRATING TONER 150ML: A peachy refreshing toning spray that really adds moisture to freshly cleansed skin. The fragrance is fresh and stays for quite some time.

Enhances all products that go on the face after this hydrating toner. AED 101 from select stores DR MURAD ADVANCED ACTIVE RADIANCE SERUM 30ML: Powerful serum that does what it says on the bottle which is add radiance to the skin. Definitely makes the skin looks rested, young and line free.

Systematically reduces dark spots and the size of enlarged pores. US$ 89 at select stores DR MURAD RENEWING EYE CREAM 15ML: Definitely a keeper. Fine lines were reduced within three days of continuous am and pm use. Also helps in brightening the eye area however does not diminish dark circles. Use over a couple of weeks resulted in a plumper and tighter appearance. US$ 75 at select stores 3 Attachments 64 NOVEMBER/DECEMBER 2014

RODIAL STEMCELL SUPERFOOD FACIAL OIL 30ML: Nourishing, hydrating, rich in anti-oxidants and smells of rose. This oil doesn’t feel like oil it’s much more like a light serum which absorbs in the skin very quickly. AED 300 available at select stores

JUNE JACOBS REDNESS DIFFUSING SERUM 30ML: Redness on the face is usually due to deeper issues under the skin, this product reforms those almost instantly. AED 285 at select stores

PRODUCT REVIEW

JUNE JACOBS INTENSIVE AGE DEFYING HYDRATING COMPLEX: A thick luxurious cream, absorbs into the skin instantly with wonderful, soft, moisturised skin. This cream seems to right all the wrongs with any skin its on.

AED 620 at select stores

DR DENNIS GROSS HYDRAPURE FIRMING SERUM 30ML: If you’re looking for an air-brushed version of yourself, this is the product to use. Lightweight, super absorbent at the end of the day skin feels soft and looks resurfaced. AED 490 at select stores

JUNE JACOBS INTENSIVE AGE DEFYING HYDRATING SERUM 30ML: This is quite a fresh and remarkable serum. The texture is very liquid, and it smells of rice. But once it goes into the skin, it creates a wow effect. Used on it own at night or together with the complex, results are powerful. AED 665 at select stores

ELEMIS PRO-COLLAGEN HYDRA GEL EYE MASKS: Isolated eye treatments should be done whenever possible, this one especially before a special occasion. It hydrates, brightens, smoothens and literally erases those fine lines. AED 387 for a pack of six masks available at select stores

JUNE JACOBS AGE DEFYING COPPER SERUM 30ML: Copper, zinc and magnesium increase skin elasticity and suppleness.

The liquid texture means you only need one or two pumps for the face.

It’s quickly absorbed leaving no sign of oiliness.

Results are visible as the product is absorbed into the skin instantly. AED 741 at select stores

JUNE JACOBS ELASTIN COLLAGEN SERUM 30ML: Regenerating and firming, this serum is a wonder product. Marine collagen is in this and you can immediately see the skin tightening, getting more supple and moisturised.

The morning after is delightful as the face looks firmer, more rested and smoother. AED 620 at select stores

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NEWS

So spa, so good for Qantas fliers

Q

antas customers visiting the spa in the Sydney and Melbourne First Lounge can now indulge in a new range of luxury spa treatments and top-of-the-range products. Australian-owned Aurora Spa will offers passengers exclusive spa treatments, massages and hand and foot therapies before they board their international flights.

Frequent flyers might recognise the Aurora’s Spa Rituals (ASPAR) range, which is already on offer in the bathrooms of Qantas international business lounges in Sydney and Melbourne, Hong Kong and Singapore lounges and will roll out to all other international and domestic business lounges over the next 12 months.

Aurora, which has spas in Melbourne and the Gold Coast, is also developing an exclusive bespoke range for for Qantas international first lounges in Sydney, Melbourne and Los Angeles, which will be available towards the end of the year.

Kylie Morris, Qantas, Head of Creative Development and Customer Experience, said the airline was pleased to offer customers home-grown luxury spa products and treatments.“We are

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thrilled to continue our commitment to investing in Australian suppliers and offer Aurora Spa treatments and products to our customers.

“Lounges are important to our most frequent domestic and international travellers, which is why we have drawn on the knowledge of a leading Australian expert in spa products and services to provide the most luxurious pre-flight experience.

“We know our customers who visit the first lounge want to unwind and the Aurora Spa treatments have been specifically tailored to address our customers’ pre-flight needs, to ensure

they are relaxed before their flight.”

Aurora Spa founder Lyndall Mitchell said,“Our focus is to deliver exceptional spa treatments and product formulations to Qantas customers. A pre-flight spa treatment is the perfect way to begin a trip or experience the ASPAR range of products in the international and domestic lounges.

The Qantas First Lounge in Sydney set about creating a new global benchmark in airline lounge design and service when it opened in May and promises a seamless journey from airport to aircraft for the airline’s premium customers.

EVENTS

IHG rolls out new childrens’ menu

H

otels in Asia, Middle East and Africa are dishing up exciting and nutritionally-balanced meals that promise to take young explorers through an exciting journey of food discovery. Designed exclusively for young InterContinental hotel guests, by award winning chef Theo Randall and child food expert and best-selling international author Annabel Karmel MBE, the new menu was developed from start to finish with nutrition and food exploration at its core.

It features delicious dishes with a myriad of flavours, textures, smells and tastes that will take children on an educational culinary voyage around the world, while ensuring an enjoyable and nutritionally balanced meal.

Theo is renowned for creating simple, authentic dishes using the best and freshest ingredients, which has resulted in his Italian restaurant being lauded as one of the best in London.

InterContinental Hotels Group (IHG) recently launched its new signature InterContinental Planet Trekkers Menu, created exclusively for children, across its InterContinental® Hotels & Resorts properties.

Annabel has written over 37 books on children’s nutrition and cooking for children, and is internationally recognised as a leading authority on helping children to eat properly.

As part of the menu’s development, Annabel and Theo conducted a test and learn tasting session with young guests to explore a variety of ingredients that appeal to all palates.

Simon Scoot,Vice President Global Brands, InterContinental® Hotels & Resorts and IHG Global Resorts, said,“With more than half-amillion children visiting our InterContinental® Hotels & Resorts each year, we want to ensure that we are giving them the opportunity to enjoy ‘Food Exploration,’ which was our guiding principle when creating the new menu.”

The InterContinental® Planet Trekkers Menu is available in InterContinental® Hotels & Resorts across Asia, Middle East and Africa and will be available globally by the end of 2014.

James Koratzopoulos, Area General Manager InterContinental Hotels Group Dubai Festival City, explains the Planet Trekkers menu to children at the launch event at Anise, InterContinental Dubai Festival City

InterContinental Hotels & Resorts Planet Trekkers menu launched at Anise, InterContinental Dubai Festival City NOVEMBER/DECEMBER 2014 67

COMMUNITY

More than 100 volunteers from Hilton Worldwide took to the coast of Ras Al Khaimah for the ultimate Sea and Beach Clean Up, as the region’s hotels and corporate offices geared up for a mass cleanup effort; as well as other community supporting initiatives across the region

68 NOVEMBER/DECEMBER 2014

Hilton RAK cleans up the beach T he activities form part of Hilton Worldwide’s third annual Global Week of Service, from October 19 – 25, a weeklong celebration of the company’s commitment to serving and enriching the communities where it lives, works and travels.

This year, the company building upon this community engagement is striving to complete more than 3,000 service projects worldwide.

Speaking from the Sea and Beach Clean Up in Ras Al Khaimah, Christian Grage, VP Operations, Arabian Peninsula, Hilton Worldwide, said,“Global Week of Service is a fantastic opportunity for us to join together to make a real difference in our local communities and this year we hope to make a big splash in the Arabian Peninsula. To see local residents and our team members actively take part in our efforts is inspiring, as we seek to empower visitors to ‘Travel with Purpose’ – our global commitment to provide shared value to our business, the environment, and communities around the world.”

Equipped with dive equipment, trash bags and gloves, more than 40 divers arrived on the

Arabian Gulf to take part in Hilton Worldwide’s Arabian Peninsula signature Global Week of Service event – its biggest volunteer programme yet – to help rid the sea off the Ras Al Khaimah coastline of debris and rubbish.

More than 100 kilograms of waste was collected from two kilometers of the seabed during the two-hour underwater cleanup effort. On land, volunteers cleared a remarkable one kilometre stretch of Marjan Island Beach, contributing 325 kilograms to the impressive haul of waste.

Meanwhile in Dubai, Hilton Worldwide Team Members returned to Dubai National School in Al Garhoud for the third year running, to refurbish the IT lab.

Elsewhere in the region, teams from Waldorf Astoria Dubai Palm Jumeirah, DoubleTree by Hilton Dubai Jumeirah, Hilton Dubai Jumeirah, Hilton Abu Dhabi, Hilton Kuwait Resort and Hilton Fujairah descended on the desert, visited local beaches and took to boats to dive off the coast in a nationwide effort that is expected to protect, preserve and enhance the environment.

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