Hospitality News ME - October/November 2020 (Issue 130)

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EDITOR'S VIEW

Group editor Nouhad Dammous

Despite the current challenges this wonderful country faces, I remain positive

Managing director Joumana Dammous-Salamé Publication manager Randa Dammous-Pharaon Publication executive Rita Ghantous Graphic designer Ibrahim Kastoun Features consultant Rana Freifer Sub-editor/writer Miriam Dunn Sales executives Michel Ajjoub, Maha Hasbani, Josette Hikri advertise@hospitalitynewsmag.com Subscription executives Houayda Haddad-Roumman Mirna Maroun subscribe@hospitalitynewsmag.com Circulation coordinator Rita Nohra-Kejijian News news@hospitalitynewsmag.com Published by Hospitality Services sarl Lebanon Borghol Building, Dekwaneh P.O.Box 90 155 Jdeidet el Metn 1202 2020 Tel: +961 1 480081 Fax: +961 1 482876 info@hospitalityservices.me www.hospitalitynewsmag.com All the information disclosed in the magazine was provided by the parties concerned by each publication and checked to the highest possible extent by the editors. However, the magazine cannot ensure accuracy at all times of all information published and therefore could in no case be held responsible should any information reveal to be false or insufficient.

We welcome views on any subject relevant to the hospitality industry, but request that letters be short and to the point. The editor reserves the right to select and edit letters.

Hospitality News ME is distributed to trade professionals in the catering and lodging industry in the Middle East.

Hospitality in Islam & Christianity Nouhad Dammous, editor-in-chief of Hospitality News Middle East, delves into the heart of hospitality and its religious significance.

Hospitality is a word pregnant with meaning. At its simplest level, it is regarded as a virtue in all three monotheistic religions and has been a central feature of Islamic cultures with precedents rooted in both Byzantine and Sasanian traditions. A powerful motif in all three religions, Abraham inspired a theology of hospitality often echoed in Jewish, Christian and Islamic literature and used as a framework for interreligious dialogue.

Islam holds hospitality as a virtue that lies at the very basis of the Islamic ethical system, a concept rooted in the pre-Islamic Bedouin virtues of welcome and generosity in the harsh desert environment dayafa. The Prophet is reported to have said, "There is no good in the one who is not hospitable."

I do think, then, that a life without good food would be at least as impoverished as life without good art, and that culinary art should indeed take its place alongside the other arts. But its value lies more in its daily practice than in the exceptional achievements of its finest practitioners. It is an art of the everyday.

We ourselves are all guests of God's hospitality and have an obligation to show hospitality to others. Thus, our hospitality to others is a sign of our love for God, as God is always present when guests are present at the table.

We cannot ignore the fact that when we say the word "God," we say something very powerful; the word itself moves us and demands that we are open to self-reflection. In peaceful societies, words matter not because lives are at stake but because how we speak of our faith within our own communities and in public says something about what we value and the kind of society to which we aspire — a task that should both humble and inspire us.

Generosity (karam) is part of hospitality and consists first and foremost in providing food. In its pre¬modern and pre-industrial Arabian context, hospitality is regarded as something fundamental to the desert environment and nomadic wanderings.

Curiously the words "strange" (gharib) and "stranger" (ajnabi) are both absent from the Qur'an. While ajnabi today may mean a foreigner — that is, one who belongs to a different nationality — this was not a known category in medieval Islam. All of this contrasts with the concept of the stranger in Classical Antiquity, where the stranger was often seen as a problem. However ambiguous the concept and status of the stranger were in the Muslim world, the attitude to strangers was not xenophobic.

Hospitality is a right rather than a gift, and the duty to supply it is a duty to God.

Nouhad Dammous Editor-in-Chief Docteur Honoris Causa

In this issue Oct - Nov 2020

EDITOR’S VIEW

03

Hospitality In Islam & Christianity

NEWS

08 Industry 10 Hotels 14 Food & Beverage 17 People on the move 20 Chefs 22 Suppliers

Seen & Heard

SPECIAL REPORT

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NEW PROJECTS

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34 36 40 46 48

KSA

EVENTS

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The case for boutique hotels in the Middle East Firm foundations: Investors are looking to the future Why it pays to know hotel data analytics How to franchise your hotel Five-star hoteliers: Setting the standards New projects-Opened New projects-Opening soon

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Let’s bake

W I T H “ T H E C H O C O L AT E OF CHEFS”

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A new exclusive range of baking chocolate to allow sophisticated gourmets and chocolate lovers to make pastries at home as today’s greatest chefs do.

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BUSINESS

MARKET UPDATE

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Rebuilding Jordan’s brand

TOURISM

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Tourism: Never the same again

TECHNOLOGY Hotels post Covid-19: Adopting new 56 technologies

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EYE ON Spain in the spotlight

FOOD & BEVERAGE

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Home dining: The new pandemic norm

TRENDS

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Cloud Kitchen trend

ARCHITECTURE AND DESIGN

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How Covid-19 is changing shape of hotel space

SOLUTIONS

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The key to managing young people

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Eye on: Spain

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Tableware and glassware

HUMAN RESOURCES MANAGEMENT

How to merge positions without affecting the workflow

PRODUCT ZONE

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NEW PRODUCTS On the market

EQUIPMENT 72 What’s on the table FOOD 76 Breaking free from your old diet BEVERAGE 78 Beer on the menu CHOCOMANIA 81 Gold dome pastry

Coming issue Dec 2020 - Jan 2021 • Special report Coffee and coffee shops • Trendsetters Pastry shops • Food Chocolate • Beverage Non-alcoholic drink/Cold drink • Equipment Heavy kitchen equipment and coffee machines

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NEWS

INDUSTRY

USD 810B WORTH OF PROJECTS TO HELP SAUDI LEISURE TOURISM SECTOR GROW TO NEW HEIGHTS IN THE NEXT 10 YEARS

TRENDING ON

HOSPITALITYNEWSMAG.COM Majid Al Futtaim’s Mall of Oman set to open in September 2021

Majid Al Futtaim announced a new opening date for its flagship Mall of Oman. The mall is now scheduled to open its doors to customers in September 2021.

Mall of Oman is primed to become Majid Al Futtaim’s fifth and largest shopping and entertainment destination in the Sultanate. It will have 145,000 square meters of retail space, comprising dining outlets and a range of lifestyle experiences. In addition to 350 retail outlets, the mall will also house Oman’s largest VOX Cinemas, a Magic Planet family entertainment centre, a 12,100 m2 Carrefour Hypermarket and the largest indoor snow park in the Sultanate.

Additionally, the mall will boost the local economy by creating 3,500 jobs once opened. majidalfuttaim.com/en Massive investment in mega tourism projects to the tune of USD 810 billion is expected to transform Saudi Arabia into one of the largest leisure tourism industries in the world between now and 2030, according to research conducted by the Middle East and North Africa Leisure Attractions Council (MENALAC), the leisure and entertainment industry council representing the Middle East’s dynamic leisure attractions sector.

“Mega tourism projects being developed by the Public Investment Fund will be spread over an area of more than 64,634 square kilometers, with a value exceeding $810 billion,” said the Saudi Commission for Tourism and National Heritage (SCTH), the country’s tourism regulator.

Among these, the USD 500 billion Neom leads the list of the mega projects – which once completed, will deliver a futuristic mega sustainable city, followed by the USD 10 billion Qiddiyah Project, spread across 334 square kilometers in Riyadh.

The third project is Amaala, or the Saudi Riviera, located in the northern region with an area of 3,800 square kilometres, and developing islands in the Red Sea with a total area of 34,000 square kilometers.

According to Saudi Arabia’s General Investment Authority (SAGIA), the country wants to increase investment in recreational facilities to 6 percent from the current 2.9 percent per annum – more than double the current level, as part of Saudi Vision 2030.

Despite the current situation with regards to Covid-19, Saudi Arabia is pushing ahead with the construction of some of these massive projects.

A number of construction contracts have recently been awarded following the partial re-opening of the economy after the lockdown.

Red Sea Development Company has recently awarded construction contracts worth USD 1 billion while Neom has awarded Bechtel and AECOM programme management contracts.

Tourism and entertainment are an essential part of the Saudi Vision 2030 which is aimed at diversifying the Saudi economy. The Kingdom intends to develop versatile tourism destinations, which include several coastal sites, attractive islands and distinguished heritage areas, all of which will require a high level of expertise, support and the most innovative attractions, technology and experiences to ensure it becomes one of the top tourist and entertainment destinations in the Middle East within the next few years. menalac.org Read the full article on hospitalitynewsmag.com

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The majority of GCC residents to travel internationally post COVID-19

The Travel Sentiment Survey conducted by AllDetails, a Dubai-based travel and tourism, hospitality, lifestyle and communications agency, in conjunction with ONEST, revealed that most GCC residents intend to travel again soon, preferring international destinations. alldetails.net Dubai ranks first in Arab region on latest Global Medical Tourism Index

Dubai has maintained its top position as the leading Arab destination for medical travelers for the second year in a row, based on the Global Medical Tourism Index, which was recently released by the International Healthcare Research Center (IHRC). healthcareresearchcenter.org HotStats and HAMA MEA in a strategic collaboration partnership

HotStats, the leading global provider of monthly profit and loss benchmarking data, and the Middle East and Africa affiliate of the Hospitality Asset Managers Association (HAMA), an NGO with more than 750 professionals in asset management, representing an estimated 1.5 million hotel rooms worldwide, have signed a memorandum of understanding. Under the MoU, they will consult, collaborate, cooperate and exchange information with each other in areas of mutual interest that will further their respective strategic interests and objectives.

This is the second collaboration announced between HotStats and a HAMA affiliate, following an earlier agreement with HAMA EU, HAMA’s European affiliate chapter. hotstats.com hamamea.org

For up-to-the-minute news on the stories that matter to you most, read it first on www.hospitalitynewsmag.com

NEWS

HOTELS

READ MORE ONLINE HOSPITALITYNEWSMAG.COM

HN MEETS DAVID TODD, HEAD OF OPERATIONS, MIDDLE EAST AND AFRICA, IHG 3. How do you think the hospitality industry in the MENA region will pivot post COVID-19?

In a series of interviews highlighting hoteliers and their developments in the MENA, HN spoke with David Todd, to learn more about the highly acclaimed operator’s plans and preparations for the upcoming phase.

1. How would you describe the way the MENA hospitality industry dealt with COVID-19 pandemic?

This is an incredibly difficult time for us all, with the outbreak of COVID-19 impacting the everyday lives of billions of people around the world. From a global hospitality perspective, our industry faces the biggest challenge in its history, with global travel restrictions and social distancing measures having severely reduced demand in many of our markets.

The MENA region is not unique to this scenario. The hospitality industry is all about people. It is built on the foundation of human connection and care for each other. During this difficult time, at IHG, we have ensured we support our communities as much as possible and play our part in relief efforts around the world, including markets across MENA. We know our peers have done the same. The resilience the industry has shown and the community contributions made during this crisis have exemplified the strength of the sector.

2. On a global level, many hotel chains initiated funds and programs to help keep their operations sustainable. Tell us more about IHG's course of action.

Faced with the most challenging environment we’ve ever seen, we have had to make some difficult choices to reduce costs and protect our business for the long term. These have been some of the hardest decisions we’ve ever had to make, such as changing working arrangements for many corporate colleagues through reduced hours or furloughing, reducing salaries and canceling our 2019 final dividend to shareholders for the first time in our history. We have also significantly reduced costs and re-prioritised resources to focus only on what is needed to prepare for and drive recovery.

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The impact of this crisis on our travel and hospitality industry cannot be underestimated – but we passionately believe it will recover in time. People will always want to explore the world, relax or reconnect with friends and family; the wheels of business must turn, and events still need to be run. The hospitality industry across some markets in MENA has already started to see some early signs of recovery. As we expected, domestic leisure travel is returning first as restrictions are eased across many markets in the region. Business and international travel could take more time to recover as international borders are expected to open gradually. MENA is a dynamic region and has a lot to offer in terms of tourism and hospitality. Be it domestic travel, events, conferences, leisure stays or business trips – people travel to this part of the world for a lot of reasons and enjoy the warm hospitality that is a part of the culture here.

4. Do you believe we will witness new trends and if so, what can we expect to see?

As has been the case in previous downturns, we expect domestic mainstream leisure travel to return first, with business and international travel taking more time. While globetrotting isn’t an option, many still dream of escaping their homes for less distant destinations. Road trips will be at the heart of an initial recovery, with people likely to choose their cars over flights for the time being and head to accessible resorts and comfortable, safe and affordable accommodation they can trust.

5. Will the concept of hospitality shift and be disrupted by new models?

The biggest change guests will see in hotels is a very visible approach to safety, cleanliness and social distancing but, fundamentally, the hotel experience won’t change – it might look a little different, but it will feel just as special as it always did.

6. Which markets will be of greater interest to you in the near future and why?

As before the crisis, the majority of our growth in the MENA region will continue to be driven predominantly by the UAE and KSA. We also see opportunities more broadly across the region, particularly in Oman and Egypt. We are also working on a number of projects in Africa, both new builds and conversion in South Africa, Zimbabwe, Ethiopia, Kenya, Cameroon and Morocco.

7. Where do you see the brand in the next five years?

The pandemic has proven to be extremely challenging for the hospitality industry, however, we know that the MENA region is a prime business hub and consists of a vast number of popular tourist destinations. We are therefore committed to accelerating growth and expanding our presence across key markets in the long run. ihg.com This interview was carried out in August 2020.

Read the full article on hospitalitynewsmag.com

WE MISSED YOU When was the last time you enjoyed an unforgettable getaway?

At Rotana, we believe time well spent, is a life well lived.

This enduring thought is at the heart of every experience we promise when you stay with us.

Transform moments into memorable experiences as we present a selection of diverse destinations, ideal for every journey.

To ďŹ nd out more, visit rotana.com Treasured time. Our promise to you.

NEWS

HOTELS

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WILL ACCOR AND IHG MERGE TO FORM THE WORLD'S BIGGEST HOTEL CHAIN? An Accor spokeswoman said the company did not comment on market rumors. IHG declined to comment.

A marriage between the two firms would propel them far ahead of US rival Marriott by number of hotel rooms, with over 1.6 million between the two.

According to Reuters, shares in France’s Accor rallied after Le Figaro newspaper reported it had examined a potential merger with British rival InterContinental Hotels (IHG) that would create the world’s biggest hotel group.

It could also make geographical sense, with Accor and its brands more skewed towards Europe, while IHG has larger operations in the United States and is also growing fast in Greater China. ihg.com accor.com Read the full article on hospitalitynewsmag.com

AVANI HOTELS & RESORTS CONTINUES ITS EXPANSION PLAN WITH TWO PROPERTIES IN THE REGION Avani Hotels & Resorts has confirmed that the brand is on track to open more than 10 new properties in the coming years, including debuting in four new countries.

“We are pleased that our partners are reaffirming their commitment to long-term growth with Avani, as demonstrated in their decision to continue with the delivery of at least seven new properties by the end of 2021. With yet more projects expected to be completed in the following two years and additional pipeline announcements coming soon, Avani continues to be the fastestgrowing brand in the company,” said Dillip Rajakarier, CEO of Minor Hotels, the parent company of Avani Hotels & Resorts.

Two properties are underway in the MENA region. The first is Avani Palm View Dubai

Residences & Suites, UAE, opening in Q4 2020. In the final stages of development in a prestigious location overlooking the Palm Jumeirah, accommodation options at the new-build, 264-key Avani Palm View Residences & Suites range from studios to multi-bedroom residences.

The second property is Avani Muscat Hotel, Oman, opening in Q1 2021. Representing the brand’s Omani debut and its second country in the Middle East region, the Avani Muscat Hotel will be set in Seeb, the heart of Muscat’s westward growth, offering laidback days of rooftop lounging and shopping. The hotel will offer 161 keys, in addition to 45 studios and one, two and three-bedroom serviced apartments. avanihotels.com

DUBAI TO BE SWISS-BELHOTEL INTERNATIONAL’S REGIONAL MANAGEMENT HUB FOR EUROPE, MIDDLE EAST, AFRICA AND INDIA As part of Swiss-Belhotel International’s group development, the Europe, Middle East, Africa (EMEA) and India regions have been merged. The executive team based in Dubai will now also be responsible for the group’s operations in Europe while working closely with Gavin M. Faull, chairman and president of Swiss-Belhotel International to develop new opportunities across the continent. The brand’s flagship hotel SwissBelhotel du Parc, Baden Switzerland will be the operational base for Europe.

Making the announcement, Faull, stated, “This latest development is aimed at increasing efficiency and flexibility through strategic consolidation of our management

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and operations across Europe, Middle East, Africa (EMEA) and India."

Read the full article on hospitalitynewsmag.com

IN BRIEF JLL’s eye on Cairo’s hotel supply

According to JLL’s ‘The Cairo Real Estate Market – Q1 2020’ report, the global COVID-19 pandemic has resulted in a new wave of transformation in e-commerce in Cairo and across Egypt. Due to the closure of malls, the logistics landscape in Egypt is transforming.

Consumers have gained a taste for the efficiency associated with e-commerce, and therefore the sector is now striving to keep up with the exceptional increase in demand for online shopping. Cairo’s hotel supply, remained stable, at 23,000 keys with no additional completions in the first quarter of 2020.

Around 400 keys are expected to be delivered by the end of the year.

Yet, some projects have been put on hold while others are expected to experience delays. As with other parts of the region, the hospitality sector has been the most severely impacted as a result of the pandemic. jll.com Minor Hotels to manage the rebranded Ibn Battuta Gate Dubai Hotel

UAE-headquartered upscale residential, hospitality and commercial property developer Seven Tides has confirmed Minor Hotels will be the new operator of its five-star, 396-key Ibn Battuta Gate property in Dubai.

The property will be rebranded to Oaks Ibn Battuta Gate Dubai Hotel, the newest addition to the Oaks Hotels, Resorts and Suites portfolio.

It is the company’s second branded property in Dubai and its third in the United Arab Emirates. minorhotels.com

NEWS

FOOD & BEVERAGE

TONY RAMY’S MISSION TO SAVE LEBANON’S RESTAURANT SECTOR

What steps have been taken by the Syndicate of Owners of Restaurants, Cafes, Night-clubs & Pastries in Lebanon to help the hospitality sector?

Lebanon’s hospitality sector was ailing long before October 17, 2019, mainly due to the devaluation of the Lebanese pound and the instability of foreign exchange rates in parallel markets. As a result, a lot of businesses had to close after incurring heavy losses.

Tony Ramy, president of the Syndicate of Owners of Restaurants, Cafés, Night-Clubs and Pastries in Lebanon, carries the weight of the restaurant industry on his shoulders as he tries to untangle the web of problems that it finds itself caught in. In this exclusive interview, Ramy discusses the unprecedented challenges the industry faces and the prospects for recovery.

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The syndicate is working in collaboration with the Order of Lawyers (Beirut Bar Association) and filing a complaint against the Lebanese government to hold the parties or individuals involved accountable.

Furthermore, the syndicate is liaising with international entities and communities to secure funds for the reconstruction of establishments that have been damaged or destroyed, as local donations are unable to cover the estimated costs.

The three regions most heavily affected by the port blast were: Greater Beirut, Metn and Baabda.

Tell us about the post-blast initiatives launched by the syndicate.

We launched several initiatives with friends and partners to assist the institutions worst affected by the explosion.

1. The syndicate and its long-time partner Hospitality Services collaborated with Apave to collect data on losses incurred for auditing and assistance at a later stage.

2. Zomato and the Lebanese Food Bank collaborated with us to launch another humanitarian aid initiative to help employees of the institutions that are no longer operational due to the blast.

3. Kitopi also collaborated with us to help F&B brands grow globally.

We have many more initiatives underway. In fact, we are overwhelmed by the support we have received, proving that our efforts and hard work over the years are paying off.

In your opinion, how can the Lebanese hospitality industry regain its strength?

All initiatives should aim to restore the trust of visitors and promote Lebanon as a touristic destination. Reviving the tourism sector is critical to economic recovery.

Ensuring the return of tourism specific services will require a mix of public and private intervention, which can help the reconstruction of businesses affected by the blast and bridge the gap in earnings until the 2021 high season. syndicatercnp.com Read the full article on hospitalitynewsmag.com

NEWS

FOOD & BEVERAGE

KAMAL MOUZAWAK’S DREAM COME TRUE

Lebanese entrepreneur Kamal Mouzawak is a man of many talents; he is a restaurateur, a hotelier and a humanitarian at heart. With his B&B, farmers’ market, community kitchen and numerous social initiatives, he showcases not only the richness of the Lebanese cuisine but also the strength of its community.

After the Beirut port blast, Mouzawak was quick to spring into action.

You’ve just opened Souk El Tayeb in a new location. Can you tell us more about it?

Tell us more about your plans to set up a permanent community kitchen to feed those in need.

The new location of Souk El Tayeb is in the heart of Mar Mikhael, an area that was devastated by the Beirut port explosion on August 4. Our building was destroyed by the blast, but we have spent the past two months rebuilding it. This space is very special to us because it is a place we call home for our Souk El Tayeb weekly farmers’ market. In addition, this space will host our new Tawlet famers’ kitchen, as well as a Dekenet, and our newest addition, a community kitchen called Matbakh El Kell, which will serve meals daily to those in need.

The emergency kitchen was created and began operations on August 5. We have cooked meals for first-aid dispatchers, hospital workers, neighbors, families in need and volunteers. We are still living in the aftermath of this catastrophe. The need isn’t going to disappear. We recognize the urgency of creating a community kitchen to continuously provide warm meals throughout the year, not just in moments of disaster. The community kitchen will begin operating on October 1 from Souk El Tayeb’s new location.

You once said that if the country is dead, it needs people to bring it back to life. How are you planning to do this?

In your opinion, how can the hospitality sector survive these hard times?

We never give up; we keep going with what strength we have left. It is by giving back and sharing food that we go on.

Read the full article on hospitalitynewsmag.com

IN BRIEF

Al Beiruti new restaurant opening

Lebanese icon B018 set to launch Dubai in Q1 2021

B018, the Beirut-born legacy, is set to open in Dubai in Q1 2021. Located on the outskirts of Dubai Marina, it will bring an abundance of music, art and culture to Dubai’s nightlife scene.

Rabih Fakhreddine, CEO of Seven Management, said: “We are proud and excited to bring one of Lebanon’s legacies to Dubai, to showcase the brand on a Global scale and facilitate the natural evolution of BO18. The refined space will cater to music and art lovers across all nationalities, and

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Everyone is doing his or her best to survive.

You simply take care of your own, adapt, and do whatever you can to keep moving forward. soukeltayeb.com

celebrate Lebanon’s rich culture and history, which is more important to us now than ever before.” b018.com

Lebanese Al Beiruti, an all-day dining destination, has opened its doors in Dubai. It is located in Umm Al Sheif, Sheikh Zayed Road Dubai, next- door to the Lamborghini showroom.

Its Show Kitchen – a main feature never before seen in the vast realm of Lebanese cuisine – offers guests an immersive and visually-satisfying experience. From mezzes being whipped up to perfection, blazing flames on the charcoal grill, freshly carved Shawarma made the old-fashioned and other signature items being prepared in an open environment enticing both foodies and design enthusiasts alike. albeiruti.com

READ MORE ONLINE HOSPITALITYNEWSMAG.COM

PEOPLE ON THE MOVE

NEW GM APPOINTED AT ROSE RAYHAAN BY ROTANA DUBAI Rotana announced the appointment of Mamdouh Ali as general manager for Rose Rayhaan by Rotana in Dubai.

Ali has been with Rotana for over seven years. In 2013, he joined Rotana Hotel Management Corporation as head of sales - Travel Trade and in 2017 was promoted to the position of GM, Rosh Rayhaan

by Rotana in Riyadh.

NEW RESORT MANAGER OF ANANTARA SIR BANI YAS RESORTS Anantara Sir Bani Yas Resorts in Abu Dhabi named Rachid Bakas as its new resort manager. He brings 16 years of expertise to the role.

In his new post, Bakas will oversee three Anantara resorts on the UAE island.

The island portfolio consists of the 30-key Anantara Al Yamm Villa Resort, the 30-key Anantara Al Sahel Villa Resort and Desert Islands Resort & Spa by Anantara with 64 keys.

NEW GM OF KEMPINSKI HOTEL AQABA RED SEA Victor Betro has been appointed as the new general manager of Aqaba's Kempinski Hotel Aqaba Red Sea. After a stint in which he was involved in the successful opening of Kempinski Summerland Hotel & Resort, Beirut, Lebanon as Executive assistant manager as well as the opening of Kempinski Hotel Muscat in Oman, he was promoted to hotel manager in 2018 at Emerald Palace Kempinski Dubai, located at Palm Island.

AVANI HOTELS APPOINT NEW GM FOR AVANI PALM VIEW DUBAI HOTEL & SUITES Georges Farhat has been appointed as general manager for the Avani Palm View Dubai Hotel & Suites which is expected to open in the fourth quarter of 2020. With more than 25 years of hospitality experience and a strong background in operations, Farhat brings a wealth of knowledge to this role from his previous positions with InterContinental Hotel Group.

NEW GM JOINS W DUBAI THE PALM W Dubai - The Palm has announced that Peter KatusakHuzsvar has joined the hotel as general manager.

As part of his new role, he will oversee all aspects of the 349-bedroom hotel, including W Dubai – The Palm’s destination restaurants led by chefs Massimo Bottura and Akira Back. The new GM rejoins the company after two years as the general manager of Accor’s luxury lifestyle hotel SO/Vienna.

MOHAMED NASER AL-HAJERY & SONS APPOINTS NEW COO Following 17 years as managing director of FMCG and Gulf at Mohamed Naser Al-Hajery & Sons, Gabriel Pharaon has been promoted to COO at the company.

Mohammed Nasser Al-Hajery and Sons Company in Kuwait operates in the fields of pharmaceuticals, consumer health care, medical equipment, perfumes and cosmetics, as well as FMCG, cafes and restaurants.

MICHAEL KOTH APPOINTED GM OF EMIRATES PALACE, ABU DHABI Seasoned hotelier Michael Koth has been appointed as general manager of the iconic Emirates Palace, Abu Dhabi and area vice president of operations, overseeing Mandarin Oriental Jumeira, Dubai and the upcoming Mandarin Oriental Downtown, Dubai which is scheduled to open in 2021.

Koth is a leader in the hospitality industry, bringing a wealth of experience and knowledge spanning over 35 years.

KERZNER INTERNATIONAL ANNOUNCES NEW STRATEGIC LEADERSHIP Kerzner International Holdings Limited, the owner of Atlantis Resort and Residences and One&Only Resorts brands worldwide, has announced a restructuring of its strategic leadership team.

Michael Wale, who has held the role of CEO joins the Board of Directors of Kerzner International and Philippe Zuber, the current COO, will be leading the company as CEO. Michel Checoury, who has held the position of CFO will be adding the duties of chief administrative officer to his role.

OCT-NOC 2020 | HOSPITALITY NEWS ME

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NEWS

CHEFS

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A NEW CHAPTER WITH CHEF YOUSSEF AKIKI Kitchen Backstage, he tells HN about his exciting plans for the future and the part nature plays in driving creativity.

1. This year you’ve turned a page and begun a new chapter of your life. Can you tell us more?

Wrapping up 11 wonderful years at Burgundy, I decided to embark on the next adventure. It was time for me to launch a new concept: my very own kitchen in my beloved hometown, a place in the middle of nature where I truly belong.

3. What has been the greatest source of inspiration in your career?

Definitely nature. A short walk gives me a lot of ideas of new ingredients to try. I always come up with crazy new concoctions to that often lead to amazing new creations.

4.What is Kitchen Backstage?

Kitchen Backstage is a boutique F&B and hospitality consultancy. Our services include consulting, advisory, training and development tailored to the hospitality industry.

Thanks to my extensive expertise, I am able to provide innovative solutions to the F&B industry, from menu creation to consistent application through well-designed outlets, functional kitchens and a well-trained team. I also assist clients with which suppliers to choose, team training, recipe implementation, quality assurance and consistency. We aim to become the partner of choice for the F&B industry. Kitchen Backstage will be located in my own garden in Hrajel.

A true ambassador for Lebanon, chef Youssef Akiki has gained a worldwide reputation for his creative and purist approach to Lebanese cuisine.

Having begun his career aged just 15, he worked his way through the kitchens of renowned chefs such as Alain Ducasse, Joel Robuchon, Nicolas Le Bec and Bruno Goussault, and specialized in gluten and lactosefree pastry at the Ecole Nationale Superieure de la Patisserie before becoming executive chef at Burgundy Beirut. Today, as the founder and owner of brût and

I cannot but look back with utmost appreciation for the incredible team that stood by my side at Burgundy and the generous people behind this place that I have called home for so long.

WORLDCHEFS ONLINE GENERAL MEETING

2 DEIRA CHEFS WIN THE US BEEF VIRTUAL COOKING COMPETITION

2. During the COVID-19 pandemic, you launched your own cooking masterclasses. What prompted you to do this?

With the pandemic hitting the country and forcing the population to stay home, I noticed that people were looking to learn new things, especially online. Launching my own series of masterclasses is my way of contributing to society and sharing my knowledge with professionals and people interested in acquiring new skills. Through these masterclasses I am communicating what I was never taught in the classroom but learned from experience.

World Association of Chefs’ Societies, the global network of chefs associations, has held its first online meeting. The meeting was chaired by the association’s president, Thomas Gugler, and was attended by 150 online panelists from over 120 countries.

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HOSPITALITY NEWS ME | OCT-NOV 2020

Clients will seek outdoor venues, while restaurants will start sourcing ingredients locally. People have been stuck at home for an extensive period, so they are eager to interact in the safety of an outdoor environment. brutlb.com

The Professional categories were won by two young chefs working in Deira Dubai: Kanishka Dilhan Kulasekara from Radisson Blu Hotel DDC won the Best Recipe Category, while Leon Robin Rozario from Jumeirah Creekside Hotel won the Best Video Recipe.

During the meeting, the decision was taken to hold the 2024 WorldChefs Congress in Singapore. Furthermore, the committee confirmed that the Russian Culinary Association would host the 2026 congress.

Commenting on the meeting, Lebanese chef Joe Barza said: “The WorldChefs association gives chefs an added value and the opportunity to lobby and have a say in the world. Thanks to the tremendous efforts of our president, Thomas A. Gugler, many chefs have joined the association and have had the opportunity to be highlighted. “In a special message addressed to the Lebanese chefs post-Beirut’s port blast, Thomas A. Gugler said: “Stay strong and believe in the ‘POWER OF THE WHITE JACKET.’” worldchefs.org

5. How do you foresee the culinary landscape post COVID-19?

The Emirates Culinary Guild and US Beef Export Federation announced the results of the first GCC Virtual Online Competition.

Both amateur classes were won by female chefs: Alisa Belousova won the Best Recipe with Picture Competition.

While the Video Class was won by Badya Sallam Khaireddin. The winners used prime US Beef Tenderloin to prepare their recipes.

Andrew Cuthbert, Chairman of the Emirates Culinary Guild noted that the competitors came from different GCC countries.Properties on the winners list are Anantara The Palm Dubai Resort, Caesars Bluewaters Hotel, Zero Gravity, The Emirates Academy & Hospitality Management and Jumeirah Royal Bahrain. The top 10 winners in each category were awarded fantastic prizes, including cash money, trophie and knives. emiratesculinaryguild.net

‫‪www.europeanrice.eu‬‬

‫يعد األرز‪ ،‬الذي يُعترب جز ًءا من الثقافة والتقاليد يف العديد من الحضارات‪ ،‬اقرتا ًحا صح ًيا لعمل مجموعة كبرية من الوجبات‬ ‫الشهية من مختلف أرجاء العامل‪.‬‬ ‫يتم إنتاج األرز األورويب وفقًا إلجراءات معتمدة‪ ،‬ووفقًا للوائح األوروبية الصارمة التي تحرتم البيئة وتحمي صحة املنتج‬ ‫واملستهلك‪.‬‬ ‫يف اليونان‪ ،‬تقع حقول األرز بشكل رئييس يف شامل اليونان يف دلتا األنهار واملناطق الساحلية‪ .‬تخلق الرتبة معتدلة امللوحة‬ ‫واملناخ الدافئ الذي مييز املنطقة الظروف املناسبة للحصول عىل إنتاجية عالية وإنتاج أرز عايل الجودة‪ ،‬يتميز بلزوجته‬ ‫ورائحته العطرة وملمسه املتميز ونكهته الرائعة‪ .‬عالو ًة عىل ذلك‪ ،‬فإن األرز األورويب غري معدل وراث ًيا‪.‬‬ ‫ويعد األرز األورويب الذي يتم إنتاجه يف اليونان قاعدة مثالية ألي وجبة تقري ًبا‪ ،‬كام ميكن أن يكون الطبق املميز للعشاء‬ ‫كذلك‪ .‬إنه آمن ولذيذ‪ ،‬كام أن أسعاره معقولة‪.‬‬ ‫قم بتحويل املكونات البسيطة التي غال ًبا ما تكون متاحة لديك يف مطبخك إىل وجبات شهية للغاية‪ :‬من الدجاج بالكرمية‬ ‫واألرز ووصوالً إىل األرز املقيل أو األرزية املصنوعة يف املنزل!‬ ‫‪rice_eu‬‬

‫‪europeanrice‬‬

NEWS

SUPPLIERS

AUDI CATERING EMBARKS ON A NEW CHAPTER LED BY KARIM AUDI Nicolas Audi Catering, renowned for its signature finesse and devotion to perfection, is venturing into the frozen ready-meal market thanks to the vision of Karim Audi, who is propelling his father, Nicolas Audi's legacy, forward. With a degree in hospitality management from Glion Institute of Higher Education and eight years’ experience working for his father, he decided to launch the new product line “Ready To Eat Just Heat” by Nicolas Audi.

Tell us about your newly launched product line and the inspiration behind it.

"Nicolas Audi Catering’s new retail product, “Ready To Eat Just Heat” by Nicolas Audi,

is a frozen ready-meal selection inspired by our dishes. Each dish can feed up to two persons. The box contains two frozen vacuumed sealed bags, which need to be dipped in boiling water for 15 minutes, before being cut open and served.

The idea came during the COVID-19 lockdown, as we were trying to come up with sales alternatives to survive the economic crisis that ravaged the country.

Someone very close to me proposed the idea, and I developed it.

How are you planning to distribute the product locally and/or internationally?

What is your strategy?

CARREFOUR TO SOURCE MORE ORGANIC FRUIT AND VEGETABLES FOR ITS CUSTOMERS Carrefour, operated by Majid Al Futtaim in the UAE, has underscored its commitment to supporting local farmers and providing healthier organic products by signing a Memorandum of Understanding (MoU) with Emirates Bio Farm — the largest private organic farm in the UAE. The partnership will see Carrefour source up to 450 tons of Emirates Bio Farm organic produce, which is expected to lead to more affordable prices at Carrefour stores. Emirates Bio Farm is leading organic agriculture in the UAE through its farming methods by producing chemical-free crops while also protecting the environment and promoting biodiversity.

The partnership illustrates Carrefour’s multipronged approach to supporting sustainable agriculture in the UAE. The agreement falls in line with Majid Al Futtaim’s strategy to support local farmers

in the UAE, and complements a further MoU signed with the Ministry of Climate Change and Environment (MOCCAE) to increase the availability of local produce across Carrefour stores in the country.

In sourcing more organic local produce from Emirates Bio Farm, Carrefour UAE is elevating the nation’s food security by supporting local farmers and reducing its food miles. Last year, Carrefour opened the region's first instore hydroponic farm at Yas Mall, reiterating the company’s commitment to driving environmental sustainability. carrefour.com

NESCAFÉ Dolce Gusto has officially launched its new automatic ultra-compact Genio S Plus coffee machine in Saudi Arabia, United Arab Emirates, Kuwait, Jordan, Bahrain and Oman. In addition to creating professional quality coffees at home, consumers can now customize their drink with the intuitive LED control ring, by selecting the level of intensity and opting for the espresso boost feature for a more intense cup of coffee.

“Genio S Plus is crafted for consumers who are looking for a powerful and stylish yet affordable coffee shop at home machine which combines the best in class innovative technologies,” said Raef Labaky, Nestlé business executive manager, coffee & beverages for the Middle East and North Africa.

NESCAFÉ Dolce Gusto Genio S Plus offers nearly 20 premium coffee creations, whether you like your coffee short, long, black or white. Enjoy a choice of bold Espresso, intense Espresso, aromatic Lungo and full-bodied Grande, frothy Cappuccino and smooth Latte Macchiato, or even hot chocolate beverages. dolcegusto-me.com/ae HOSPITALITY NEWS ME | OCT-NOV 2020

IN BRIEF Pinot Noir St Thomas 2015 receives Silver Medal

NESTLE: AN ONGOING COFFEE INNOVATION AND CRAFTSMANSHIP

22

The product is now available locally; we are currently distributing it to Spinneys branches.

In the coming weeks, it will be available online and at other points of sale. Our main goal is to sell internationally; we are currently working on export deals and are open to new offers. We will release new varieties and flavors in the coming months. nicolasaudi.com

Pinot Noir St Thomas 2015, the first pinot noir in Lebanon, was awarded a silver medal at the 26th edition of Vinalies Internationales - Paris 2020.Every year, the Union of French Oenologists organizes one of the most prestigious competitions in the wine world: the Vinalies Internationales Competition, which has become one of the industry's major events since its launch in 1994.

Over four days, the jury members, all experts in sensorial analysis, gather together each morning under the presidency of a French wine specialist to blind taste wines from all four corners of the world. Boosted by the competition’s far-reaching reputation, the medalwinning bottles are sold throughout the world and are highly appreciated both by distributors and consumers. chateaustthomas.com Intertek launches Protek

Intertek has recently launched Protek, the first health, safety and wellbeing assurance program in the world, which is intended to protect people, workplaces and public spaces. This includes its POSI Check audit solution which helps in the Prevention of the Spread of Infection (POSI). Protek is the first comprehensive offering of assurance services designed to provide businesses across all industry sectors, employees and consumers the confidence they need to operate in the post-COVID-19 ‘new normal’. intertek.com

EVENTS

SEEN & HEARD

AHIC TAKES TO THE ROAD Rebranded for 2020 and against a challenging backdrop, the latest edition of the Arabian Hotel Investment Conference (AHIC) took place over a three-day period from September 29 to October 1 in Dubai.

This year’s showcase was titled AHIC on the Road and, in keeping with the name, welcomed industry leaders at three highprofile properties across the emirate.

Opening the event, Jonathan Worsley, chairman of Bench Events and founder of AHIC, told his audience that it had been necessary to start from scratch and imagine what bringing the hotel investment industry together looked like this year.

“It is a very different scenario to what we have done in the past as the industry has changed, the needs of our community have

changed and the regulations governing events have changed,” he told attendees.

“AHIC is an important opportunity for the industry to demonstrate its resilience and how it is evolving to bounce back stronger.”

The event included a series of break-out streams, focused on how the industry is transforming though technology and artificial intelligence. ahic.com

CALENDAR NOVEMBER

JANUARY 2021

23 Nov. F&B NETWORKING HUB (Virtual) Adnec sialme.com

16 - 20 Jan. ITALY SIGEP Riminifiera sigep.it

DECEMBER

31 Jan. - 3 Feb. GERMANY ISM Koelnmesse ism-cologne.com

8 Dec. HOSPITALITY TOMORROW (Virtual) Bench Digital hospitalitytomorrow.com 17 - 19 Dec. DUBAI INTERNATIONAL COFFEE & TEA FESTIVAL International Conferences & Exhibitions LLC coffeeteafest.com

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HOSPITALITY NEWS ME | OCT-NOV 2020

FEBRUARY 2021 2 - 3 Feb. KSA SAUDI ARABIA HOSPITALITY INVESTMENT CONFERENCE Bench Events ahic.com/shic

2 - 4 Feb. KSA SAUDI HORECA Semark saudihoreca.com 5 - 7 Feb. GERMANY FRUIT LOGISTICA Messe Berlin GmbH fruitlogistica.com 21 - 25 Feb. DUBAI GULFOOD Dwtc gulfood.com 21-25 Feb. DUBAI GULFHOST Dwtc gulfhost.ae

SPECIAL REPORT

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NEW PROJECTS

HOSPITALITY NEWS ME | OCT-NOV 2020

The travel and tourism sector has proved itself to be highly resilient in times of crisis, displaying a remarkable capacity for bouncing back. At a time when the challenges facing operators have never been greater, HN sounds out key industry players and experts on the current state of play for new developments and gets their views on the travel and tourism's mid to longterm prospects, which many believe remain bright.

OCT-NOV 2020 | HOSPITALITY NEWS ME

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SPECIAL REPORT

NEW PROJECTS

THE CASE FOR BOUTIQUE HOTELS IN THE MIDDLE EAST

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HOSPITALITY NEWS ME | OCT-NOV 2020

In collaboration with

Boutique hotels are typically small, intimate establishments with stylish designs, décor and a strong identity. Featuring 10 to 100 rooms, their unique character and individualized service points are what distinguish them from traditional hotels. James Wrenn, associate director of Colliers International, explores the growing trend of boutique properties, particularly in the Middle East.

It is reported that, Ian Shrager and Steven Rubell first coined the phrase “boutique hotel” when they opened Morgans on Madison Avenue, New York, in 1984. Since then, this concept has seen a spurt in growth and popularity among travelers pushing for more options within this segment.

Boutique hotels can be independently owned or a part of a chain. Independently owned boutique hotels have no brand affiliation to larger chains. They are able to define their own standards and can portray a unique story and positioning in the market. Furthermore, these hotels can be affiliated with hotel associations such as Small Luxury Hotels of the World and Relais & Chateaux.

Many of the larger chains offer soft brands that are a grouping of affiliated independent hotels within the chain itself. Large hotel companies use acquisitions and affiliations with independent hotels in an effort to penetrate the boutique hotel market space.

These independent hotels gain access to the organization’s reservation system and marketing resources while maintaining their individual identities. Intercontinental Hotel Group (IHG), one of the largest hotel chains in the world, acquired Kimpton Hotels and Restaurants in 2014 for a reported USD 430 million, making it a market leader in the

boutique segment.

This growing trend of boutique hotels has become evident in the Middle East too, albeit it at a much slower pace. One of the first definitive boutique properties to open in the region was the XVA Art Hotel, which opened in one of the oldest communities in Dubai in 2003. The concept gained traction in the region through its increase

This growing trend of boutique hotels has become evident in the Middle East too, albeit it at a much slower pace

in popularity and soon after, expanded to other countries. Numerous countries in the region, such as Lebanon, had limited presence of international brands, which facilitated the growth of small boutique properties.

Boutique hotels are among the most trusted investments in the hospitality industry. They offer developers and owners the opportunity to be creative and diverse with their offerings. The premium

on occupancies and ADR achieved by boutique properties can provide a desired return on investment proportionate to the overall investment size.

To facilitate the development of boutique hotels in the region, we have identified a number of areas, which could stimulate the development of the sector, particularly in the GCC region: • Master developers creating space within their masterplans for the development of boutique hotels by offering smaller parcels of hospitality zoned land • Developers being incentivized to build smaller hotels and offering them to the market to let or for management by independent and start-up operators/brands • Unique classification codes for boutique hotels with associated star-rating systems could provide the opportunity for the creation of exciting concepts in this space Boutique hotels are poised to recover quickly in the post-pandemic environment given their popularity and size compared to larger hotels. Boutique hotels could represent the next wave of opportunity for growth as we enter a new development cycle. In the Middle East in particular, there appears to be plenty of scope for further development in this niche and exciting space.

OCT-NOC 2020 | HOSPITALITY NEWS ME

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White Complex bldg / No.167. Block D, Street 62. Shuwaikh, Industrial Area 3, Kuwait

+965 2492 0088/0099

New Premises in Kuwait

In August 2020, BanoPuratos Kuwait opened its new showroom to meet the needs of their customers and keep pace with the current market trend.

Our showroom is equipped with the best tools, raw materials, accessories and molds with the highest quality for bakery, pastry, chocolate and ice cream sectors.

Our newly opened innovation center with the most skilled chefs offer collective courses and demos for chefs and entrepreneurs who need development and improvement in their level of production.

Our team of technical advisors is at your service to help you develop skills in bakery, patisserie, chocolate and Ice cream making.

They share their professional knowhow and develop new recipes or product concepts together with you to enable you to create some of the world’s best finished goods.

SPECIAL REPORT

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NEW PROJECTS

HOSPITALITY NEWS ME | OCT-NOV 2020

In collaboration with

FIRM FOUNDATIONS: INVESTORS ARE LOOKING TO THE FUTURE

It’s been a tough time for investors. Abdul Kader Saadi, managing director and owner of Glee Hospitality Solutions, talks about the challenges facing new projects and those signed pre-COVID-19.

In terms of investment, committed projects are still going ahead as planned despite external factors and challenges, with projects such as Morsel Chocolates having been launched in Abu Dhabi. Projects that were finalized and signed prior to the enforcement of COVID-19 measures continue to move forward. The emphasis has been on laying the foundations to ensure their completion. In other words, they are still being processed in terms of their concept development: branding; design; and menu development. In spite of the recent economic challenges, there is still an appetite for investment in the region, and we were still able to sign and secure a number of projects during the height of the COVID-19 restrictions. We have concentrated on doing all the required groundwork necessary with the intention of opening in early 2021. With regards

to upcoming developments, we have a project in Saudi Arabia, which was signed pre COVID-19. It is set to launch in the first quarter of 2021.

Highlighting potential investment opportunities, many businesses are still seeking capital for good opportunities, and businesses that managed to perform well despite suffering from COVID-19 induced set backs are attractive options.

The silver lining of the COVID-19 crisis has been free rent for up to one year and even three years in some cases with additional incentives to negotiate turnover rent. This has allowed for the possibility of acquiring fitted-out units on the “cheap” and, in turn, only paying the turnover rent.

In summary, investor attitudes need to be the driving force to aid in re-establishing an optimistic sense of equilibrium in the

re-emerging market. All stakeholders need to genuinely believe that we will go back to a state of normalcy and proceed with optimistic steps and/or investments to reflect this belief. The underlying question is of course when will we begin to see an upward growth, or at the very least an upward trend, that is more aligned to the market state pre COVID-19. Adaptation remains the name of the game and any/ all participants in the market need to play to their strengths and make preparations for the future accordingly. Reflecting this notion, we have laid the groundwork internally to position our projects with a strong basis for Q1 2021. Despite the obvious challenges, we remain optimistic and continue to strive forth with confidence that our plans will pay off with dividends in the foreseeable future. gleehospitality.com

OCT-NOC 2020 | HOSPITALITY NEWS ME

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SPECIAL REPORT

NEW PROJECTS

WHY IT PAYS TO

KNOW HOTEL DATA ANALYTICS

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HOSPITALITY NEWS ME | OCT-NOV 2020

In collaboration with

Kostas Nikolaidis, Middle East & Africa executive for STR, examines the importance of accurate data analysis in the hospitality industry.

Training, learning and development are core principles of the tourism and hospitality industry. In recent years, an ever-evolving landscape and acute competition have led to increased specialization, evidenced by the large variety of job roles at modern hotels.

This has resulted in greater complexity, more procedures and arguably a need for a diverse skillset achieved through increased staff training. An oftenoverlooked faculty in the hospitality industry is data analytics. Despite the digital revolution of recent decades and the increasing adoption of technology, the very science of analyzing data and reaching conclusions has proven rather elusive for most industries, but not in the case of hotels.

The COVID-19 crisis has further underlined the critical need for data and the importance of correctly analyzing it globally. Decisions regarding government response, lockdowns, forecasts and recovery scenarios have primarily been based on data, and it couldn’t have been any other way given the scale and speed of the pandemic.

Echoing the famous words of William Edwards Deming, “Without data you’re just another person with an opinion” — a fact pretty much all of us are reminded of every day through COVID-19 case numbers, growth rates and curves that dominate the news.

In the hotel context, particularly finance and revenue functions, which have traditionally been more number and

data driven, this brings about a series of challenges and considerations for the uncharted waters that lie ahead.

What key skills are required during this time when hotels are faced with a plethora of difficult decisions that need to be made at the right time?

Another befitting quote that springs to mind is Benjamin Franklin’s: “By failing to prepare, you are preparing to fail.”

How prepared have hoteliers been for this crisis, and how prepared are they for the recovery phase?

The pandemic has brought about very volatile and fluid market conditions,

For the recovery phase, forecasting skills and tools emerge at the forefront of the agenda with the introduction of new data sets and parameters becoming increasingly significant for timely and informed decision-making. For example, it has been well documented from previous episodes that it is fundamental for hotels to effectively manage cash flows and profitability during a downturn.

In addition, the adoption of agile total revenue management strategies to seek out new revenue streams, such as food delivery from hotel F&B outlets, has also been important. It is now more essential than ever for hoteliers to maintain complete commercial awareness and

an open-minded, nimble approach in response to changes in their market.

As for the recovery phase, forecasting skills and tools emerge at the forefront of the agenda. Effectively tracking and benchmarking metrics, such as demand on the books, will be yet another arrow in the smart hotelier’s quiver. The target should now be clear; it is all about kick-starting demand. After all, it has been fundamentally the lack of demand that has brought the hotel and tourism industry to this state, and it will be demand that will bring it back to life.

It is therefore paramount for hoteliers and tourism professionals to not remain complacent despite the current situation.

Data analysis skills are becoming even more important since the industry will be looking for direction as to when and how recovery will begin and develop.

Continuous learning, upgrading skills, and an open-minded approach to new tools and technologies will pave the path to success. Even with “corona” budgets in place, there is a lot accessible for free. In these turbulent times, plenty of content and resources are available online and at no cost. STR’s COVID-19 blog is a good starting point for anyone looking to get a taste of what the hotel industry looks like through the latest hotel performance data, with free access to webinar recordings, articles, press releases and other resources. Our world will be moving forward with many lessons learned after the pandemic, and we should all be ready. str.com

OCT-NOC 2020 | HOSPITALITY NEWS ME

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SPECIAL REPORT

NEW PROJECTS

HOW TO

FRANCHISE YOUR HOTEL

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HOSPITALITY NEWS ME | OCT-NOV 2020

With Abu Dhabi National Hotels franchising four of its properties in 2019 and Aldar franchising six in the same year, the “franchise your hotel” run has officially started in the UAE. We get the lowdown on franchising's appeal and challenges from Giuliano Gasparini, head of hospitality at Aldar Properties.

With big players changing their business models, leaving the ivory towers of real estate ownership and getting their hands dirty with day-to-day operations, franchising may seem like the perfect solution. But is it really the magic fix for underperforming hotels? The short answer is no. Before setting out on the franchise path, it is important to honestly assess the potential of the asset in question and answer the following questions:

1. Is my brand franchisable?

If you are in the luxury field, it is very difficult for operators to franchise your brand. In an era where brand equity is high in the luxury segment, both as customer recognition and as value in the balance sheet, operators are not willing to put it at risk by losing control over product consistency and delivery. However, if your brand falls within the non-luxury segments such as upscale, midscale, economy or budget, then the franchise model is definitely on the table. Against the backdrop of COVID-19, achieving a franchise brand or a switch should be easier as operators have less to lose in terms of fee-generated cash flows.

2. Am I a big enough fish?

In the world of franchise size does matter.

If you represent a 100 to 200-key property, undoubtedly franchising is a potential option; but would that really pay you back?

On the one hand, the savings in the base/ incentive fees might tempt you. However, do these really offset the incremental efforts in operation and losing the support of operators’ corporate offices (mainly legal and some sales)?

This is clearly subjective, but as a rule of thumb, I would not recommend the franchise option for small hotels as the pay back might not be high enough. The contrary, however, applies if you have the hotelier spirit inside you; this brings us to the next question.

3. Is being a hotelier my vocation?

We perceive the GM life to be glamorous, but being a hotelier is hard work. Be prepared for intense sleep deprivation, the threat of negative TripAdvisor reviews, unstable market conditions and

unpredictable events, such as COVID-19.

Under a franchise scheme, you are on the front line, and there is no operator to blame if something goes wrong.

Therefore, you need to feel that burning desire to be in the business.

4. Ask yourself “Why am I doing this?”

I have received a huge number of inquiries about the decision to franchise six hotels and the benefits. In our case specifically, franchising enabled us to cluster six hotels into one single giant operation of 1,760 keys, achieving massive economies of scale in terms of procurement and payroll that outnumbered the savings in the fees to operators. Ultimately, the real objective was clustering, so we achieved this through franchising. This is another case in our industry where size matters. Yes, franchising does maximize flow-through.

But if you are featuring low revenues and low digit (or negative) GOP percent, it is of little help to your business.

Before setting out on the franchise path, it is important to honestly assess the potential of the asset in question If you are not able relate to the above, it might mean that the franchise model is not the solution to solve your cash flow and ROI problems. So let’s look at a quick guideline to assess where the problem really lies: 1. Assess your revenues: talking about revenues during COVID-19 might sound strange, but when discussing franchise it is important to stress that it enhances flow-through without generating additional room revenue. Therefore, the first thing to do is to check your primary STR compset— and feel free to order additional STR compsets — to understand if your hotel (and its operator) are really positioned where they should be. If you see your RevPAR is not in line with that of your peers or not where it should be, maybe an

operator switch might be a wiser gamechanger than a franchise.

2. Assess your cost: if your revenues seem to be all in order but you’re experiencing losses or single-digit GOPs, this means the cost of operations is clearly too high. Cost reduction and property efficiency plans are huge exercises that require an entire manual rather than a short article. Tools to achieve this might be through clustering, renegotiation of contracts, focused asset management, etc. Among these, franchise might be a way to gain control over certain operational costs (in the first instance, the payroll of key hotel personnel), giving you the opportunity to adjust operational expenses to drive more profits. If you are not willing to do this exercise by yourself, you have a plethora of hotel consultants — from the caliber of JLL, Colliers, etc. to individuals who featured a well-tested pedigree of operational experiences — who can help you achieve your goal for a fee.

3. Consider engaging a “white label” operator: the main absents of the franchise game in the Middle East are the “white label” operators, although they do not like this term. With the franchise model well established in places like the US, the UK and Europe, white label operators have emerged as an intermediate solution for owners. They allow owners to franchise their hotels in a hassle-free way by moving the full operations to the capable and efficient hands of companies such as Interstate, Westmont, Highgate and the like. Of course, everything comes at a price, so be prepared to negotiate (on top of the franchise agreement) a management agreement that gives them a slice of the cake under the form of traditional base and incentive fees (or exit value in some cases).

White label operations probably represent the most interesting ”watch this space” opportunity for selected multi-brand platforms.

When it comes to switching your hotel into a franchise, it’s better to know in advance how much you can digest. There is nothing worse than getting tempted by the flavor of the month and ending up with stomach problems for the next 15 years.

OCT-NOC 2020 | HOSPITALITY NEWS ME

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WE MISSED YOU When was the last time you enjoyed an unforgettable getaway?

At Rotana, we believe time well spent, is a life well lived.

This enduring thought is at the heart of every experience we promise when you stay with us.

Transform moments into memorable experiences as we present a selection of diverse destinations, ideal for every journey.

To ďŹ nd out more, visit rotana.com Treasured time. Our promise to you.

SPECIAL REPORT

NEW PROJECTS

FIVE-STAR HOTELIERS:

SETTING THE STANDARDS Twelve influential hoteliers in the Middle East share their experiences and tell us how they stay on top of the game.

Consumers are adapting to the new norms without complaining.

3. Do you have any new projects or plans in the pipeline?

No, we don’t for the moment.

4. In your opinion, what qualities make an outstanding hotelier?

Dr. Ghassan Aidi President and CEO, IHRA

1. What does the path to recovery look like, and how are you making the postpandemic experience safer for guests?

It should be great service. Unfortunately the business of providing guests with an excellent service is disappearing today.

You hear of guests checking into a room at midnight that costs euros 1500 asking for a steak and only being given a sandwich or salad. This is ridiculous - for what they are paying, they are entitled to a luxury service.

5. What is your motto?

It’s not looking promising. The recovery for five-star hotels didn’t start at all. It is only the three and four-star properties that are surviving.

Today we need to survive rather than make money.

2. What changes in consumer behavior have you noticed?

They should wait before opening. This is not a good time to open for the first time.

6. What advice would you give someone who is joining the industry?

Many customers are opting for lower grade hotels given the fact that a lot of fivestar properties are limiting their services.

We’re making the hotel experience safer through Lead With Care — our enhanced health and safety program that is focused on providing care, confidence and comfort to all guests, employees and residents.

2. What changes in consumer behavior have you noticed?

Simon P. Casson President of hotel operations for EMEA, Four Seasons Hotels and Resorts

1. What does the path to recovery look like, and how are you making the postpandemic experience safer for guests?

I’m optimistic about the future, as I’ve witnessed how quickly and effectively our people have adapted to recent challenges.

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HOSPITALITY NEWS ME | OCT-NOV 2020

Safety, privacy and comfort have always been top priorities among hotel guests. As travel returns, we’re seeing increased interest around Four Seasons Private Retreats as guests seek out secluded stays in remote destinations. Four Seasons App and Chat also help limit contact while maintaining the highest levels of personal service.

3. Do you have any new projects or plans in the pipeline?

Our renovation project at Four Seasons Hotel Riyadh at Kingdom Centre continues to progress, transforming the property to reflect

the nation's vibrant future. Four Seasons Hotel Madrid — our first hotel in Spain — will open its doors to guests soon and is a spectacular addition to our portfolio.

4. In your opinion, what qualities make an outstanding hotelier?

Passion, vision, enthusiasm, meticulousness, tenacity, ambition, emotional intelligence, empathy and humor are all important.

5. What is your motto?

In a world where you can be anything, be kind.

6. What advice would you give someone who is joining the industry?

Choose an environment where you can grow and flourish. Be prepared to work harder than the person next to you, and share your passion.

Tim Cordon Area senior VP for Middle East & Africa, Radisson Hotel Group

1. What does the path to recovery look like, and how are you making the postpandemic experience safer for guests?

While we would all like a speedy recovery, I think the global hospitality industry will still face uncertain times until medical innovations are able to mitigate the impact of COVID-19.

Based on previous crises, leisure travel is expected to recover quicker than business travel, particularly when it comes to visiting friends and relatives.

One of our highest priorities at Radisson Hotel Group is the continued health, safety and security of our guests, team members and business partners, which is why we recently launched the Radisson Hotels Safety Protocol, a new program of in-depth

cleanliness and disinfection procedures.

This program is in partnership with SGS, the world’s leading inspection, verification, testing and certification company. These enhanced protocols, operational guidance and comprehensive health and safety procedures validated by SGS will be adapted based on local requirements and recommendations, to ensure guest safety and peace of mind, from the moment they check-in to when they leave. We will soon announce an extension to our brand commitment, which includes 20 steps and an additional 10-step protocol for meetings and events.

2. What changes in consumer behavior have you noticed?

I think the biggest priority for hospitality brands is to ensure the health and safety of guests without compromising the guest experience. While location and experiences used to be the main deciding factors, consumers also want to be reassured that hotels are taking their health and safety protocols seriously. We know that people will want to explore again, and while behavior or priorities might change, what matters is how we adapt to these changes.

3. Do you have any new projects or plans in the pipeline?

While these have been challenging times, we are pushing forward with our hotel plans including our development plans.

Diversey, to further strengthen our longstanding ‘IHG Way of Clean’ program with new science-led protocols and service measures which reflect the advice of the World Health Organization, Centers for Disease Control & Prevention and local public health authorities around the world.

With these updated measures in place, we have launched our IHG Clean Promise to reassure guests that their rooms will meet our industry-leading levels of cleanliness.

Pascal Gauvin Former managing director for IMEA, IHG

1. What does the path to recovery look like, and how are you making the postpandemic experience safer for guests?

With the easing of local restrictions, we expect domestic leisure travel to return first, with business and international travel taking more time. At this time, we are focused on every aspect of making the customer journey a great and safe experience so that they feel comfortable staying with us. Leading this is our new Global Cleanliness Board, which is responsible for understanding best practice, defining solutions and implementing processes to address short-term needs that are sustainable over the long term. We are also working with a new partner, Cleveland Clinic, and long-time partners Ecolab and

2. What changes in consumer behavior have you noticed?

The biggest changes guests expect is approach to safety, cleanliness and social distancing. Also, as international boarders across most markets are still closed, guests are choosing domestic vacations and short getaways over international trips. Therefore, road trips are becoming popular, with people choosing their cars over flights for the time being and heading to accessible resorts and comfortable, safe and affordable accommodation they can trust.

3. Do you have any new projects or plans in the pipeline?

The pandemic has proven to be extremely challenging for the hospitality industry, but we are committed to accelerating our growth and meaningfully expanding our presence across key markets in the region,

Radisson Hotel Group recently announced 15 new signings in EMEA in Q2, six of which fall in our region. The travel industry has rebounded from numerous past crises, and we strongly believe we will all bounce back again, with a fresh and innovative perspective.

4. In your opinion, what qualities make an outstanding hotelier?

As hoteliers, we need to always be aware of our guests' ever-changing needs. It is then pertinent to take this insight and adapt accordingly to cater to our guests as their expectations and needs as travelers shift.

5. What is your motto?

Seeing people succeed and grow are key reasons I work in hospitality, and I’m delighted that my current role allows me to continue to do that. The variety of the area also gives me a real buzz: from Dubai to Cape Town, Lagos and Marrakech, such rich cultural differences. Each place has its own incredible stories.

6. What advice would you give someone who is joining the industry?

This industry is all about people, from our teams to our guests. Whether you’re a concierge, a kitchen porter working behind the scenes, or even if you’re involved in the management, this is a people-oriented business. It’s about making our guests happy, and that’s what we need to focus on.

as the mid to long-term prospects for the sector are strong. We expect to open hotels across brands and across markets in the mid to long term including: Hotel Indigo Dubai Downtown, the first hotel indigo in the UAE; InterContinental Ras Al Khaimah Mina Al Arab Resort, our first hotel in Ras Al Khaimah; and Crowne Plaza Jeddah al Salam and Holiday Inn & Suites Jubail Taibah in KSA, both due to open later this year. We are also in discussions with owners to sign more hotels in the mid to long term.

4. In your opinion, what qualities make an outstanding hotelier?

In these challenging times, I believe a hotelier should be people focused (towards guests, owners and colleagues), resilient, innovative, adaptable and have a great sense of humanity.

5. What is your motto?

Leadership has never been so necessary, so inspire, guide, and adapt.

6. What advice would you give someone who is joining the industry?

During a time of massive industry transformation, opportunities exist around every corner. See them, own them, and believe in them.

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average, it takes about 12 to 18 months to go back to normal occupancy.

Dur Hospitality announced its preparedness through our “Safe Stay” program, which incorporates world-class prevention measures and excellent staff training to ensure the safety of guests, providing them with a stress-free vacation.

2. What changes in consumer behavior have you noticed?

Hassan Ahdab, President hotel operations, Dur Hospitality

1. What does the path to recovery look like, and how are you making the postpandemic experience safer for guests?

Recovery is a journey of adaptation rather than a turnaround that will take us back to where we were. This adjustment can be longer or shorter depending on how ready we are to embrace it. In the MENA region, 79 percent of hotels had to close due to low occupancy in Q1 of 2020, which consequently weighed down profitability. On

Travel restrictions and quarantine requirements for international travelers have given rise to a wave of domestic vacationing and tourism, which has been growing at a CAGR of 14 percent since 2010. In 2017, the number of domestic trips (staycations or daycations) reached 44 million. This is expected to spur more competition in the economy and the luxury hotel segment, especially around areas with more tourist attractions.

In parallel, the post-pandemic consumer has higher expectations when it comes to safety and cleanliness, so the local hotel industry needs to step up its efforts in this direction.

3. Do you have any new projects or plans in the pipeline?

We are anticipating the opening of the latest addition to Dur’s portfolio, Holiday Inn & Suites Jubail Taibah, in October 2020.

Situated in the Jubail industrial city, an hour’s drive from Damam’s King Fahad Airport and a five-minute walk from Taibah beach on the Arabian Gulf coast, it is a convenient choice for both business travelers and staycationers.

4. In your opinion, what qualities make an outstanding hotelier?

A good hotelier should be innovative, forward thinking, flexible and committed to excellence.

5. What is your motto?

Impressing our guests is good, but the real accomplishment is making them feel at home with a very personalized service.

6. What advice would you give someone who is joining the industry?

Hospitality is about loving people. Have the ambition to reach to the top by being honest, hardworking and persevering. When your heart’s in it, success becomes an inevitable outcome.

demonstrating that they are in caring and safe hands when staying at any of our properties around the world.

3. Do you have any new projects or plans in the pipeline?

Rotana’s pipeline remains highly active and our planned openings for these coming months are going ahead as scheduled. These include: DAMAC Arjaan by Rotana, Riyadh; Al Jaddaf Rotana, Dubai; and Centro Mada, Amman.

Guy Hutchinson President and CEO, Rotana

4. In your opinion, what qualities make an outstanding hotelier?

1. What does the path to recovery look like, and how are you making the postpandemic experience safer for guests?

Someone who is an excellent communicator, who works hard, is a strategist and an entrepreneur. Ultimately, an outstanding hotelier leads by example.

We remain optimistic about the months ahead and look forward to welcoming guests from around the world as people rediscover the joy of travel. Our Rotana “Safe Space” program delivers total peace of mind through a contactless guest experience and some of the industry’s most stringent cleaning and disinfection procedures.

2. What changes in consumer behavior have you noticed?

Guests will be more cautious in their approach until confidence in the safety of travel returns fully. We aim to make their journeys as smooth as possible by

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5. What is your motto?

Mario Andretti once said: “If everything seems under control, you are not going fast enough.” I live by this mantra.

6. What advice would you give someone who is joining the industry?

Take the time to invest in your skill sets.

Learn from others, but stay in control of your journey. Be bold, be prepared to fail, work harder and smarter than others. Always exceed expectations, and deliver on financial targets without exception.

care and standout amenities. We foresee domestic travel and local holidays to remain at the forefront for the immediate future. The demand from select international markets for extended stays and project-related business will resume as the restrictions are further relaxed.

3. Do you have any new projects or plans in the pipeline?

Vincent Miccolis Regional general manager for Middle East, Africa, Turkey and India, The Ascott Limited

1. What does the path to recovery look like, and how are you making the postpandemic experience safer for guests?

We are witnessing early signs of recovery from the domestic market, and we anticipate further recovery from the international market in the coming months. Focusing on safety, we launched “Ascott Cares” to provide safe homes for our staff and guests. The comprehensive protocols are in compliance with the World Health Organization’s standards and local regulations.

2. What changes in consumer behavior have you noticed?

While international travel remains limited, staycations have grown in popularity, and guests are seeking exceptional service,

Ascott’s most recent acquisitions within the Middle East and Africa remain on track. Citadines Al Ghubrah Muscat (Oman) will open in Q4 2020. In addition, several openings are scheduled for 2021, including Ascott Villas Riyadh and Somerset Downtown Al Khobar (KSA); Somerset Westview Nairobi (Kenya); Somerset City Centre Atyrau (Kazakhstan); and Citadines Culture Village Dubai (UAE). Ascott will also mark its maiden venture into Morocco, introducing Citadines Racine Casablanca in H2 2021.

1. What does the path to recovery look like, and how are you making the postpandemic experience safer for guests?

The path to recovery in our region will have a slow upward curve until the end of 2020, and we see a better pickup from Q1 2021 onwards. As for making the guest experience safer, this will be done by following the Louvre Hotels Group reopening program, with the implementation of all measures

6. What advice would you give someone who is joining the industry?

Hospitality is an industry of people and excellence. It is an upward climb of passion and commitment to serve people and provide outstanding experiences. If you decide to take this journey, you need to embrace the responsibilities limitlessly and continuously fuel your aspirations along the way. Just remember that success is always in the details.

Leadership in our industry calls for passion when it comes to people and the services we offer. Growth is a result of curiosity, commitment, discipline and team building, but courage is the key to creating a niche value for oneself through continuous innovation. One ought to be the “Jack of all trades,” because the learning process for hoteliers never stops.

2. What changes in consumer behavior have you noticed?

President and founder, Flamingo Hospitality Management and Louvre Hotels Group/ Golden Tulip MENA

Simplicity is the ultimate sophistication, while humility is the cornerstone of leadership.

4. In your opinion, what qualities make an outstanding hotelier?

set by the company. In addition, each hotel will undergo an audit by NSF International and will be certified, which will also give assurance to our guests of the safety and the high level of hygiene in our properties.

Amine E. Moukarzel Ph.D

5. What is your motto?

We have noticed that the majority of our guests, who are now mainly domestic travelers, prefer to eat in their rooms. There has been a surge in internet consumption in our business hotels as our corporate guests are working mostly from their rooms.

Providing even better internet coverage and a contactless experience is what we will be working on for our clients.

3. Do you have any new projects or plans in the pipeline?

We continue to open hotels that were signed before the pandemic. These include: 1. Campanile El Mechtel, Golden Tulip El Mechtel in Tunis, Tunisia 2. Golden Tulip Riyadh, KSA 3. Golden Tulip Umm Al Qurah Makkah, KSA

4. Tulip Inn Aziziyah Makkah, KSA 5. Campanile Mangaf, Kuwait 6. Tulip Inn Dammam, KSA 7. Golden Tulip Opera Algiers, Algeria 8. Kyriad Ain Benian, Algeria 9. Kyriad Bejaia, Algeria 10. Golden Tulip Unaizah, KSA We also have a number of properties in the pipeline.

4. In your opinion, what qualities make an outstanding hotelier?

An outstanding hotelier must be innovative, positive, enthusiastic, detail-oriented and passionate. They must also act with integrity and humility.

5. What is your motto?

Success is a continuous journey and not a specific destination.

6. What advice would you give someone who is joining the industry?

The world of hospitality requires dedication, integrity, care for the job and people. It is the most rewarding industry.

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our Kingfisher Retreat in Sharjah was operating successfully. People felt safe in the privacy of their tent, in a low-density development. We had guests coming back several times between April and June.

3. Do you have any new projects or plans in the pipeline?

Chris Nader VP for development, Shaza Hotels

1. What does the path to recovery look like, and how are you making the postpandemic experience safer for guests?

We saw a steady demand for our leisure properties coming from the domestic market, even during the peak of the pandemic. The same thing occurred at other resorts in the region, especially those with villas and private pools. Guests know that we follow all cleaning protocols, and what they really want is privacy away from the crowds.

2. What changes in consumer behavior have you noticed?

There is a clear shift towards nature-centric, experiential lodging in the region. When all hotels were struggling during the lockdown,

to welcome back guests across our hotels and resorts in Asia-Pacific, Europe, Middle East, Africa and India. “WeReassure” promises enhanced hygiene and safety standards at all of our branded hotels. A 64-page document has been sent to the hotels, and continuous training and auditing is in place to ensure standards are maintained.

2. What changes in consumer behavior have you noticed?

Laurent A. Voivenel Senior VP operations and development for Europe, Middle East, Africa and India; Senior VP group human resources and talent development, Swiss-Belhotel International

1. What does the path to recovery look like, and how are you making the postpandemic experience safer for guests?

As the COVID-19 lockdown begins to ease in different parts of the world, we have rolled out a special initiative called “WeReassure”

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We are witnessing massive shifts in consumer behavior. It is absolutely critical to make the guest experience safe at every step; contactless payment, digital menus, virtual meetings, higher share of domestic and close-to-home travel, greater flexibility in cancellation and change fee, more demand for mid-market hotels are the new norm. Consumers are more open to digital experiences and more loyal to brands they trust. Having said this, there is more room for improvisation.

We recently secured two new projects, in Muscat and Sharjah, which we intend to announce in Q4. Both will bring a very different experience to their respective markets. We have also just signed a letter of intent for a superb project outside the MENA region that will surprise many people. I hope to be able to announce it by the end of the year.

4. In your opinion, what qualities make an outstanding hotelier?

Someone who can deliver an experience, not just a service.

5. What is your motto?

Do good, make a difference, and leave a mark.

6. What advice would you give someone who is joining the industry?

It’s a very traditional industry, and we need innovation. Think technology, AI, data processing; this is where you can add value.

3. Do you have any new projects or plans in the pipeline?

Just a few weeks before the pandemic, we had opened two stunning hotels: SwissBelboutique Bneid Al Gar Kuwait and SwissBelinn Muscat in Oman. These properties are now on the path to recovery. Our latest property, Swiss-Belsuites Admiral Juffair, is expected to open in December in Bahrain.

4. In your opinion, what qualities make an outstanding hotelier?

An outstanding leader is one who knows that success is never final but an ongoing effort.

The people who succeed in our business know how to nurture relationships, and they accept and embrace different cultures.

5. What is your motto?

Hospitality is a people’s business, and I put people first in every action I take.

6. What advice would you give someone who is joining the industry?

It is important to have the mindset to embrace obstacles and face up to challenges.

a number of measures and steps that are implemented in our hotels worldwide to ensure the comfort and safety of our customers. These extensive measures cover everything from arrival to set-up of public areas, food and beverage and housekeeping, as well as the spa and meeting facilities.

2. What changes in consumer behavior have you noticed?

Wafik Youseef VP operations for Middle East & Africa, Kempinski Hotels

1. What does the path to recovery look like, and how are you making the postpandemic experience safer for guests?

Our utmost priority has always been to ensure a healthy and safe environment for our guests and employees at all times.

Therefore, we have launched the “Kempinski White Glove Services.” This initiative covers

With the current travel and border restrictions, we are witnessing an increased demand for staycations. There is an elevated demand at our hotels in Beirut, Doha, Al Khobar and three hotels in Jordan. Another emerging trend is for private stays in villas that have dedicated staff throughout a guest's stay.

3. Do you have any new projects or plans in the pipeline?

We are currently preparing for the opening of Kempinski Business Bay Hotel Dubai, which is set to open in 2021. We are also

continuing to focus on Saudi Arabia with our recently signed project in Makkah and new development in Madinah. As for our expansion in Africa, we currently have Kempinski Brazzaville under development in the capital of the Republic of Congo.

4. In your opinion, what qualities make an outstanding hotelier?

A cheerful, genuine host who is knowledgeable, honest, efficient, sophisticated and well-spoken.

5. What is your motto?

If choosing between being right or kind, always choose kind.

6. What advice would you give someone who is joining the industry?

Be a remarkable host to your team and guests as you would be if you were hosting guests in your own home.

will continue. That being said, the focus will be on flexibility, experiential packages and of course, primarily the reassurance of safety while staying in a hotel. At Accor, we are aiming to cover all these requirements through our “ALL Safe” program and flexible cancellation policies, combined with our vast array of destinations and brands.

3. Do you have any new projects or plans in the pipeline?

Mark Willis CEO for Middle East and Africa, Accor

1. What does the path to recovery look like, and how are you making the postpandemic experience safer for guests?

We are currently implementing the “ALL Safe” program throughout our region, which was developed alongside hygiene solutions specialist Bureau Veritas. Our teams are working very hard to ensure all properties are certified in the coming weeks (over 70 percent of our portfolio in the MEA region is now certified) to provide reassurance to our guests while they enjoy their stay.

2. What changes in consumer behavior have you noticed?

Some things will change; the desire to travel

Over the next 32 months we plan to open 65 properties in the region, which will increase our current footprint by over 16,000 rooms.

One of the highlights we are looking forward to this year will be the Sofitel Dubai Wafi, our 46th property in the city.

4. In your opinion, what qualities make an outstanding hotelier?

Passion, drive and a willingness to keep learning and developing.

5. What is your motto?

We are in the business of making people smile!

6. What advice would you give someone who is joining the industry?

We are living uncertain times this year, but I have no doubt the industry will rebound, as it always does.

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JUST OPENED CYPRUS

IHG DEBUTS HOTEL INDIGO IN LIMASSOL IHG Hotels & Resorts has opened its first and only branded boutique hotel in Cyprus - Hotel Indigo Larnaca. Hotel Indigo Larnaca will operate under the international agreement between IHG, one of the largest hotel groups in the world, Sunnyseeker Hospitality which is the fastest growing hotel management company, and Quality Group, one of the largest companies of land development and investment on the island.

The hotel also offers a rooftop pool and Kampana Pool Bar with views of the sea. The regionally inspired onsite restaurant, Avli, and the Oinotelia wine bar, are conveniently situated on the ground floor and are a destination for locals, tourists, and guests.

Rooms: 40 rooms Address: Adonidos, Street 6020, Cyprus ihg.com

LEBANON

SUNSET HOSPITALITY GROUP OPENS FIRST AZURE BEACH RESORT IN BEIRUT Sunset Hospitality Group is further expanding its portfolio in the region, with the introduction of its first operational outlet in Beirut, Lebanon named Azure Beach Resort. The resort will include elegant apartment options for short and long-stay guests, membership packages and benefits, large and children's pools, making it perfect for families.

Rooms: 57 stylish furnished apartments.

Address: Azure Beach Resort Lebanon will be located just a few minutes away from Beirut downtown, making it the ideal destination for fun-filled daycations and the ultimate summer holiday treat. azure-beach.com

MOROCCO

ROTANA MANAGES FIVESTAR PALMERAIE RESORT Founded in 1993 on a 230-hectare site, Palmeraie Rotana Resort offers a Conference Centre, which can host up to 3,000 delegates. The project also brings 13 restaurants, in addition to a fully-fledged fitness center and Zen the Spa at Rotana.

The resort also has an 18-hole championship golf course spread among lagoons and palm trees, stretching over 120 acres, designed by famous golf course architect Robert Trent Jones, Sr. Rooms: Palmeraie Rotana Resort consists of the 315-room five-star HĂ´tel du Golf Rotana, the Golf Club Rotana with 11 exclusive suites and the 314-key Palmeraie Palace, for which a full refurbishment is currently being planned.

Address: Circuit de la Palmeraie BP 1488, Marrakesh 40000, Morocco rotana.com

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OMAN

SWISS-BELHOTEL INTERNATIONAL DEBUTS IN MUSCAT Swiss-Belhotel Muscat is a contemporary three-star hotel. The dining facilities at the Swiss-Belhotel Muscat are designed to suit the lifestyle of today’s busy travelers. A boardroom is available for meetings and workshops, while visitors can also make use of coworking space which is ideal for nomadic workers.

Rooms: 128 Address: Located within a 10-minute radius of the Muscat International Airport, Sultan Qaboos Grand Mosque and the Oman Convention and Exhibition Centre. swiss-belhotel.com

UAE

RADISSON RED DUBAI OPENS NEW LONG STAY APARTMENTS Radisson RED Dubai Silicon Oasis, located in Dubai’s first ever smart city project is now welcoming guests in its new long stay apartments.

The new apartments are available for long-term stays, stays as well as residential homes.

Guests will also have access to all hotel facilities, including a 24-hour gym and a rooftop pool.

Rooms: the project has 59 long-term homes including studios, one bedroom and two bedroom apartments. The hotel, has 104 rooms.

Address: Located at Dubai Digital Park radissonhotels.com

The spacious villas come with private private plunge pools and a patio that boasts unlimited views of the surrounding Arabian Desert.

UAE

THE LUXURY COLLECTION DEBUTS IN ABU DHABI WITH AL WATHBA, A LUXURY COLLECTION DESERT RESORT & SPA The Luxury Collection, part of Marriott International, Inc., has welcomed Al Wathba Desert Resort & Spa to its unique ensemble of hotels, marking the debut of the portfolio in the UAE capital. It joins The Luxury Collection brand’s rapidly growing portfolio in the UAE which includes iconic hotels such as: Al Maha, a Luxury Collection Desert Resort & Spa, Dubai; Grosvenor House, a Luxury Collection Hotel, Dubai; and Ajman Saray, a Luxury Collection Resort, Ajman.

Six dining venues and bars lend themselves to a range of unique epicurean experiences. Bait Al Hanine offers a generous menu, including a wide selection of Lebanese classics, for all-day dining. Al Mabeet features authentic Emirati cuisine in an understated desert setting. Hayaakom, a Bedouin inspired lounge, serves afternoon tea and sandwiches. Terra Secca is a trattoria-style, classic Italian restaurant that offers guests a theatrical view of the kitchen and chefs. Al Mesayan, an intimate rooftop bar, serves as an ideal spot for stargazing or dune watching, while Panache offers a relaxed pool respite.

The hotel’s spa is seen as the pinnacle of the entire hotel experience. With 11 treatment rooms, the spa also boasts relaxation areas, including a healing crystal salt sauna, traditional Turkish hammam, unique cryo experience, an open-air yoga pavilion, invigorating ice shower as well as steam rooms, plunge pools and snow caves.

Rooms: 103 guest rooms and villas.

Address: Al-Wathba South - Abu Dhabi - United Arab Emirates marriott.com

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OPENING SOON KSA

DAMAC TOWERS ARJAAN BY ROTANA IN RIYADH The hotel features state-of-the-art amenities such as meeting and events facilities, a wellness and fitness centre, separate temperature-controlled swimming pools for men and women, and a wellequipped gymnasium, among others.

Opening: 2020 Rooms: 448 luxurious rooms, suites and penthouses Address: Located on King Fahd Road, Saudi Arabia. rotana.com

KSA

ACCOR’S BANYAN TREE TO OPERATE THE EXPANDED ASHAR RESORT The Royal Commission for AlUla (RCU) has announced a partnership agreement with Accor as part of its strategy to develop AlUla as a tourism destination for nature, culture and heritage.

Opening: 2020 Rooms: There will be 47 new units added, which will bring the resort’s total number up to 82 high-end villas, along with a luxury spa and several gourmet restaurants.

Address: Located in the Ashar valley, 15km from the Kingdom’s first UNESCO World Heritage Site, Hegra. experiencealula.com

KSA

MILLENNIUM HOTELS & RESORTS MEA DEBUTS IN TABUK Millennium Hotels and Resorts MEA, one of the fastest-growing hotel management companies in the region, is delivering on its growth plans for the Kingdom of Saudi Arabia by debuting its first Grand Millennium Hotel in Tabuk Province.

The hotel outlets include Al Maksoura (The Cabin) all-day dining restaurant, Juzurna Arabesque restaurant, Al Multaqa (The Gathering Place) lobby cafe and Al Manzar Pool Lounge. In addition, visitors will find a grand a grand ballroom for weddings and events with a total space of 1,082 square meters and a total capacity up to 800

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people, five meeting rooms with a total meeting space of 283 m2 equipped with modern technology and a pre-function/ welcome area with a total space of 536 m2.

The hotel also includes a large recreation area with outdoor and indoor swimming pools for adults and kids, designated gym and spa facilities for ladies and gents, two tennis courts, multipurpose court and kids’ play area.

Address: 3456 Gate No-4 Tabuk University Complex Duba Road, Tabuk 47731, Saudi Arabia.

Rooms: 218 Rooms millenniumhotels.com

TURKEY

THE RITZ-CARLTON RESIDENCES TO DEBUT IN THE REGION IN BODRUM Aksoy Holding signed an agreement with Marriott International to brand its 126,000 square meter private peninsula - Epique Island - in Bodrum, under The Ritz-Carlton Residences.

The Ritz-Carlton Residences, Bodrum, which will mark the first standalone branded residential project for Marriott in the region when it opens, will bring a new era of luxury living to Bodrum.

The private island also introduces the concept of barefoot luxury to its residents

and offers an isolated lifestyle that is far from the crowd.

Opening: Q2 2021 Rooms: The development includes sun terraces and piers that spread across the peninsula, sand beach, community pool, natural ponds, a kids club, a restaurant, fitness center and a clubhouse with owners lounge, spa and meeting facilities.

Address: Located in Bodrum. ritzcarlton.com

UAE

MOVENPICK RESORT AL MARJAN ISLAND TO OPEN IN RAS AL KHAIMAH With a total development of AED543 million, the hotel is set in landscaped gardens with its own secluded white sandy beach. It will add 418 hotel keys, all with direct sea views. Guests can choose from large-sized family rooms, suites or 28 beachfront chalets with private pools and gardens.

Opening: 2022 Address: The Mövenpick Resort Al Marjan Island is located centrally in Al Marjan Island. movenpick.com

UAE

RADISSON HOTEL GROUP TO BRING FIRST BEACH RESORT TO DUBAI Radisson Hotel Group signed the Radisson Resort Dubai Palm Jumeirah, its first beach resort in Dubai and third Radisson hotel in the UAE, bringing its UAE portfolio to 23 hotels in operation and under development.

It will also feature five food and drink outlets, as well as a gym, a spa and pools.

The hotel will also be home to three meeting rooms.

Opening: March 2020 Rooms: 389 rooms and suites.

Address: Located on the Jumeirah shoreline, Radisson’s latest resort is perfect for both leisure and business travelers and is ideally located, providing travelers with easy access to the city and Dubai Media City, the region’s popular media hub, and a 30-minute drive from Dubai International airport. radissonhotels.com OCT-NOC 2020 | HOSPITALITY NEWS ME

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WE DEFINE BAKING ART THROUGH KNOWLEDGE AND CREATIVITY Newest Baking Academy In Lebanon ABA “Academy of Baking Arts�, founded by Bano-Puratos in 2019, is one of its first academy in the Middle East. Delivering a unique full experience in different sectors covering pastry, bakery, chocolate and ice cream for beginners and professionals with different designed courses by local and international renowned chefs.

BANO

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A Bchamoun Main Road, Lebanon | P + 961 5 801 649 | E info@aba-lb.com | W www.aba-lb.com

BUSINESS

MARKET UPDATE

REBUILDING JORDAN'S BRAND Three GMs share their views on Jordan’s hospitality sector and the effects that Covid-19 has had on both the local and broader tourism industry .

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Georges Ojeil

Haitham Zaid Goussous

Carlos Malliaroudakis

GM/Partner, Romero Group romerogroup.jo

GM, InterContinental Jordan Ihg.com

1. How would you describe the hospitality sector in Jordan?

1. How you would describe the hospitality sector in Jordan?

1. How would you describe the hospitality sector in Jordan?

It has been growing over the past few years. We have a number of new and exciting projects, and our industry has been improving greatly in terms of quality of service and overall product/ experience. I think we have a bright future ahead of us; of course it all depends on the stability of the region.

Like everywhere else in the world, the hospitality industry in Jordan was negatively affected by Covid-19. The airport was closed from March 2020 until the beginning of September. There are now a limited number of flights, so we hope that this will at least bring some travelers to the country.

Despite the great potential that the hospitality sector in Jordan has as a major, well-branded tourism destination, it is now impacted by Covid-19, just like everywhere else in the world. I must say that Jordan was among a handful of countries that contained the spread of the virus.

2. What challenges are you facing?

2. What challenges are you facing?

Well, besides the pandemic and its impact on tourism and the economy, our general cost of operating is quite high compared to neighboring countries. This makes it very difficult to be profitable. We also lack experienced human resources; it has always been hard to find quality manpower, but it is getting better with time.

The challenges are related to flight restrictions across the globe due to coronavirus, which are limiting the flow of passengers. So while we expect things to be challenging for several months to come, we need to work with the resources we have available to ensure sustainability.

We are optimistic, though.

The slow adaptation to the new normal, the post Covid-19 measures — mainly the social distancing — and the limited flow of tourists are major challenges. Although we are hopeful now that the international flights have resumed, we are still wary given the tight travel restrictions that have been enforced.

3. When do you anticipate things returning to normal in Jordan?

I think the new normal has already begun. However, I imagine things will really settle down sometime in May or June of 2021, at least domestically. As for inbound tourism, I think it will take some time to recover and for people to feel comfortable traveling again.

4. Do you have any new projects planned in Jordan?

We have a few ideas in mind, but I don’t think we will be doing anything significant for the coming two years.

3. When do you anticipate things returning to normal in Jordan?

It will take time for international travelers to resume their usual behavior. Jordan is focusing on operating the airport efficiently and implementing safety protocols. At InterContinental Jordan, we are prioritizing our clean promise to guests staying or dining with us.

4. Do you have any new projects planned in Jordan?

Jordan is working on its infrastructure: the new airport, improved highways and the great Ayla project, positioning the city of Aqaba as a main touristic destination in the area. At InterContinental Jordan in Amman, we have started a renovation program, and we are determined to complete it despite the recent challenges.

Area GM, Le Gray Beirut and Campbell Gray Hotels and Living campbellgrayhotels.com

2. What challenges are you facing?

3. When do you anticipate things returning to normal in Jordan?

Things are getting back to normal, as the saying goes, “slowly but surely”. And this is how we want it to be. We are ready for what’s coming and have applied the highest standards of safety and hygiene.

4. Do you have any new projects planned in Jordan?

We are working quietly for now and hope to be able to make an announcement soon.

OCT-NOC 2020 | HOSPITALITY NEWS ME

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BUSINESS

TOURISM

TOURISM: NEVER THE SAME AGAIN

Snoozing tourism

There is no question that the tourism industry is facing some of its toughest days as a result of the COVID-19 pandemic. Ralph Nader, CEO of Amber Consulting, breaks down the facts.

“Tourism is among the hardest hit of all economic sectors,” said the secretary general of the United Nations World Tourism Organization (UNWTO). According to the UNWTO, COVID-19 will result in the tourism sector contracting by 20 percent to 30 percent in 2020. This translates into a decline in international tourism receipts (exports) of between USD 300-450 billion, almost one third of the USD 1.5 trillion generated in 2019, which means that between five and seven years’ worth of growth will be lost to COVID-19. When compared to previous viral pandemics, the average recovery time for visitors to a destination was around 19 months.

No one, nowhere Never before in history has international travel been restricted in such an extreme manner, where 100percent of destinations worldwide have COVID-19 related travel restrictions in place. Analysis of the UNWTO’s research breaks down the type of travel restrictions of 217 destinations worldwide:

Airlines struck

#TravelTomorrow

The border closures and travel restrictions proved a severe blow to the airline industry.

Many international carriers and airports have shut down their operations until further notice. It all began with the cancelation of flights to China, where the capacity of flights between China and the rest of the world was cut by 80 percent. Then, the U.S. announced a border closure for EU nationals.

"By staying home today, we can travel tomorrow”. The hashtag #TravelTomorrow encapsulates this message of solidarity and hope, through which the UNWTO calls for shared responsibility among travelers and the tourism sector around the world to deal with the COVID-19 pandemic.

Almost all airlines will need some government assistance to continue flying and according to CAPA, most airlines will be bankrupt unless governments step in. Luckily, many airlines have been rescued by financial injections.

In addition, IATA forecasts a loss of passenger revenues of USD 252 billion compared to 2019, a year-on-year drop of 44 percent.

Europe was the hardest hit, followed by South America.

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As for the MENA region, hotel occupancy for 2020 is expected to be severely affected, as illustrated by the approximate 30 percent drop in occupancy seen in March of this year (reported by STR). In its MENA Hotel Market report, which focuses on hotel performance in the MENA region, Colliers International predicted that occupancy for the entire year of 2020 will be between 21-40 percent.

UNWTO’s Travel Restrictions Breakdown

7% 18% 45%

30%

For Specific destinations Banning the entry for passengers from specific countries of origin Other restrictions Applying different measures, such as quarantine or self-isolation for 14 days and visa measures.

Passengers are not allowed to enter Totally or partially closed their borders All flights are suspended Suspended totally or partially international flights

Expected Hotel Occupancy for Full-Year 2020

4% 33%

24%

39%

0 - 20% Occupancy 21 - 40% Occupancy 41 - 60% Occupancy > 60% Occupancy Source: Colliers International

In collaboration with “Thirty-eight percent of hotel investors in MENA expect the hotel occupancy in their respective market to be between 21 –40 percent in 2020 (full year),” Colliers said.

"However, the good news is that most hotel investors remain hopeful for a relatively quick recovery period. In fact, 46 percent of respondents expect the recovery to begin in Q4 of 2020.”

Revenue per available room (RevPAR) saw similar declines according to STR. The impact on RevPAR performance in major European cities is shown below.

% Change in Closing Stock Prices McDonald's

Restaurants at Risk From An Economic Slowdown Fast Casual

Casual Dining

Midscale

Fine Dining

Limited Service

Full Service

4 - Higher Risk

2

3

1 - Lower Risk Source: Bain and Company

In addition, the independent restaurants are especially vulnerable and most likely to close locations permanently.

National Restaurant Association, March 25: “As the coronavirus epidemic rages on, 3 percent of restaurant operators have already permanently closed their restaurants, 44 percent have temporarily closed their restaurants, and 11 percent say they anticipate they will permanently close within the next 30 days.”

James Beard Foundation, April 16 “Only one in five independent restaurant owners in locked down cities are certain or somewhat certain that they would be able to come back after business operations resume[…] Nearly three in five restaurant operators said they could only survive between one week and one month more given the current economic climate and local lockdowns.”

Olive Garden

The Cheese Factory

Chilli's

-13%

-26% -36%

-35% -47%

-48% -55%

21 April

-66%

-63%

-63%

Source: Bain and Company

-74%

“Don’t panic, recovery is soon” According to the World Tourism Forum, travel will be very different a few months from now. So, what should we expect?

"Safer close to home": When it comes to leisure travel, travelers will feel more comfortable to stay near home, which means that international long-haul travel will not be attractive. This is due to the anxiety of being too far from home and to justifiable fears about the ability to return in case of an accident to one's home country. Americans are going to fly within America, Europeans within Europe, with Asia seeing perhaps the same pattern. In addition, travelers will associate safe trips to "rural” and “nature” destination and high risk to "crowds” and “public spaces."

“Low Prices Stimulating Traffic”: Everyone, literally everyone, is facing financial challenges due to the pandemic. In addition, the lack of demand and the inability for suppliers to create traffic also lower the prices. Moreover, during economic crises consumers have been conditioned to expect low prices which will "double" the need for suppliers to offer significant discounts and offers.

“Flexibility”: The genie is already out of the bottle for the global airline industry.

Airlines around the world are being flexible and implementing new strategies to cope with the pandemic.

Changes can be made without fees, with cash or travel loan refunds given.

Note that airlines are not alone, with hotels, holiday rentals and car hire companies waiving prepaid and non-changeable booking cancelation fees. This is a positive improvement for customers at a time of tremendous uncertainty.

Stay positive History offers little guidance about how the recovery will take place when comparing this pandemic to the 2003 outbreak of SARS. For the SARS epidemic, travel began to recover three to four months after the crisis started. This is equal to June and July for 2020. In its report released on April 26, Data-Driven Innovation Lab predicted that the COVID-19 will fully end throughout the world on December 9, 2020. When it comes to our region, predictions were as follows: The question remains, will the misfortune of others become advantages to some destinations evolving into the new touristic hits?

As for Lebanon, the pandemic has shaken the private sector to the core. However, the resilience of this country and its people have proven over the years that they are capable of overcoming all the challenges and rebuilding the route towards success.

So, we say to you, have faith and hope for a prosperous future. amber-consulting.com

Revenue Passenger Kilometers (RPK) vs Passenger Revenue Asia-Pacific -37%

BTIG, April 1 “We expect independent restaurant to cede market share to chains as a result of coronavirus. We believe this dynamic could be most pronounced in the pizza space, accelerating an existing trend, given its fragmented nature where independents account for roughly half of sales.”

However, restaurant stocks have regained some ground, reflecting progress in “flattening the curve” and optimism around stay-at-home orders beginning to lift.

Domino's

-17%

-18%

23 March

Similar to the rest of the sector, restaurants are also expected to be hard hit by the economic slowdown. Full-service restaurants are at higher risk.

Dunkin'

-2%

Restaurants: “We are Closed”

Quick Service

Starbucks

North America

Europe

Middle East

Africa

South Africa

-27%

-46%

-39%

-32%

-41%

-4% -15% -19%

-50%

-76% -88% RPKs 2020 % Yoy

Passenger revenue $ billion 2020 vs. 2019 levels

Source: IATA Economics Report, April 2020

OCT-NOC 2020 | HOSPITALITY NEWS ME

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BUSINESS

TECHNOLOGY

HOTELS POST COVID-19 ADOPTING NEW TECHNOLOGIES

The reopening of hotels and other accommodations will require additional measures of safety to protect customers from the post-coronavirus stage. It is sensible to predict an increased demand for touch-free experiences, triggering the adoption of technology solutions.

Serge Chamelian, managing partner of h-hotelier, sheds light on some innovative technological solutions for hotels aimed at considerably reducing the risk of COVID-19 transmission while ensuring customer satisfaction.

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Since COVID-19 made us all aware of the potential risks associated with physical touch points, contactless technology solutions are having their moment, providing customers with greater control. The shift to some of these technologies recently, such as digital check-in, digital room keys and inroom devices, but COVID-19 accelerated demand for these solutions, to eliminate any element of the experience that could create a risk for either customers or employees.

Moreover, customer resiliency and changing expectations will force hotels to embrace new technologies and innovations.

To reduce human contact at every stage, hotels are amending their policies and standards and investing in emerging technology solutions. Below is a list of

technology solutions that help meet the changing behaviors of customers: • Contactless check-in/check-out and keyless room entry: avoiding unnecessary gatherings and queues at the reception area, providing remote access control (through the opening of doors via an app), and complying with the rules on distance between people.

• Virtual TV remote control: simplified management of room services (such as breakfast) through the ordering via an app or the interactive TV. • Integration of voice command: through the interaction with a voice assistant, customers can activate the room functions through voice commands. This voicetechnology enables hotels to address customers’ needs without the need to be face-to-face with them and facilitates the removal of all printed collateral and directories from the rooms. Another technology solution is the volumetric sensor that limits contact with certain devices

In collaboration with

(for example, lighting and air conditioning controls) and is enabled if the customer is present in the room, and disabled when customers leave the room.

• Digital concierge system (through a QR code): hotels respond to any sort of question or request from customers (such as needing more towels, ordering room service or making spa bookings), without the need for the customer to pick up a room phone or stand in line in the lobby.

• Contactless payment (restaurant POS, front desk) and contactless access control (parking garages, elevators, meeting rooms, gyms, spas, front doors etc.) are crucial.

• Contactless temperature-check kiosk: set up in the lobby for customers and in an office for employees.

• Touchless digital menu system for restaurants: customers scan a tableside QR code to view the restaurant's menu on their own mobile device, replacing traditional printed menus and eliminating concerns

of potentially passing germs between customers handling the same menus.

• Mobile app that allows hotels to better control capacity and social distancing at their pools and beaches: this technology combines mapping technology and a reservation and payment system so hotel customers can reserve things like a lounge

To reduce human contact at every stage, hotels are amending their policies and standards and investing in emerging technology solutions.

chair, umbrella or cabana at the pool or beach, all completely contactless.

The challenges hotels are facing are unprecedented. These establishments need to put in place plans that allow them to remain confident as they welcome customers again to their property. Thus, forecasting multiple scenarios and taking action will lay the foundations for a brighter future. Beyond what technology solutions to adopt, one of the biggest challenges facing hotels in the post-coronavirus stage will be how much technology to adopt — from a budgeting viewpoint and from a customer experience viewpoint.

Will contactless solutions become the norm? Protecting the brand promise and customer experience is very important.

Thus, many hotels will make decisions on what technology to adopt and what technology to hold on to until the industry recovers globally from the pandemic. h-hotelier.com

• E-mist sanitizing machine to spread disinfecting material throughout the hotel and destroy viruses and bacteria.

OCT-NOC 2020 | HOSPITALITY NEWS ME

57

BUSINESS

EYE ON

SPAIN IN THE SPOTLIGHT

Spain has always been known as an exciting culinary destination. However, Covid-19 has put a huge strain on many of the country's restaurants.

Against this backdrop, we asked five professionals to share their experiences of operating in a crisis.

What culinary trends have been forecast?

I think that sustainability will be a real trend.

It was a trend before the coronavirus, but now it is stronger than ever.

How do you expect the hospitality sector to move forward?

Eduard Xatruch Cerro Chef and co-owner, Compartir and Disfrutar restaurants

COVID-19 has brought the hospitality industry to a standstill. How is Spain’s restaurant sector reinventing itself?

Nowadays, the demand is from locals, but they are not consuming as much as before and are dealing with their own problems.

How did you decide to tackle the challenges stemming from the crisis?

We thought a lot about it and decided to focus on our core values, those that have brought us here. Although we can accommodate fewer customers, the response has been positive. We can continue working with a full team, which was something that concerned us during the lockdown.

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Paul Haddad Chef and owner, Beirut-Barcelona restaurant

COVID-19 has brought the hospitality industry to a standstill. How is Spain’s restaurant sector reinventing itself?

Everybody is trying to do his or her best.

For example, take-away is something that became more popular during the lockdown, and I think this trend will continue for a long time. Unfortunately, many restaurants will not be able to open again. Those that are able to resume business will need to work on their adaptability and creativity.

The pandemic forced the closure of the entire sector for three months. The reopening in Spain is proving to be very complicated because the idea of going to a restaurant is to share, but COVID-19 is forcing people to stay away. Also, restaurants can only operate at 50 percent capacity. Delivery is becoming very important, which the local market was not strong at previously. Menus are being replaced by QR codes.

Do you have any projects in the pipeline?

How do you expect the hospitality sector to move forward?

Our main projects right now are Compartir and Disfrutar. We are working hard because we want both our restaurants to be better than ever. At the same time, we will offer a snack box and a cocktail box for delivery at Disfrutar. It is something new that we started working on at the end of August.

We are also putting our efforts into a book about Disfrutar. We hope to publish it at the end of this year. In parallel, we are also continuing our consultancy services for other brands.

I think we will move towards healthier, traditional food.

What is encouraging people to travel to Spain despite the pandemic?

Spain will always be a country that welcomes tourists, many of whom come for the weather and gorgeous beaches.

How is the restaurant industry recovering?

Recovery is slow, and entrepreneurs are waiting to take decisions.

Teddy Kamel

Alex Mteiny

Owner, Teddy's Barcelona

Co-founder and GM, Makan Saj

COVID-19 has brought the hospitality industry to a standstill. How is Spain’s restaurant sector reinventing itself?

COVID-19 has brought the hospitality industry to a standstill.

How is Spain’s restaurant sector reinventing itself?

The hospitality sector in Barcelona is one of Spain’s most badly affected. More than 20 percent of the restaurants have closed permanently. The rest are trying to fight back in different ways: reducing the number of employees, creating smaller menus, adjusting opening hours, and offering homedelivery services. Restaurants with terraces are definitely optimizing this valuable space.

How did you decide to tackle the challenges stemming from the crisis?

We actually stayed open during the confinement due to the fact that our core business is home delivery. It did not go well, however. Unfortunately, we had to make staff cuts, but we took the decision not to close.

What culinary trends have been forecast?

Fast and cheap food is trending, and junk food is in demand more than ever.

How do you expect the hospitality sector to move forward?

As lots of restaurants have closed and people are sticking to brands they know, the hospitality sector will be soon be ruled by fast food chains. They are the ones who still have capital to invest in new outlets.

What is encouraging people to travel to Spain despite the pandemic?

Spain will always be a prime tourist destination due to its sunny weather, its infinite beaches and the fact that it is one the cheapest countries to visit in the Mediterranean. Even though we keep coming in and out of confinement due to the never-ending pandemic, tourists keep coming back.

Do you have any projects in the pipeline?

All projects are on hold for the moment. This year was going to be a year of expansion, but we have our hopes pinned on 2021. Our main focus is franchising Teddy’s Barcelona, and we plan to target northern Europe as they are in desperate need of new, healthy, fresh fast-food concepts that incorporate products from the Mediterranean. We will also try to franchise to the Arab countries, mainly the Gulf region where our concept and cuisine is already known.

I think traditional Spanish restaurants are still figuring it out. As for the rest, working with delivery services is crucial.

How did you decide to tackle the challenges stemming from the crisis?

Actually, this confinement extended our reach to new clients who hadn’t yet tried our family recipes. We were one of the few open in the neighborhood, so we attracted many new customers.

What culinary trends have been forecast?

Globally, gluten-free is taking off. I also see more vegetarians at Makan.

People are shying away from large food corporations and homemade is gaining momentum. In Spain, this shift is slower. Although they love to eat different local cuisines, you can’t take their ham or meat away!

How do you expect the hospitality sector to move forward?

Kiko Moya Redrado Chef, Restaurante L'Escaleta

COVID-19 has brought the hospitality industry to a standstill. How is Spain’s restaurant sector reinventing itself?

After suffering two difficult crises and things beginning to pick up, came COVID-19. The response in each case has been different; many urban restaurants have shifted to takeaway food, but we could not do much because it required major kitchen reform. There are still many restaurants that have not opened and opted for more casual formats.

How did you decide to tackle the challenges stemming from the crisis?

In our particular case, we took the opportunity to complete major restructuring in the kitchen, to resume our activity with greater force. I think it was the right response, as we have opened with confidence to serve our guests.

What culinary trends have been forecast?

In my opinion, essentialism in dishes and preparations, marked by sustainability.

How do you expect the hospitality sector to move forward?

Literally everything is online. The hospitality sector will have to adopt a hybrid business model. I am a firm believer that humans are social creatures, and this will not change. But the tech age is afoot, and the hospitality industry needs to catch up.

I think that the high-end restaurant sector, where I have more experience, has adapted perfectly to the new regulations, particularly the idea of social distancing.

For this reason, far from having bad figures, we are working well. Those who are suffering are largely the restaurants that depend on tourists from overseas.

Do you have any projects in the pipeline?

How is the restaurant industry recovering?

Makan is a family-born Lebanese eatery.

We want to share our recipes and our story with Madrid, Spain, Europe and beyond. We’re looking at opening some other branches around Madrid. We want to grow in the right way.

I think that in a very unequal way, in the urban areas of Madrid and Barcelona.

Summers used to be bad, but now there is also the absence of foreign tourists and the flow generated by companies.

However, restaurants like ours, far from these nuclei, are working at a good pace, at least this summer. We need to see what happens when we approach winter.

Do you have any projects in the pipeline?

Yes, we always do. This year the restaurant turns 40, so it is a special year. We are marking the occasion by inviting 40 of the best chefs in Spain to cook at 10 dinners that we’ve organized throughout the year.

OCT-NOC 2020 | HOSPITALITY NEWS ME

59

BUSINESS

FOOD & BEVERAGE

HOME DINING

THE NEW POST-PANDEMIC NORM?

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HOSPITALITY NEWS ME | OCT-NOV 2020

In collaboration with

With COVID-19 lockdown restrictions forcing many restaurants and food delivery businesses to close, dining in has become the new dining out. Simone Remba, consultant at Thomas Klein International, examines whether the home dining trend is here to stay.

If we contemplate what fad-worthy trends will make it onto the “Top Food and Beverage Trends to Watch in 2021” list, it doesn’t take a crystal ball to predict that most of these will stem from our 2020 post-pandemic behavior. Reminiscing about a pre-social distancing era, “Dinertainment” was the trend to watch in 2019 as we entered 2020. Defined as the crossroads where dinner and entertainment intersect, the concept was borne out of the widely held belief that a restaurant’s food alone is not enough to captivate diners. The evolution is about incorporating that key experiential factor to stand out from the competition.

The enforced lockdown period that we are experiencing globally has paved the way for the return of the most underappreciated restaurant we have all had the pleasure of visiting. The restaurant that does not require pre-booking or a dress code, with an infinite menu: the kitchen.

With restaurant sections such as couchside dining and the famous balcony bar, lockdown has given birth to the successor trend of “Homentertainment,” replicating these dining experiences in the comfort of our own homes.

The notion of mandatory social distancing has indeed disrupted the balance of many diners who are value seekers. In this context, value is defined as unforgettable shared experiences with friends and family over a meal. Many people worldwide have been deprived of this social necessity, having to make do and create the best out of a bad situation.

For those who have used the mandatory downtime to kick-start a newfound approach to life, not only have their food choices and exercise habits improved, so too has their general mindset. We live in the ultimate digital age, oversharing our travels and experiences to gain envy from the masses. Lockdown has forced a re-

shift, with health, family and community replacing vanity. It is no longer about digitally flaunting the spoils of wealth because no matter who you are or what you have, we have all been relegated to our homes for our own safety and the wellbeing of others.

A rare, positive consequence of this pandemic has been the true significance of health and wellness. For many people, this has been the first global health care crisis they have experienced firsthand, highlighting the importance of healthy eating. Now, more than ever, consumers are more concerned about their well-being and the theory of treating their bodies as

Consumers have regained their appreciation for home cooking, refining their culinary skills not only for health reasons but also for cost saving and a source of distraction an ecosystem. Regardless, a whole new level of scrutiny does come into play. With Millennials being dubbed “the most healthconscious generation,” the internet is awash with immune-boosting food and diet ads and promotions that can come across as exploitative of the current situation.

We have witnessed the emergence of self-educated food know-it-alls who use the internet as a tool to preach about the superfoods you should or should not eat to heal and survive this pandemic.

Consumers have regained their appreciation for home cooking, refining their culinary skills not only for health reasons but also for cost saving and a source of distraction. Whether it is learning how to make the sourdough bread they serve at your weekend breakfast spot, or perfecting ravioli from scratch for your weekly cheat meal, we are striving to find

ways to replicate those special experiences while we are stuck indoors.

Communications firm HUNTER conducted a US-based survey on the impact of COVID-19 on consumer food habits, reporting that: • 54 percent and 46 percent of respondents are cooking and baking more respectively • 35 percent of respondents are enjoying their own cooking more than ever • 51 percent of respondents will continue to cook more often than before lockdown This transition to more home-cooked meals has had a significant knock-on effect on other businesses and industries that have benefited from the closure of the restaurant industry. Although they are not new business models borne from the pandemic, concepts like home-delivered meal kits, online supermarkets and cooking gadgets (such as sous vide appliances or air fryers) have gained lucrative and viral momentum.

Digitally, food is connecting people like never before. From acclaimed MasterChefs to viral TikTok banana bread bakers, foodies are taking advantage of the internet’s infinite reach by creating and uploading more online content than ever before. With time on their hands, access to budgetfriendly gadgets and free instructional content, self-taught home chefs will only increase in number. All it takes is a passion for food and a Wi-Fi connection.

As restrictions slowly begin to lift and “normal” life resumes, the ultimate question is, will this newfound appreciation for our kitchens and well-being be short-lived? Are we going back to “normal” and what will the new “normal” look like? Will we unsubscribe from our kitchens and go back to gaining loyalty points from endless delivery applications? This all remains to be seen. thomaskleingroup.com

OCT-NOC 2020 | HOSPITALITY NEWS ME

61

BUSINESS

TRENDS

CLOUD KITCHEN TREND ALL GHOST, NO GUEST

Also known as dark, ghost, shadow or virtual kitchens, cloud kitchens have gained immense popularity over the past couple of years, and there seems to be no stopping this upward trend.

So what is a cloud kitchen exactly? It is basically a delivery-based no-dine-in restaurant — a kitchen with no storefront.

The idea came after observing the growing demand for delivery services, both from independent restaurants and online food ordering and delivery platforms, some of which — like Deliveroo or Uber Eats — have taken over the world. New digital technologies, combined with efforts to cut costs, have paved the way for the cloud kitchen concept, although most brick and mortar restaurants are also offering delivery and takeaway services to improve their margins and ease their overheads.

As the global pandemic lockdown leaves restaurants, snack shops and bars temporarily out of business, the foodservice industry is racing to find off-premises alternatives A cost-cutting business model Eliminating a dine-in area means no serving to stay afloat and safeguard staff and no decor expenses. It enables jobs. Nagi Morkos, managing the owner to sidestep real estate costs by partner at Hodema consulting shedding the front-of-house and operating services, discusses the latest from non-prime locations. Significant savings are also made on marketing and trend of cloud kitchens. operations. This hoard of cash can end up being a lifeline for small, independent outlets that can increase their capacity to cater to

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the delivery market. And the setup costs are low as well, which means that newbies can try new brands, dishes and concepts without risking it all and changing their minds overnight without the hassle of refurbishing their premises. Also, the audience they deliver their food to is larger than the usual round-the-corner customer. Within the industry, the word has obviously been passed around in no time. The offer has thus multiplied across the globe to match evergrowing demand. And it seems that online food delivery is what demanding millennials have been asking for all along: a digital interface, a quick and no-fuss process, personalized offers combined with new cuisine trends and tailor-made marketing techniques.

Behind the (multifaceted) scenes With the concept expanding rapidly, many F&B investors felt its potential and started developing many different types of cloud kitchens.

The original and most straightforward version is the “standalone” model: a single kitchen specialized in one menu for a single brand. It’s basically a restaurant with no physical store. The next one in line is a mix between a cloud kitchen and a takeaway joint. The business model resembles the former, but it has a storefront like the latter.

In collaboration with way is to develop your own delivery system, either through an application or through websites which are connected to in-house or outsourced delivery services. Many chains with multiple outlets have gone down that road. Some of them are using the second option as well: here, we’re talking aggregators again. Deliveroo, Uber Eats, Just Eat or GrubHub gather millions of food outlets, from snacks to high-end restaurants, small local joints to international chains.

The region is no exception

The front window enables clients to see their food being prepared. Here, we’re still talking about a single kitchen for a single brand.

There are more sophisticated versions based on data intelligence, which gives insights on area demographics, demand/ supply ratio for delivery and cuisine popularity. In neighborhoods where there’s opportunity to compete with the local dine-in and takeaway offer, large cloud kitchens are opening to cater to the needs of multiple brands. Each of them still positions itself as an individual eatery, but behind the scenes they share a single kitchen to keep operational costs down.

Brands can either belong to the same owner or join forces. There’s also the “huband-spoke” model, where a central kitchen prepares the food, and then semi-cooked dishes are shipped to final smaller outlets where they are finalized before shipping.

Big tech names have chipped in, like former Uber chief Travis Kalanick in CloudKitchens or Google in Kitchen United.

Then there’s the aggregator owned cloud kitchens. These tech-enabled startups turned digital giants, such as Deliveroo Editions, had the idea early on to set up their own structures, which could directly be connected to their online ordering and

delivery framework. But their core activity is not cooking, so they decided to provide empty kitchen spaces with basic equipment (gas, drainage and ventilation systems) — also known as “shell” or “Kitchen as a Service” (KaaS) — to restaurant operators, who bring their cooking apparatus, staff, produces and recipes. In short, the restaurant does the cooking and the aggregator does the rest. There are as many tailor-made options as requirements, from fridge space only to kitchen space with built-in equipment and comprehensive processes. The latest addition to the cloud kitchen world is an outsourced business model, where most things are done elsewhere, from orders to the cooking prep and delivery. The chefs just have to add the final touches to the dishes.

Delivering on time With all the dine-in-related aspects removed, cloud kitchens now focus on what matters most: food quality, packaging and a timely delivery. This latter aspect is key. The main challenge is automating and optimizing the delivery process to get the food to the customer as fast as possible. With that in mind, operators — the ones using shell kitchens run by aggregators excluded — have two delivery alternatives. The classic

With a local tradition of takeaway and delivery deeply rooted across the Middle East, cloud kitchens have arrived in conquered territory. Their expansion is still uneven within the region though, but in Gulf countries and Lebanon some companies are starting to make big money. American and European “usual suspects” aggregators have already set up their online ordering and delivery services, and local investors are jumping in. Kitopi, founded in Dubai in 2018, operates 30 cloud kitchens across the region, as well as the US and UK. Its portfolio includes PizzaExpress and Operation Falafel among others. Meals are delivered through various aggregators like DoorDash, Uber Eats and Deliveroo. The company has recently taken the plunge by raising USD 60 million in new funding to expand its operations worldwide. Food To Go is also in expansion mode, and has already partnered with Karaz from Beirut, Miyabi Sushi, D.O.N. Pizza, Burger Pit and Mambo Pizza. Since 2017 Deliveroo Editions has been operating in the city to enable restaurants to deliver under-served areas in no time. Virtual brands specifically created for cloud kitchens have also been developed, such as Go! Greek and Go! Healthy, conceived by The Virtual Restaurant Company (VRC).

Cloud kitchens already had a bright future ahead of them, and the coronavirus

With all the dine-in-related aspects removed, cloud kitchens now focus on what matters most: food quality, packaging and a timely delivery lockdown is accelerating the trend even faster. The main downside, however, is their reliance on aggregators, which leads to concentration risk. Competition is also fierce, with newcomers flooding the market everyday as most brands experience an irregular client flow. Since people have no physical or emotional connection with the restaurant, creating customer loyalty is no easy task. Some kitchens have also been criticized for creating disturbances, questionable working conditions and hygiene standards. But all in all ordering your meal from the cloud is now here to stay. hodema.net OCT-NOC 2020 | HOSPITALITY NEWS ME

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BUSINESS

ARCHITECTURE & DESIGN

HOW COVID-19 IS CHANGING THE SHAPE OF HOTEL SPACE

The impact of Covid-19 on lobby space in hotels is currently a hot topic across the hospitality industry.. While there are those who believe the lobby is now a redundant space, there are others who think it remains an important area that must be adapted. Imad Dajani, CEO of FEBC International, shares his observations.

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The lobby has a charm to it, and it can be what makes or breaks a hotel; it’s the first area that guests experience: a place to meet, drink coffee or wait. It is one of those spaces that brings people together. The question is how can we bring people together while maintaining a safe protocol?

Our procurement team has debated this topic with some of our clients and held whiteboard sessions that have yielded some interesting suggestions: • More reception desks to speed up the check-in process • In-room check-ins are a must, especially for hotels that attract business travelers

In collaboration with

Photos: Hotel Indigo Dubai Downtown, UAE

• Sourcing materials that are easier to clean and Covid-19 safe • Greater emphasis on and higher budget allocation for an effective and larger cleaning team • Budget hotels and boutique properties could introduce a fully operational online check-in and have less furniture and minimal entrance/lobby space.

With regards to procurement, it is essential for hotel owners to hire a procurement company that begins the entire process with a well-defined strategy. The factories and suppliers that are invited to bid for furniture, fixtures and equipment, operating supplies and equipment, and other items must be well versed and adaptable to the

market trends. Procurement companies today should have offices and production experts in key locations where pre-qualified suppliers are stationed. The reason this is so important is to ensure that all goods

Hotel owners are viewing the procurement process as arguably the most fundamental part of the hotel project cycle are monitored thoroughly before leaving the factory and being sent to site. This set-up enables procurement companies to save their clients a substantial amount of money on travel as well as conduct value engineering, variation and critical management without delay.

The lockdown contingency is another factor that must be considered. Teams must be versatile enough to work under any given circumstances. Technology and business continuity plans have become essential for procurement teams in order to work effectively in remote set-ups.

In addition, during a time of total or partial lockdown, the ability of a procurement company to react immediately to pull out goods from the country of origin and place them for a period of time in a country that is not yet affected is a must. During these times in particular, we believe that hotel owners are viewing the procurement process as arguably the most fundamental part of the hotel project cycle.

OCT-NOC 2020 | HOSPITALITY NEWS ME

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SOLUTIONS

HUMAN RESOURCES

In collaboration with

THE KEY TO MANAGING

YOUNG PEOPLE With human capital being one of the most valuable — and costly — assets of any company, it is not always easy to know how to get the most out of your employees and the challenge can be even greater when it comes to a younger workforce. Mark Dickinson of DONE! Hospitality Training Solutions offers some age-targeted solutions.

Hierarchical authority is an outdated concept. Managing anyone requires kindness, decency and self-discipline.

It demands that those who manage are exemplary in their own work and are masters at talking with others.

Young people are divided into two main cohorts: Millennials, also known as Generation Y (or simply Gen Y), are the demographic cohort whose birth years are between 1981 and 1996, a widely accepted defining range for the generation, i.e. those aged between 24 and 39 (Wikipedia).

Generation Z (or Gen Z) is the demographic cohort succeeding Millennials and preceding Generation Alpha. Researchers and popular media use 1995 to 2015 as the commonly accepted birth range, i.e. those aged between 5 and 25 (Wikipedia).

It is important for those who manage others to understand these generations and the ways they perceive life.

A broad summary of the differences are found in the common thoughts associated

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with each of the groups: Millennials being labeled as lazy, entitled, self-absorbed and always looking for experiences, while Gen Z are born with the Internet and are digital natives, tech-savvy, realistic, prefer authenticity, enjoy dialogue and are debt-averse.

Millennials have witnessed the advent of the Internet and the emergence of technology. They are a generation attached to their mobiles. Gen Z, on the other hand, have always been connected. Millennials will frequently be glued to their devices, while Gen Z can flit between devices and even go without any device just as easily.

Managing Gen Z Challenge them: Offer genuine support and follow up so that they do not feel lost or alone on the project.

Engage in dialogue: Get them to talk, to share their ideas and the evolution of their thoughts.

Keep them busy: They are resourceful and look for answers online.

Accept that they have a different way of seeing things.

Recognize their work. Gen Z employees enjoy being appreciated, but they move on quickly.

Avoid devaluing them as an individual.

Care and nurture will get the results.

Managing Millennials The 25 to 39 category is the most fragile, and even more so if they are in management roles themselves. So how do we manage these folks?

Millennials need a title that they feel reflects their value. Let them choose their own title; it will accelerate results.

They expect precise compensation.

Reporting systems should be set up agreed upon to ensure that you have clear reporting for progress and delivery.

Give them some latitude, and allow things to be done their way.

Certificates, awards, trophies and other forms of public recognition work well with this group. It builds self-esteem and establishes their value to the group and to others.

SOLUTIONS

MANAGEMENT

HOW TO MERGE POSITIONS WITHOUT AFFECTING THE WORKFLOW New trends in business are moving towards job combinations with the aim of managing labor costs and increasing efficiency. Manal Syriani, explores the variables to consider when it comes to changing job functions.

Besides the high costs associated with labor, merging positions allows ease of replacement, especially in a high turnover industry.

The challenge remains in designing a merger that does not affect the quality of the outcome, in addition to identifying personnel with the right skills set that allows them to fulfill multiple roles.

For the operation, such challenges can be easily overcome by extensive orientation upon hiring staff, covering all aspects of the operation, whether for service or for kitchen operations.

The task is a little more complicated for administrative positions that require business acumen and targeted knowledge in specific departments.

Merging positions should be designed in such a way that the company and the team member can grow simultaneously while keeping in mind the following variables:

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Not all positions can be merged Some positions require great physical effort and time, making it impossible for employees to focus on another task at the same time or to assume other tasks after completing their jobs, such as housekeeping in hotels. In such cases, eliminating one or two selected positions and distributing the duties among all positions, instead of simply merging two positions into one, can achieve the desired outcome.

Make sure not to eliminate control layers While it is tempting to reduce supervisory levels when restructuring your organization, it is not necessarily the right choice. When your team starts operating at maximum capacity, supervision is crucial to detecting and addressing errors. Managerial levels act as quality, and they can give you insight in order to improve work processes.

A merger requires greater investment in the team Merging positions requires additional training and shadowing of your team.

Some positions, especially administrative ones, may also require specialized courses. Training and orientation budgets are likely to increase, and your investment in each team member will rise. For these reasons, retention measures should be reinforced and upgraded.

Detailed standard manuals are key Team members assuming new tasks require detailed and straightforward guidelines to better integrate them into their day-to-day routines. Whenever a merger occurs, internal policies and processes should be smartly redesigned to map processes so as to not affect the final quality or the concept/brand image.

Having a Total Quality Manager in the organization is considered an asset for redesigning workflow.

FOODPRODUCTS PRODUCT ZONE NEW

ON THE MARKET

Invest in the right products and equipment to make cooking easier.

Here’s a good place to start EXTRA VIRGIN OLIVE OIL AND OLIVES Exquisite EVOO and olives are organically grown and pressed perfectly from villages high in the Lebanese mountains.

DANA instagram.com/dananaturalfoods

JUICE AND SYRUP Natural, pungent and sweet syrups made entirely from fruits grown high in the Lebanese mountains, alongside a signature fresh apple juice.

DANA instagram.com/dananaturalfoods

VIEILLES VIGNES CARIGNA In 2018, Domaine des Tourelles decided to introduce Carignan to its family of old vines in an effort to reconnect with its special Mediterranean identity.

Released, Fall 2020 in the Lebanese and international markets.

DOMAINE DES TOURELLES WINERY (BEKAA VALLEY, LEBANON) domainedestourelles.com

AZURE GIN An infusion of 12 botanicals twice distilled and vapor infused, recalling the true spirit of the Mediterranean.

Released on World Gin Day 2020.

AZURE GIN kyte.site/azure-gin

BARILLA CHICKPEA CASARECCE Made from one simple ingredient, the new legume pasta range uses 100 percent Red Lentil or Chickpea Flour and are high in protein, fibre and are gluten-free.

Released, in August 2020 and in the UAE exclusively.

BARILLA MIDDLE EAST barilla.com, barillaarabia.com

CONTACTLESS DIGITAL MENU The contactless digital menu designed for restaurants, cafes, and pastry shops offers customers the reassurance of being able to simply scan a QR code from their mobile phone instead of having to touch paper menus. Safe, cost-efficient, multi-language facility and customizable.

BIM POS bimpos.com

COST NOVA PORTUGAL AND KUTAHYA Coffee cup made of the stoneware and finished in a reactive glaze.

Can be used as espresso cups or as miniatures on a buffet table.

Available in a choice of nine colors.

ASTORIA HOSPITALITY facebook.com/horecafield

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GOLDEN TULIP ROYAUME ALGERIA

ROYAL TULIP SKIKDA ALGERIA

GOLDEN TULIP BAHRAIN BAHRAIN

TULIP INN BAHRAIN BAHRAIN

GOLDEN TULIP SERENADA HAMRA LEBANON

ROYAL TULIP ACHRAFIEH LEBANON

ROYAL TULIP MUSCAT OMAN

GOLDEN TULIP DOHA QATAR

GOLDEN TULIP CORNICHE DAMMAM SAUDI ARABIA

GOLDEN TULIP RIYADH SAUDI ARABIA

GOLDEN TULIP EL MECHTEL TUNIS

GOLDEN TULIP TAJ SULTAN TUNIS

GOLDEN TULIP DOWNTOWN ABU DHABI UAE

GOLDEN TULIP MEDIA DUBAI UAE

GOLDEN TULIP SHARJAH UAE

goldentulip.com

PRODUCT ZONE

EQUIPMENT

WHAT’S ON THE TABLE? There’s no doubt that; COVID-19 has changed our lives irreversibly, especially when it comes to dining. We speak to eight industry professionals to learn more about the impact that the pandemic has had when it comes to choosing tableware and glassware, as well as the latest market trends and forecasts.

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EXPERTS OPINION How has COVID-19 affected the tableware market?

The impact of COVID-19 has been huge on our business. We are looking at solutions that involve minimal contact with crockery and glassware; so disposable products are being used as an immediate way to tackle the issue.

Stuart Duff Corporate chef for the UK and Ireland, Hilton Hotels & Resorts

How has COVID-19 affected the tableware market?

COVID-19 has impacted the entire hospitality sector, especially this segment. The impact includes decreasing the distribution network between manufacturers and retailers. However, we must stay optimistic.

What are the recent technological advances in this field, and what trends are you forecasting?

What are the recent technological advances in this field, and what trends are you forecasting?

Online platforms showcasing products are a great way to meet the needs of customers.

Who are the current and emerging international market leaders in professional tableware?

We deal with an array of suppliers, and we sometimes ask the local players to create products that meet the requirements of our customers and their profiles. As mentioned

How has COVID-19 affected the tableware market?

There has been little to zero impact. More attention is definitely being paid to the cleanliness of tableware. All our kitchen staff wear gloves and are tested monthly for COVID-19.

Greg Malouf Modern Middle Eastern Michelin chef – Author

What are the recent technological advances in this field, and what trends are you forecasting?

As a company, we are looking at tiffin service where multiple dishes can be transported in one delivery. Melamine products are also being considered because the market standard has improved.

Who are the current and emerging international market leaders in professional tableware?

There are many quality suppliers in the market. Currently, Churchill, Villeroy & Boch,

Steelite, RAK, My Glass Studio, Dalebrook, Brakes, and Lockhart all supply the Hilton brand.

Do you anticipate a surge in the usage of biodegradable and disposable tableware post COVID-19?

Yes, there will be a surge in biodegradable products.

However, they have to be fit for purpose and deliver the quality that is expected from a Hilton customer.

previously, it is an evolving and rapidly changing market.

Do you anticipate a surge in the usage of biodegradable and disposable tableware post COVID-19?

For the time being, we all have to adhere to the instructions of the medical and governmental authorities and follow the guidelines and protocols. At a later stage, the trends will become apparent. We have to be ready for life post COVID-19.

We may see trends such as innovative crockery and nonporous glass plates.

Who are the current and emerging international market leaders in professional tableware?

Japanese, Spanish and Australian tableware brands are leading the way in terms of quality and innovation.

Wissam Kasdallah Executive sous chef, Safir Hotel

Do you anticipate a surge in the usage of biodegradable and disposable tableware post COVID-19?

Not in restaurants, as customers are fed up with dealing with take-out delivery style disposable tableware and want the real thing.

SUPPLIERS' FEEDBACK How has COVID-19 affected the tableware market?

Some of the suppliers halted their production lines for at least three months.

What are the recent technological advances in this field, and what trends are you forecasting?

Our European supplier developed a special antibacterial nanotechnology coating

treatment action that is effective on all stainless steel products and lasts a lifetime.

Who are the current and emerging international market leaders in professional tableware?

UK, Germany, UAE and France are in the top three, while the Scandinavian countries and The Netherlands are climbing up the ranks with their innovative and trend-setting collections.

Do you anticipate a surge in the usage of biodegradable and disposable tableware post COVID-19?

Biodegradable tableware had started to emerge before COVID-19. However, many hotel and restaurant guest are not accepting to the idea of eating a refined dish on a biodegradable plate.

Alain Eid GM, Restofair

OCT-NOC 2020 | HOSPITALITY NEWS ME

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PRODUCT ZONE

EQUIPMENT How has COVID-19 affected the tableware market?

From a positive angle, the COVID-19 crisis has launched a new dimension to sales, focusing less on shared plates and large platters and more on individual portions.

Carla Faissal

What are the recent technological advances in this field, and what trends are you forecasting?

Do you anticipate a surge in the usage of biodegradable and disposable tableware post COVID-19?

Regarding our brands specifically, the main technological challenge would be to produce tableware with a beautiful hand-finished look that would also deliver durability for heavy-duty use.

This is a temporary solution that will hopefully come to an end when the virus fades away.

However, I am a fan of bamboo as an outdoor, unbreakable option. Bamboo is eco-friendly, dishwasher safe and simply beautiful.

Owner, BOUTIC' HOTEL

How has COVID-19 affected the tableware market?

Sales in HORECA stopped suddenly, but retail requests remained the same.

What are the recent technological advances in this field, and what trends are you forecasting?

Self-service buffets need to be advanced; everything needs to be covered correctly.

Who are the current and emerging international market leaders in professional tableware?

The big brands like Villeroy & Boch, RAK and BHS are still doing a great job.

Do you anticipate a surge in the usage of biodegradable and disposable tableware post COVID-19?

How has COVID-19 affected the tableware market?

Damien Leruste VP sales and marketing for the Middle East, India and Asia, Degrenne

How has COVID-19 affected the tableware market?

Clients did not have the budget to reorder or renovate. Secondly, they had an obligation to invest in the sanitizing processes to prepare for reopening.

What are the recent technological advances in this field, and what trends are you forecasting?

The advances in our field center on the materials used in the

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This crisis, which occurred against the backdrop of globalization, has led us to seriously reconsider our sourcing strategies. As a French brand with clear expertise in our field, we have noticed that consumers are paying greater attention to the brands they purchase and the quality, origin and innovative nature of the products they buy.

manufacturing of the tableware, which make them more durable or more environmentally friendly.

Who are the current and emerging international market leaders in professional tableware?

The leading market players are those who are working on their adaptability to the market.

Do you anticipate a surge in the usage of biodegradable

HOSPITALITY NEWS ME | OCT-NOV 2020

If so, how will the hospitality sector accommodate such demand?

Biodegradable hopefully yes but not disposable. Porcelain is made entirely from natural materials, which makes it biodegradable. Governments and the hospitality industry need to agree on a workable solution.

Daniel Fischer Area sales manager for the Middle East, Seltmann Weiden Porcelain

More than ever, we are focusing on how our items are actually used in order to offer the best solutions possible. Our iconic COCOTTES collection, L’Econome by Starck© dishware set, and plate covers are all part of our “Food Safety” range. In response to this unprecedented crisis and to best support hotel and restaurant professionals, the brand is launching an assistance platform for the first time in its history.

and disposable tableware post COVID-19?

Biodegradable and disposable is already in high demand, but I do not see it lasting. Guests visiting hotels, restaurants or those using a catering service are looking for better experiences than what they do at home. I see more single-portion tableware trending in the long term.

Guy Garbis Markarian MD, MG Supplies

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LFAlebanon

PRODUCT ZONE

FOOD

BREAKING FREE

FROM YOUR OLD DIET Reputable fashion or lifestyle magazines often have articles on how to adopt healthier eating habits, and “free-from” diets routinely appear to be the answer. So what are they exactly and why is this trend skyrocketing?

We get the lowdown from Nada Alameddine, partner at Hodema consulting services.

Down with gluten The first, and main enemy, is gluten. The oldest archive referring to the celiac disease, which causes inflammation in the small intestines, dates back to AD 2. Fastforward to the 21st century, where gluten has become a bad word, and everyone seems to be diagnosed with sensitivity to this group of proteins. Gluten is everywhere in our everyday diet, from flour to pasta, but it is also in less obvious products such as certain types of yogurts, some meats and even chocolate and chips. Whether it is all just hype advertised by celebrities in magazines and social media platforms or that wheat has become our worst enemy, the current anxiety surrounding bread and cereal-based products has led to a rising trend of gluten-free goods and restaurants.

In the last couple of years, quitting gluten has even become mainstream with alternative options now readily available in the market – a market valued over USD 4 million worldwide. This trend is expected to continue growing at a steady pace.

Domino’s Pizza pioneered the move with its crust-free option, while other fast-food chains are still struggling to offer wheatsafe menus.

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In collaboration with

The US is currently the largest gluten-free market, with around 3 million Americans suffering from celiac disease and up to 40 million “voluntary restrictors” following the same diet despite having no proven medical condition. So there’s definitely room for new products, as consumers call for more transparency and sourcing. All sorts of gluten-free flour substitutes are becoming popular, especially the grain-free ones pushed by the paleo diet boom as well as oats. Black bean, mung bean, lentil, cauliflower, coconut and almond flours are emerging as alternative options. There are even fruit flours, such as apple or banana and companies are looking into coffee flour. But the snack and lunch on-the-go segments are the most targeted by the sector, as they represent a large size of the food market. The beverage business is also following the trend, with a whole range of gluten-free liquors — such as vodka, tequila and beer — hitting the shelves. Believe it or not, you’ll even find gluten-free pet food in certain stores in America.

A farewell to meat...

The “free-from” movement is not only about gluten, although it still leads the pack. In the early 2000s, low-fat, lowcarb and whole-food diets were all the rage. But they have lost clout and it is now all about quitting some produces entirely. As vegetarian and vegan regimen go mainstream, alternatives to meat are gaining momentum. Tofu, soy, lentils, chickpeas and mushrooms are replacing traditional meat patties in many restaurants such as Meet The Veganz in Beirut, Veganity in Dubai and Vterra in Kuwait. Purists can even find meat-free produces that are also gluten-free as more and more health conscious individuals are pairing glutenfree, vegan and dairy-free habits.

... and goodbye to dairy The dairy-free trend is gaining popularity, evidenced by the increased demand for soy, rice, coco and oat milk. Yogurt, cream and butter products free of dairy are following suit.

Long gone are the days when only a handful of trailblazers joined those with food intolerances on their gluten, meat or dairy-free crusades. Back then, most gluten-free bread was unappetizing, and soya milk tasted like chalk. Progress in food research has made them not only edible but also tasty. Artificial sweeteners have fulfilled the role of natural substitutes like stevia, honey, coconut and yacon.

The “free-from” trend has also benefited from consumers’ growing mistrust in the way manufacturers produce food, which has been exacerbated by a number of food scandals. Avoiding some ingredients forces consumers to read labels carefully and thus feel more in control of what they eat. hodema.net

OCT-NOC 2020 | HOSPITALITY NEWS ME

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PRODUCT ZONE

BEVERAGE

BEER ON THE MENU We speak to seven industry professionals to learn more about the latest beer trends and the industry’s response to the COVID-19 pandemic.

FROM THE EXPERTS

Paul Choueiry

as possible. Craft beers are complex, rich in aromas and flavors because they are made with high-quality ingredients, produced in small batches, served between 8°c and 12°c to enhance the flavors and can be easily paired with food, like wine.

interesting. But to create a great beer, the ingredients should be hand-selected and the brewer must have a strong knowledge of chemistry, microbiology and biochemistry. However, the most important factor is passion.

What are the emerging beer trends?

What are some key beer facts that everyone needs to know?

Fruity and hazy beers are the main trend in craft brewing. The most common example is the New England IPA (NEIPA): fruity, cloudy and smooth with less bitterness compared to the usual IPAs.

Enologist and craft brewer/ co-owner, Vagabond Beirut

What is the key component for a great beer?

What is the difference between craft beer and commercial beer?

Beer is made of four main ingredients: water, grains, hops and yeasts; then add to that the human factor. Everyone can brew beer, even at home; some could prove to be

Commercial beers are generally simple, light, easy to drink and usually served as cold

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• There are many different varieties of hops - like grapes, and each has its own characteristics and aroma profile.

• Very cold beer or beer served in a frozen glass is bad! It mutes almost all the flavors.

• Dark or black beers are not necessarily heavier in alcohol but are definitely richer in taste and texture.

What beer trends can we expect post COVID-19?

How did consumer preferences change as a result of COVID-19?

A lot has changed lately because of the pandemic and the beer industry has faced a major challenge in the last six months.

Consumer trends have clearly changed even in the draft beer sector, with bottled beverages taking first place in terms of consumer preference.

Despite the general crisis in HORECA and the drinks industry, however, many innovative trends in the beer market emerged during this period. The small breweries flourished by launching new labels and flavors.

Spyros Aimilios Kerkyras Owner of Barsolutions Greece / 42 Barstronomy Athens / Hide & Seek Athens / Branco Costa Navarino / Hono&Lulu Spetses

Beer has now entered the process of food pairing, with great gastronomic interest.

IPAs, dessert stouts and fruited sours are now the new trend, leaving pilsner and lager beers far behind.

Which are the niche beers to look out for?

The beer revolution finally arrived in 2020 with niche beers. Fruity, refreshing and for all occasions, even as an aperitif. With different profiles of malt, hops and yeast, with a taste of chocolate or coffee, ideally combined with oysters, duck or even blue cheese.

What beer trends can we expect post COVID-19?

After COVID-19, the beer trend is expected to shift towards stronger and full-bodied beers, rich in hops and fruity in taste.

How did consumer preferences change as a result of COVID-19?

Consumers' preferences didn’t much change, despite the fact they were not allowed to drink in bars.

Alexandros Sourmpatis

Which are the niche beers to look out for?

Giffard brand ambassador in Greece and Beers that are bold in flavor but light in whisky portfolio of Tsaknakis Premium Brands alcohol content.

SUPPLIERS' FEEDBACK off-premises outlets. The impact on revenue and profitability is high, but we are overcoming all these challenges.

health conscious and are looking for brews that are healthier — lower in alcohol and lower in calories.

What beer trends can we expect post COVID-19?

How will the shift in consumer preference towards low and nonalcoholic beers as well as craft beers affect your business?

The trend is towards larger packs, as consumers are seeking value for their money and our larger packs have a price advantage per liter.

Marc Eid Commercial manager Brasserie Almaza

How did your brand overcome the challenges of COVID-19?

Brasserie Almaza defined new ways of working since the arrival of COVID-19, prioritizing employees’ safety. The impact on business was substantial, due to lockdown and the closure of on-premises and certain

There is also a trend supporting local brands, despite the fact that more than half the cost is based on imported ingredients and packaging material. Nevertheless, prices are rising less steeply compared to imported brands. Besides Heineken, most of the other imported brands were selling at relatively low prices. Now with the devaluation of the Lebanese pound, they are forced to increase their prices making them premium goods.

Low and non-alcoholic products are on the rise as consumers are becoming more

Low and non-alcoholic beers are on the rise. Craft beer, on the other hand, is always a niche offering to aficionados. We play an important role in raising awareness by importing the best global brands: Lagunitas, Affligem and Mort Subite.

Do you have any new products in the pipeline?

We launched Almaza in a can in March 2020 for on-the-go consumption. We priced it well and it was a big hit within our portfolio, so much so that we are having difficulties importing enough cans to meet demand.

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PRODUCT ZONE

BEVERAGE

Chris Fadel

Kamal Fayad

Akram Nicolas Kassatly

CEO, 961 BEER

President and CEO, Kassatly Chtaura, Sal

How did your brand overcome the challenges of COVID-19?

How did your brand overcome the challenges of COVID-19?

How did your brand overcome the challenges of Covid-19?

COVID-19 arrived and hit our main sales channel hard due to bar and restaurant closures under strict lockdown measures. However, we immediately reacted and were able to compensate by implementing a home-delivery beer service.

With the onset of the COVID-19 crisis, we were forced to adhere to restrictions set by the lockdown measures and shut down our manufacturing operations temporarily.

We continued to perform sales transactions by relying on our existing stock of finished goods while following up with customers and staff to ensure safety regulations were being upheld. Although we witnessed a drop in sales during this period, we found new opportunities in e-commerce and deliverybased businesses seeking to promote local brands and products.

Beirut Beer retained somewhat steady sales internationally, even with lower ontrade sales worldwide. Locally, although we reduced advertising heavily, people continued to choose Beirut Beer to drink at home and at family gatherings. Sales showed a healthy increase.

Brewmaster and general manager, ELMIR BREWERY

What will the post-coronavirus beer industry look like?

COVID-19 affected the global brewing industry as a whole and beer sales dropped significantly across the world.

In Lebanon, overall beer consumption is likely to increase, but visibility as to which part of the beer industry (industrial or craft) will likely profit from it, is still low.

What beer trends can we expect post COVID-19?

The particularity of the beer market in Lebanon is that even after COVID-19, the economic crisis will take its toll on purchasing power. Imported beers are gradually becoming more difficult to find and consumption is shifting towards local beers. The challenge for local breweries will be to continue producing with the same quality while trying to minimize costs across the board.

How will the shift in consumer preference towards low and nonalcoholic beers, as well as craft beers, affect your business?

At the moment, Elmir is steadily increasing its market share in both onpremises and off-premises consumption as it is solidly replacing consumption of imported craft beers. I do not believe low-alcohol and non-alcoholic beers consumption will significantly vary in the years to come.

Do you have any new products in the pipeline?

We are currently working on several beers — I cannot really disclose their particularities but what is sure is that we are thinking local!

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HOSPITALITY NEWS ME | OCT-NOV 2020

What will the post-coronavirus industry look like?

Emerging beer trends post COVID-19 may become more evident once we reposition ourselves confidently in the global trade market. In addition, we expect to see a notable increase in local demand in light of supporting and appreciating local crafts and brands, and a heightened sense of loyalty to them.

Consumers have been experiencing new brands and products since the beginning of confinement, including new cuisines and drinks. Since they already have more time available to research online, Beirut Beer’s presence on many platforms is much more important than before. There will always be the traditional beer consumers who prefer their classic beer, whatever the occasion and then the new ones that we have attracted since our inception with the right advertising. The latter are the more elusive ones that we need to reach out to on social media.

What beer trends can we expect post COVID-19?

What beer trends can we expect post covid-19?

We expect to see a surge in demand for beer products upon the reactivation and reanimation of the F&B sector, with businesses once again welcoming customers at desired capacity while operating at favorable and sustainable levels. Once this sector has resumed normal activity, we will be ready to meet supply and demand turnover rates.

Confinement has triggered newfound curiosity in new cuisines, new workouts and new activities. This added interest in creativity is also found in the drink market, whether relating to taste, packaging or advertising. Craft beers all over the world are fun and exciting, but we must first wait for the people to be ready for them. Meanwhile we will keep brewing a classic Pilsner that has become a firm favorite among many.

What will the post-COVID-19 beer industry look like?

How will the shift in consumer preference towards low and nonalcoholic beers as well as craft beers affect your business?

Our products are alcohol based and crafted to offer a unique range of tastes and preferences. Consumers seeking nonalcoholic grain or soda refreshments have plenty of alternatives, which we do not consider as direct competitors. Nevertheless, there are opportunities for growth in this division, one that we are yet to evaluate.

CHOCOMANIA

PRODUCT ZONE

GOLD DOME

PASTRY Feast your eyes on this delicious Gold dome pastry with iced coffee ganache, dark chocolate mousse and a heavenly Gold caramel glaze.

1. ALMOND-HAZELNUT SPONGE CAKE Ingredients • 132g egg whites •132g sugar Make a meringue.

• 82g egg yolks • 214g eggs • 297g sugar • 181g almond powder • 165g hazelnut powder • 33g Van Houten Cocoa Powder 22/24 • 82g flour Mix together.

• 181g melted butter Add to the egg mixture and mix in the meringue.

Preparation Spread on a 2-cm high silicone mat. Bake for 20 minutes at 160°C. 2. ICED COFFEE GANACHE Ingredients • 25g powdered milk 1% fat • 110g espresso coffee • 110g full fat milk • 2g vanilla Authentic Products Mix together and heat up to 70°C.

• 25g gelatin mass • 30g Caramel Filling Callebaut • 326g Callebaut - Finest Belgian Gold Chocolate - Gold • 10g Callebaut – Power 41 Chocolate Preparation Combine all ingredients in a recipient. Pour the previous hot mixture onto the mixture to melt.

• 5g powdered gelatin • 20g water • 30g Callebaut - Caramels Caramel Fill • 326g Callebaut - Finest Belgian Gold Chocolate - Gold • 10g Callebaut – Power 41 Chocolate Sift through a sieve and whip to achieve the right consistency. Immediately pipe into flexible half-sphere moulds of 4 cm and freeze.

• 1g salt • 3g orange zest Cap’fruit Add and emulsify.

• 365g cream EVEN 35.2% Add, cover and leave to rest in the refrigerator overnight.

3. CITRUS JELLY Ingredients • 132g sugar • 14g NH pectin Mix together.

• 230g lemon puree Cap’fruit • 395g orange puree Cap’fruit • 148g water • 82g inverted sugar Mix in and bring to a boil.

Preparation Allow to cool down for a few minutes and spread out evenly onto the almond-hazelnut sponge cake. Leave to cool in the refrigerator.

4. SAO TOMÉ CHOCOLATE MOUSSE Ingredients • 196g whole milk • 35g invert sugar Heat up to 60°C. • 204g Callebaut - Single Origin Chocolate - Sao Thomé Pour previous mixture over the chocolate. Emulsify with a stick blender.

• 350g cream EVEN 35.2% Mix in the previous mixture when its temperature is at 40°C.

Preparation Pipe into half-sphere moulds of 7 cm Ø to ¾ of the height and press a frozen half-sphere of iced coffee ganache in the center.

Finish with a layer of chocolate sponge and freeze.

5. CARAMEL GLAZE Ingredients • 282g sugar • 141g water • 282g glucose Heat up to 103°C. • 188g sweetened concentrated milk • 103g gelatin mass • 282g Callebaut - Finest Belgian Gold Chocolate – Gold • 100g Callebaut - Finest Belgian Milk Chocolate - Recipe N° 823 • 100g Callebaut - Caramels Caramel Fill Combine the ingredients in a high recipient. Pour the previous hot mixture over the ingredients and emulsify.

Preparation Leave to rest in the refrigerator overnight. Glaze the Sao Thomé chocolate mousse at 28-30°C.

EMF Middle East t. +961 9 938732 | info@emf-me.com www.emf-me.com OCT-NOC 2020 | HOSPITALITY NEWS ME

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