GLOBAL HOTEL INDEX: Asia Pacific - Americas - Europe - MEA Occupancy AD5 March
INSIDE ROUNDTABLE The Th e challenges chal ch a le eng nges ge ess o off na nationalising n ation tion ti nallissin ng an a n iinternational nte nt errn na attiion nall industry ind n us ustr trry try
INVESTMENTS Premier P Pr em e mier ie er In Inn, nn, n S Starwood tarw ta tarw woo od an a and d DAMAC D DA MAC MA C share sh harre pi pipeline p pe elil ne news new ws
PROCUREMENT
Issue r -une r w www hospitalitybusinessme com ww h ww hos ospi pitta alitybusinessme e c co om m
00 Cover June 2014.indd 20
Behind B Be hind hi nd tthe he sscenes cene ce ness of h ne hotel ottel e bedding bedd be dd din ing g and and laundry la aun undr dy dr
Is hospitality an attractive career option? How can the industry attract more national talent? What is the role of emotional intelligence in service industries? pages of analysis and debate inside
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1
CONTENTS
42
80
42. Premier position Premier Inn MD Darroch Crawford on the British operator’s work with Action Hotels
44. Chasing New York
NEWS & DATA
Starwood SVP of MEA development, Neil George on the region’s 35 new hotels
05. Editorial board
46. The international hotelier
06. News
Former Emaar Hospitality COO Jurgen !@TLGNƤ NM LNUHMF EQNL #TA@H SN Geneve
09. Data 20. DTCM
PROCUREMENT 20. The business that never sleeps The power of a high quality mattress
24. Keeping it clean When it comes to laundry, is it better to outsource or invest in-house?
28. Supplies & Services
48. Exclusive expansions Kempinski Middle East president Ulrich Eckhardt on worldwide development plans
50. Gen who? Answers on the Gen Y myths from the next generation of hoteliers
56. EQ or IQ? The importance of emotional intelligence in service industries
60. Roundtable Nationalisation under the microscope
33. Supplier Spotlight
67. Trend Talk
Infor Hospitality VP Wolfgang Emperger on extending revenue forecast visibility SN HMBQD@RD OQNĆĽSR
Expert commentary on education and nationalisation
INDUSTRY 35. Event preview Everything to expect at this month’s Hospitality Business Summit
38. Pushing boundaries DAMAC’s hospitality brands and Sharia operations
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75. ATM and AHIC news All the big stories from the shows
*0 3URƏOHV ,@QQHNSSŗR !HKK *DƤDQ @MC 1NS@M@ŗR $M@C Tannous
+R' SURĆŹOH
Pullman Deira director of HR, Roselyn Ndwiga, on workplace trust.
JUNE 2014
2
PUBLISHING PANEL
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COO SALES MANAGER HOSPITALITY BUSINESS ME
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EDITORIAL
GROUP DIRECTOR OF EDITORIAL PAUL GODFREY paul.godfrey@cpimediagroup.com D: +971 04 440 9105
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JUNE 2014
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EDITOR’S LETTER
PEOPLE POWER
W
hen the baby boomers came of age in the 1960s western societies were plunged into moral panic. Unable to understand or relate to their children’s tastes in pop culture or their desire to challenge authority, a tense prejudice accumulated and young people were written off as a threat to society because of the music they listened to and the clothes they wore. Sound familiar? Today, the panic surrounding Gen Y is greatly focused on their performance in the workplace. The product of the most connected and technically innovative period of human history, it took little time to realise the baby boomer’s grandchildren are like no other. Wired to multi-task and team work, they are focused on technology and achievement and as in the 1960s, there is much concern surrounding their ability to influence and bring about change. As a result, somewhat overzealous conversations in the world of business are semantically akin to that of preparing for invasion or attack. Already the subjects of many studies, in a few short years of workplace exposure Gen Y has been psychoanalysed, second-guessed and dismissed as demanding go-getters who ruthlessly step stone from one company to the next, until they reach the corner office. In this HR themed issue, Hospitality Business speaks to the next generation of hoteliers, as well as their educators, and the results are surprising. Paradoxically Gen Y are more peoplecentric than their parent’s generation.
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The young hoteliers in this issue expressed high levels of concern for workplace equality and inclusion; gender balance in teams, equal pay and respect across the workforce were all common themes. Compared to the hypothesis, these were surprising developments; even more so when one considers that, according to research, their emotional intelligence – and that of everybody else today – is actually in decline. Change is seldom accepted without question. The combined effects of Gen Y, changing world powers and economic impacts have already begun to reshape how we learn, interact and conduct business. It’s little wonder when considering global conditions today that the world is in flux. The hospitality industry itself is hit twice, by the behaviour of its guests and its associates, and it isn’t an easy situation to navigate. But consider the demands of Gen Y in the context of their childhoods and adolescence: A generation raised by parents frantically holding down careers while raising families, stretched to breaking by workplace demands while living in boom and bust economies. Perhaps it’s time to accept that certain things in the world, and business, are broken, and that unethical corporations, the enforcement of long hours and low pay and inequality across the workplace are all ripe for change. Sometimes it’s better to admit that something is broken and concentrate on how best to fix it. MELANIE MINGAS GROUP MANAGING EDITOR
JUNE 2014
3
4
EDITORIAL BOARD
THE INDUSTRY EXPERTS SHAPING YOUR MAGAZINE Hospitality Business magazine’s top industry contacts who assist in guiding the direction of the magazine to create the most relevant content possible
Christopher Hartley CEO, Global Hotel Alliance Chris Hartley is CEO of Global Hotel Alliance (GHA), an organisation based on a business model similar to that of the airline alliances. Chris was one of the pioneers behind the launch of GHA in 2004, and since 2006 he has overseen its development into the world’s largest alliance of independent hotel brands. Today GHA has 23 member brands and over 420 hotels in 63 countries.
Mark Fraser Managing Partner, Taylor Wessing Mark Fraser is Managing Partner of Taylor Wessing (Middle East) LLP and head of its construction and dispute resolution practices. Mark has advised on a range of development and infrastructure projects in the Middle East, Asia and Europe covering the hotel and entertainment, transportation and energy sectors.
Karyn Williams-Sykes Director of Professional Training and Development, The Emirates Academy of Hospitality Management In the past six years in professional training and development, Williams-Sykes has designed, developed and delivered a wide range of soft skills training to many organisations, both within and beyond the hospitality industry and holds an MBA from the University of Leicester.
Tatjana Ahmed Chair and founding member, UAE Professional Housekeepers Group and executive housekeeper Grand Hyatt Dubai Tatjana Ahmed is a member of the Council of Experts for Hyatt International, assisting hotels in the South/West Asia region during the pre-opening stage to set up the Housekeeping Department and implement brand and procedural standards. An award winning housekeeper, Ahmed is the founding member of the UAE Professional Housekeepers Group.
Martin Kubler Founder, Iconsulthotels FZE Martin Kubler is a hotel GM turned hospitality and service industries consultant with more than 15 years’ executive-level management experience in 3-,4-, and 5-star hotels in Europe and the Middle East. Martin runs Iconsulthotels FZE, an ultraANTSHPTD BNMRTKSHMF ƥQL VGHBG RODBH@KHRDR in assisting small and medium hospitality and service industries companies and international hospitality and service industries professionals.
Fabian Schmittmann President, AICR Dubai Section Fabian Schmittmann leads the Association NE %QNMS .ƧBD ,@M@FDQR @MC RRHRS@MS Managers of 4- and 5-star hotels. Founded in 1964 it has developed into an international fellowship with sections in 18 BNTMSQHDR ^3GD #TA@H RDBSHNM NE SGD ("1 V@R founded in 2005 and has grown to become @M DWBHSHMF @BSHUD MDSVNQJ ENQ @KK 1NNLR Division Executives working and living in the city. Schmittmann is also Director of Front .ƧBD @S SGD ,HKKDMMHTL HQONQS 'NSDK #TA@H
JUNE 2014
hospitalitybusinessme.com
6
NEWS
1 / Majid Al Futtaim to boost
(PLUDWL VWDƪ Majid Al Futtaim has pledged to boost the number of Emiratis it employs across its business interests, which include mall, retail, leisure and hospitality. UAE nationals currently account for 15% of the group’s total VNQJENQBD @MC NE SGD FQNTOŗR L@M@FDLDMS HM CHƤDQDMS roles across all business units. ,@IHC K %TSS@HL /QNODQSHDR ATRHMDRR VHKK DLOKNX ƥESDDM fresh graduate Emiratis for its Management Trainee Programme during 2014. With steady growth across its other business units predicted to follow.
2 / Jumeirah Group to manage
Mauritius property
Jumeirah Group has signed a management agreement to operate a luxury resort in Mauritius, set on 68.5 hectares of land and due to open in 2018. Gerald Lawless, President and CEO of Jumeirah Group, said: ř6D @QD CDKHFGSDC SN AD DWO@MCHMF NTQ ONQSENKHN NE GNSDKR and resorts to embrace the beautiful island of Mauritius. Our track record in delivering the very best in luxury hospitality, combined with the success of our two other tropical island resorts – Jumeirah Vittaveli and Jumeirah Dhevanafushi in the ,@KCHUDR Ŕ ƥKKR TR VHSG BNMƥCDMBD SG@S NTQ FTDRSR VHKK V@QLKX welcome the addition of a property in Mauritius.” The group also revealed the resort will comprise all-day dining and specialty restaurants, lounge and poolside bars, meeting and events space, spa facilities, a swimming pool, health club, children’s facilities and a teen club.
1
2
3 / Mövenpick announces 3rd
Indian hotel
Mövenpick has released details of its third property in India, a new 167-room hotel in the southern port city of Kochi joining Mövenpick Hotel Bangalore and the planned spa resort in Dharamshala. Scheduled to open by year end, the hotel will include an executive club lounge, complemented by meeting rooms and a banquet hall for 500 guests. The management agreement was signed with ITMA Hotels India Private Ltd, an associate company of Jomer Properties & Investments. ^ ř(MCH@ G@R SQDLDMCNTR ONSDMSH@K ENQ ETQSGDQ FQNVSG HM the domestic and international travel segments. Last year, QDUDMTDR EQNL CNLDRSHB SNTQHRL QNRD AX @MC SG@S ƥFTQD HR expected to increase to 8% during 2014,” said regional COO Andreas Mattmüller.
JUNE 2014
3
hospitalitybusinessme.com
NEWS
7
4 / First Dubai Inn location named
4
1DRONMCHMF SN @ řVGHSD RO@BD HM SGD DKDF@MS @MC RDQUHBD
oriented hotels� segment, Meraas Holding and Emaar have @MMNTMBDC OK@MR ENQ SGD ƼQRS LHC L@QJDS GNSDK AQ@MC Dubai Inn, located in the Zabeel district of Dubai and due to complete in 2015. Four more properties, totaling 1,750 rooms will be added before 2020. The pipeline represents Emaar’s move into the 38% penetration non 5-star market, targeting guests EQNL ^$TQNOD EQHB@ "GHM@ 2NTSGD@RS RH@ @MC SGD (MCH@M Subcontinent with the largest rooms in its category. ,NG@LDC K@AA@Q BG@HQ NE $L@@Q /QNODQSHDR R@HC ř#TA@H must more than double its current hotel room capacity to meet the growing demand from business and leisure travellers.�
5 / 3DUDPRXQW SLSHOLQH FRQĆŹUPHG
5
Paramount Hotels has unveiled details of the six properties it currently has under development in UAE, Saudi Arabia, China and Malaysia. (SR ƌ@FRGHO #NVMSNVM #TA@H OQNODQSX HR RDS SN NODM ED@STQHMF @ ^QNNL /@Q@LNTMS 'NSDK #TA@H @MC SGQDD^ 350-key serviced residences towers. In 2016, the operator will open 163 villas in partnership with DAMAC Maison. The ENKKNVHMF XD@Q SGD JDX @KK RTHSD /@Q@LNTMS 1DRNQS !N@N HM China will open adjacent to the resort’s Aquatic Park. Other properties include Paramount Hotel Jumeirah 6@SDQEQNMS @S #TA@H ,@QHSHLD "HSX ^ /@Q@LNTMS 1DRNQS Langkawi which will feature 214 rooms, suites and overwater villas; and the residential project, DAMAC Tower by Paramount Hotels & Resorts Riyadh. Opening dates on the latter have yet to be announced.
6 / 5DPDGD .HQ\D FRQĆŹUPHG
6
hospitalitybusinessme.com
/K@MR SN K@TMBG SGD ƼQRS 6XMCG@L 'NSDK &QNTO 68- property in Kenya have been announced, following the signing NE @ EQ@MBGHRD @FQDDLDMS ENQ 1@L@C@ -@HQNAH VHSG 68- The new 4-Star property is projected to open by Q4 2014 @MC VHKK NƤDQ FTDRS QNNLR HMBKTCHMF RTHSDR 1@L@C@ -@HQNAH VHKK AD NVMDC @MC L@M@FDC AX &KNA@K 'NSDKR ,@M@FDLDMS EQHB@ +SC &', @M @ƧKH@SD NE &KNA@K 'NSDKR ,@M@FDLDMS &', VGHBG @KQD@CX NODQ@SDR SGD Ramada Hotel and Suites Ras Al Khaimah. The agreement adds to Wyndham Hotel Group’s existing presence of Ramada and Hawthorn Suites by Wyndham hotels NM SGD EQHB@M BNMSHMDMS HM &G@M@ -HFDQH@ ,NQNBBN @MC Tunisia.
JUNE 2014
FIGURES
Pull and tear here
IN FIGURES Of total employment in the Arab world is in the public sector, pg 68
Of the competencies required in leaders are related to emotional intelligence, pg 56
Dubai Inn room pipeline over four properties, according to Emaar Hospitality, pg 6
Predicted contribution of tourism to India’s GDP in 2015, pg 6
Projected value of medical tourism by 2019, pg 76
Number of hotels to be opened by Starwood in the Middle East, pg 44
Projected occupancy rate, Doha, in 2015, according to STR Global, pg 16
In sales predicted for Middle East OTAs in 2014, pg 74
The year half the global workforce is predicted to be Gen Y, pg 50
Target number of rooms to be opened by Premier Inn to 2020, pg 38
People to be directly employed by tourism globally, pg 51
of jobseekers in Dubai are joining the private sector over public, pg 60
hospitalitybusinessme.com
JUNE 2014
9
10
DATA
GLOBAL PERFORMANCE Global hotel performance analytics from STR Global, March 2014 ($) OCC%
ADR
REVPAR
% CHANGE FROM March 2013
2014
2013
2014
2013
2014
2013
OCC
ADR
REV PAR
Middle East/Africa
66.9
67.4
178.18
174.59
119.19
117.59
-0.7
2.1
1.4
Middle East
76.0
74.9
218.89
217.91
166.26
163.21
1.4
0.4
1.9
Northern Africa
46.0
53.2
84.42
84.28
38.87
44.82
-13.4
0.2
-13.3
Southern Africa
63.6
63.0
129.14
130.19
82.09
82.00
0.9
-0.8
0.1
OCC%
ADR
REVPAR
% CHANGE FROM March 2013
2014
2013
2014
2013
2014
2013
OCC
ADR
REV PAR
$VLD 3DFL頭F
69.2
69.6
120.63
124.70
83.44
86.85
-0.7
-3.3
-3.9
Central & South Asia
61.1
58.1
132.23
149.55
80.79
86.88
5.2
-11.6
-7.0
Northeastern Asia
68.4
68.5
103.20
103.73
70.57
71.07
-0.2
-0.5
-0.7
Southeastern Asia
70.0
74.2
141.55
143.53
99.15
106.47
-5.6
-1.4
-6.9
Australia & Oceania
76.9
75.5
168.05
181.64
129.16
137.17
1.8
-7.5
-5.8
OCC%
ADR
REVPAR
% CHANGE FROM March 2013
2014
2013
2014
2013
2014
2013
OCC
ADR
REV PAR
Europe
64.9
63.6
137.58
126.11
89.34
80.16
2.2
9.1
11.5
Eastern Europe
53.3
55.2
103.45
105.35
55.11
58.11
-3.4
-1.8
-5.2
Northern Europe
71.5
68.4
133.34
116.02
95.33
79.38
4.5
14.9
20.1
Southern Europe
60.3
59.5
127.37
124.43
76.82
73.99
1.4
2.4
3.8
Western Europe
64.5
63.6
159.87
146.14
103.19
92.95
1.5
9.4
11.0
OCC%
ADR
REVPAR
% CHANGE FROM March 2013
2014
2013
2014
2013
2014
2013
OCC
ADR
REV PAR
Americas
65.2
63.4
117.93
114.09
76.89
72.36
2.8
3.4
6.3
North America
65.1
63.2
115.65
111.75
75.30
70.68
3.0
3.5
6.5
Caribbean
78.6
79.0
253.33
235.82
199.14
186.22
-0.4
7.4
6.9
Central America
66.3
65.4
131.00
128.27
86.83
83.93
1.3
2.1
3.5
South America
62.0
63.1
145.49
143.62
90.28
90.65
-1.7
1.3
-0.4
JUNE 2014
hospitalitybusinessme.com
11
DATA
Global hotel performance analytics from STR Global, April 2014 ($)
OCC%
ADR
REVPAR
% CHANGE FROM April 2013
2014
2013
2014
2013
2014
2013
OCC
ADR
REV PAR
Middle East/Africa
67.0
65.7
178.93
166.93
119.89
109.62
2.0
7.2
9.4
Middle East
76.0
72.0
218.44
208.29
166.06
150.03
5.5
4.9
10.7
Northern Africa
52.3
58.6
88.07
82.92
46.04
48.55
-10.7
6.2
-5.2
Southern Africa
58.6
58.6
129.19
129.12
75.73
75.62
0.1
0.1
0.1
OCC%
ADR
REVPAR
% CHANGE FROM April 2013
2014
2013
2014
2013
2014
2013
OCC
ADR
REV PAR
$VLD 3DFL頭F
68.8
68.0
118.44
121.76
81.46
82.79
1.2
-2.7
-1.6
Central & South Asia
57.9
58.8
125.13
135.17
72.44
79.41
-1.5
-7.4
-8.8
Northeastern Asia
69.5
68.2
103.35
105.29
71.79
71.85
1.8
-1.8
-0.1
Southeastern Asia
67.6
68.7
140.82
138.74
95.13
95.31
-1.7
1.5
-0.2
Australia & Oceania
73.6
71.0
160.51
170.48
118.19
121.02
3.7
-5.8
-2.3
OCC%
ADR
REVPAR
% CHANGE FROM April 2013
2014
2013
2014
2013
2014
2013
OCC
ADR
REV PAR
Europe
68.3
67.0
141.46
132.27
96.55
88.65
1.8
6.9
8.9
Eastern Europe
58.1
61.5
109.12
114.32
63.39
70.27
-5.5
-4.6
-9.8
Northern Europe
73.5
71.6
135.79
121.45
99.83
86.94
2.7
11.8
14.8
Southern Europe
66.3
62.2
148.31
131.80
98.30
81.99
6.5
12.5
19.9
Western Europe
66.9
67.3
152.36
151.67
101.96
102.14
-0.6
0.5
-0.2
OCC%
ADR
REVPAR
% CHANGE FROM April 2013
2014
2013
2014
2013
2014
2013
OCC
ADR
REV PAR
Americas
65.4
63.5
116.68
112.66
76.34
71.59
3.0
3.6
6.6
North America
65.5
63.4
115.01
111.08
75.28
70.45
3.2
3.5
6.9
Caribbean
72.4
74.4
213.49
184.74
154.56
137.36
-2.6
15.6
12.5
Central America
56.9
60.1
125.07
118.22
71.17
71.07
-5.3
5.8
0.2
South America
61.5
64.5
141.96
143.96
87.26
92.83
-4.7
-1.4
-6.0
hospitalitybusinessme.com
JUNE 2014
Material supplied by
12
JOBS
JOB WATCH Looking for a new challenge? Let us help. All jobs can be applied for through www.Hozpitality.com
H[SHULHQFH LQ IURQW RIĂ´FH ZLWKLQ the hotel, leisure or retail sector.
F&B DIRECTOR
The candidate must have
INDUSTRY: Hotels Clubs and Spas
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DEPARTMENT: Food and
safety procedures, and be able
Beverage Service
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LOCATION: United Arab Emirates
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(UAE)
FINANCIAL CONTROLLER
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SALARY DESCRIPTION: Attractive
INDUSTRY: Hotels Clubs and Spas
be responsible for the operation
Russian and German, and has
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DEPARTMENT: Finance and
of all housekeeping functions in
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START DATE: ASAP
Accounts
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RECRUITER: Hozpitality
LOCATION: United Arab Emirates
areas, including corridors and
(UAE)
VWDLUZHOOV
SALARY DESCRIPTION: Attractive
Consulting WESTERN HEAD CHEF
ADDITIONAL DETAILS: Hozpitality
INDUSTRY: Hotels Clubs and Spas
Consulting are looking for an
salary
NEGOTIATOR
DEPARTMENT: Food Production/
F&B director for their client, a
START DATE: ASAP
INDUSTRY: Travel industry
Kitchen
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RECRUITER: One to One Hotels-
DEPARTMENT: General
LOCATION: United Arab Emirates
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the Village
Management/ GM, Travel
(UAE)
Candidates should have similar
ADDITIONAL DETAILS: One to
Management
SALARY DESCRIPTION:
experience in star hotels in the
One hotel – the Village, is looking
LOCATION: United Arab Emirates
Competitive salary offered
UAE or in the Middle East.
IRU D Ă´QDQFLDO FRQWUROOHU ZKR
(UAE)
START DATE: ASAP
has good English speaking skills,
SALARY DESCRIPTION: Attractive
RECRUITER: Marjan Island Resort
ASSISTANT DIRECTOR OF SALES
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& Spa
INDUSTRY: Hotels Clubs and Spas
experience in star hotels in the
START DATE: June 2014
ADDITIONAL DETAILS: As a
DEPARTMENT: Sales and
UAE/Gulf region. This candidate
RECRUITER: Planet Travels &
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Marketing / PR
must be extremely active, prompt
Tours Dubai
is responsible for managing
LOCATION: Asia, ME/GCC,
and able to sustain pressure.
ADDITIONAL DETAILS: Recruiters
all aspects of the kitchen to
United Arab Emirates (UAE)
are looking for a Negotiator
deliver an excellent guest and
SALARY DESCRIPTION:
DIRECTOR OF FINANCE
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member experience. The head
Competitive salary
INDUSTRY: Hotels Clubs and Spas
of contracting room blocks for
chef is also required to ensure
START DATE: ASAP
DEPARTMENT: Finance and
exhibitions, certain peak periods.
that all operational, quality,
RECRUITER: Islamabad Marriott
Accounts
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and administrative functions
Hotel
LOCATION: United Arab Emirates
good allocation from hotels. This
are carried out properly. This
ADDITIONAL DETAILS: IMG
(UAE)
is a key position, reporting directly
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hospitalitybusinessme.com
JUNE 2014
16
GLOBAL DATA
Which cities are the most expensive, the fullest and have the highest RevPAR?
It’s not just about growth rates, the absolute levels are trading are also a key piece of the jigsaw. Each city has its own supply and demand characteristics and could be on a different stage on the hotel cycle - Dubai is a mature destination, with high ADR’s and occupancies and quality beach properties demanding a premium over comparable city hotels, whereas Doha is emerging and has the challenge of maintaining momentum until Qatar 2022. All such factors and more need to be taken into consideration in any comparisons. The highest occupancies In 2014 the highest occupancies are forecast to be in Dubai (81.1%) and Jeddah (77.9%). In 2015 we anticipate all cities seeing further growth with Dubai and Jeddah still leading the way, and Abu Dhabi also exceeding 70%. The highest ADR’s In 2014 the most expensive city is forecast to be Dubai, closely followed by Riyadh and Jeddah. This story continues in 2015 with Muscat also close to the forerunners. The highest RevPAR’s In both 2014 and 2015 Dubai is out on its own; high ADR’s and occupancy rates translating into lofty RevPAR. Currency conversion rates
AED: US$ (3.673) SAR: US$ (3.751) QAR: US$ (3.641) OMR: US$ (0.385)
City
Occupancy rates
ADR (Local currency)
ADR (US$)
RevPAR (Local currency)
RevPAR (US$)
2014
2015
2014
2015
2014
2015
2014
2015
2014
2015
Abu Dhabi
69.2
71.1
557.0
567.9
151.9
154.6
385.6
403.8
105.0
110.0
Doha
67.0
68.2
699.7
723.9
192.2
198.8
468.5
493.9
128.7
135.6
Dubai
81.1
82.5
936.1
980.5
254.9
266.9
759.3
808.9
206.7
220.2
Jeddah
77.9
80.1
903.3
913.2
240.8
243.5
703.3
731.2
187.5
194.9
Muscat
67.7
69.0
87.2
91.2
226.5
236.9
59.0
63.0
153.2
163.6
Riyadh
57.8
60.1
938.6
934.6
250.2
249.2
542.7
561.4
144.7
149.7
Source: Econometric forecast PwC 2014, Benchmarking data: STR Global, *Monetary values have been converted to US$ from local currency units based on projections for future exchange rates derived from the I ternational Monetary Fund’s World Economic Outlook datebase, April 2014.
JUNE 2014
hospitalitybusinessme.com
18
DTCM
Dubai Green Tourism Award 2014 Hoteliers gather at Intercontinental Dubai for launch of the next cycle of DTCM’s Green Tourism Award
O
n April 22, DTCM welcomes dozens of hoteliers to the launch of the 2014 cycle of the Dubai Green Tourism Awards, at Intercontinental Hotel, Dubai Festival City, supported by official technology partners KPTAC Technologies and official media partners, CPI Media Group. Presented by John Podaras, partner with HDR, and attended by top DTCM officials, Shaikha Al Mutawa and Majid Al Marri, the event featured presentations from Dubai’s greenest hotels and the sustainability industry’s largest stakeholders, including Emirates Environmental Group and DEWA. It is the third awards cycle since the bi-annual initiative launched in 2009, with a remit to encourage conservation and reduce the carbon footprint of the tourism industry. This year’s initiative is expanded to include categories for 1-star hotel and tourist desert camps to the existing 2 to 5 star hotels, and both standard and deluxe hotel apartments.
STATS
20%
Electricity reduction across participating hotels in 2012
27%
Water reduction across participating hotels in 2012
While there are no plans to extend the awards to cover sustainable F&B, there were hints that star ratings could be tied to sustainability frameworks in future. During her presentation, Emirates Environmental Group chair, Habiba Al Marashi, revealed: “As the world’s largest industry, hospitality has a responsibility. Globally, this represents $2.2tr, 1.1m jobs and some 9.5% of global GDP; in the UAE, it represents AED217bn and 291,000 jobs, totalling 8.4% of GDP, expected to rise by 4.5% this year.” In addition to the awards, DTCM has run over 30 workshops, with 2,000 participants from the hospitality
JUNE 2014
20%
Carbon emmissions reduction across participating hotels in 2012
industry, stringently analysing how they can green their daily operations. Questions from the audience covered everything from the technicalities of submitting entries, to a concern that sustainable infrastructure needs a boost in order to support drives such as recycling and renewable power. Applications will be evaluated by DTCM, DEWA and Dubai Municipality.
Starting on 23 April, hotels and tourist desert camps can register their applications viawww.dubaitourism.ae. The deadline for submissions is midnight on July 31, 2014.
hospitalitybusinessme.com
DTCM
19
René van Camp, Hotel Manager, Intercontinental Hotel Dubai Festival City “We are honoured to be part of the Dubai Government’s initiative focused on green tourism. This important initiative blends perfectly with our commitment to being a leader in our community when it comes to reducing energy and water consumption, purchasing sustainably by working with suppliers who follow the same standards and employ creative food preparation methods to reduce waste.”
Shaikha Al Mutawa, Director Business Development and Chair, Dubai Green Tourism Award Programme “We are pleased to see the enthusiasm and commitment of the hospitality industry, especially hotel establishments, in participating in the competition. With the competition expanding to include 1-star and tourist desert camps, we are hoping to engage more parties to practice conservation efforts. It is important that as a player in the tourism industry, hotels and tourist desert camps must adopt sustainable practices to help protect and conserve our environment.”
hospitalitybusinessme.com
18-19 DTCM.indd 19
JUNE 2014
6/4/14 2:08 PM
20
PROCUREMENT
When it comes to in-room amenities, a high-quality mattress and the importance of a good nightâ&#x20AC;&#x2122;s sleep is a matter often overlooked as focus on technology driven facilities heightens. But below the tech-savvy surface, hospitality professionals reveal the power a superior mattress holds in the hotelier world. By Sophie McCarrick
JUNE 2014
hospitalitybusinessme.com
PROCUREMENT
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ith awareness of hygienic, comfortable sleeping environments on the rise, along with the importance of sustainability and the continuous threat of bed-bug infestations, hoteliers are increasingly investing in high-quality mattresses and exploring new ways in which their mattresses can be protected against fluids, dust mites, bed bugs and more – while still providing a great night’s sleep to the user. Challenged everyday with increasingly demanding customer standards, more and more hotels are upgrading the quality of their beds, with some even investing in their own mattress brands. Providing a quality mattress is only the first step in ensuring decent sleeping conditions for guests; hoteliers are also tasked with the daily upkeep of their mattresses and face maintenance problems such as increased housekeeping time, labour and chemical costs, all from every day use and human contamination. “It is estimated that a mattress life is shorted by 20% to 35% or more due to human contamination. We continually hear from hoteliers about mattress hygiene issues, everything from spills, accidents, human contaminants and bed bugs. All of which are unavoidable occurrences hoteliers much protect their investment from,” explained James Bell, CEO of Protect-a-Bed, suppliers of bedding protection products to the hospitality industry.
hasn’t slept well because of their bed. It’s important that hotel standards are set very high when it comes to the quality of the materials used to manufacture the mattresses. “There are many new and advanced technologies which enhance the comfort while sleeping. While the lifespan of a hotel mattress is about six to eight years, we must ensure that when we change the mattress that we always procure what represents the ultimate comfort for our guest. It is a great compliment to any hotelier when the guest comments in the morning: ‘I had such a comfortable sleep, where do you buy your mattresses?’” she added. Although difficult to predict precisely the needs and wants of each individual guest and their perception of an ultimate sleeping experience, the new generation of mattresses available to the hospitality sector are making this challenge easier to combat. “Mattresses now contain many new features such as different springs, foam, quilting and upholstery designs. Which makes satisfying a larger number of our guests easier. However, it’s always a good idea to have an extra firm and an extra soft mattress on hand, just in case someone has a particular sleeping problem. When two guests are sleeping on one king sized bed, one guest should not wake up because of the mattress moving when the partner turns around. This will be prevented by using the newer pocket spring systems,” explained Ahmed.
It is estimated that a mattress life is shorted by 20% to 35% or more due to human contamination
Sleeping with comfort When evaluating the importance of investing in quality mattresses, hoteliers understand that there is little they can do to compensate for a guest’s discomfort caused by a sleepless night in an uncomfortable bed; a guest after all is there to sleep. Tatjana Ahmed, housekeeping manager at Grand Hyatt Dubai and head of the UAE Housekeepers Association, comments: “The maximum time spent in a guest room is on the bed itself and therefore it represents one of the most important elements of a guest’s room. “A high quality mattress is of utmost importance as our guests have the highest expectations when it comes to a comfortable sleep, there’s little a hotel can do for a guest who
Suri corner arrow technology.
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Essential quality Despite the influx of in-room technology, hotels realise that a good night’s sleep is the most essential of amenities they can provide, and a clean comfortable bed is something guests should be able to take for granted. Managing director of Intercoil International, Hassan Al Hazeem, reveals that: “Industry surveys found that more than
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PROCUREMENT
90% of respondents rated cleanliness and mattress comfort as two of the most important factors in selecting a hotel. I believe the hospitality industry is being driven by a return to basics, with comfort at the centre of it. Comfort, durability and cleanliness are the main features hotels are looking for when choosing bed suppliers. Adding that: “Now we use products like Simmon’s Advanced Pocketed Coils and luxurious foams, which are used to provide the perfect soothing comfort and support, while temperature control innovations help in creating a personalised, comfortable sleep temperature.”
urine and perspiration; and what cannot be easily seen on the mattress: bacteria, fungus, human skin cells, and pollen and dust dander.” Benefits received from protecting a mattress the correct way include product longevity, meaning time and money will be saved from not needing to replace a mattress, no dust mites so a hotel can promote an allergy free room, increased guest satisfaction and peace of mind that they are staying in a fully hygienic environment. Additionally, there are less laundry requirements, leading to financial and environmental savings. Looking into a hotel’s ROI for certified mattress protection, Bell ensures: “The very first time a mattress is protected from a human accident, the encasement has paid for itself. Expenses are eliminated through labour cleaning the mattress, utility expense for water or electricity and chemical costs, and increasing revenue through expeditious room recovery time.” Drawing a line, Bell concludes that by protecting their mattresses with encasements, hoteliers are finding they not only safeguard their guests from allergens, mould and bacteria but also greatly reduce the need for mattresses to be replaced as frequently – leading to a good night’s sleep all round.
Comfort, durability and cleanliness are the main features hotels are looking for when choosing bed suppliers
Protecting the goods Further emphasising the importance of providing a maintained, healthy sleep zone for guests, Protect-a-Bed developed a product called the Miracle Membrane, which allows hotels to instantly make their mattresses waterproof, air vapour porous, and protected against liquids or bodily fluids that may ruin a mattress. Bell comments: “When a hotel guest sleeps on a mattress without an encasement, he or she is sleeping on a mattress that has been used by innumerable people. Challenges range from what is visible, such as bodily fluids, including blood,
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PROCUREMENT
KEEPING IT CLEAN!
An essential component in the hospitality industry, the business of laundry is a daily, behind the scenes operation that hotels cannot function without. Sophie McCarrick investigates the pros and cons of outsourcing the responsibility
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orking around the clock, laundry operations are a continuous task when maintaining a hotel, from collection, washing and ironing to distribution. Managing a laundry service is not only a crucial part of housekeeping, but also a hotel’s reputation. Quality laundry leaves a long-lasting impression on guests – an impression that’s vital to whether or not they return. With laundry operations playing such a vital role in a hotel’s success, all management teams are faced with the decision to retain in-house laundry facilities, or alternatively to outsource and send all of a hotel’s linens to be cleaned elsewhere. Some businesses are facilitated with on-premises laundry, whilst others work with external suppliers to manage this process for them, leaving them with more time to focus on other key activity areas. Quality finished laundered items such as pillow cases, bed linen and towels also play an important role in meeting the requirements of an increasingly discerning customer and helps to differentiate in the region’s competitive
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hospitality sector, particularly in the luxury market. With two seventy tonne commercial laundries in Qatar and the UAE, NewGen’s business development director, Steve Connell comments on the benefits of outsourcing: “Laundry operations serve millions of customers each year. Without it, more than 54.9m annual international tourist customers to the Middle East would have to supply their own linen and the region’s hospitality industry would have rather bare table settings and hotel rooms. “Choosing a provider who has experience in dealing with high levels of stock and can deliver a fast turnaround when required is important. As part of the Paragon Family of Companies, NewGen’s heritage points to almost a century of working with brands in the UK and across the MENA region including Starwood, Accor, Marriott, Hyatt, Four Seasons, Movenpick, Jumeirah and Rotana,” he added. As a benefit of outsourcing, laundry companies use robust linen management systems to help hoteliers forecast when they’ll need additional stock. A good labour-saving IT system
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Bubble Abu Dhabi , NewGen.
stock, and promotes better linen management from both the hotelier and also our laundries. It can also quickly count the amount of laundry available, which consequently improves efficiency and ultimately customer service, as it monitors the age of a piece of laundry and identifies which cleaning process it requires, for example,” explains Connell.
will flag up any peaks and troughs of customer spikes, which will affect all departments throughout the hotel. The information system also means that stock-taking checks will no longer be necessary on a daily basis, but can be done weekly, potentially saving hundreds of man-hours across a hotel group. Connell notes: “As many hospitality professionals will appreciate, the sooner you can prepare for an influx or decline of visitors, the better; laundry leaves a lasting impression and guests will always spot the little touches and quality, such as a clean, crisp bed sheet.” Furthermore, corporate linen companies such as NewGen, help manage stock levels and track deliveries to and from a hotel. Using specialist management systems and radiofrequency identification (RFID) tagging, which involves placing a small chip in all linens and towels, the amount of laundry available in a hotel can be counted. “RFID tagging technology is probably the single most significant innovation to affect our laundries in recent decades. RFID demonstrates the importance and value of
Cutting costs A major influencing factor in choosing to outsource laundry is cost management, as a hotel cuts out the need to employ laundry staff, buy and maintain laundry equipment, fork out on utility bills and dedicate a space large enough to house all machinery and stock. An issue dealt with in the hospitality industry is theft, which can be prevented with the use of RFID tagging to save on having to replace stocks. Connell explains: “Linen theft is one of the laundry industry’s biggest problems, which is slowly being addressed thanks to support from hoteliers and restaurateurs, in addition to technology such as RFID. By using the laundry provider’s advanced linen management systems, keeping an eye on stock levels at all stages of the linen’s journey will help to minimise missing pieces and reduce any costs charged to the establishment or the laundry provider.” Laundry Matic, a boutique industrial laundry that was specifically created to cater to the ever-growing tourism sector in Dubai offers hospitality clients’ laundry services at a fraction of the cost it would cost them to do it internally.
Outsourcing removes the need to allocate space for an inhouse facility and having full-time WUDLQHG VWDƪ WKDW can operate an industrial laundry
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Phiras Soubra, Laundry Matic shareholder comments: “The market has seen a shift whereby hotels and hotel-apartments are increasingly trying to focus on their core business, being selling rooms. Due to this, other departments including laundry and more commonly now being outsourced. A beneficial business move, outsourcing laundry helps a hotel to save money. “Outsourcing removes the need to allocate space for an in-house facility and having full-time trained staff that can operate an industrial laundry. It takes away the need to procure laundry chemicals and other necessary consumables, which are both costly and require special storage. Most importantly, allows management to focus on core operation without having to diligently manage an additional cost centre,” Soubra added. Sustainable quality Laundries naturally use a lot of water and are hot places to work, and with ever-growing emphasis on eco-friendly operations, opting for the most sustainable method of laundry is an area hoteliers are addressing. NewGen’s recently opened laundry in Abu Dhabi has the capability of cleaning 70 tonnes of linen a day, which is the equivalent to around 7,000 bedrooms per day. With such high capabilities, outsourcing laundry facilities practice innovative practices in water and energy conservation practices and are able to save two to six times of energy and water consumed in normal processes, which is
Steve Connell, NewGen.
a level that an in-house laundry cannot achieve. To compare, an outsourcing facility will use around three litres of water per kilogramme of linen, compared with 18-22 litres per kilo in a hotel laundry. With outsourcing boasting an array of benefits, the question ‘to outsource, or not outsource? remains in the hotelier’s hands.
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SUPPLIES & SERVICES
SUPPLIES & SERVICES The world’s most useful and innovative new designs, delivered to you every month
Improving hotel operations management applications
VingCard Elsafe’s new locking system
Global provider of comprehensive hospitality guest services applications and solution design services, FCS, has announced partnership with Equinox Arabia, a premier provider of data solutions for the hospitality industry. Per agreement, Equinox will distribute the comprehensive suite of FCS hospitality technology products, including its collection of bestin-class Hotel Operations Management Applications and its i-Guest mobile app. “Our principal objective is to offer our hospitality clients with the right products and services to meet their specific needs,” said Equinox CEO Muhammad Balahmar.
Hospitality security solutions company, VingCard Elsafe has installed their new Allure RFID locking system, an interactive, next generation security lock panel at the Alion Beach Hotel in Cyprus. The new lock, Allure, completely eliminates the need for external door hardware, instead replacing it with a sleek and modern signage panel that controls the locking mechanism and provides a host of additional features. In addition to the security and design benefits, Allure also provides guests with the ability to post notifications such as ‘do not disturb’ for hotel staff.
Bidvest Middle East expands into Oman and Bahrain With the objective to increase the footprints of their food service distribution activity, Bidvest Middle East has set up operation in both Oman and Bahrain. With this expansion Bidvest has marked its presence in United Arab Emirates, Saudi Arabia, Turkey, Oman and Bahrain, capitalising on opportunities to move into markets that are adjacent to where they operate like UAE, a door to Oman, and Saudi a door to Bahrain. This recent milestone will further enhance Bidvest presence in the gulf region with its current existence in UAE under ‘Horeca Trade’.
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SUPPLIES & SERVICES
New Arabic booking engine launched Dubai based e-distribution and online marketing company for the hospitality industry, ResNet World, has launched an Arabic internet booking engine and developed more than 30 Arabic websites for its partner hotels. The Arabic booking engine offers full functionality of the company’s English booking engine, allowing hotels to manage internet bookings quickly and effectively while avoiding expensive technology investments. Its solutions are customisable and features include picture based platforms, calendar availability functionality, 100% control over rates and inventory, automated confirmations and multi-property search capability.
Senso Wellness Centre partners with Pevonia Botanica Located in Dubai Media City, Raddisson Blu Hotel’s Senso Wellness Centre has partnered with the natural skincare provider, Pevonia Botanica, the first company to develop a Spa Skincare Line exclusively for spas and professional aestheticians, by combining effective, safe and natural ingredients with decades of experience in professional skincare. “We are proud to be partnered with Pevonia Botanica and look forward to welcoming our guests to try out this new range,” said Francois Galoisy, general manager, Radisson Blu Hotel.
Al Mouhajer opens Dubai showroom Al Mouhajer International Design has opened its first Dubai showroom in Jumeirah, exclusively showcasing items and products manufactured in Italy by Industria Divani e Poltrone, which manufactures sofas and leather chairs. The goal of Al Mouhajer is to create a new and unique sense of creativity in the field of interior design and decoration, with reliance on the methods of contemporary art to translate the client’s ideas into beautiful and real pieces which are coupled with delicate touches of sense and good taste.
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Exclusive: Burgess Furniture showroom debuts in Dubai
Conference and banqueting furniture manufacturers, Burgess Furniture launches showroom
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pecialist furniture manufacturers in the hospitality conference and banqueting market, Burgess Furniture, PGmDJBMMZ MBVODIFE UIFJS mSTU TIPXSPPN MBTU month in Dubai, United Arab Emirates, in MJOF XJUI UIFJS QMBOT UP GVSUIFS DBUFS UP UIF .JEEMF &BTU T HSPXJOH IPUFM JOEVTUSZ -PDBUFE PO UIF HSPVOE nPPS PG %FTJHO )PVTF JO %VCBJ .FEJB $JUZ UIF OFX TIPXroom features a range of chairs, tables and accessories, designed and manufactured from the companyâ&#x20AC;&#x2122;s on-site factory in 4PVUI 8FTU -POEPO JO UIF 6OJUFE ,JOHEPN Major exporters to the Middle East region for 43 years, managing director, Jeremy Burgess explained that the decision to MBVODI B #VSHFTT 'VSOJUVSF TIPXSPPN JO %VCBJ XBT B OBUVSBM QSPHSFTTJPO JO UIF DPNQBOZ T CSBOE EFWFMPQNFOU i8F IBWF been present in this region for many years OPX IPXFWFS CFMJFWF UP GVSUIFS EFWFMPQ PVS GPPUQSJOU JO %VCBJ XF IBWF UP IBWF B CBTF IFSF XIFSF DMJFOUT BSF BCMF UP DPNF BOE TFF UIF QSPEVDUT XF IBWF GPS UIFNTFMWFT w #VSHFTT TBJE i&YBDUMZ ZFBST BHP XF TPME PVS mSTU chair here in Dubai to the Ambassador
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Sales and marketing director, Simon 3JDIBSET FYQMBJOFE EVSJOH UIF TIPXSPPN MBVODI FWFOU i"T B DPNQBOZ XF BSF OPUJDing a rising demand coming from hotels particularly for furniture that has been NBOVGBDUVSFE JO B XBZ UIBU TVQQPSUT TVTUBJOBCJMJUZ 5BLJOH UIJT PO CPBSE #VSHFTT 'VSOJUVSF OPX IBT .JOE$MJDL HSFFO DSFEFOUJBMT BOE XF BSF DPOUJOVPVTMZ MPPLJOH BU B WBSJFUZ PG XBZT UP JNQSPWF PVS NFUIPET PG NBOVGBDUVSJOH i#FJOH BO FDP GSJFOEMZ DPNQBOZ JT B GVMM DIBOHF PG NJOE TFU BOE XF IBWF DPNQMFUFMZ DIBOHFE UIF XBZ XF PQFSBUF EPXO UP the sourcing of aluminium for our furniture, IPX JU JT USBOTQPSUFE UP VT BOE IPX XF DBO TIPSUFO UIF EJTUBODFT UP FOTVSF MPXFS DBSCPO GPPUQSJOUT BOE PVS XBTUF BT B DPNQBOZ 8F BSF MPPLJOH BU FWFSZUIJOH w IF BEEFE In addition to the companyâ&#x20AC;&#x2122;s sustainable approach to furniture production, Burgess Furniture also place great emphasis on UIFJS DSBGUTNBOTIJQ &WFSZ EFTJHO QSPduced by the company is FIRA tested to ensure it meets all industry expectations and standards, all products are put through
a mandatory quality control department to guarantee the highest of standards are NFU $PNNFOUJOH PO UIF OFX TIPXSPPN 3JDIBSET TBJE i8F BSF FYUSFNFMZ QMFBTFE UP DFNFOU PVS QSFTFODF IFSF JO %VCBJ 8F CFMJFWF B DPNQBOZ XJUI QSFTFODF JT B DPNQBOZ DPNNJUUFE UP UIFJS DVTUPNFST .PWJOH GPSXBSE JO UIF DPNQFUJUJWF IPTQJUBMJUZ JOEVTUSZ IFSF XF XBOU PVS DMJFOUT UP LOPX UIBU XF BSF EFEJDBUFE UP MJTUFOJOH UP UIFJS SFRVJSFNFOUT BOE XPSLJOH UPHFUIFS UP create bespoke, tailored design solutions UIBU TVJU UIFJS JOEJWJEVBM OFFET w
CONTACT DETAILS: Burgess Furniture
Address: Design House, Dubai .FEJB $JUZ "M 4VGPVI %VCBJ 1 0 Box 500466, United Arab Emirates Telephone: +971 (0) 44307465 Fax: +971 (0) 44307469
Email: TBMFT!CVSHFTTGVSOJUVSF DPN
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Presents
Education and networking for hotel suppliers and buyers June 9th 2014, Fairmont The Palm, Crescent Ballroom / i *À VÕÀi i Ì iÌÜ À à > wÀÃÌ v Ìà ` `ÕÃÌÀÞ L `Þ] iÃÌ>L à i` Ì i « «À VÕÀi i Ì > >}iÀÃ Ì i À V Ì Õi` «À viÃà > `iÛi « i Ì] Ü i «À Û ` } Ì i À ÃÕ«« iÀÃ Ü Ì >VViÃÃ Ì `iV à > iÀà vÀ >VÀ ÃÃ Ì i LÕà iÃà ëiVÌÀÕ SPONSORED BY:
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SUPPLIER SPOTLIGHT
33
MAXIMISING PROFITABILITY
As market expansion and rising operational costs simultaneously hit the Middle East, Wolfgang Emperger, vice president of Infor Hospitality, looks at hospitality management VWUDWHJLHV DQG H[WHQGLQJ UHYHQXH IRUHFDVW YLVLELOLW\ WR LQFUHDVH SURƬWV
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otel owners and operators in the Middle East are experiencing a phenomenal period of market expansion and revenue growth. According to recent reports from STR Global, positive growth is projected in the region against all key performance indicators; supply, demand, occupancy, ADR, and RevPAR. While this momentum is expected to continue, costs are also rising, and now is the time for owners and operators to ask themselves – what additional actions can be taken to maximise profitability? Evaluating current revenue management and analysis strategies to ensure the most advanced technology is being employed is one way to identify areas of improvement. Two important questions hoteliers should consider when evaluating revenue and financial management strategies in order to improve profitability are: 1) Is my revenue management technology forecasting ancillary revenue streams in addition to traditional room revenue? 2) Does my financials technology provide accurate forecast data for right-now decisions and analysis of forecast performance to drive long-term benefits? Having a clear picture of the future allows hoteliers to determine what course of action will yield the best results. By forecasting revenue streams outside of standard room revenue, such as spa and catering outlets organisations are taking the first steps toward identifying savings. Revenue managers are experts at interpreting the data that optimises top line performance. It is equally as important for decision-makers connected to other revenue centres to employ this type of critical thinking. Forecasts without context are meaningless, so it is essential to define processes and tools to support forecast analysis in order to improve the bottom line. But, being able to pull data is one thing. Successful hospitality organisations also need a technology partner who
Wolfgang Emperger, vice president of Infor Hospitality
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“Forecasting is undoubtedly one of the most challenging aspects of successful revenue management, but with the right people and right tools, LW FDQ EH H[HFXWHG WR GULYH VLJQLƬFDQW impact on bottom line results.” can help to accurately analyse these historical data into future competitive advantage. The ability to effectively forecast budgeting, staffing and scheduling, inventory and financials is a key differentiator, particularly when many forecasts can be inaccurate in the hospitality industry. A software partner that delivers innovative methods and advanced formulas, and truly understands the past, present and future industry needs will be the best choice when beginning to implement this exercise across an organisation. Forecasting is undoubtedly one of the most challenging aspects of successful revenue management, but with the right people and right tools, it can be executed to drive significant impact on bottom line results. With these methods, and solid technology, organisations can maximise growth and combat rising costs by extending beyond standard forecast interpretation to implement a new culture of forecast performance. This ‘culture’ will create a more agile enterprise that assesses relevant factors to formulate a reliable prediction of future revenue. Hoteliers can then make necessary changes quickly and efficiently to manage spending and diminish potential loss of profitability. By using forecasting as a tool to optimise inventory, better match staff levels with demand and proactively manage assets, revenue management can become the number one weapon for the hospitality industry to combat rising costs.
With over 20 years of experience in hospitality and technology, vice president at Infor Hospitality EMEA & LATAM, Wolfgang Emperger is responsible for the direct and indirect Infor Hospitality activities for his regions. He oversees the entire Hospitality Suite of Solutions, from PMS, Sun Financials, EzRMS to the Infor CRM and BI solutions.
JUNE 2014
Fine dining? Fine reading! If you work as a chef, restaurant manager, sommelier, banqueting manager or catering manager for a four or ďŹ ve star restaurant in the UAE, then apply for your free monthly copy of The Pro Chef Middle East, the magazine for ďŹ ne dining professionals.
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Read every monthly issue free of charge via: www.cpidubai/com and Theprochefme on Facebook
PAGE TITLE EVENT PREVIEW
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June 17 - 18 Dusit Thani, Dubai
RESTAURANTS, HOTELS AND BUSINESS COMING TOGETHER The Hospitality Business Summit 2014 is a unique opportunity to debate a wide range of key industry issues over two days of succinct and focused panel sessions. Taking place only months after the UAE’s Ý« ÓäÓä >Ü>À`] Ì Ã Ì i wÀÃÌ «« ÀÌÕ ÌÞ v À ÃÕV > broad cross section of the hospitality industry – from food to IT – to identify, debate and act on, the trends they see shaping the next six years. Drawing on a network of industry contacts from the editors of Pro Chef Middle East and Hospitality
Business Middle East magazines, the key topics are scheduled in a way that is accessible and relevant to the industry’s top hoteliers and chefs, while providing unrivalled access to decision makers for exhibiting service and product suppliers. Designed around the busy schedules of the hospitality and F&B industry’s leaders, the programme covers the business of F&B, hygiene, food trends, hotel IT and sustainability and will also feature debate on the development of the region’s mid-market hotels.
Sponsored by:
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EVENT PREVIEW
AGENDA
DAY 1 17th June, 2014
DAY 2 - PART 1 18th June, 2014
8.30 – 9:00 COFFEE BREAK AND REGISTRATION
8.30 – 9:00 Arrival Coffee Break and Registration
9.00 – 9:10 WELCOME NOTE
9.00 – 9:10 Welcome Note
9:10 – 9:40 Speaker Slot: Changing the game plan
9:10 – 9:40 Speaker Slot – Chef Gary Rhodes
9.40 – 10:25 Panel Discussion: Finding and keeping the right people
9.40 – 10:25 Panel Discussion: The Perfect Menu – Trends in Dining
10.25 – 11:10 Panel Discussion: Your USP in a crowded market
10.25 –11:10 Panel Discussion: The Perfect Pairing – Revenue from Drink Sales
11.10 – 11:40 NETWORKING COFFEE BREAK
11.10 – 11:40 Networking Coffee Break
11.40 – 12:25 Panel Discussion: Hygiene is more than washing hands
11.40 – 12:25 Panel Discussion: Designing F&B venues for Success
12.25 – 12:40 Sponsor Keynote
12.25 – 12:40 SPONSOR KEYNOTE
12.40 – 13:10 SESSION ENDS
12.40 – 13:10 SESSION ENDS
13:00 – 13:30 COFFEE BREAK AND REGISTRATION
13:00 – 13:30 Arrival Coffee Break and Registration
13:30 – 13:40 WELCOME NOTE
13:30 – 13:40 Welcome Note
13:40 – 14:10 Speaker Slot – PwC on regional hotel performance
13:40 – 14:10 Speaker Slot – The Arabic Internet and what it means for Hotels.
14:10 – 15:10 Panel Discussion: Education in hospitality
14:10 – 15:10 Panel Discussion: Technology and Human Interaction
15:10 – 15:40 Panel Discussion: Growing the 3 star market
15:10 – 15:40 Panel Discussion: Secure your IT Networks
15:40 - 16:10 NETWORKING COFFEE BREAK
15:10 – 15:40 Networking Coffee Break
16:10 - 17:10 Panel Discussion: Sustainable hospitality
16.10 – 17:10 Panel Discussion: Enhancing guest services
17:10 - 17:25 SPONSOR KEYNOTE
17:10 – 17:25 SPONSOR KEYNOTE
17:25 - 1730 CLOSING REMARKS AND END OF SESSION 2
17:25 – 17:30 Closing Remarks and End of Session 2
Sponsored by:
JUNE 2014
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INVESTMENTS
PREMIER POSITION
In conjunction with new development partner Action Hotels, Premier Inn will this year open WKH ƬUVW RI PDQ\ PDQDJHPHQW RQO\ SURSHUWLHV LQ 6KDUMDK :LWK D SRWHQWLDO SLSHOLQH RI properties in Saudi Arabia alone, regional MD Darroch Crawfold, explains the attraction
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wner and operator of more than 650 properties in the UK, Premier Inn is a force to be reckoned with. But in the Middle East the story is very different. Celebrating 27 years in the industry this year, the British chain will open its sixth Middle East hotel by year end, albeit with a stark change to its usual ownership approach. Present in the Middle East since 2009, under a joint venture with Emirates
When you have a really great room and really great service, at a low price, you can’t fail Group, of the properties operational today, ownership was divided equally between the two companies. Premier Inn Sharjah will be the first hotel under the brand’s name to be fully owned by a third party developer, in this case Action Hotels, and it won’t be the last. Owned by the UK’s largest hospitality group, Whitbread plc – the same parent company as Costa Coffee, which now boasts 100 stores in the UAE – there is significant muscle behind the Premier Inn expansion. Yet going against the grain, the Middle East pipeline will focus on a capital light model. When the entire growth ambition of
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INVESTMENTS
Whitbread is taken into The immediate account, it isn’t difficult Premier Inn to see that alternative pipeline funding methods would be the preferred approach. Looking to increase the size of ROOMS Premier Inn by 45% to Premier Inn Sharjah 2018, the brand isn’t just King Faisal Road focused on an operational Opening late 2014 portfolio of 75,000 rooms in the UK, but a network of Middle East hotels, launched in succession ROOMS to create the same brand Premier Inn Jeddah, buzz seen elsewhere. Modon Industrial area Initially, Premier Inn Opening 2015 will undertake long-term management contracts on four new hotels owned by developer Action Hotels, ROOMS all opening by 2016 (see Premier Inn in box), with an investment Bahrain’s Diplomatic from Action of $106m area mostly raised through Opening 2015 its recent IPO listing in London. Investment and development costs will ROOMS not be restricted to a Premier Inn Dubai single model for the Healthcare City whole pipeline and Opening 2016 Whitbread does not rule out the incorporation of its own investment strategies. The rest of the pipeline will see focus extend to Oman, Qatar, Bahrain, Kuwait and Saudi Arabia, where talk of 100 hotels barely raises an eyebrow. Revealing he would be “disappointed” not to have 20 hotels in Dubai by 2020, MD Darroch Crawford, who came to the Middle East with Premier Inn seven years ago, admits the plans are ambitious. But he also adds: “Our target is 6,000 rooms by 2020 in Dubai, all in primary locations, so long as they are affordable. “There are two areas of massive potential for Premier Inn in the Middle East, one is the UAE and the other is Saudi Arabia. We have five hotels planned there at the moment, but the potential could support up to 100. Our segment is hardly represented, which presents the opportunity.” When Premier Inn entered the British budget accommodation market as
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Our target is 6,000 rooms by 2020 in Dubai, all in primary locations, so long as WKH\ DUH DƪRUGDEOH
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Travel Inn in the late 1980s, had one competitor. Looking to replicate that early success in the Middle East, the company is more than aware of the unique differences in its new territory. Yet while the mid-market itself has many more brands represented, the size of the market limits their impact. Across the Middle East, the economy and midscale hotel sector has a penetration of only 22% of total branded hotel stock, compared to 48% in Europe and 64% in North America. Compounding the issue further, the ratio between luxury and mid-scale in the current Middle East pipeline means this figure will slip to 17% in the near future. Adds Crawford: “Action Hotels were the first local company to wise up to the ROI that can be achieved in the mid-market. And while they already work with Holiday Inn and Ibis, our relationship with them was initiated by them when they wanted a new brand to work with.” The intensity of the market, at a time when guest profiles are diversifying, only increases competition. As Premier Inn goes head to head against the likes of established international brands Centro, Ibis, Holiday Inn (Express) and Citymax, not to mention the hundreds of unbranded mid-market properties, Crawford is far from phased about the impact this will have the guests or investors. 1D@OHMF SGD ADMDƥSR NE E@UNTQ@AKD
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Trip Advisor entries until its brand prominence gains pace – and no doubt enjoying rankings in Abu Dhabi which score the emirate’s Premier Inn higher than Emirates Palace – Crawford will be looking to replicate the rapid ROI and competitive ADR the brand is known for. Working to an operational ROI of 30 days and with ADR in Sharjah that could fall as low as $53 – consider it takes as long to drive to World Trade Centre from Sharjah as it does from Dubai Marina – the mid-market could require drastic reinvention once Premier Inn reaches critical mass. Combining the style of Centro with the functionality of Holiday Inn, Premier Inn has also tailored its local offering to the regional market, using the Middle East to introduce its new look rooms. “The feedback on the rooms is that they look 4-star,” says Crawford, adding:
“It’s functionality and comfort. Our rooms can sleep one person or a family of four because of the way they are designed, which none of our sector competitors can do. “We test the rooms repeatedly and fine-tune until we don’t think we can improve them anymore and that’s from the bed to the functionality across everything such as the lighting and bathroom; how flexible things are, the size and positioning of the TV. The rooms
are based on customer feedback.” As Crawford continues to list the brand’s USPs, it’s clear ingenuity in design plays more than a small role in its popularity. Rooms feel far from built-to-budget, with every square metre maximised with design ingenuity. It’s part of the secret behind running some of the higher occupancies in the industry, says Crawford, who concludes: “The room is unique. The quality of service is amazing, because we look after our staff and when you have a really great room and really great service, at a low price, you can’t fail.”
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T : +971 4 457 7050 F: +971 4 457 7051 Support : +971 4 457 6585 E mail : info@f1infotech.net l www.f1infotech.net
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INVESTMENTS
Pushing boundaries From real estate developer to extended stay and Sharia operator, DAMAC Properties MD, Ziad El Chaar, explains the numbers behind the developer’s hospitality operations
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AMAC Properties’ first foray into the world of hospitality occurred in 2011 with the launch of DAMAC Maison; a serviced apartments brand which, according to today’s projections will comprise 7,351 units by 2017 end. In 2013 the developer announced a partnership with Paramount hotels to develop its $1bn complex in Dubai’s Downtown district, the DAMAC Towers by Paramount. To date core walls at the four towers have been cast and construction on the basement floors complete. Once finalised in 2016, the towers, which are made up of 10 podium levels and 58 additional storeys will rise 250 metres. The new hotel group’s first property is to be co-located with DAMAC Maison serviced units. It’s a boundary pushing concept in hospitality, but for DAMAC the concept of strength by association is nothing new, as luxury interior design partnerships have seen completed units EHSSDC NTS VHSG @ ID MD^ R @HR^ P TNH NMKX SGD Middle East would understand, courtesy of FENDI Casa and Versace. The developer’s next move capitalises on a market segment many are speaking about but none, to date, have fully embraced. When it comes to the operation of Sharia compliant hotels, certification is key and DAMAC’s Constella is the first fully certified Sharia compliant hospitality development in Dubai. In addition to being alcohol free, the 742 key luxury tower in Dubai’s under-development Jumeirah Villa will implement segregated services for female and male guests across its gym and pool, restaurants and prayer rooms. There will be floors of the tower dedicated to female guests, with an all-female staff, and the tower is financed in compliance with Islamic
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INVESTMENTS
STATS
2,500
Hospitality units delivered by 2014 end
10,000
Total hospitality pipeline
principles, which are project managed by an Islamic bank. “The Sharia compliant hotels you see today are dry hotels. They are not designed or managed as Sharia,” says MD Ziad El Chaar, who admits there are no statistics on the potential value of the Sharia compliant hotel market currently, but that value is still tangible. “We have taken the risk to develop hotels that have been imagined from the very earliest stage, as fully Sharia compliant. They must adhere to a 15-point check list, which includes financing, positioning of rooms, segregated facilities and larger prayer facilities,” he adds. The certificate was granted by Dar Al Sharia, which employs a 15-point check list (see box) to applicant properties. Sales of the units – due for completion in 2017 – began last month and both investment and guests will be targeted from across thee GCC, as well as Pakistan, India, Indonesia and Malaysia. The property will not however, add to the 2014 figures, which as they currently stand will see 2,500 hospitality units supplied to Dubai’s stock by December 31. The balance of the 10,000 hospitality units are due to follow in the years before 2020. DAMAC’s total construction pipeline stands at 25,000 units across all its interests. Quick with the figures, El Chaar calculates, “Our 10,000 keys will be spread over three brands. Around 60% of them will be operated under DAMAC Maison, but then again we are moving very aggressively with the hospitality and therefore have many projects in the same area,” he adds. Brand portfollio Paramount and Constella are far from the end of the story. Introducing a new operations brand, NAIA a new tower in the next phase of the Capital Bay development will
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25,000
Total DAMAC Properties pipeline
comprise 131, studio one, two and three bed apartments in Dubai’s CBD. Physical development begins this month, and the tower’s facilities will also include maid services, restaurant, kid’s club and swimming pool. This property will soon be joined by NAIA Downtown AKOYA, NAIA Miracle Garden, NAIA Dubai World Central, NAIA Jumeirah Village, NAIA Business Bay, and NAIA Al Maktoum Airport Street, giving a total of more than 3,800 units under development. The brand will soon represent 40% of DAMAC’s hospitality pipeline and was conceived to co-locate with DAMAC Maison properties, targeting the deluxe level serviced apartment DPTHU@KDMS SN SGD RS@OKD BNMBDOS “We decided to introduce another brand at the deluxe level but catering to a guest reflected in a colourful, young, new name. We presented NAIA at ATM and it will take approximately 40% of the 10,000 key pipeline we have today,” says El Chaar.
development is about the promotion of a destination in order to secure its demand. Elaborating on the list of places where DAMAC is currently promoting its Dubai developments, El Chaar reasons: “The campaigns are about bringing investment but also promoting Dubai as a destination in new markets. While El Chaar recalls every country in the region as playing host to the promotional campaign – from Azerbaijan SN MFNK@ Ŕ GD HR PTHBJ SN @CC SG@S HSŗR @ vital part of the marketing of Dubai as a destination. Urging the collaboration of all industry stakeholders, he explains: “We want to increase the tourism in Dubai. You can’t just milk the industry, you have to contribute and that doesn’t mean just building more hotels and taking a greater proportion of the cake but contributing towards the push to achieve the Tourism 2020 vision. “If you look at the figures historically, if all the hospitality developers invest in this I am sure we can achieve more than 20m visitors,” he continues. Reeling off the pre-rehearsed numbers he calculates that if 63m people passed through Dubai International Airport in 2013, and if only 10% of those people can be convinced to stay for a few days, “we could increase hospitality by 50%”. In addition to the Dubai-centric pipeline, focus elsewhere in the GCC is set on two Riyadh properties and one in Qatar’s Lusail district. The total value of developments at the time of interview was reported by El Chaar to be worth $12.5bn. Although unable to comment on how this would increase post 2020, due to controls on potential speculation, he does disclose: “Expo is not the backbone of the tourism industry. It will push the number of tourists and yes we should be watching that very closely but let me go further by saying that the rooms will not be empty after the Expo. “We all need to invest on bringing Expo to Dubai. We can’t just rely on the DTCM to promote Dubai all the stakeholders need to develop together.”
You can’t just milk the industry, you have to contribute
Supplying demand Far from hesitant about the level of supply – consider the emirate of Ras Al Khaimah’s entire pipeline is half of what DAMAC plans to build in Dubai alone – El Chaar says responsible
THE SHARIA COMPLIANCE CHECKLIST FROM DAR AL SHARIA t Family and singles areas in restaurants t Bedrooms facing Mecca t )HPDOH RQO\ ƪRRUV DQG IDFLOLWLHV t Bigger than average prayer rooms t Finance and management agreements based on Islamic Sharia Law t ,VODPLF ƩQDQFLQJ ,VODPLF %DQN
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INVESTMENTS
Chasing New York SVP of MEA development, Neil George, on outnumbering Starwood’s New York inventory in Dubai and the paradox in the pace of the Middle East hospitality industry, versus the ability to build ahead of the curve
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STATS
46
Hotels and more than 13,000 rooms operated by Starwood currently
15th
Dubai hotel (Sheraton) to open on Sheikh Zayed Road Sept 2014
80
Hotels in MEA regional portfolio by 2017, as per current projections
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35
new hotels to open in the Middle East over coming three years
hat a difference a year makes. When speaking to Hospitality Business in 2013, Frits van Paasschen @MC &THCN^#D 6HKCD TMRTQOQHRHMFKX pegged the growth of Starwood to trends in mobile booking, increasing global connectivity and Gen Y but, as SVP of MEA development Neil George points out, in the Middle East’s greatest challenge as a market, is knowing what it will demand of you next. As announced at AHIC last month, Starwood is to open 35 new hotels in the Middle East, seven in 2014, adding to the 13,000 inventory currently operating HM HSR E@RSDRS FQNVHMF L@QJDS (M #TA@H the city with the second highest number of Starwood properties behind New York, this will take the current stock of 15 to 20, only one behind the world leader, and contributory to the minimum of 30 properties that will be in operation in the UAE within three years. While George is the first to admit the UAE is home to a disproportionate share of the total Middle East stock, it is far from the only market Starwood is focused on. However, in a market that can change overnight, how does one decide where to develop new hotels? “The greatest challenge in the Middle East it is trying to be able to look at a market and be able to take a reasonable stab at where it is going to go,” comments George in reference to
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INVESTMENTS
GDP Forecast (Source: PWC ME Hotels Report 2014) 2013
2014
2015
Saudi Arabia
3.57
4.38
4.26
Qatar
5.15
5.01
6.63
UAE
4.05
3.90
3.83
Oman
5.07
3.40
3.36
Habtoor City, Dubai
1000
Keys approx. in Westin at the under construction Dubai Canal project
the announcements Dubai World Central and D3, behind Business Bay, are to undergo extensive development. â&#x20AC;&#x153;You just have to be able to react to these things. If we had thought two or three years ago that Dubai is pretty much done, there is a Marina and Old Town and weâ&#x20AC;&#x2122;re closing shop, we would have been caught stranded. Thatâ&#x20AC;&#x2122;s the one thing different here to the rest of the world,â&#x20AC;? he adds. But while the operator demonstrates flexibility in its reaction to such changes, the trends driving development are increasingly aligned solely to GDP, rather than the social trends and migratory flux of yesteryear and, ergo, the flexibility to react is curbed. â&#x20AC;&#x153;There is no shortage of capital, there are very capable developers, which is the other thing we look for, itâ&#x20AC;&#x2122;s just about having the flexibility to react when the entire direction of a city changes, because that doesnâ&#x20AC;&#x2122;t happen anywhere else but here,â&#x20AC;? he clarifies. The next big thing for Starwood, specifically in the UAE, Saudi Arabia and Erbil is GDP. Outlining a plan that sees growth in anticipation of the travel and tourism that will follow, he adds: â&#x20AC;&#x153;There may be no evidence in the market today but because these things take three or four years, by the time you are done you need to be ahead of the curve.â&#x20AC;? Luxury and mid-market hotel stock will increase more than 50% under the current plans. Starwood currently has 10 hotels in Saudi Arabia with another eight properties in the pipeline. Upcoming
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450 â&#x20AC;&#x201C; 500 220
Key approx., at the W Hotel, overlooking Safa Park
Rooms approx., at the St Regis, facing towards Abu Dhabi
Four Points by Sheraton at Bur Dubai, Dubai.
openings in the Kingdom include three new hotels in Makkah â&#x20AC;&#x201C; Sheraton, Westin and Four Points by Sheraton â&#x20AC;&#x201C; adding nearly 1,500 rooms to the Holy City. The Aloft brand will debut in Saudi Q@AH@ VHSG KNES 1HX@CG HM ^ Continuing to leverage its first-mover advantage with the Sheraton brand, Starwood will re-enter Iraq after two decades with the milestone opening of 2GDQ@SNM #NGTJ HM .BSNADQ ^ 2S@QVNNC will also open three hotels in Erbil under its Sheraton, Aloft and Four Points by Sheraton brands by 2017. Mid-market Another point of interest in regards to the most recent pipeline announcement is the diversification towards the development of Starwoodâ&#x20AC;&#x2122;s mid-market brands, with George reporting â&#x20AC;&#x153;proactive effortsâ&#x20AC;? to grow Aloft and W. Both will be included in the Habtoor
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City development on Sheikh Zayed Road, which along with St Regis will create â&#x20AC;&#x153;three very distinct experiencesâ&#x20AC;?, with further development of the W brand in resort form on The Palm Jumeirah and also in Festival City. They will be the first properties under these brands in Dubai and Sheraton will take a back seat as its regional targets near completion. â&#x20AC;&#x153;We will double Aloft and Four Points, with six Aloft coming up regionally after a period where only one was operational in Abu Dhabi. Three of these properties will be in Saudi Arabia and this is a brand able to operate in multiples in the same city; there is a lot of traction. â&#x20AC;&#x153;For example, Dubai could easily take five or six around the different submarkets,â&#x20AC;? he adds, continuing to say that growth in Saudi Arabia is so strong Starwood has appointed a development executive dedicated to the territory â&#x20AC;&#x201C; its primary as well as secondary cities.
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VP SPOTLIGHT
The international hotelier General manager by name only, -XUJHQ %DXPKRƪ has worked for Kempinski, Hyatt, Marriott, Ritz Carlton, Four Seasons and The Address Hotels and Resorts, not to mention a tenure as COO of Emaar Hospitality. Now heading Intercontinental Geneve, he speaks about the international rules of hospitality
O
ver his 40 years’ first hand industry experience, Jurgen Baumhoff has run some of the world’s most famous hotels and hotel groups; become proficient in the business of hotel development; and founded One Step Beyond Worldwide, a hospitality services boutique consulting firm, practising across MEA and Australia. Last year he was appointed general manager of the hotel most people know from the news; the Intercontinental Geneve. A seemingly bizarre move for the then COO of Emaar Hospitality, Baumhoff joined the iconic and infamous property during the final phase of its six year, $120m renovation, led by designer Tony Chi. The works included extensive structural changes inside the hotel, including the opening up of the formerly two storey lobby – now a single space – and soft and structural refurbishments to rooms and restaurants. The work wasn’t a modernisation to alienate the property from its legacy, but an investment for its future. Marking 50 years in operation in 2014, Baumhoff reiterates the focus now is on the next 50, which will have some high standards to meet. Over the last half century, the iconic hallways have welcomed Martin Luther King, Nelson Mandela and Sheikh Zayed Bin Sultan Al Nahyan. Due to Switzerland’s neutrality, the hotel has hosted international political conferences, emergency meetings and the hundreds of press who follow. Now fully re-open, Baumhoff’s immediate focus – which also includes a globe-trotting adventure to woo the hotel’s traditional source markets and VIP stalwarts – is reflective not only of the ethos of Switzerland but the specific brand of luxury engaged at the hotel; like a fine beverage, this message of quality is all about taking time. In the six years it took to complete the phased renovation of the historic building, the Middle East would have built a number of new hotels to the same specifications, but in this case that isn’t the point. Built to last It’s an approach seldom seen in the
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VP SPOTLIGHT
Middle East, where the lifecycle of an asset barely reaches two decades, but it is an approach that defines the upper class in Europe and will redefine the Intercontinental for its next 50 years, both inside and out. As Baumhof prompts, drawing on a career of experience that has touched almost every international brand, in hospitality only the physical building must be preserved. “If you have a hotel built in the 1960s and the outside architecture cannot be changed, remember the inside can and so too can the people. They need to reflect the needs of customers and those are always changing,” he says, revealing that in combining the winning elements of all the brands he has worked for, he believes he has found a common denominator. “It’s service engagement. Entering a lobby and being engaged in your surroundings. It differs between generations and it differs between professionals and travel reasons. But the brands need to realise these differences and so too do employers for training purposes.” Speaking of those teams, at this particular Intercontinental those associates, like Baumhoff are employed by the hotel’s owning company – with whom he has had a close working relationship since 1985 – and that, he reveals, is the unique difference in this property. “We spend a lot of time on training. Changing any HR policies is much harder to do in Europe than in the Middle East. In the same way that the financial returns in Europe are a lot longer and business are built to last for longer periods.”
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Calling the shots Baumhoff’s philosophy was honed over 40 years’ industry experience; time in which the industry has changed significantly. But despite the obvious increases in investments, revenues and pace of development, his observations of the most pressing and seminal change are at a stark contrast to the industry’s position currently. It’s a stance many express concern about in the cosmetic design of properties today – particularly in the Middle East – but rarely at an interpersonal level, or in terms of who sets the industry’s agenda. Baumhoff begs to differ. “When I moved into managerial roles, in the old days, the brand took very much the leadership and demands on
Now, the owners and developers are driving brand changes and the brands have to change to those needs
the developers and owners and that brand dictated everything that needed to be done. “Now, the owners and developers are driving brand changes and the brands have to change to those needs,” he begins, counting the rise of the core brand diversifications for the “global nomad” from Aloft to Andaz amongst his anecdotal evidence. “The big international chains are particularly looking at the future guest, the global nomad, the young executive. The management structure at Intercontinental Geneve, allows us to do that within our current frameworks. The impact the new design had on the hotel is amazing and by running it I can do more than the general requirements of an Intercontinental property,” he continues, concluding: “I have that freedom to add to the expectations of the typical Intercontinental guest. I can add a lifestyle and service offering to focus on the individuality of a guest.”
STATS
333
Guest rooms
49 Suites
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3
Residences
24
Hour fitness suite
16
MICE spaces
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2
Dining venues
1
Clarins Spa and Institute
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EXCLUSIVE EXPANSIONS With more than four decades of experience as a senior hotelier, Ulrich Eckhardt, Kempinski’s president of Middle East, India and Africa talks world-wide development plans DQG GHƬQLQJ OX[XU\ LQ DQ HYHU FRPSHWLWLYH PDUNHW
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VP SPOTLIGHT
W
ith plans to increase Kempinski’s global portfolio by 2020, Ulrich Eckhardt, president of Kempinski Hotels, Middle East, India and Africa is set to oversee growth for the group over the coming years, whilst keeping in line with the brand’s ethos of luxury and exclusivity. As Europe’s oldest independent luxury hotel group, Kempinski currently manages a portfolio of 76 5-star properties across 32 counties which represent the brand two thirds as a luxury city hotel. An additional 12 hotels will open throughout 2014, four of which have already launched and eight are to come, reveals Eckhardt. “A key message from Kempinski this year is that we are growing and we are here to stay, year on year we are developing our presence in the market as a company and as a brand, particularly in the Middle East. Our main focus lies in this region right now and I hope to further develop that in years to come,” the president says. Already this year, new openings include Kempinski Hotel Fleuve Congo Kinshasa, the Burj Rafal Kempinski Riyadh, Hôtel des Mille Collines managed by Kempinski, Kigali and Grand Hotel Oyala Kempinski. In the pipeline for the remainder of 2014, Yanqi Lake Kempinski Hotel Beijing and Yanqi Lake State Guest House will open gradually from Q3, as well as Kempinski Hotel Changsha, the Phoenix Hotel Dalian, Kempinski Hotel Gold Coast City Accra and the Du Parc Kempinski Private Residences. Followed by further openings in Q4, the brand will launch the Royal Maxim Palace Kempinski Cairo, in addition to the Summerland Resort Kempinski Beirut and Marsa Malaz Kempinski as the first 5-Star hotel to open on The Pearl Qatar. It’s a bold move away from the staunch refusal to operate a total portfolio greater than the number of years the company has been in business. Thus capping growth at no more than 117 properties, Eckhardt
prompts: “Yes, we are constantly developing, but we are expanding very selectively and our growth is very limited as we are not a supermarket of brands. Our growth is determined by the term ‘luxury’, and the moment that luxury becomes a mass product it will no longer be luxurious. “Although, we are expanding and aim to be present in key markets catering to travel requirements of our clientele, we only grow strategically and occasionally opportunistically. We stand by our motto,” he adds. Despite the Middle East being a key market, Eckhardt notes that other markets of interest for Kempinski are cities such as London, Rome, Paris and Madrid. Over the next six years, he divulges Africa will see heavy investment from the chain, in addition to the Caribbean, Yemen and Egypt. However, as Kempinski’s property portfolio expands, in order to enter new locations and raise the bar to compete in an ever-expanding market, “we must always shed the bottom 10 or so properties, to loose hotels that no longer qualify in our perception of luxury in the present market. This filtering process forces us to continuously critique ourselves.”
Many cities have VXƪHUHG D VWDWH of ‘post-natal depression’ so-tospeak, following a major event
Defining guest luxury Looking at the current market and reflecting on his time in the Middle East since arriving in 1997 to oversee the final construction and preopening phase of Kempinksi Hotel Ajman, Eckhardt elaborates on the changing ways of guests, their perception of what luxury is and how their demands evolve. He explains: “Guest demands are constantly changing as the profile of the guest changes and the travel market broadens. Overall, demands now are more geared towards electronics, everyone wants free WiFi, improved mobile reception and easy accessibility
We don’t provide a uniformity, luxury is an individual experience
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to both.” Observing growing health-conscious trends, Eckhardt adds: “There’s also high demand for increased variety in cuisine, people are more concerned about their heath and there are more nationalities travelling, such as the Chinese, so we have to develop our menus accordingly to suit all requests. We offer luxury after all.” Considering the idea that luxury means something different to everyone, the president admits Kempinski tries to individualise the experience of ‘luxury’ to suit the needs of each guest. “We don’t provide a uniformity, luxury is an individual experience,” he elaborates.
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Future forecasting Equipped with a wealth of knowledge and achievements, including successfully adding the Emirates Palace to Kempinski’s portfolio in 2005 and leading the group’s entrance into Africa and India, he is quick to add his personal opinion to the conversations regarding regional growth following the announcement of Expo 2020. “I believe the next six years are going to be fantastic in this region, but we must remember, there’s always 2021. Although plans for the UAE in particular are inspiring, I do occasionally ask myself, are these plans credible and sustainable, or are they border-line idiotic? Many cities have suffered a state of ‘post-natal depression’ so-tospeak, following a major event and I worry this will be the same case for Dubai. If plans go as expected, there will be a tremendous amount of oversupply in the market,” Eckardt believes. On a positive note, he divulges that in approach to 2020 Kempinski is benefiting from passive trade and the brand is currently riding a high wave in terms of occupancy. Concluding, Eckardt says: “The Middle East is a market with much potential for Kempinski right now, and I wish Dubai the best of luck.”
50
COVER STORY
Gen Y has caught industry in the headlights. From recruitment and retention to remuneration, what do the next generation of hoteliers really want from their employers and what do the educators think? Hospitality Business 頭QGV RXW
51
COVER STORY
I
f you’re a future-focused mid to senior level manager with an eye on global travel trends, you will be well aware of the changes on the horizon. Yet booking habits, guest profiles and the changing habits of super-rich are only half the battle. If you’re a reader of any type of mainstream media, you will be equally worried about the associates you will apparently have no choice but to employ during this critical period of innovation, otherwise known as Gen Y. The first hurdle occurs in tempting Gen Y graduates into the hospitality industry. Following a successful talent search and the subsequent recruitment drive, they will demand to be placed alongside managers who work on aspiration, rather than administration. And if they don’t like how things go? They will move on to the next employer without a second thought. It seems the future could be far from bright. Yet few of the four million plus Gen Y ‘research’ articles indexed online, actually quote any next generation members of the global workforce and the blind regurgitation of statistics would have the world believe the hotel industry is about to implode due to the inflated sense of entitlement we are about to observe across society. Today’s picture Globally hotel companies spend 30% of revenue on labour relations due to turnover rates academics peg on the scale of 60 – 300%. In his book “The high cost of employee turnover and how to avoid it”, John Hester places the estimated cost of re-recruitment at anywhere between 30% and 250% of the annual salary of each individual role. The situation is far from ideal, but are the numbers really the fault of a generation raised in a world that has seen more innovation, change and turmoil than at any other point in human
Stats
3.3m
New jobs will be created in tourism worldwide
hospitalitybusinessme.com
14%
history? Dr Andrea Luoma, of the Glion Institute of Higher Education, observes Gen Y as a group with “A strong belief in their abilities, a desire to change when they see no more value, and a need to more guidance and feedback than previous generations. She says: “Overall they are more optimistic and tenacious, they are great multi-taskers, and have a constant need for success.” On the surface they’re the qualities of a star employee, but preliminary research conducted on the first Gen Ys to enter the workplace, begs to differ. Based on this data, there is factual evidence that Gen Y has a tendency to change jobs more than any other generation previously. While more than half of baby boomers would stay in an organisation for a minimum of five years, one in four Gen Y members will remain employed in a single firm for five years. In an international industry, with a high degree of regional recession proofing and a seemingly endless pool of appointments, few could blame the young and ambitious from capitalising on the situation. Stuart Jauncy, dean of Emirates Academy of Hospitality Management, which marks its 10th year of graduates in 2014, has a clear message for the industry if it wishes to improve retention rates. “The next generation of hoteliers want structured career paths, which enable them to grow at an incremental rate into senior positions.” It’s not great news for the independent, local and regional chains, but the internationals who can support new opportunities based on promotions or new locations, will benefit. Drawing on more research, Luoma observes one factor could be that while employers are keen to bemoan a lack of loyalty among Gen Y employees,
Of the global workforce will be dependent on tourism for employment
260m
Jobs in tourism will be indirect employment
1.7%
KEY SKILLS Dr Stuart Jauncy, Dean at Emirates Academy of Hospitality Management names the top skills for the hospitality workplace t Technical skills across IT, HR, marketing and food services, an understanding of food preparation, and an understanding of quality and service. t Cognitive skills and ability to organise and plan events with the forward thinking to make things happen. t Emotional skill sets. In other words to understand that we work in industry to satisfy our customers and the only way we can have a high level of customer satisfaction is WKURXJK VWDƨ VDWLVIDFWLRQ t A positive mental attitude.
Increase in direct employment through tourism
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87.5m
Will be directly employed in tourism, globally
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COVER STORY
Name: Nan Zhang (Nicholas) Dream position: HR department Ideal deadline: Depends on location What’s the most surprising thing you have learnt about hospitality so far? The importance of team building.
Name: Alaa Mohamad AlHadad Dream position: Restaurant owner Ideal deadline: By age 30 Why did you choose to study hospitality? The multicultural environment and industry as a whole really helps you to grow.
Name: Raaghav Murugappan Dream position: Entrepreneur Ideal deadline: By age 30 What do you look for in a potential employer? Recognition of contributions and rewards for them.
Name: Moditha Manamperi Dream position: Director of F&B Why did you choose to study hospitality? You cannot make predictions in this industry but if you enjoy working in it you will do it for the rest of your life. You need that passion.
Name: Dyno Mark Francis Duque Dream position: Director of marketing Ideal deadline: 6HSGHM ƥUD XD@QR What’s the most surprising thing you have learnt about hospitality so far? Nothing is what it seems.
Name: Hani Saeid Amiri Manesh Dream position: GM Ideal deadline: Opportunity dependent What do you look for in a potential employer? A company which believes in leading by example.
Name: Radhika Jayesh Budhbhatti Dream position: Senior leader Ideal deadline: Five years What do you look for in a potential employer? Vision and the ability to motivate and inspire, they follow best practice procedures systematically.
Name: Amoolya Biju Gopi Dream position: Head chef/ restaurant owner Ideal deadline: 2027 What’s the most surprising thing you have learnt about hospitality so far? 3GD DƤNQSKDRR E@¢@CD CNDRMŗS QDƦDBS SGD G@QC VNQJ ADGHMC HS
Name: Arya Ruhan Zhao Dream position: Director of rooms Ideal deadline: 2024 What do you look for in a potential employer? One who can help you to learn more and also mentor.
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COVER STORY
the issue they ignore is that Gen Y themselves expect just as much loyalty from the employer. The tables have turned and she dispels the myth Gen Y change jobs for promotions and instead asserts that her own experience demonstrates different contributory factors. “People from Gen Y and Gen Z want to find new jobs and this seems to be related to employers not delivering on the promises – real or implied – provided at the recruitment and hiring stage,” she says. “Organisations are aware of changes among the employment wants, needs expectations and attitudes of Gen Y, it’s just that few are actually making the changes to adapt to them. Once in the work environment, Gen Y actually seem less willing to leave a job compared to other generations, yet they do for pay, to find matching values, and for a greater sense of creativity, job interest or responsibility.” It’s a point reiterated by Emirates Academy of Hospitality Management student, Amoolya Biju Gopi, who is in the first year of a Bachelor in Business Administration in International Hospitality Management. She says: “In positions of leadership it’s always important to have a fresh perspective, that’s why we move from one job to another. Our growth can be stunted otherwise and it can affect our motivation and ambition to remain in the same place. We live in a different time to Gen X and we have opportunities they did not. It’s only natural we look to exploit these.” The academy already counts a number of graduates in corporate positions,
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Students dispel the Gen Y myths 1.Gen Y are happy to respond to personal messages in work, but don’t want to respond to work emails/calls outside of the workplace True
False
2.A company’s CSR policy is important when looking for jobs True
False
3.A high salary is more important than ethical employers True
False
4.Paying a GCC national more for the same job is par for the course in industry True
False
As answered by Emirates Academy students
while Jauncy also notes a rising demand in education for high-end management, adding the strength of the industry, its employment opportunities and the robust pipelines seen in the Middle and Far East, could be the industry’s own worst enemy when it comes to retention. “The industry is increasingly international. One study finds most graduates move units, possibility companies and even continents, every three years.” Observing a ‘March of the Multiples’, he continues to explain: “What has happened in the hospitality industry is that a few companies have become very large companies and these now provide
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highly professional and controlled career structures for graduates.” Breaking the mould The popular mantra in hospitality is ‘hire for attitude train for skill’. Although many are keen to turn this swiftly on its head in the name of innovation, when it comes to a service industry of the greatest proportions tradition is the way forward, but seismic change is unavoidable. Luoma says that while Gen Y’s growing presence should hopefully force new engagement approaches, and a more flexible approach towards work hours, cellular phone usage, and uniforms, the demands are not themselves unreasonable. “Gen Y will hopefully make organisations prioritise their commitment towards employees in ways that go beyond regular pay and benefits to consider such aspects as personal and financial rewards for performers, CSR and environmental policies and values, a greater work/life balance including providing advice and guidance on how to achieve them,” she adds. And in terms of education? She predicts: “Some companies, but definitely not across the board, have acknowledged they have to adjust and coach longer than in the past, as well as provide intensive training to enable the growth necessary for the brand and to accommodate Gen Y’s needs.” It’s a point Emirates Academy of Hospitality Management student, Nicholas Nan Zhang, echoes: “Companies need a programme for fresh graduates to help them move into senior roles. Tuition is expensive and I think a programme of this kind would be excellent. A career isn’t driven just by salary, but you need to finance your future.” The schools themselves are accustomed to evolution and as the role of tutors moves forward there will be a greater fluidity between industry and academia. Jauncy explains: “Hotel schools can no longer be seen to be isolated from industry, they must develop very strong industry links and because of the globalisation of the industry, hotel schools themselves have to have global academic credentials and validations.
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COVER STORY
He continues to predict this will simultaneously demand a similar fluidity within organisations due to the digitalisation of systems and their increasing complexity. “There is obviously a need to restructure the industry and I suppose that provides a challenge to the traditional departmental structures, particularly at corporate level. For example what you need now are decision makers at a senior level, people who can read and interpret data which IT provides to you, rather than being able to provide the data yourself for example. There is no need to have divisions between HR management and financial data and operating and purchasing data because all of that data is so accessible.” The ability to arm students in their 20s with the skills needed to weather these changes, while also helping them to develop EQ and soft skills is no mean feat, but it’s far from impossible. Recalling the changes of the 1990s, when the importance of cultural management emerged and was linked to organisational culture and high quality provision, when yield management became mainstream and personnel management became human resources management, he adds: “The main things to emerge were about creating a more rounded focus on developing employees, rather than seeing them as fitting a job role.” The situation today is that industry appears to have forgotten how to manage its people and how to fit jobs around them, rather than trying to fit the person into the job. Debates rage – globally, nonetheless – over the seemingly inevitable remoulding of industry by Gen Y. Today’s hospitality students want to
affect and create change – a natural side effect of the ambitious. They want employers who are people focused, in terms of their personal career development and CSR, and they want to see workplace equality. When asked what he would change about the industry Emirates Academy student Dyno Mark Francis Duque, says: “There remains an element of cultural bias in the industry when it comes to recruitment, remuneration, promotion, appraisals. It’s not a picture we want to see but it is a true one. People are recruited to be a face, rather than on merit.” His peer Hani Saeid Amiri Manesh, adds: “If I were a GM service staff would be highly valued. Hopefully creating that culture in one hotel would create a domino effect over time. People follow good ideas.” The next step How is it plausible to expect children raised in an age of unparalleled connectivity, greater pressure and stimulation from multiple sources in an increasingly global world, to mimic the behaviours of those who were not? In
such context, should the real question not be: How do we integrate change with minimal disruption? Luoma warns inability to grasp the hypothesis will continue to impact on retention rates. She says: “Gen Y want career development opportunities and to be fast tracked to that development however, hospitality businesses are poor at best in this regard. “Students expect employers to value their education. They expect a level of routine but also for employers to provide opportunities to work on interesting, challenging and creative projects.” It seems far from rocket science. In the same way previous generations have needed motivation and structure, the primary differnce here is that motivation is no longer exclusively tied to money. The reasons behind that shift could be endless, but as Jauncy explains: “Students today want to see a structured, logical progression. I think they want an employer who will help them to maximise their own potential and provide a tailored pathway for them, so they can see where their career will go in the future.”
The global Gen Y workforce
H T
T
2011
30% of Australian workforce is Gen Y
2011
8.2m students graduate from higher education
2013
More than 30% of the tourism workforce is aged 15 – 24
2015
Gen Z alone will account for 26% of the total workforce
2015
Half the global workforce to be Gen Y
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Gerald Lawless CEO, Jumeirah Group
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INDUSTRY ANALYSIS
According to a not so new wave of thinking, IQ is not the intelligence barometer hospitality managers should be turning to when recruiting and developing team members, or dealing with guests. Jayne Morrison, regional director IRU{6L[ 6HFRQGV{0($ shares the essentials of emotional intelligence
I
n 1995, psychologist and science journalist Daniel Goleman, popularised a concept originally introduced by American psychologists John Mayer and Peter Salovey. Their revolutionary approach to personal development urged business leaders to discard IQ as the only measure of a personâ&#x20AC;&#x2122;s intelligence and also consider the impact of emotional behaviours. Since then, the infiltration of emotional intelligence (EQ) to the work place, specifically in service oriented industries, has been described by Goleman himself as phenomenal. Global research conducted by Six Seconds confirmed the impact. Questioning 75,000 respondents from over 50 countries â&#x20AC;&#x201C; in the Middle East the sample covered Saudi Arabia, Jordan, UAE, Lebanon, Qatar, Palestine, Bahrain, Afghanistan, Yemen, Iraq, Iran, Kuwait, Oman, Syria and Turkey â&#x20AC;&#x201C; respondents were recruited for equal representation
Actions speak louder than words
7% VERBAL
36% TONE
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across gender and age groups, from 2011 â&#x20AC;&#x201C; 2013. The regional results are staggering. The Middle East scored 99.5 (see right), which while strong falls below the global average by half a point and signals some red flags. )@XMD ,NQQHRNM QDFHNM@K CHQDBSNQ ENQ^ 2HW 2DBNMCR^ ,$ DWOK@HMR Ĺ&#x2122;(S LD@MR VD are falling into what we call a functional zone. When everything is in balance, life is calm and we are on top of our game, we can cope with things well. But when things get out of kilter, it creates challenges. Thatâ&#x20AC;&#x2122;s when we become more and more reactive and thatâ&#x20AC;&#x2122;s what I see in hotels, because they are such incredibly busy environments.â&#x20AC;? Morrison, herself from a family of hoteliers and a career with top international chains, asserts that problem solving â&#x20AC;&#x201C; particularly in a service industry â&#x20AC;&#x201C; does not only require IQ, but EQ.
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INDUSTRY ANALYSIS
Globally, data shows EQ is in a state of decline
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Those with strong EQ skills she explains, are also more culturally intelligent and better leaders for it. The pattern of trust this creates in the workplace in turn creates strong role models and, when the average person picks up 80% of what they see and 20% of what they are told, thatâ&#x20AC;&#x2122;s important to consider. 2GD RTQLHRDR Ĺ&#x2122;3GDQD HR @ CHQDBS correlation, and the research shows us, the emotional intelligence of a manager has direct impact on the engagement of teams and, therefore, performance.â&#x20AC;? Worryingly however, the data also shows EQ is in a state of global decline. According to Morrison, this is due to a number of factors, but perhaps the most surprising is the role of technology in our rapidly paced lives. Ĺ&#x2122;(M SGD @UDQ@FD C@X VD G@UD more sensory stimulation than our grandparents had in a year. This level of complexity in our everyday lives is incredibly challenging and is one of the reasons we hypothesise EQ is decreasing.â&#x20AC;? Correlating the data with the social trends we observe in the Middle East today that hypothesis gains further BK@QHSX RN NUDQ RSHLTK@SDC @QD VD VHSG technology, the influence of this along with money, stress and other demands, is making us busier, but actually far less effective as our people-skills decline. Based on the Six Seconds research, the â&#x20AC;&#x2DC;brain typesâ&#x20AC;&#x2122; found to be prevalent in the Middle East show a lack of collaborative skills, and so the picture widens (see graphics on page 58). Noting the high incidences of stress she happens to observe daily, Morrison RODBTK@SDR Ĺ&#x2122;2D@QBG DMFHMD RS@SHRSHBR show people are looking up EQ and mindfulness more now. Why? Because people are trying to find remedies to cope with stress. But the more stressed we become the more technology focused we become and the less we interact on a human basis.â&#x20AC;? Hotel EQ-nomics The key message is that emotions are contagious and while itâ&#x20AC;&#x2122;s imperative for every team member to develop their EQ skills, the idea of emotional contagion is especially crucial to those at the SNO R ,NQQHRNM CDCTBSR Ĺ&#x2122;3GD ODQRNM
INDUSTRY ANALYSIS
Mirror neurons GM/MD Mid-level management Supervisors â&#x20AC;&#x201C; directing customer IDFLQJ VWDĆŞ )R+ s OREE\ ) % KRXVHNHHSLQJ VWDĆŞ have most contact with the guests
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Of the competencies a leader requires are EQ related.
who has the most power has the most contagious emotions.â&#x20AC;? Again referring to the science behind â&#x20AC;&#x2DC;mirror neuronsâ&#x20AC;&#x2122;, this means that, no matter where you sit in an organisation,
your EQ has impact on the guest experience and, ultimately, their loyalty. Service quality filters from the top down (see diagram, left). Apply this to the common approach of loyalty programmes and you see the preference-logging model is almost redundant. Ĺ&#x2122;6GX CNDR @ GNSDK DWHRS (S CNDRMĹ&#x2014;S exit to make money it makes money to exist, but why does it exist? It exists to provide luxury, ambiance, pleasure, opportunity to enjoy yourself. People need to see that vision in order to understand how their individual role fits,â&#x20AC;? Morrison advises. For Morrison, the front line staff â&#x20AC;&#x201C; who locally, due to nationality are far more service than entitlement driven â&#x20AC;&#x201C; are the saviours of what could otherwise be a disastrous situation. Moving forward, she believes the integration of EQ awareness and enhancement practices will be integral. To an extent EQ develops with age, but Morrison relays that the penny drop effect of teaching the system is in itself remarkable. However, faced with a regional culture that is far from at one with forward or collaborative thinking, and a booming service industry â&#x20AC;&#x201C; forming the backbone of local national cultures â&#x20AC;&#x201C; the next step is clear. EQ puts a name on the skills hospitality recruitment has always focused on; personality, character, the ability to recognise and control emotions. It also provides us with a learnable, measurable skillset that we can use to develop people ,NQQHRNM @CCR Ĺ&#x2122;3NC@X HE GNSDKHDQR are not first of all using EQ as part of their recruitment process then secondly embedding that in their L&D, they are really missing the point. These skills are like muscle; know they exist, exercise them daily and you will have a much calmer, balanced customer-focused environment. An environment that creates magical experiences for guests, builds loyalty and creates customer advocacy.â&#x20AC;? Ĺ&#x2122;3GD VGNKD @QD@ NE MDTQNRBHDMBD HR developing rapidly right now. We need to be aware of those developments and take advantage of these advances in science in order to take our industry and the region even higher.â&#x20AC;?
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ROUNDTABLE
the local touch While nationalisation quotas re-shape the GCC’s business landscape the UAE has yet to impose private sector Emiratisation quotas, instead focusing on organic attraction and appointment on merit. But how will the hospitality industry re-awaken a centuries old tradition in the country’s young workforce in order to compete with the rest of the private sector?
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otels as we know them today first arrived in the UAE four decades ago. Clustered in zones of social and economic activity, these globally branded properties opened to serve the international business travellers seconded to cultivate the energy industry and national infrastructure projects. It wasn’t just international branding those first operators brought to the country but an international staff, and a culture for recruitment unheard of outside the GCC. While the system worked for
generations, the position now is one of quandary – a growing national youth with a desire to forge meaningful careers, outside of the public sector, and an ever shrinking number of available jobs due to an extensively expatriate workforce. The challenge of this legacy is how to initiate change. How can the engrained culture for labour import be addressed, while preserving the current pace of business and presenting attractive career opportunities to a generation with a global reputation for restfulness, regardless of their nationality?
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Further issues prevail surround the micro-economics of each industry the Emirati youth is to be tempted into. From salary structure to cultural integration and annual leave allowances, debate occurs: Should associate compensation be based on nationality above job title? Is work experience needed to initiate passion from an earlier age? And why, in such an international industry, with workplaces inclusive of dozens of cultures, is there such a problem integrating those indigenous to the country of operation?
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ROUNDTABLE
FROM TOP LEFT: Ali Al Hosani, Samaya International; Ayman Alawadhi, Corporate Business Services; Fauz Gataby, Director, International Development, SEC, Swiss Education Council; Talal Atturkhan, HR director, Sofitel Abu Dhabi Corniche; Andy Heath, AON Hewitt; Henning Frees, Habtoor Hotels; Assia Riccio Smith, National Institute of Vocational Education (NIVE); Mary Farmer, director of Glion online programmes; Mukta Verma, Partnership Manager NIVE; Anouk Tenten, Glion Institute of Higher Education.
Why are there so few nationals in the hospitality industry? Andy Heath: Primarily we have found it is due to the historic traction of the private sector to national talent. 72% of public sector jobs are taken by nationals, and historically we have seen people going into jobs their families recommend, or following a career path similar to that of their parents or other relatives. We have found private sector is becoming a lot more attractive, but areas such as financial services are far more popular. Henning Frees: We at Habtoor have attempted to identify where the gaps are in terms of where we can attract more national talent to our workforce and we have narrowed that down to four things (see box on page 65). It’s a marathon it’s not a sprint. You
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can’t mandate measures and next year see results. It’s something where we all have to put in an investment, have the right strategy and as we as an industry move in tandem, we will create more opportunities. That’s the thought behind our efforts. AH: It’s not just attraction to the private sector but the future of the public sector. At some stage the public sector is not going to be able to accommodate the 30% increase in wages seen last year. At some stage, the government is not going to be able to afford to keep all their nationals employed on that salary scheme and as a result more will have to look at the private sector, especially in Gen Y. Talal Atturkhan: It’s a question of changing the mindsets of all parties in terms of the industry, the private sector and the Emirati nationals. Firstly, assuming the types of jobs people do and do not want to do will only block progress. Secondly, with my previous company, we embarked on a programme to change the perception of the hospitality industry. We invited school students into the hotel to show them how it actually works and the different aspects of the industry and we also had an internship programme. Based on our experience on nationalisation the GMs and HR directors then created a guide to recruitment, compensation and the different types of procedures that would need to be implemented. Now I’m with Accor who started with one person in corporate office in Abu Dhabi and now today have at least three Emirati nationals in each hotel, working in operations as well as more people in corporate office. AH: That level of engagement is key, alongside training and employer branding. It’s about making yourself attractive to nationals and Gen Y and making sure those people come from universities and schools equipped with the correct skills for industry. Those are the key challenges
to attracting anybody. Hospitality companies should be partnering with education providers to ensure courses are correct for the sector and to ensure the people entering those institutions are taught transferable skills. Engagement, training and employer branding are key. Ayman Alawadhi: There is a conventional argument that public sector offerings compared to private are totally imbalanced, which creates favour to the public sector. It affect everything from weekends, to annual leave, as well as compensation. This will always be an issue for UAE nationals looking at the private sector because if we don’t balance the situation, the traditional employers will always be favoured. When we at CBS try to attract this group we at least want them to experience the job, see the career path they could have, and have access to directors who can mentor them. We are constantly trying to enrich their knowledge of the industry and I think this is something we all have to do.
Public sector anywhere else RƪHUV KLJK security, but lower compensation and WKHUH LV D WUDGHRƪ Here it is the other way around
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Addressing these points, does the public sector need to address its employment contracts; does that onus fall on the private sector; or do the young people coming into workforces – around the world – need to lower their expectations? AA: It should come from the Ministry of Labour. I believe MoL must come up with a formula to align the public and private sectors then we can push the subject further and create an appetite for the UAE nationals to join the private sector. Is there more the hospitality industry could do in terms of attraction? There is opportunity for top level management, engineers, financial controllers, IT directors, opportunities to travel; should the industry market itself to employees as it does it guests? Ali Al Hosani: In 1991 I was the first Emirati trainee in Abu Dhabi. I was with an international hotel for a year and I
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faced some challenges. They trained me in all departments from FoH to finance and I felt then, in 1991, that I was different to the other associates. I had just graduated and entered the industry and I felt I was not integrated through personal interactions or training. After six months I raised the issue. I had learned a lot of things I could not have learnt from government, then I moved into head office and I saw their challenges between owner and operator. After that I moved to Abu Dhabi Tourism Authority and we established a committee to work on nationalisation but every time we did, we failed, even as a semi-government entity, and we have to be honest in why we failed. I was vice chairman at ADTA and I can say we only worked cosmetically. Consider one issue; we want locals to work in hotels. They say the salary is too low – do we compensate or further train to so they can qualify for a higher salary? Consider the salary graduates demand today is AED35,000 or more in the public sector, what will they get in a hotel? Now I have my own company opening hotels, restaurants many things and from the business owner perspective today I sit in a different seat. You can recruit to reception for the representation, but what about back office? Imagine the benefits of having UAE nationals in sales. I think it should not always be a government initiative that we wait for. It should come from us as the private sector. This is what we can do and this is what we want to do. You have said previously that you do not believe in quotas and that the economy should be kept free, but how do you propose progress should be measured? AAH: We see our future generation as a part of the hospitality industry, men and women, employment on merit. It shouldn’t be token employment to hit quotas. What do young people want? A career path. Make it crystal clear that today you are here and being paid X, in five years you will be here and you will be paid X amount more. TA: They also want to see permanency, which is why they opt for public sector
ROUNDTABLE
AON Hewitt Qudarat research on public vs private sector satisfaction 120 100 80 60 40 20 0
Confidence in leadership Public sector
Recognition
L&D opportunities
Private sector
The Qudurat study is focused on understanding what drives and motivates talent in the region, with an emphasis on understanding national talent. The research includes participation from more than 100 public and private institutions including Gulf Air, Emirates NBD, Alghanim Industries @MC #NKOGHM $MDQFX ^
and the stability that provides. We have produced a guide to demonstrate the hospitality career path for school students. AAH: Again, this is cosmetic. There are national companies which, out of a staff of 20,000 employ 75 Emiratis. It’s not imposing targets, it’s about social responsibility and companies should work towards that. How many people have the international groups sent for education outside of the region? None. I would support an initiative, but we have to work together and the international companies have to do their part too. Mary Farmer: The whole issue around quotas is a very hot topic. Some countries insist on it, for example Rio Tinto in Mongolia has to have a 70% Mongolian workforce. You can’t say that seven years ago when that operation began the recruitment was easy, but they had to do it. Now they have a high level local workforce, you have to start somewhere. Having worked in gender balance also, you hear the opinion that it’s all about meritocracy, but what you have here is a
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real systemic and implicit stance against seeing whose country nationals have talent. It comes both ways. We’re talking about supply but you must also consider demand and perhaps without the push there is not really going to be a huge demand. I’m not saying quotas are good for everybody, but we see in other countries that UAE nationals have to go abroad for a very expensive education and when they return they want to cash in on it. So the financial sector and IT, etc look a lot more attractive than what we see in hospitality, which is long hours and lower wages. AAH: Hotels have an asset to manage and an owner has a head office. So it doesn’t have to be a receptionist, it could be head office. You have now property, transportation, media, management, even property development. it’s a huge sector. We are not talking about one hotel or one property, but we have to put initiatives in to create interest. Essa Al Mulla: Dubai Tourism has Maharat programme, and we also have the Star programme. Emirates National Development Programme is the only one to work outside of one emirate and we attract young nationals from around the country to work in the private sector. It’s not difficult to attract interest, but the facts are that of the total hotel industry workforce, only 2% is Emirati and in the service industry it’s 8%. DTCM is doing very well with its nationalisation so we no longer work directly in hospitality. And the industry is attractive if spoken about in the right way – every day will be fun, exposure to people and travel, you will have a lot of different training. Training is important to UAE nationals. Talking about private sector initiation, Habtoor has been taking huge steps towards its own self-enforced programme for the last 18 months. Henning Frees: When you look at the landscape of positions, you have people who can take transferable skills from other industries, but when it comes to the hospitality specific jobs, such as F&B, housekeeping, revenue management, it becomes much more difficult and we need a pool of talent.
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We have a wonderful programme established to make us attractive to job seekers at an entry level and we work with a number of government entities and programmes for referrals, but we struggle for people. We are all attending the same career fairs but you have an attrition when you come from interviewing 100 to getting CNVM SN SVN ODNOKD VGN KHJD SGD NƤDQ @MC the package and want to work with you in the industry. Itâ&#x20AC;&#x2122;s an evolving process. What we have to understand is in the public vs private debate you need to look elsewhere in the world. Public sector anywhere else offers
high security, but lower compensation and there is a tradeoff. Here it is the other way around. Here you have high security and high compensation and the government is fortunate to be able to do this, but what that creates is an anomaly in the employment market for job seekers. If you have the opportunity of compensation and security or a sector that is bound by business fluctuations, compounded with this industryâ&#x20AC;&#x2122;s salary level, you have a lot stacked against you. MF: On campus, JP Morgan is one of the largest recruiters because who should run the customer service centres of one of the biggest financial houses better
than hospitality graduates? There is a wide range of potential jobs for these graduates outside of the industry. AAH: Even government will recruit them for some jobs. HF: Going back to Aliâ&#x20AC;&#x2122;s point about feeling he was treated differently we are, as an industry, learning from our mistakes. We may have the vision and strategy but when it comes to implementation this is where in the past we have hit roadblocks. We want more local nationals in place, but then when it comes to it, there tends to be a lack of understanding as to how we work together. Our main focus is preparing the ground and the rest of the workforce to be inclusive and to embrace them in the work force. We have limited touch points and at the end of the day they need to feel they are valued, that there is a sense of community. If they are excluded they will never be motivated to stay and grow. We have adopted the principle of change agents and we have hired an Emirati HR manage, somebody who came with transferable skills, never worked in hospitality before, but understands what it takes and what is required to create this welcoming atmosphere for local nationals to work in the company. EAM: The government was thinking of a quota, but it needs to be healthy. Quotas can be a double edged sword. Talent can be lost when quotas are pushed and there is a lot of success in the market already. For example only recently, we have placed 500 nationals and trained 350 in public sector. Mukta Verma: To add to that, we must present employment choices from high school onwards and then allow Emiratis to select the education suited to the career path they are attracted to. There needs to be career counselling and guidance on the types of jobs available in that industry.
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60%
Engagement levels reported by UAE nationals working in the private sector
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34%
UAE nationalsâ&#x20AC;&#x2122; public sector engagement
30%
nationals at a higher risk of attrition in public sector, vs 14% in private
JUNE 2014
42%
surveyed Emiratis felt engaged in the workplace compared to 51% in Qatar
AH: I still think this is a little about Gen Y, too. We’re not talking about attracting the 40 or 50+ age group, we’re talking the 20 – 30 age bracket and they do have different requirements from their employers, which come down to three areas: L&D, tailored compensation, and guidance. Anouk Tenten: We have research on Gen Y and also why people want to work for certain brands. We found the money is important but not as important as passion and also how the business operates in terms of CSR and ethics. Assia Riccio-Smith: What I find interesting is that it’s about money. I started on a low salary too, but I was passionate about this industry. So yes, salary has a weight and they need to be paid, but we need to attract passion, that’s what this industry is all about. Hospitality isn’t a service, it’s an experience. If you promote it as a service industry, people will believe they are going to be a servant. AH: Tailored work place policies, rather than just saying this is L&D and not changing from the top down, but looking at yourselves and how you can change, creates employees who are still smiling at the end of the day and who want to come back again the next day. AT: It goes back to one of the first questions of whether the industry has to change. What are they offering the new generation and also different nationalities? On our campus we have diagrams in the hallway illustrating what the various brands are doing in terms of when they hire talent and how quickly they can progress, versus entering higher up but not progressing for a long time. With Accor, we have an agreement to see how we develop talent together and it means every moment employees
are in work they feel valued because conversations are two way. TA: It comes to a point where we need to start on the action and this is one instance where that is becoming more urgent. We all know we require changes but whether we have a push from the government or within our industry, we need to take action somewhere. It may take some time to see results, but that is the next step. How does an industry move from talk to action? Where are the best examples of success to learn from?
MF: There is a very good reason why many European countries have instilled hard targets for workforce diversity. In those countries the targets are for gender equality, but they work both for and against you. So when we can see that an idea is failing we can change the historical patterns. Firstly, we should call them aspirational targets, because the word quota isn’t accepted. Then promote the opportunities for that full career path, from hotel to airline. And again, for people to see a global opportunity you need role models, such as Emiratis who run 5-star properties in London.
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67%
of jobseekers in Dubai are joining the private sector, over public. Government is also freezing public sector recruitment.
80%
of new openings are in Dubai and Abu Dhabi – what happens to the young nationals in the other Emirates?
20,000
total job openings across federal entities, 2000 in schools, the largest employer, as announced by MoL.
JUNE 2014
10%
of the total of nationals joining the workforce. Therefore, the biggest employers in the public sector market can only employ
36%
reduction in the number of UAE national working in banking, 2012. Further 34% decrease in 2013.
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ROUNDTABLE
You donâ&#x20AC;&#x2122;t put somebody in a position because they tick a box, but when you have somebody who wants to follow a specific career path, you can train and educate anybody to do anything. Hospitality is a decision on how you live your life. We have students on campus from some of the biggest families in the world, we often have royalty on campus, which demonstrates the high level of students who could be at Harvard or anywhere, but they choose this. So changing industry perception shouldnâ&#x20AC;&#x2122;t be a problem. In France, which is our biggest source of students, ours is a very desirable profession and that isnâ&#x20AC;&#x2122;t money-based. The issue of nationalisation is almost interchangeable; women, country nationals, Gen Y, people who are nontraditional leaders in an existing organisation. Hospitality, whatever the sector, is dominated by tall white men and thatâ&#x20AC;&#x2122;s how it has been since the days of Conrad Hilton. Thatâ&#x20AC;&#x2122;s the self-selecting process around talent management. ARS: There are many inspirational leaders in the industry, but the challenge is accessing them. We need networking and learning opportunities. Becoming CEO or GM in Dubai is about status, so the bigger the gap between person X as a GM and person Y as a guest relations agent, the less person Y learns.
are confused today and this is the time education should guide them. Whatâ&#x20AC;&#x2122;s the next step? AAH: Nationalisation should be part of CSR, because as well as everything else, itâ&#x20AC;&#x2122;s about working with your local community. EAM: Success will come through longterm partnerships. Itâ&#x20AC;&#x2122;s not about quotas, itâ&#x20AC;&#x2122;s long term partnership. This industry wants to learn from others and we all have a lot of excellent ideas we can bring together. There are a lot of excellent practices in the market and I think we can move on from those. AAH: There needs to be a commitment from the private sector too. Instead we are waiting to hear what is and is not allowed. ARS: In Switzerland high school workshops are successful, as well as internship opportunities for Emiratis to work both here and internationally. EAM: We have implemented Mahara and there will be new ideas coming too. The plans need to be federal in order to give residents of all emirates the same opportunity MF: We are working with the government of Croatia, which has a strong need to differentiate its hospitality offering from the rest of Europe. In this case we have partnered between government industries and labour to strengthen local institutions and culture and making sure their tourism offering is truly Croatian. I see the same here. Appointing strong locals to top positions helps to sell a very unique experience. This country is built for MICE tourism, but why would people come here when they can go to Miami or Singapore? The Emirati experience. Thatâ&#x20AC;&#x2122;s the future opportunity we are missing. Itâ&#x20AC;&#x2122;s a centuries old tradition of hospitality and perhaps that has to be reawakened in the Emirati youth. A reminder that they invented this space, we simply need to reposition what is already there. This industry is intuitive to Emiratis, they donâ&#x20AC;&#x2122;t need international companies to come in and provide these services.
We should call them aspirational WDUJHWV EHFDXVH the word quota isnâ&#x20AC;&#x2122;t accepted
Going back to the earlier points on passion and the need to spark inspiration, in the UK the national work experience programme allows students in high school to spend two weeks with a scheme-registered company, in order to try a career before selecting the focus of their higher education study. Drawing on the themes of education, inspiration and engagement, would this work here? MF: Yes. AAH: I think sometimes having a hospitality company go to the high schools and colleges to visit the students and give them career talks on the industry is beneficial. Young people
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RESEARCH FINDINGS THE RESULTS OF STUDIES CONDUCTED BY THE HABTOOR GROUP, AS EXPLAINED BY GROUP DIRECTOR OF OPERATIONS FOR HABTOOR HOTELS, HENNING FREES Skills This is a complex industry to become acquainted with because WKHUH DUH VR PDQ\ GLƨHUHQW IDFHWV and areas, from operation to ĆŠQDQFH DQG PDUNHWLQJ 7R KDYH D general skill set you need to invest time to understand the industry. Perception The service industry has negative connotations and we are the epitome of a service industry. Although the perception is gradually changing, the notion of an acceptable career path for an Emirati is changing. Role models :H DUH JUHDWO\ VXƨHULQJ IURP D lack of role models of local or national status in GM positions and other designations in senior management. Role models demonstrate the potential in a job role or on a career path. Compensation It is no secret our industry, globally for the masses, tends to pay lower particularly in relation to us being a competitive environment. We are competing for talent and if the perception is lower pay, you wonâ&#x20AC;&#x2122;t have a competitive edge. The popular private sector jobs have a GLƨHUHQW SD\ VWUXFWXUH
Hospitality Business would like to thank Media Rotana, TECOM, for hosting this discussion in its business suites and Emirates National Development Programme , NIVE and The Glion Institute of Higher Education for its support in organising the discussion. For information on Glionâ&#x20AC;&#x2122;s programmes and hospitality education courses, visit: www.glion.edu
QUALITY THAT’S RECOGNIZED INTERNATIONALLY
The Glion Online MBA in Hospitality Management is the key to a global career. Exclusively available from Glion, it’s the only degree of its kind that is both industry-specific and internationally recognized. The flexible course plan lets you combine both work and studies, while getting an MBA that could take you all the way to the top.
If you’re ready for the next stage in your career, visit www.gliononline.com or call +31 20 7192500
67
COMMENT
The Relevance of Education in the Hospitality Industry Cesar Ritz, the man the iconic chain is named after, began as a waiter in Paris and Mohan Singh Oberoi started his career as a bellboy at The Cecil in Shimla, India. Karyn Williams-Sykes explains the importance of building on raw skill
Karyn Williams-Sykes Director of Professional Training and Development, The Emirates Academy of Hospitality Management
O
ne of the most inspirational facts about working in the hospitality industry is that you can start at the bottom of the ranks and work your way up. Many a General Manager or Executive Chef can tell you of his/her days as a busboy or a waiter or even a pot washer. Legendary names like: Cesar Ritz (yes the man the iconic chain is named after), began as a waiter in Paris; or Mohan Singh Oberoi who started his career as a bellboy at The Cecil in Shimla, India – he would later purchase this hotel and it would become the foundation of the now international Oberoi Hotels Group. This dynamic industry, labour intensive at every level and in all departments, always has room for everyone. It has always attracted the aspiring actor, the NƤ BNLLHRRHNM @QSHRS @MC SGD TO @MC coming blogger-cum-award winning journalist who is just waiting for that lucky break. And there is still room for the high school dropout, the vocational graduate and even the undergraduate who is unsure about their career path. But not all of these make it to the top – many don’t stick it out and the transients VDQD MNS DUDQ OK@MMHMF SN RS@X HM SGD ƥQRS
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place. So why should anyone bother to actually study hospitality? Why invest in a BSc Hotel Management or a Bachelor of Business Administration in International Hospitality Management? Why attend professional development programmes? The answer - very simply put – is because times have changed. If you are interested in growing your career and making it to the top, more will be required of you than the raw skills you RS@QSDC NƤ VHSG While it is extremely important to have real, hands-on experience in the work of the business, it is also now vital to have formal training and solid business knowledge. The ideal degree programme for hospitality studies must be based on a balance of classroom with job placements/internships. The academic training will expose you to international benchmarks and industry best practices. It would be impossible to work at every top ranked hotel/resort in the world, but it is not impossible to learn about what they do and of equal importance, what they do not do. There are many people currently working in hotels and climbing those ladders, with real life challenges of family, utility bills, kids’ education etc. How is it possible to get back to education and again, does it even matter? Yes it does! Look around you and take note – Ritz-Carlton, The Oberoi, they are hiring CDFQDD PT@KHƥDC L@M@FDQR XNTMFDQ SG@M you who will move faster than you if you
do not keep up! The industry is dynamic, ever changing, constantly reinventing itself. There are new markets and new methods to attract the guests; new technology; new systems and processes. Are you up-to-date? Continuous professional development is essential! Take advantages of the many options of professional development programmes – short courses; part time modules; online programmes. Adult self-development and intellectual growth oftentimes involve R@BQHƥBD XNT G@UD to give a little but in return you will get so much. There are quite a few hospitality degrees now available online, which will allow you to continue working and with some time management and dedication you can add that valuable certificate to your hands-on experience. You can also work through a series of short professional certificate courses that may lead up to qualifying for a higher degree. Programmes can be modular and blended (i.e. a combination of online, face-to-face, distance learning). Push your internal Training and/or Learning and Development Department to provide professional programmes, either in-house or externally. Hotels should be providing programmes or access to programmes for the continuous growth of their teams. Investing in your human resources is an investment in the business in a very real sense.
They are hiring GHJUHH TXDOLƬHG managers younger than you who will move faster than you if you do not keep up
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68
TREND TALK
Accelerating Nationalisation in the Private Sector Preparing for the national workforce is the key priority for private sector employers today
Charu Dhingra Senior Consultant for Aon Hewitt Middle East
T
he talent landscape in the Middle East is evolving rapidly. With ongoing demographic shifts, positive economic growth indications, and the emergence of the region in the wake of the “Arab Awakening”; nations today are facing a unique employment environment. The troubling levels of youth unemployment combined with the saturation of the public sector makes it a crucial priority for most countries, to reduce their dependence on the public sector as the primary source of employment for nationals. To date, the public sector plays a central role in the regional job market, but moving forward, this approach is clearly not sustainable. The International Labour Organisation argues that around 29% of total employment in the Arab world is in the public sector, which amounts to approximately 38% of current expenditures, double the world average.
STATS
23,000
Respondents in Aon Hewitt Qudurat Research
29%
The GCC countries in particular, are taking key steps to drive national talent employment in the private sector. Policy amendments such as Nitaqat in Saudi Arabia and initiatives such as Absher in the UAE will continue to accelerate developments in this direction. In light of these labour market changes, there is a clear need to prepare the private sector for the emerging national workforce, more specifically, national youth and women who increasingly form the primary demographic constituencies in the labour market. Over the years, the private sector in the GCC has taken several steps in this direction. Increasingly, we find that there is a shift from isolated one-off reactions to more structured interventions geared towards building sustainable national talent inclusion. Whilst attracting national talent to the private sector has always been a key challenge, organisations are finding that building and communicating a holistic employee value proposition grounded in their key preferences helps in attracting and retaining national talent in the long run. According to Aon Hewitt’s regional Qudurat research,
that voices the opinion of 23,000 respondents across 130 institutions in the Middle East, organisations that are able to build and showcase a culture of belongingness are able to retain their national talent. A culture grounded in strong organisational leadership, trust among peers and management, values, fairness, and respect for the individual’s contribution, strongly shapes employee loyalty and retention in the GCC. Another compelling challenge for the private sector, the study shows that national talent reports significantly lower levels of work readiness (69%) compared to their expatriate counterparts (86%) and organisations are continuously making efforts in this regard. Outcomes from the Qudurat study provide positive validation of learning and development efforts exerted by organisations in the region. A total 63% of nationals feel that they are learning and developing their skills and capabilities in their current role. As an emerging practice, instead of just relying on traditional training, organisations are also investing in structured learning interventions for their employees that offer them a
National youth also look for meaningful experiences at work and seek broader work/ life integration rather than rigid and bureaucratic working environments
Of total employment in the Arab world is in the public sector
69%
Of national talent considered ‘ready for the workforce’
JUNE 2014
86%
Of expatriate talent considered ‘ready for the workforce’
63%
Of questioned nationals feel that they are learning and developing their skills
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Nationals hired in an ad hoc, inconsistent manner, primarily driven by compulsion
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Development primarily ‘on the job’ focused on building capability
Development through structured interventions with guided learning opportunities
Retention measures are primarily a ‘last minute’ reaction to resignations
holistic learning experience over a period of time grounded in class room training, on the job learning and action learning assignments. Lastly, the emerging workforce of national talent and youth entering the region, have markedly different preferences compared to their older counterparts. Understanding the preferences and orientation of this emerging demographic will help the private sector prepare for stronger national inclusion in the future. National women in the region are more career-oriented as compared to their male counterparts. As many as one out of two national
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Engagement and retention are an ongoing activity
women is willing to occasionally travel and work in a different country outside of the region, signifying a change in mind set towards work. In addition, national youth also look for meaningful experiences at work and seek broader work/life integration rather than rigid and bureaucratic working environments. By building a flexible environment and building policies that support these preferences, the private sector will be uniquely poised to leverage the emerging national workforce to contribute productively. In summary, the changing talent landscape in the region builds a
JUNE 2014
compelling case for the private sector to attract, retain and engage the national workforce. For building sustainable national inclusion, the private sector increasingly needs to take a longer term view and invest in the attraction and development of the national workforce. In addition, tapping into the emerging demographic groups such as national youth and women, will help the private sector leverage their orientation towards work and career well. However, to be able to do so, private sector organisations will need to build a strong value proposition that is attractive to their specific preferences.
70
TREND TALK
Personality 3UR頭OLQJ :K\ GR ZH GR WKH WKLQJV ZH GR" DQG KRZ WR FUHDWH JUHDWHU DZDUHQHVV RI KRZ ZH LPSDFW RWKHUV
JUNE 2014
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TREND TALK
Maria Pearson Executive director of learning and development consultancy grow.ME
P
eople are curious beings. Why we do the things we do it is always a great source of wonderment. Whether we are we born with certain behavioural preferences or whether they are they learned is always great source of debate among academics, but not for now. However it is this debate which has driven the increasing demand for, and popularity of, personality profiling in the workplace. The fact is that we have multiple intelligences and we use our multiple intelligences when we function everyday. These influence the behaviour we choose, and we base our decisions on those choices. That creates the curiosity, why do we do the things we do? Personality profiling tools provide insight for how and when we make those choices, so we can have a greater awareness of our impact on others. Many of the popular personality testing tools were developed last century. These have been used extensively to guide people to develop self-awareness and understanding of others. Primarily they were designed to identify behavioural patterns reflected in recognised personality traits. These common patterns of behaviour were mapped to psychological theory by Carl Jung and others. The tools use labels to generalise behavioural patterns so we might recognise ourselves and understand our behaviours. Of course, these behaviours play a critical role in how others interpret our attitudes too. Designed in much simpler times, these popular tools use an approach called forced choice. Based on a premise of logical reasoning, questions
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are designed to assume if not this (choice), then it must be that (choice). Criticism for traditional personality profiling tools includes the opinion that these tools can lead to stereotyping. From my own personal experiences with personality profiling, I know that I felt uncomfortable in that the reports generated did not describe all of me, rather generalising my character. Of course what we know now is that our various intelligences and capabilities make us far more multidimensional and versatile. We are more complex. Our experiences, exposure to media, global-connectedness means that we have a far broader range of behaviour choices depending on how we interpret a situation. We no longer fit the either/or box. Fortunately, modern personality profiling tools take a different approach to measurement. They recognise that an individual presents multiple personae to the world and measures each of these separately. Our favourite tool simultaneously looks at three different views: underlying drivers: Our motivators, our learned behaviours (how we adapted to operate in our environment) and our over-extended or coping behaviours (our stress face). Modern personality profile tools create a far more personalised snapshot of a person. Simply speaking, these new tools acknowledge that we use multiple behaviours. Questions are designed to ask how much of each quality is used, and in which circumstance would you use it. There are no assumptions, no stereotyping or generalisations, only what is reported is measured. It is important to recognise that personality profiling tools are not designed as a pass or fail test. To try and provide the ‘right answer’ lessens
the opportunity to gain real insight into how to best develop or work with individual strengths. Personality profiling tools are commonly used as a critical element for any leadership or talent development initiative. Using the results to explore areas of strength is vital in the self-development process. Strengths that are overused, quite often become blockers within interpersonal relationships. Most often, these blockers impact team dynamics, group performance and ultimately personal effectiveness. Leadership is about team performance, and is often a matter of understanding other people. Many secondary schools and universities now offer personality profiling as part of the career and vocational counselling for students. Certain job roles require particular behavioural traits. Therefore personality profiling is useful to gain an insight into preferences and strengths. We frequently run workshops with sales teams and operations staff within the hospitality industry as we have found that personality profiling can identify individual and group profiles, as well as blocking points and strategies to combine group strength. Do you know what your behavioural preferences and strengths are? If not, why not try a personality profiling test ... you might be pleasantly surprised at the result.
Our experiences, exposure to media, globalconnectedness means that we have a far broader range of behaviour choices depending on how we interpret a situation. We QR ORQJHU ƬW WKH either/or box
JUNE 2014
Maria Pearson is the Executive Director of grow.ME, a specialist learning and development consultancy that partners with clients to create learning, build skill and align attitudes to increase the effectiveness of people in business. grow.Me is the first company in the Middle East certified to use Lumina Learning’s cutting edge personality profiling tool, Lumina Spark.
72
TREND TALK
Going back to school Martin Kubler, founder of Iconsult Hotels FZE, observes an industry that is increasingly professional. The key? Education. Here he explains the nuances of hospitality education and how and why he decided to tackle the biggest CPD challenge of his career
Martin Kubler Founder, Iconsulthotels FZE
I
’ ve been in the hospitality industry for over twenty years and when people ask me why, I usually say it’s because “that’s all I ever learned”. It’s essentially true, because apart from a short stint as a supermarket worker when I was still in school, I have always worked in hotels, restaurants, and clubs. Yet, saying that’s all I have ever leaned, doesn’t really do justice to my skills as an industry professional and the knowledge I have gathered over the years. Perhaps it’s time to think of a better answer to this frequently asked question. Over the past twenty years I have seen our industry become a lot more professional and that’s something I’m very happy about and have supported for many years. Back in 1993, when I started as an apprentice at the Bayerischer Hof in Munich, I was lucky enough to have a boss who instilled professionalism and professional pride in all employees, even “lowly” apprentices. He was also responsible for my decision to study hospitality management after completing my apprenticeship. I wanted hospitality to be more than just a job, I wanted it to be a career, and I felt that the key to achieving this was to find the right balance between “on the job” training and class-room based professional development. For many years, my BA in international
hospitality management I gained in London served me well. It helped me to secure my first management position and equipped me with the right skills to not just be another manager, but to be a good leader. Later on, it helped me land my first position in Dubai, something that seemed daunting at first, but was made easier by being able to think logically and strategically – skills I gained during my university years. During these years and the stint in Qatar that followed them, I was happy that I was a member of the Institute of Hospitality or the “Hotel and Catering Management Association” as it was known back when I joined it as a college student. I received regular reminders about the importance of continuous professional development, which made me realise that professional learning is multi-facetted. It doesn’t always have to be a university course or a weeklong course off-property. In our industry, every day brings new learning opportunities – the important thing is to take a little time out every now and again and analyse and record them. Faced a particularly tough professional challenge? How did you overcome it? What was the thinking and planning behind your actions? I kept and still keep a continuous professional development log and I always encouraged my team-members to do the same. It helps you set goals and track progress. It also helps you shine in job interviews! More recently, I decided to take on
perhaps the biggest CPD challenge of my career: I enrolled in an MBA in international hospitality and service industries management with the Glion Institute of Higher Education. I didn’t quite go back to school, though; I did the entire program online from the comfort of my office, living room, or neighborhood café. It still wasn’t easy. In fact, it was extremely difficult. It was also hugely enjoyable, brought me in touch with fellow industry leaders from around the world, and, once I had finally completed my dissertation, a tremendous sense of achievement. It forced me to read widely and tackle subjects that I otherwise would probably have avoided dealing with. It certainly equipped me with enough knowledge and motivation for the next 10+ years in our industry. As industry leaders and professionals, we owe our industry an awful lot. It keeps us employed, challenges us, and hopefully gives us a constant sense of achievement. I think it’s time we give back a little to our industry and engaging in and encouraging continuous professional development is certainly a very good way to give back. It helps us, it helps our teams, and it also helps to positively change the image of our industry in the eyes of outsiders. Gone are the days of hospitality being perceived as the domain of unskilled workers; let’s show the world that great service requires (continuous) great education and professional development.
Gone are the days of hospitality being perceived as the domain of unskilled workers; let’s show the world that great service requires (continuous) great education and professional development
JUNE 2014
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OPEN YOUR MIND TO A WHOLE NEW CONCEPT MODULAR FLOORING
74
EVENT / ATM & AHIC
Event Round up
Attracting GCC travellers As part of its continuous efforts to attract GCC travellers, TCA Hotels and Resorts in partnership with Monte-Carlo SBM Hotels, announced that they have launched new services and facilities to appeal to customers from the Middle East region. Monte-Carlo SBM, located in Monaco now offers ‘home away from home’ comforts such as halal dining options, Arabic television channels, prayer matts, Qibla directions in the rooms, a ‘VIP kids service’, family rooms with extended privacy, altered bathroom facilities and more. General Manager of Hôtel Hermitage, one of the four Monte-Carlo SBM properties in Monaco, Pascal Camia said during ATM: “The gulf region is of growing importance to us, with an increasing number of visitors from the region to our hotels YoY. In our hotels we are now implementing and offering services from the region to accommodate their gastronomic and lifestyle preferences.”
Alex Kyriakidis, Marriott International MEA president.
Marriott to add 6,000 rooms in Egypt Marriott International MEA president, Alex Kyriakidis has stated his intention to support Egypt’s troubled tourism and hospitality industry, predicting the country’s recovery will begin in October 2014, following elections. Continuing to predict that a full recovery “with hotel performance at pre-2010 levels” could come as soon as 2015 end, he went on to reveal that Marriott’s current stock of 3,700 rooms would reach around 10,000 rooms by 2020. He continued to reveal this would be achieved predominantly through a conversion scheme to brand the country’s independent stock. “There are so many quality hotels there whose owners are hurting and many are unbranded. My development
JUNE 2014
team know this is a great time to work with them and help them bring more ATRHMDRR @R SGD L@QJDS QDSTQMR Ś GD SNKC^ Hospitality Business . The plans are part of a broader ambition for the international chain to add 70,000 rooms to its operational portfolio in the Middle East and Africa, and this announcement comes only weeks after the finalisation of the acquisition of Protea Hotels, which saw 10,184 rooms added across Africa. Along with Nigeria, South Africa, Saudi Arabia and UAE, Kyriakidis named Egypt as one of his top five markets, he added: “The rest of 2014 will be the year when recovery will set in and by 2015 end the market should be back to where it was pre-2010.”
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EVENT / ATM & AHIC
%LQ +DP *URXS ODXQFKHV ƬUVW VWDU City Seasons Hotels officially announced the opening of The Royal Rose Abu Dhabi during ATM, representing the first 5-Star property in the Bin Ham Group portfolio. Explaining why the AED700m property took four years to complete, HH Sheikh Ahmed Musallem Bin Ham, vice president of City Seasons Hotels commented: “We wanted to present a unique property that will cater to a niche market that demands luxury and comfort.” Inspired by a 17th century French palace, The Royal Rose Abu Dhabi features 355 rooms fitted out with upscale furniture and decorated in rich
colours. Furthermore, the VP reveals that the group is set to launch another property in Burjuman, Dubai in Q3 2014. Keeping current properties in-line with incoming traffic, City Seasons Dubai and City Suites Dubai are both expected to undergo refurbishments within the next couple of months. Elise Sarkis, group director marketing and communications, City Seasons said: “Looking towards the future, we expect to double the portfolio by 2020, which will include an additional five new properties in UAE.”
Mafraq Hotel DoS calls IRU UHJXODWRU\ ƮH[LELOLW\ Director of sales for Mafraq Hotel, Abu Dhabi has called for more flexibility from authorities in order to enhance Abu Dhabi’s status as a global destination. Naming restrictions on visas, investment regulations and laws, as the number one challenge for the emirate’s hospitality market currently, Fahim Zaman said: “In my opinion, Abu Dhabi needs to be more global compared to Dubai. They need to relax visas, relax the rules for new investors, including streamlining services at the freezone, and breakdown on protocol.” Referring to the success of Brazil, Thailand and Turkey, Zaman continued to urge authorities to “understand what attracts people” and implement flexibility accordingly. The 250 room Mafraq Hotel, is a family focused property five F&B outlets, located near Zayed City. The property will celebrate 20 years of service in 2016.
Event stats
$3bn
In Middle East OTA sales expected in 2014
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$30.9bn
Investment in Saudi Arabia tourism, to 2024
15%
Lebanon tourism receipts accounted for in UAE, Q4 2013
JUNE 2014
1.5%
Year to be added to Dubai GDP annually to 2020
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EVENT / ATM & AHIC
Google Glass reservation app launches Technology partner of the travel industry, Amadeus, has teamed up with online travel agents, Destinia.com to launch the first booking app for Google Glass, which provides access to over 230,000 hotels globally. The app, called ‘Hotel Near Me’ enables users of Google Glass to make hotel and travel reservations through
the glasses by vocally requesting “OK glass, find a hotel near me”. The glasses will then proceed, while taking in to consideration cost, star and location preferences of the user. Currently, Google Glass is only available for $1,500 to selected commercial companies, however will be launched to the public for less in 2015.
Event stats
$32.5bn
Value of medical tourism expected by 2019
2,700
Exhibitors registered to participate in 2014
JUNE 2014
91
Countries represented among exhibitors at ATM 2014
Desinia.com development director, Ian Webber, explained during the app preview at ATM that: “Google Glass is very easy to operate, and the new app will allow users to stand anywhere in world and book at hotel by simply giving a voice command to the glasses, which works via optimal head-mounted display technology (OHMD).” Ian also noted that Destinia.com are developing the mobile app equivalent for apple and android, which will be available in 25 languages including Arabic. “At the moment Google Glass is only available in the English language, however we expect this to change in the near future,” said Webber.
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EVENT / ATM & AHIC
All for a good cause... Raising over £14,000, three senior managers of JA Resorts & Hotels shaved their heads during ATM to support the children’s charity All as One. As part of the group’s CSR programme, COO David Thomson, along with his
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colleagues Fredrik Reinisch, regional general manager UAE and Seychelles, and Otto Kurzendorfer, JA Ocean View Hotel general manager, donated all funds raised to the charity that supports an orphanage in Sierra Leone.
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Disabled facilities expansion for Dusit Thani Dusit Thani Dubai GM, Prateek Kumar has outlined the hotel’s commitment to continually adapt guest facilities to improve accessibility. Speaking during ATM, Kumar called for more hotels to follow the demand for enhanced accessibility, particularly for deaf and mute guests, in order to support the emirate’s ambition to drive health tourism. The commitment came during a refurbishment project at the hotel, due for completion on September 30, 2014. “Facilities for the disabled are extremely important and it is a matter
that is being addressed more thoroughly here in Dusit Thani Dubai. Facilities for deaf and mute will be expanded on, for instance we are looking at implementing alarm lights and other friendly facilities into our rooms and across the hotel,” said the Sheikh Zayed Road GM, who went on to confirm adaptations will continue throughout 2014. Kumar also announced the implementation of Dusit Thani’s own, monthly, ‘Dusit Green Hour’ as inspired by the annual Earth Hour. On the last Saturday of each month between 8.30pm and 9.30pm, the hotel
will turn all lights off, including F&B outlets. Supporting this, items such as serving bowls and plates will be switched to things like pinapple shells to reduce water usage and only locally sourced food on menus will be used. “If every single human being in the world would just take a few small steps to make a few different choices, restoring the world to its original beauty and resources is possibly within reach,” he added. To encourage guest participation, Dusit will offer 30% discount on all F&B orders made during the specified time.
7LPH +RWHOV FRQWULEXWH WR ORZHU FDUERQ HPLVVLRQV As part of the company’s drive to lower greenhouse gas emissions for a more sustainable future, Time Hotels has launched a ‘Hotel Stay Carbon Offset Programme’, which is now operating in the Middle East for the first time at two of the group’s Dubai properties. The carbon offset accommodation initiative aims to save over 320 tonnes of carbon emissions by Q4 2014.
The Time Oak Hotel & Suites and Time Grand Plaza Hotel, together have implemented the eco-friendly initiative and following one month of implementation, have saved 27 tonnes of carbon emissions. By voluntarily donating AED 15 per stay, every guest is now offered the opportunity to contribute. With this contribution, carbon emissions that they generate by consuming energy and water at the hotel, can be offset by the nonprofit Swiss organisation ‘myclimate Foundation’, who help companies around the world to offset carbon emissions. By calculating the amount of climateimpacting emissions from company’s such as Time Hotels, myclimate invests donations into high quality carbon offset projects, which allows the same amount of climate-impacting emissions used by a guest to be saved somewhere else in the world. Speaking at a press conference hosted at ATM, Mohamed Awadalla, CEO of Time Hotels, said: “We remain focused on developing sustainability into all areas of business and this initiative highlights our commitment to that objective while continuing to play our party in the UAE’s drive to reduce its carbon footprint.”
JUNE 2014
Emaar re-launches 'XEDLoV $O 0DQ]LO XQGHU $UDELF EUDQG Emaar Hospitality Group has announced the launch of its fourth hotel brand ‘Manzil’, which is set to showcase as a modern boutique hotel that celebrates authentic Arabesque design and cuisine. The first property, the current 197 key ‘Al Manzil’ located in Downtown Dubai, will re-launch under the new concept, designed to appeal to the younger generation of travellers and entrepreneurs, from the GCC region in particular. With hopes of defining a new niche in the market, the Manzil brand will bring focus to traditional Arabian hospitality with an upscale boutique concept that embodies the region’s cultural identity.
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17th & 18th June Dusit Thani, Dubai
RESTAURANTS, HOTELS AND BUSINESS COMING TOGETHER The Hospitality Business Summit 2014 is a unique opportunity to debate a wide range of key industry issues over two days of succinct and focused panel sessions. Join experts as they debate the trends they see shaping the next six years. Sponsored by:
FOR ENQUIRES PLEASE CONTACT Sales Director
Sales Director
Sales Manager
Sarah Motwali
Ankit Shukla
Julie Caulton
sarah.motwali@cpimediagroup.com
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julie.caulton@ cpimediagroup.com
D:+971 4 440 9113
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dvancing from a two year stretch as hotel manager to general manager of JW Marriott Marquis Dubai, Bill Keffer assumed his new position in April, as tower two of the hotel officially opened under his leadership. Now, as the property gradually boosts its room inventory Keffer reveals he expects to see a 100% growth in revenue from this year to 2015, and that the hotel is currently exceeding revenue predictions at this point in Q2. Following the official opening of 804key tower one in February 2013, Keffer admits that his team had not originally planned to open the second tower as soon as they did. â&#x20AC;&#x153;After noticing growing demand in the recent market, we decided to capitalise on the business environment and move forward with the opening,â&#x20AC;? he says. â&#x20AC;&#x153;Tower two offers an additional 804 rooms, however we have launched with 301 rooms and are now operating 1,105 rooms in total. By the end of June we will add another 245, followed by the full complement of an additional 258 in October, which will bring us to our full capacity of 1,608 rooms in total â&#x20AC;&#x201C; making us the largest hotel in the UAE,â&#x20AC;? explains Keffer. Working within the hospitality industry for over 30 years and having held managerial positions with Marriott International for 25 years, Kefferâ&#x20AC;&#x2122;s well-travelled career has seen him in roles based in Los Angeles, Florida, New York, South Korea, Japan and the United Kingdom, amongst others. Despite his well-rounded experience in strong, global markets, Keffer reveals that he has never worked in an industry with so much demand and expects incoming tourism will continue to absorb inventory in Dubai, including the new JW Marriott Marquis offering. Keffer explains: â&#x20AC;&#x153;I have never in my career worked in such a market that just continues to absorb inventory the way Dubai does. I think some of the first quarter results for the whole market, not just my hotel, indicate that with all this addition and the thousands and thousands of rooms that this market offers, it just continues to be absorbed, which in turn drives higher room occupancies and higher rates.â&#x20AC;?
REACHING NEW HEIGHTS
The worldâ&#x20AC;&#x2122;s tallest hotel JW Marriott Marquis Dubai welcomes %LOO .HĆŞHU as he steps into the role of GM following the retirement of Rupprecht Queitsch. Revealing his ambitions for the new role to 6RSKLH 0F&DUULFN .HĆŞHU EHOLHYHV RYHUDOO revenue at the property is set to double YoY as MICE market strengthens and tower two launches
JUNE 2014
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MICE capitalisation Tower two launches during a key time in Dubai’s development, as DTCM further promotes the emirate as the ideal MICE destination capable of attracting up to 20m business and leisure visitors annually by 2020. Keffer explains that one of his focuses as GM will be to further promote the JW Marriott Marquis Dubai hotel to the MICE market. At present it is the only hotel in the Middle East where up to 1,000 delegates can meet, sleep and dine under one roof, with 5,155sqm of meeting space, 24 meeting rooms and nine breakout rooms. “Having this offering gives us a very unique advantage in this market, and I’m very supportive of DTCM’s promotions of Dubai as a MICE destination. If you look at the Dubai market, there aren’t many hotels that can handle a group of 1,000 guests, where they can house, feed them and also put them in an event space, and we are the hotel that can do that. I think this uniquely positions us for business moving forward,” he discloses, further adding: “Targeting the MICE market is
what we will be doing to move forward into the rest of the year. “We are now hitting every destination market, looking at incentive type businesses and association type businesses, all sorts of businesses requiring meeting space. Operating a hotel of this size we need to be layering in business a year or two in advance, and this is where my focus is going to be, making sure we engage fully in this market.” At present, Keffer says the hotel’s biggest MICE drivers are coming out of Western Europe, China and the GCC, with results also being driven from India and Brazil. “I think Dubai as a MICE destination is still a growing concept. If you look at the bigger picture and the global MICE industry, people don’t really think of Dubai, but they need to start thinking of Dubai. “We’ve got great convention centres here, great infrastructure and hotels that can handle the capacities coming in. DTCM is doing a fantastic job selling the city as a MICE destination, and that’s what we need to continue doing, and Marriott as a company definitely
I aim to focus on the products that we serve, the authenticity of our restaurants, and the quality of our service
JW Marriott Marquis Dubai TOWER 1
TOWER 2
301
ROOMS OPENED ON LAUNCH
+245
ROOMS ADDED BY JUNE END
804 ROOMS
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+804
ROOMS 2014, PHASED OPENING
JUNE 2014
+258 ROOMS OCTOBER 2014
82
supports that. The ramp up to 2020 especially is going to continue driving growth and demand into the city’s MICE market,” he observes. Moving forward When asked of his plans for the hotel, Keffer responds with a smile, “to make as much money for the owners as possible.” On a serious note, he explains that focus will also build on the foundations laid by the now retired Rupprecht Queitsch, who Keffer credits with creating the hotel’s initial success. On
these foundations, Keffer’s plan moving forward is to ensure the continuation of his work, while expanding on strategies to encompass the additional 804 rooms. He comments: “We are going to be a group-focused hotel with a drive in the MICE market, there’s no doubt about it, but we have also seen great pick-up and demand from the leisure market, which to be honest we didn’t actually think we would get initially, but we have. So it’s really about tapping into those two markets and getting the balance right, to make sure we drive the occupancy that we need as well as driving the rate we need.” Keffer discloses that the GCC region alone represents between 40-50% of the hotel’s overall business at present, with a large amount of visitors from Saudi Arabia in particular. China has also become a big feeder market for the property during its first year in operation. “The Chinese are really becoming big spenders and our challenge now is to bring more of that business in,” said Keffer. “GCC provides a great market, they are
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premium rate, high-standard customers, but this alone is not going to fuel the growth we need long term, we need to find other new markets, and I believe our owners, Emirates Airlines, who are putting routes all over the world understand the importance of that as well,” he added. An F&B man Currently boasting 15 food and beverage outlets that can seat up to 2,743 people in tower one, discussions over another wave of outlets for tower two are still under discussion.
From F&B beginnings himself, Keffer admits that this sector of the hotel is “near and dear” to his heart. The Tennessee born GM began overseeing F&B operations in his home town early in his career, where he moved on to positions including F&B director of Renaissance Hotel, Sapporo, Japan and at the New York Marriott Marquis. “Being in charge of the 1999 New Year’s Eve party in New York, to this day is one of the biggest events I’ve ever been a part of. After that I felt like I’d reached the pinnacle in my career in F&B in the United States, and thought
Keffer notes that YoY F&B revenues from last year to 2014 have grown up to 40%, however some of their outlets are not doing as well as expected. “F&B wise, numbers aren’t exactly where we want them to be or expected them to be right now, but if you look at the numbers, still performing very well. Kitchen 6, our buffet restaurant in particular is doing fantastically and in May we launched an evening service due to the demand. “Prime 68, one of our signature restaurants has been very well received and has shown very good growth, hitting targets so far this year,” explained Keffer. With the addition of a new Japanese chef in a month or too, the GM adds that along with his F&B team, he is working on improvements in the Japanese and Arabic restaurants, which both faced tough competition since their launch last year.
it was time to try something totally different, and that’s where I switched over. With three beautiful kids and a wife, it was also time to settle into something more stable,” he explains. Previous to his appointment at the JW Marriott Marquis Dubai, Keffer held a two year position as GM at the Marriott Dubai Harbour Hotel and Suites. On a concluding note, he says: “There’s always going to be healthy competition in this market, but the thing our property can always count on is our brand, Marriott. “In my role I aim to focus on the products that we serve, the authenticity of our restaurants, and the quality of our service. Anyone can build a beautiful hotel, but these are the aspects we can train and develop, to differentiate us from the others. My aim is to deliver on the ultimate guest experience.”
*&& SURYLGHV D JUHDW PDUNHW EXW this alone is not going to fuel the JURZWK ZH QHHG ORQJ WHUP
JUNE 2014
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GM PROFILE
ADDING VALUE Matching the ‘all change’ ethos of its neighbourhood, Amwaj Rotana is repositioning as a leisure hotel in Dubai’s most sought after beach development. GM Enad Tannous explains the simple equation of demand drivers and how he will re-position one of Rotana’s highest performing properties
JUNE 2014
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F
or those familiar with Dubai, Jumeirah Beach Residence is a hot topic. The densely urbanised sea-front stretch of Dubai Marina, with its 50 residential and hotel towers, 10 hotels immediately situated at The Walk and a visitor total in 2013 of 13m according to master developers Dubai Properties Group, is still under development. It’s a matter of weeks since the latest attraction, The Beach, opened – a brand new mall with outdoor cinema, underground parking and landscaped beach front – and now construction is gaining pace on reclamation project Bluewaters, soon to be home to the world’s biggest big wheel, more residential development, a harbour and, crucially, more hotels. For the operators who have been the only still point in the constantly evolving neighbourhood since its 2002 opening, business has weathered more than its fair share of storms, from disruptive construction noise to infamously heavy traffic. Yet while the competition is increasing, Amwaj Rotana GM Enad Tannous, is far from worried about potentially detrimental impacts on the hotel’s performance. Originally imagined as a property that would cater to both the business and leisure traveller, an influx in demand from the leisure market has led to a complete repositioning of the property,
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which will by 2015 have no ballroom for large scale conferences but, instead, be home to The Walk’s first English gastro bar, where the focus is on pub-style good food. Revealing the aim is to recreate the success of Benihana and Rosso, Tannous explains: “That is business, you have to maximise on the revenue per square metre approach and if you want to do it right banqueting isn’t always necessary. “If you can replace banqueting with a successful F&B concept, which is something Rotana is known as a leader for in this market, then this will add to Amwaj and its guests.”
the Sadaf Ballroom, offering on street access and huge branding and signage potential for JBR opened passing visitors. Further details are undisclosed at this time, but Tannous maintains Initial population plan that it won’t be the only across residential and thing to change at the hotel towers hotel. Denying more brands will open in the property, what he does say is: Length of JBR “We looked at revenue from the banqueting and the positioning of JBR right now – it’s about Total residential and leisure and fun, so we hotel capacity, 2013 have replaced the MICE area of the hotel with an F&B outlet, which is completely unique to this Visitor numbers area right now.” reported by Dubai A bold move, it is Properties Group, 2013 also at a complete odds F&B experts with the latest news It’s a strong commitment from neighbouring The to an ever-changing Ritz-Carlton, JBR, with 2014-end occupancy market, rooted in Rotana’s its recently announced prediction observations of how best 1,100 delegate conferring to use the space at its facilities now open in disposal. The new F&B the extended property. concept will cater to both the hotel Tannous is keen to clarify Amwaj guests and JBR’s footfall, and is currently Rotana was never imagined as a MICE in the second phase of planning. destination as a unit and that, while a The British themed venue will replace market exists, it is not one the hotel will pursue. Tannous shares: “The public has viewed the new developments in this area very positively. It adds to JBR as a complete destination offering and yes, it has created more competition for us, but it adds to our offering and makes us look at what we can strive to do and where we can improve. “It keeps you on your toes and business must always keep you on your toes,” he adds. At the time of interview, occupancy was down 1% YTD, but with year-end projections that far outweigh the success of 2013, not bad considering the level of local turbulence. “The challenges are the construction noise and it is there but is part and parcel of developments, people are looking at the finished area in a positive
STATS
2002
15,000 2.7km
40,000 13m
90%
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way. Moving forwards, JBR is more family oriented and appeals very much to a broad range of nationalities. “No city really stops developing and this is for the better and for the future,” he continues.
from the Sheraton side of JBR into The Gulf, shows a harbour, residential development, retail and F&B outlets, at least one 5-star hotel (final numbers and operators are unconfirmed at this time) and the world’s biggest Big Wheel, standing at 210 metres – the current record holder, at 167m, opened in Las Vegas on March 31. Developed by Meraas Holdings – the developer behind The Beach, CityWalk and a similar island project in Jumeirah 1 – reclamation work
Does it compete with this hotel? To an extent. Does it complement this hotel? Most GHƬQLWHO\
Bluewaters The story doesn’t end there. While the latest development has been well absorbed, it’s a matter of months before the next is in full swing. Urban planning for Bluewaters, the reclaimed island development extending
JUNE 2014
is already complete and clearly visible from the shore. Ever the optimist, Tannous says of the development: “Does it compete with this hotel? To an extent. Does it complement this hotel? Most definitely. “Any additional supply of rooms is more competition. There are people who cannot always afford to come to Dubai and prices fluctuate in both directions. But it will add to Dubai and JBR and it will drive more people to the area. That’s what we want at the end of the day; the more rooms, the more customers.” The 301 key property is hardly struggling to meet capacity and year-end occupancy is forecast to hit 90%, above average for many of its 5-star local competitors. But one impact Tannous does see as potentially transformative in the industry is the change in guest behaviour and their altering demands. “Internet and WiFi are asked about more than beds. We always have to understand the changes guests are going through and investors and operators have to know now that the internet has to match the quality of the hotel, the food needs to be healthy and families need additional services to be provided, such as kid’s club,” Tannous says in reflection of his 23 year hospitality carer. While both Amwaj Rotana and the wider industry continue to adapt to a guest that is more demanding while being less discerning, the leisure focus adopted at the beach-side hotel will become ever more important. Taking advantage of further demand drivers, such as Skydive Dubai, The Palm, water sports and Seaplanes – all of which are visible from the hotel’’s beach facing room – today the property that once found itself on the end of a cobbled stretch of traffic, is now in a prime position to capitalise on Dubai’s biggest thrill-seeking attractions. This, says Tannous, is a USP in itself. “We can now sell this hotel as a complete destination hotel for our guests, our leisure guests have plenty to do in the locality and our services and facility offerings in the hotel will move away from catering to the MICE and business guests and concentrate on the leisure offering.”
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5HGHƏQLQJ human resources Roselyn Ndwiga, director of HR, Pullman Deira City Centre, speaks about recruitment, development, retention and the cultivation of workplace trust Name: Roselyn Ndwiga Job title: director of HR, Pullman Deira City Centre Time on property: 18 months Time in industry : 15 years Career to date Ţ 6\VWHPV 0DQDJHU 6KHUDWRQ $EX 'KDEL *ROI &OXE DQG 6KHUDWRQ $EX Dhabi Hotel & Resort, 1999 Ţ 'LUHFWRU RI 6LJPD 6L[ D WRWDO management commitment DQG SKLORVRSK\ RI H[FHOOHQFH customer focus, process improvement and the rule of PHDVXUHPHQW DW WKH 6KHUDWRQ $EX 'KDEL +RWHO 5HVRUW WKHQ /H 5R\DO 0HULGLHQ $EX 'KDEL +RWHO DQG /H 0HULGLHQ $EX 'KDEL +RWHO LQ Ţ 3XOOPDQ +RWHOV DQG 5HVRUWV 0DUFK TXDOLW\ DQG DWWLWXGH PDQDJHU 0DOO RI 7KH (PLUDWHV hotel and appointed to director of +5
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hatâ&#x20AC;&#x2122;s the most enjoyable part of your current role? The dynamism of dealing with different types of people from different walks of life with various talents. No one person is the same and working in HR this makes every day a different day. It is very enjoyable to understand one person from the other and finding that satisfaction of getting the right person for the right roles. Whatâ&#x20AC;&#x2122;s the greatest challenge you face day to day in your role? Having to sort out through thousands of CVs and applications for a single vacancy. The amount of time needed to filter through the humongous amount of applicants is very time consuming. Whatâ&#x20AC;&#x2122;s very challenging and sometimes can be very frustrating, is when you have found the right candidate and
finalised all the necessary approvals and documentations, for them to turn around and regret that they will not be able to join because of various reasons. Having to inform a team member regarding dismissal, may that because of disciplinary or for other reasons, is very emotionally draining. What are the unique obstacles you face working in your current role at this property? The property has been opened for more than a decade and has gone through different re-brandings. However, there are still a number of team members from the pre-opening period that are still working here. These team members have seen different changes both in management and in the overall system of how things are being approached. They are quite senior already, some
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with almost 15 years of experience in the property. They are very much in their comfort zone. To find that right balance on how to keep them motivated and shake them at the same time not to be complacent is the most unique obstacle I have experienced in this property. How can the role of HR director be developed further to enhance a hotelâ&#x20AC;&#x2122;s ERWWRP OLQH"b HR should take more active part in awareness and involvement with regards to CSR and sustainability programs. Human resources form a huge percentage that could make an influential impact in terms of sustainability programmes such as energy and water consumption saving. Integrating this as one of the main responsibilities of HR will definitely enhance the hotelâ&#x20AC;&#x2122;s bottom line.
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6/2/14 1:06 PM
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tĞ ŽīĞƌ ƚŚĞ ĨŽůůŽǁŝŶŐ ƐŽůƵƟŽŶƐ͗ ͻ /ŶƚĞŐƌĂƚĞĚ &ĂĐŝůŝƟĞƐ DĂŶĂŐĞŵĞŶƚ ͻ ,ĂƌĚ &D ^ĞƌǀŝĐĞƐ ͻ ^ŽŌ &D ^ĞƌǀŝĐĞƐ ͻ ƐƐĞƚ DĂŶĂŐĞŵĞŶƚ ͻ &D ^LJƐƚĞŵ ͻ ƵŝůĚŝŶŐƐ 'ĞŶĞƌĂů DĂŝŶƚĞŶĂŶĐĞ ͻ &ĂĐŝůŝƚLJ KƉĞƌĂƟŽŶƐ Θ DĂŝŶƚĞŶĂŶĐĞ ͻ &D ŽŶƐƵůƚĂŶĐLJ ͻ ĂŵƉ >ĞĂƐŝŶŐ
ͻ /ŶĚƵƐƚƌŝĂů ĂƚĞƌŝŶŐ ͻ ,ŽƚĞůƐ ĂŶĚ ZĞƐŽƌƚƐ ͻ ^ƉĞĐŝĂůƚLJ ZĞƐƚĂƵƌĂŶƚƐ ĂŶĚ &ƌĂŶĐŚŝƐĞƐ ͻ ^ĐŚŽŽůƐ ĂŶĚ ƵŶŝǀĞƌƐŝƟĞƐ ͻ /ŶƐƟƚƵƚĞƐ ͻ ŽƌƉŽƌĂƚĞ ^ƚĂī ĂĨĞƚĞƌŝĂƐ ͻ ,ĞĂůƚŚĐĂƌĞ ͻ DĞĂůƐ ĨŽƌ ^ƚĂī ĂŶĚ WĂƟĞŶƚƐ ͻ ZĞŵŽƚĞ ^ŝƚĞƐ ĂŵƉƐ
ͻ ŽŵĞƌĐŝĂů >ĂƵŶĚƌLJ ͻ ,ĞĂůƚŚĐĂƌĞ ͻ &ƌĞĞ WŝĐŬͲƵƉ Θ ĞůŝǀĞƌLJ ͻ dĞdžƟůĞ ^ŽƌƟŶŐ ͻ ^ƉŽƫŶŐ ͻ tĂƐŚŝŶŐ ͻ ƌLJ ůĞĂŶŝŶŐ ͻ ƌLJŝŶŐ ͻ WƌĞƐƐŝŶŐ Θ &ŽůĚŝŶŐ ͻ WĂĐŬŝŶŐ
ͻ Kŝů Θ 'ĂƐ͗ KŶ ^ŚŽƌĞ Θ Kī ^ŚŽƌĞ ^ĞƌǀŝĐĞƐ ͻ ZĞŵŽƚĞ ƐŝƚĞ WƌŽũĞĐƚ ͻ ĞĨĞŶƐĞ &ĂĐŝůŝƟĞƐ ͻ KƉĞƌĂƟǀĞ ĂŵƉƐ Θ ǀŝůůĂŐĞƐ ͻ ǀĞŶƚƐ ͻ tĞĚĚŝŶŐƐ ͻ džŚŝďŝƟŽŶƐ Θ WƌŽŵŽƟŽŶƐ ͻ ^ƉŽƌƚƐ Θ ^ŽĐŝĂů ůƵďƐ ͻ s/W &ƵŶĐƟŽŶƐ
ͻ tĂƐƚĞ ŽůůĞĐƟŽŶ͕ ^ĞŐƌĞŐĂƟŽŶ Θ ZĞĐLJĐůŝŶŐ ͻ ŽŵƉŽƵŶĚ ŽŽƌͲƚŽͲ ŽŽƌ ŽůůĞĐƟŽŶ ͻ ^ŬŝƉ ZĞŵŽǀĂů Θ ŽŵƉĂĐƚŽƌ ŽůůĞĐƟŽŶ ͻ /ŶƚĞƌŶĂů ůĞĂŶŝŶŐ ^ĞƌǀŝĐĞƐ ͻ džƚĞƌŶĂů ůĞĂŶŝŶŐ ^ĞƌǀŝĐĞƐ ͻ DĞĐŚĂŶŝnjĞĚ ZŽĂĚ ^ǁĞĞƉŝŶŐ ͻ dƌĂŶƐĨĞƌ ŽĨ tĂƐƚĞ ͻ ƵůŬ >ŝƋƵŝĚ dƌĂŶƐƉŽƌƚĂƟŽŶ
ĚǀĂŶĐĞĚ &ĂĐŝůŝƟĞƐ DĂŶĂŐĞŵĞŶƚ >͘>͘ ŝŶ Ƶƫ /ŶƚĞƌŶĂƟŽŶĂů ,ŽůĚŝŶŐ Ͳ dŽůů &ƌĞĞ͗ ϴϬϬ &D h WK Ky ϰϰϬϯϴ ʹ ŽƌŶŝĐŚĞ ZŽĂĚ ʹ ďƵ ŚĂďŝ ͻ dĞů ͗ ϬϮϰϭϮϬϰϰϰ &Ădž ͗ ϬϮϰϭϮϬϱϱϱ ͻ ŵĂŝů ͗ ŝŶĨŽΛĂĨŵ͘ĂĞ ͻ tĞď ͗ ǁǁǁ͘ĂĚǀĂŶĐĞĚĨŵ͘ĂĞ
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