Hotel News ME - May 2015

THE PROFESSIONAL PERSPECTIVE FOR THE HOSPITALITY INDUSTRY MAY APRIL 2015 2015 | WWW.HOTELNEWSME.COM | WWW.HOTELNEWSME.COM

L E V A S R T ENlDiers w TR ote kno h uld t u o o h s ab

Global and regional insights that impact how you do business

ALL EYES ON EGYPT

STARWOOD STRATEGIES

MAN ON A MISSION

Investment boom swells market confidence

MEA pipeline tops 37 properties

Mövenpick’s new VP development

CONTENTS

hot topics 08 | NEWS ROUND UP A SUMMARY OF REGIONAL AND GLOBAL NEWS 24 | THE PANEL A GROUP OF GMS DISCUSS HOW HOTELIERS ARE SECURING THEIR SHARE OF THE FAMLY TRAVEL MARKET 70 | TAKE 10 THE ONLINE EDUCATION TREND 72 | MEET THE EXPERTS HOSPITALITY SPECIALIST VIEWS

features 34 | COVER STORY TEN TRAVEL TRENDS HOTELIERS SHOULD KNOW ABOUT

38

42 | CHAIN FOCUS PROFILING STARWOOD HOTELS & RESORT WORLDWIDE EXPANSION PLANS 78 | SECURITY FOCUS A LIVELY DEBATE ON SAFEGUARDING A HOTEL

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46 42 MAY 2015 HOTEL NEWS ME

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CONTENTS

THE HOSPITALITY INDUSTRY

L E V A S R D T ENeliersow TR hhootuld okunt s

Managing Director Walid Zok Walid@bncpublishing.net Director Rabih Najm Rabih@bncpublishing.net

ab

Director Wissam Younane Wissam@bncpublishing.net Group Publishing Director Diarmuid O'Malley Dom@bncpublishing.net Sales Manager Charlotte Ringrose Charlotte@bncpublishing.net Executive Editor Gemma Greenwood Gemma@bncpublishing.net

34 42 | ATM ROUNDUP TAKING A LOOK AT THIS YEAR'S ARABIAN TRAVEL MARKET HIGHLIGHTS 56 | DRY HOTELS THE UPCOMING RISE IN DRY HOTELS POPPING UP IN THE REGION

CONTRIBUTORS The Factory Photography www.thefactory.me Lucy Taylor

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STARWOOD STRATEGIES

60 | F&B FEATURE HOW ARE THE REGION'S RESTAURANTS MEA pipeline tops 37 STAYING FRESH FROM properties THEIR COMPETITION

lls

interviews

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HOTEL NEWS ME MAY 2015

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MAN ON A MISSION

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20 | AMIR LABABEDI REVEALS HIS AMBITIOUS GOALS FOR MOVENPICK'S GROWTH POTENTIAL 66 | VINEET BHATIA DISCUSSES HIS LATEST VENTURE, ASHIANA RESTAURANT

Art Director Rana Husam Shiblaq Rana@bncpublishing.net Marketing Executive Mark Anthony Monzon

egional insights that impact how you do business

N

Deputy Editor Sophia Soltani Sophia@bncpublishing.net

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All rights reserved © 2014.

Opinions expressed are solely those of the contributors.

Hotel News ME and all subsidiary publications in the MENA region are officially licensed exclusively to BNC Publishing in the MENA region by Hotel News ME. No part of this magazine may be reproduced or transmitted in any form or by any means without written permission of the publisher.

Printed by Raidy Emirates Printing Group LLC www.raidy.com

MAY 2015 HOTEL NEWS ME

5

OPPORTUNITY KNOCKS MAKING THE MOST OF THIS MONTH’S SHOW FRENZY It’s one of the busiest months of the year for the region’s travel and hospitality industry, with two major shows running concurrently at the beginning of May; the Arabian Hotel Investment Conference 2015 (AHIC), from May 5-7, and Arabian Travel Market (ATM), from May 4-7.

Both events present prime opportunities for hotel groups big and small to network with their peers, potential investors and their travel industry partners and to discuss and debate some of the biggest issues impacting the hospitality sector.

From an investment perspective, AHIC’s regional speaker briefings have already shed light on opportunities for growth.

In March, they gathered in Cairo to discuss the return of stability to Egypt’s tourism market and the positive repercussions for the hotel industry.

Philip Wooller, Middle East & Africa Area Director of STR Global told delegates the “dark days of the Egyptian tourism industry look to be finally over” and noted the 58% lift in demand for hotel rooms across Egypt in the second half of 2014, resulting in an additional six million rooms being sold.

Egypt’s Minister of Investment, His Excellency Ashraf Salman, highlighted investment initiatives in place designed to boost Egypt’s appeal to investors, from new housing and high-speed rail networks to port expansion and the development of the renewable energy sector.

“On a macroeconomic level, GDP in Egypt is on track to grow at a clip north of 4% in the fiscal year ending June 2015,” he noted.

A raft of investment plans were also unveiled at last month’s investment conference in Sharm El Sheikh where aid and investment worth $12 billion was pledged 6

HOTEL NEWS ME MAY 2015

by Kuwait, Saudi Arabia and UAE. The most ambitious infrastructure plan for Egypt involves the construction of a new capital city outside of Cairo to the tune of $45 billion.

Back in the Gulf, AHIC speakers headed to Riyadh last month where the kingdom’s mission to diversify its tourism business was highlighted.

Opportunities for KSA to become a destination in its own right outside of the religious tourism market were outlined, with speakers noting the potential of the cultural, business and domestic tourism sectors.

Some of the top growth markets hotel firms should be tapping into going forward will also be highlighted at ATM where the seminar programme focuses on family travel.

Sessions to look out for include ‘Family Travel Trends you should know about’ – global family travel patterns and how the Middle East can cash in on them (Monday May 4 at 3.40pm) and ‘Family Fortunes’ – how Gulf destinations can boost their appeal to the lucrative family travel market (Tuesday May 5 at 11am).

Some of the hottest regional and global trends that impact and inspire the hotel industry at large are also highlighted in this issue’s cover story.

From Halal Tourism to the rise of the ‘Braggie’ trend, there’s plenty of food for thought.

Here’s wishing you a great read and a successful show month.

GEMMA GREENWOOD Executive Editor

CHAIN OF THOUGHT...

LET'S FIND OUT THE TOP TRENDS...

THE PROFESSIONAL PERSPECTIVE FOR THE HOSPITALITY INDUSTRY MAY 2015 | WWW.HOTELNEWSME.COM

ALL EYES ON EGYPT

STARWOOD STRATEGIES

MAN ON A MISSION

Investment boom swells market confidence

MEA pipeline tops 37 properties

Mövenpick’s new VP development

TOO BLAND, LET'S LIVEN IT UP!

THE PROFESSIONAL PERSPECTIVE FOR THE HOSPITALITY INDUSTRY MAY 2015 | WWW.HOTELNEWSME.COM

ALL EYES ON EGYPT

STARWOOD STRATEGIES

MAN ON A MISSION

Investment boom swells market confidence

MEA pipeline tops 37 properties

Mövenpick’s new VP development

LOVING THE ILLUSTRATIONS,TOO DARK

THE PROFESSIONAL PERSPECTIVE FOR THE HOSPITALITY INDUSTRY MAY 2015 | WWW.HOTELNEWSME.COM

VEL TRAENDhSouldt R Ttelierswsabou ho kno

Global and regional insights that impact how you do business

ALL EYES ON EGYPT

STARWOOD STRATEGIES

MAN ON A MISSION

Investment boom swells market confidence

MEA pipeline tops 37 properties

Mövenpick’s new VP development

WOW, SO MUCH BETTER, LITTLE MORE IMPACT?

THE PROFESSIONAL PERSPECTIVE FOR THE HOSPITALITY INDUSTRY MAY 2015 | WWW.HOTELNEWSME.COM

VEL TRAENeliDerSsow R T hhootuld okunt s

ab

Global and regional insights that impact how you do business

ALL EYES ON EGYPT

STARWOOD STRATEGIES

MAN ON A MISSION

Investment boom swells market confidence

MEA pipeline tops 37 properties

Mövenpick’s new VP development

FAB! READY TO GET TO KNOW THE TRENDS?

Follow us on our social media pages @hotelnewsme /hotelnewsmme hotelnewsme

REGIONAL NEWS

NEWS

WHO SAID THAT?

"THE MIDDLE EAST WILL SOON BE HOME TO ALL NINE OF STARWOOD’S BRANDS, WHICH ILLUSTRATES OUR COMMITMENT TO THIS REGION" NEIL GEORGE, SVP ACQUISITIONS & DEVELOPMENT

Abu Dhabi forges closer ties with hotel community

MEA, STARWOOD

Abu Dhabi Tourism & Culture ing hotel committee is an opportu- tee structure, comprising the inAuthority (TCA Abu Dhabi) has nity for us to align our mutual strat- dustry’s high level decision-makers, revamped its hotel-led stakeholder egies through our inclusive industry will meet quarterly, supported by programme in a bid to more effec- approach, which has already deliv- newly-established dedicated Sales tively execute the emirate’s long-term ered significant achievements over Engagement and Human Resources tourism development strategy. the past two years,” explained TCA development committees.

Recognising the hotel industry’s Abu Dhabi’s acting executive director “We have developed a new charter key role in generating tourism busi- of tourism, Sultan Al Dhaheri. to support this objective and have ness, the entity has introduced an “This group will address the chal- designated two sub committees to executive hosupport our tel panel to main Hotel "THE INTRODUCTION OF AN OVERARCHING HOTEL its Industry committee Development COMMITTEE IS AN OPPORTUNITY FOR US TO ALIGN OUR to finalise Committees, and impleMUTUAL STRATEGIES" involving 15 ment strathotel groups egies for that represent promotion more than 60 of the emirate’s four- lenges we face in delivering visi- and development identified by the and five-star hotels tor growth to the destination, and group,” added Al Dhaheri.

This committee of top hoteliers identify opportunities to benefit the The move comes as the authority has been identified as a key driving hotel sector. looks to identify the accommodation force that will help spearhead the “Our open, two-way dialogue sector’s specific needs delivery of TCA Abu Dhabi’s vision will see this committee act as repIssues to be discussed by the new for the development of a distinctive resentatives for the sector, and set committee include the downward destination, which is aligned to the the direction for all other hotel op- pressure on occupancy and average Abu Dhabi 2030 Vision for eco- erators through peer-to-peer infor- length of stay and the initiatives benomic diversification. mation sharing.” ing delivered by TCA Abu Dhabi to “The introduction of an overarchThe new refined hotel commit- stimulate demand.

GO FIGURE

8

HOTEL NEWS ME MAY 2015

0.2%

THE Y-O-Y DECREASE IN OCCUPANCY ACROSS MEA, SLUMPING TO 67.2% IN FEB 2014 (SOURCE: STR GLOBAL)

1.3%

THE Y-O-Y INCREASE IN REVPAR ACROSS MEA TO $118.64 IN FEB 2014 (SOURCE: STR GLOBAL)

1.5% THE Y-O-Y INCREASE IN ADR ACROSS MEA TO REACH $176.64 IN FEB 2014 (SOURCE: STR GLOBAL)

MAY 2015 HOTEL NEWS ME

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REGIONAL NEWS

WHO SAID THAT?

GO FIGURE

15,098

"WE ARE DELIGHTED TO ENHANCE THE NOBILITY OF INDIAN HERITAGE AND HOSPITALITY IN ONE OF THE WORLD’S MOST VIBRANT CITIES"

“THE DARK DAYS OF THE EGYPTIAN TOURISM INDUSTRY

THE NUMBER OF A380 FLIGHTS FROM DUBAI INTERNATIONAL IN 2014 (SOURCE: DUBAI AIRPORTS)

LOOK TO BE FINALLY OVER AFTER FOUR

Rakhee Lalvani, PR director for the Taj Group, which recently opened Taj Dubai in the city's Downtown area.

The property features 296 rooms including two lavish suites; the Maharaja Suite and the Presidential Suite.

Taj Dubai also features the Taj brand's exclusive members-only private club for the first time outside of India and dining options include a Peruvian restaurant.

YEARS IN THE WILDERNESS” PHILIP WOOLLER, MEA AREA DIRECTOR, STR GLOBAL

125 THE NUMBER OF SUITES AND VILLAS AT THE RECENTLYANNOUNCED ALILA SALALAH, WHICH IS DUE TO OPEN IN THE SECOND HALF OF 2017

MUSLIM TRAVEL SEGMENT VALUE IN 2014

$145bn Muslim travel segment to grow to $200bn by 2020 The Muslim travel segment is forecast to be worth US$200 billion, driven by 150 million travellers by 2020, according to the MasterCard and CrescentRating Global Muslim Travel Index (GMTI).

This compares to $145 billion in 2014, based on 108 million Muslim travellers who represent 10% of the entire travel economy.

The typical Muslim consumer is now younger, educated and with a larger disposable income, which has precipitated an increased propensity to travel, according to the index, with Malaysia named the number one destination globally for the Muslim travel market, followed by Turkey.

YOTEL kicks off its ME expansion with Dubai debut YOTEL has announced plans to open a property in Dubai as it kick-starts a Middle East expansion campaign.

The hospitality firm, an affiliate company of Kuwait-listed IFA Hotels & Resorts KSCC, has signed a long-term agreement with Dubai Investment Properties LLC (‘DIP’) to operate a hotel in Business Bay. Set to open in 2018, the property’s Dubai debut will mark the start of YOTEL’s aggressive expansion plans in the Middle East where the company is also in advanced negotiations for potential properties in Riyadh, Jeddah, Istanbul and Abu Dhabi.

The 42-storey YOTEL Business Bay will boast 438 ‘cabins’, 10

HOTEL NEWS ME MAY 2015

furnished with the brand’s signature Techno Walls and Smart Beds, as well YOTEL’s exclusive Club Lounge, a multi-function co-working and recreational space. The property will also feature 127 serviced apartments managed by YOTEL. “Dubai has a thriving hospitality market but lacks good quality, affordable luxury hotel,” said YOTEL CEO Hubert Viriot. “YOTEL Business Bay will put an end to this oddity and be a true flagship for our brand in a region with huge untapped potential.This project is also our debut into the serviced apartment segment, a natural extension to our brand DNA – smart spaces delivering outstanding value."

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REGIONAL NEWS

WHO SAID THAT?

"AS WE CONTINUE TO GROW, OUR STRATEGY FOR 2020 IS TO HAVE 42 HOTELS OPERATING IN THE REGION" AMIR LABABEDI, VICE PRESIDENT FOR DEVELOPMENT, MIDDLE EAST AND SOUTH ASIA, MOVENPICK

Hoteliers highlight Saudi Arabia's growth potential outside the religious tourism sector

HOTELS &

r

RESORTS

GO FIGURE

$214.56 MIDDLE EAST ADR IN FEB 2014 (SOURCE: STR GLOBAL)

33.3% THE Y-O-Y REVPAR INCREASE IN EGYPT TO REACH $36.75 IN FEB 2014 (SOURCE: STR

12

Hotel industry professionals have highlighted the opportunities to tap into Saudi Arabia’s growing number of niche tourism markets.

While religious tourism is one of the kingdom’s key draw cards for investors and operators alike, speakers at the latest Arabian Hotel Investment Conference (AHIC) regional briefing in Riyadh have identified a number of new tourism markets the hotel industry should factor into its development plans.

"Endowed with a unique and diverse heritage of natural and archaeological sites, Saudi Arabia could potentially attract to its various destinations the most sophisticated global travellers. "[We are not talking about] mass numbers, but the few hundred thousands of discerning travellers from across the world and for whom travel is closer to a scientific and academic endeavour than a leisurely tour.

HOTEL NEWS ME MAY 2015

Saudi Arabia is in the best position, to redefine tourism, argued Chiheb Ben Mahmoud, executive vice president and head of hotels & hospitality MEA at JLL. "Saudi Arabia’s international tourism business is yet to find its own model, its own paradigm, although the achievements of the SCTA are impressive in laying down the foundations for a sound tourism and hospitality sector."

AHIC’s briefing was hosted by Marriott International and the hotel group’s vice president development Middle East, Costas Verginis, told delegates the kingdom remained a “top priority” for the group’s expansion strategy.

“With strides by the government to diversify the economy through major infrastructure projects and other initiatives, including a major focus on tourism and hospitality, the kingdom is creating opportuni-

ties to further develop cultural, religious and business tourism targeting domestic, regional and international visitors,” he confirmed.

Delegates also heard how the SCTA recently announced the new hotel licensing and classification requirements for hotel operators in in the kingdom, with a view to streamlining tourism-related facilities and services and protect visitor interests.

Speakers said this type of regulation was playing a “major role” in transforming the country into a more attractive destination for tourists and hotel providers.

According to the latest Colliers International MENA Hotel threemonth rolling forecast for March to May 2015, Riydah occupancy rates were set to reach 64%, ADR was on track to register at $268, and RevPAR was predicted to hit $172.

The year-on-year RevPAR variance was up by 3%.

MAY 2015 HOTEL NEWS ME

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WORLD NEWS

World's tallest hotel tower inspired by JW Marriott Dubai Swiss entrepreneur Remo Stoffel and US-based architect Morphosis, has unveiled the design for what will become the world’s tallest hotel.

The structure, which is to be situated in Vals, in the Swiss Alps, is designed to reach a height of 381 metres. Once completed in 2019, this will eclipse the JW Marriott Marquis Hotel in Dubai, which currently holds the record as the world’s tallest hotel tower at 355 metres.

According to Stoffel, the chairman of Dubai-based facilities management firm, Farnek, the inspiration for the hotel came from Sheikh Mohammed bin Rashid, the Vice President GO FIGURE

WHO SAID THAT? "GUESTS WANT A MORE RELAXED AND HOMELY WORKING

14

HOTEL NEWS ME MAY 2015

THE AMOUNT SPENT

ENVIRONMENT IN

BY HOTEL INVESTORS

THEIR HOTEL

IN THE US IN 2014

ROOM”

(SOURCE: STR

MIKE GREENUP,

ANALYTICS)

VICE PRESIDENT, BRAND MANAGEMENT, HOLIDAY INN BRAND FAMILY,

Qatar Airways group chief executive His Excellency Akbar Al Baker speaking after the airline purchased the Sheraton Skyline hotel close to London Heathrow. The hotel will continue to be managed by Starwood under the Sheraton brand. It is the airline's first property outside of Doha.

$28.7bn

“THE SHERATON SKYLINE HOTEL IS AS EXCELLENT ADDITION TO OUR TRAVEL OFFERING, COMPLEMENT-ING OUR FIVE-STAR HOTEL THE ORYX ROTANA IN DOHA”

EUROPE, IHG, TALKS

520m

UP THE GROUP'S NEXT-GEN GUEST EXPERIENCE AT HOLIDAY INN EXPRESS

THE $ VALUE OF THE MOST EXPENSIVE HOTEL DEVELOPMENT PROJECT IN THE US IN 2014 (SOURCE: STR ANALYTICS)

of the UAE and Ruler of Dubai.

“I travel to Dubai on a regular basis and am always amazed at how quickly the city grows and what it has achieved. It is now home to the busiest airport in the world, tallest tower, tallest hotel, the largest shopping mall, largest man-made island and the list goes on,” said Stoffel.

“During its early development, many observers wondered if Sheikh Mohammed’s vision would ever be realised, but Dubai stuck to its strategy. That inspired me to realise my own vision, by forming 7132 Ltd, commissioning this stunning design, which will be built in my home town of Vals within four years.”

£100mn THE AMOUNT BEING INVESTED IN A NEW CHAIN OF URBAN LIFESTYLE HOTELS BEING ESTABLISHED IN THE UK

New UK chain to be launched Around £100 million is to be invested in renovating and expanding a group of Starwood Capital Group-owned hotels across the UK in order to create a new chain of urban, lifestyle hotels.

The hotels, which were all acquired by the US-based group over the last two years, are the 373-room Hotel Russell in London, the 167-room Royal York Hotel in York, the 100-room Blythswood Square and 230-room Grand Central in Glasgow, and the 49-room Bonham, the 249-room George and the 199-room Roxburgh, all in Edinburgh. The brand's name will be revealed next year.

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NEWS

Morgans Hotel Group & IFA Hotels & Resorts to launch first Delano Resort in Dubai

Morgans Hotel Group Co. recently announced its partnership with IFA Hotels & Resorts to bring the Delano brand to the Middle East with Delano Dubai, which is scheduled to open in 2017 as the third hotel in the Delano portfolio.

Delano Dubai will host a 110-key, deluxe hotel apartment property and will be situated on the Palm Jumeirah, which will form part of a contemporary mixed-used resort development known as The8.

Jason Kalisman, interim CEO, Morgans Hotel Group, told Hotel News ME, “Dubai is an ideal destination for us to debut our first Delano property in the Middle East, the location and resort concept speaks to the Delano guest experience of providing an oasis of sensuality and soul, and where sophistication and ease seamlessly blend with timeless design.

Delano Dubai’s prime beachfront island location on Palm Jumeirah will have a sleek contemporary design and upscale resort facilities, which will attract an international clientele who embrace style, elegance and luxury. Managing this hotel with their specialist asset management, IFA Hotel Investments, will enable us to benefit from their extensive experience in development and operations in this market, and allow us to work together to redefine Dubai’s resort scene.”

The8 is currently under construction and will feature both the Delano-branded hotel apartments, as well as other stand-alone residential properties offering diverse facilities and entertainment. IFA Hotel Investments will oversee the asset management and operational aspect of the development.

Launched in 2014. The8 has been architecturally designed as ultra-sleek and modern, drawing inspiration from the fashion, design, and lifestyle elements of Miami’s South Beach.

Joe Sita, IFA HI CEO, who led the extensive operator search with the asset advisory team told Hotel News ME, “the selection process saw many international brands interested in the project and I am delighted with the final choice of the Delano brand, backed by Morgans Hotel Groups’ expertise. The entrance of the Delano brand into this region, working alongside our residential services teams, will augment a growing brand implementation strategy within the city.”

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HOTEL NEWS ME MAY 2015

Seven Tides brings DUKES Oceana to Dubai Dubai-based property developer and holding company, Seven Tides has unveiled its newest upscale project, the DUKES Oceana, located on Palm Jumeirah which marks the first international property for the collection.

Flagship hotel, DUKES London is already a popular destination for GCC travellers, and so the concept brought to Dubai is to remain the same as that from the U.K. quintessentially British.

The five-star hotel and adjacent residences are scheduled to be handed over within the first quarter of 2016 and developer, Seven Tides has guaranteed ROI of 10%, an attractive proposition for regional and international investors looking for portfolio opportunities Commenting at the launch, Abdulla bin Sulayem, CEO, Seven Tides told Hotel News ME, “With this launch we are bringing quintessential British charm and style to the UAE and blending it with cosmopolitan luxury to create a unique residence and hotel situated in the heart of Dubai’s most desirable island community, Palm Jumeirah,” The 273-room hotel will offer leisure and entertainment facilities including a private beach,

indoor pool, and outdoor infinity pool plus state-of-the-art gym, along with a number of restaurants. Guests will be able to choose from the Great British Restaurant (GBR) serving modern British brasserie-style cuisine, a traditional fish and chips café located on the promenade overlooking the Dubai Marina and JBR, a top floor Asian DUKES Bar for signature cocktails, the Champagne Lounge for a traditional afternoon tea or light dining experience, and the al fresco Cigar and Coffee Lounge.

Additionally, the 227 studio and one-bedroom apartments that comprise the DUKES Oceana, Dubai residences are targeted at the regional and international investment community, with Seven Tides guaranteeing a return on investment (ROI) of 10% per annum for the first five years.

“International HNWIs consider lifestyle appeal as a major criteria when looking to grow their investment portfolio and Palm Jumeirah fits the bill in every respect. This is further endorsed by Dubai’s longstanding reputation as a globally connected gateway and world-class commercial hub offering a high standard of living,” added Bin Sulayem.

NEWS

Hilton Worldwide announces Middle East debut of Hampton by Hilton of Expo 2020 through the provision of a range of cost-effective options for visitors,” said Mr Hesham Al Qassim, CEO, wasl Asset Management Group, parent company of wasl hospitality and leisure.

Rudi Jagersbacher, president, Middle East and Africa for Hilton Worldwide, also commented on the new partnership saying, “Dubai continues to broaden its appeal as a global destination and we are delighted to announce our first Hampton by Hilton here,

"THE INTRODUCTION OF AN OVERARCHING HOTEL COMMITTEE IS AN OPPORTUNITY FOR US TO ALIGN OUR MUTUAL STRATEGIES" thanks to our partnership with wasl hospitality and leisure. In a destination of firsts and with 5.6% YOY [according to DTCM] in guests checking in to Dubai hotels, we are delighted that our first Hampton by Hilton in the Middle East will be in the UAE, as the largest property for the brand under development in the world.”

This latest agreement will see the opening of Hampton by Hilton Dubai Al Qusais and Hilton Garden Inn Dubai

GO FIGURE

THE NUMBER OF ROOMS TO BE FEATURED IN THE NEW HAMPTON BY HILTON DUBAI ALQUSAIS

OPENING

2017

Al Garhoud in 2017, adding more than 550 guest rooms to the emirate’s inventory of mid-market rooms.

Additionally, Hampton by Hilton Dubai Al Qusais will feature 420 guest rooms and be located conveniently next to Dubai International Airport (DXB), in close proximity to Terminal 2 and the Dubai Airport Freezone Authority (DAFZA). The new build property, set in a business district, will offer guests the convenience of a work-zone; fitness centre; and swimming pool with food and beverage options including a bar, living zone and breakfast area.

Hilton Garden Inn Dubai Al Garhoud, will be located in the busy area of Al Garhoud, part of Dubai’s original and historic district. The 166 guest room hotel will offer convenient access to Dubai International Airport (DXB), as well as the attractions of Deira. Hilton Garden Inn offers guests signature beddings, as well as 24-hour business centre, complimentary WIFI and the 24-hour Pavilion Pantry which provides a range of snacks, sweet treats and beverages.

420

Hilton Worldwide has now announced the introduction of mid-market hotel brand Hampton by Hilton to the Middle East. A management agreement has been signed to open Hampton by Hilton Dubai Al Qusais, which becomes the largest Hampton under development anywhere in the world. Additionaly, an agreement has been signed to open Hilton Garden Inn Dubai Al Garhoud, which joins Hilton Garden Inn Dubai Al Mina and Hilton Garden Inn Dubai Al Muraqabat, both of which are expected to open this year.

“We are delighted to be continuing our partnership with Hilton Worldwide. This new commitment will provide two more mid-market hotels in Dubai and help to diversify the city’s hospitality landscape supporting the Government of Dubai’s vision of increasing the number of affordable offerings for guests,the new agreement forms the latest in wasl’s corporate expansion policy for introducing high quality mid-market hotels that will help meet the government’s target of attracting 20 million visitors each year by 2020 and support its hosting

WHO SAID THAT? “THIS IS A LANDMARK MOMENT IN OUR GLOBAL PLANS TO EXPAND HAMPTON WITH THE AGREEMENT TO OPEN OUR FIRST PROPERTY IN THE MIDDLE EAST, AND [OUR] LARGEST PROPERTY SO FAR,” WE RECENTLY CELEBRATED THE OPENING OF THE BRAND’S 2000TH HOTEL AND I AM CONFIDENT OUR AWARD-WINNING COMBINATION OF OUTSTANDING HAMPTONALITY AND VALUE WILL PROVE HUGELY POPULAR IN THE MIDDLE EAST.” PHIL CORDELL, GLOBAL HEAD, FOCUSED SERVICE AND HAMPTON BRAND MANAGEMENT, HILTON WORLDWIDE

MAY 2015 HOTEL NEWS ME

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NEWS

GM LEADERS CONFERENCE

2015

Official sponsor

It is important for ences and at such a conference As Hotel News ME gears up for its one can learn something new us to get in front of first GM leadership conference on on different topics, often new the GMs at least two the 1st of June 2015 in associapointers one had not thought or three times a year tion with Rikan General Trading, of prior. These real-life encounbecause it helps us get we take a look at the stellar line BANI HADDAD, REGIONAL MARTIN KUBLER, ters and meetings on occasions feedback, positive as up of panelist and key note speakVICE PRESIDENT, MIDDLE CEO, ICONSULT HOTELS such as a GM debate allow us well as negative from ers including Rupprecht Queitsch, EAST & AFRICA, WYNDHAM HOTEL GROUP industry experts and GMs to the top level. It also CEO of INHOCO, Thomas Tapget the latest information and helps us touch base ken, vice president, Millennium & know-how opinions. Shedding with people in top Copthorne, Midde East & Africa, some light on the upcoming leadership whom we Bani Haddad, regional vice presitopics for the conference, Quenormally interact regdent, Middle East & Africa, Wynditsch says, “always of interest ularly with at project ham Hotel Group, John Philipson, are new marketing and comstage but not much area vice president, Six Senses ReRUPPRECHT QUEITSCH, CEO at operational stage.

THOMAS TAPKEN, VICE mercial best practices, includsorts Hotels Spas, Oman, Middle OF INHOCO – INTERNATIONAL PRESIDENT, MILLENNIUM & Their feedbacks on East and Indian Ocean, Russell HOSPITALITY CONSULTING COPTHORNE, MIDDE EAST & ing quickly developing social GROUP AFRICA media trends, exploiting new our products, on their Sharpe, COO Citymax Hotels, marketing opportunities such property, and on the Michael Scully, managing director, as family holidays, health, and ever changing needs First and Foremost Hospitality Ltd, medical tourism, new area deof the market helps us Martin Kubler, CEO , Iconsulthovelopments together with the in deciding the trend tels and Guy Wilkenson, managing new airport, staffing, wages and and accordingly new partner, Viability. benefit trends in a very comproduct line. It is also Riaz Khimani, Managing DirecMICHAEL SCULLY, JOHN PHILIPSON, AREA VICE petitive environment and new a great opportunity tor of Rikan General Trading, who MANAGING DIRECTOR, PRESIDENT, SIX SENSES government initiatives.” for PR with them at is this year’s presenting sponsor, FIRST AND FOREMOST RESORTS HOTELS SPAS, HOSPITALITY LTD OMAN, MIDDLE EAST AND Current challenges faced these events.” discusses the upcoming GM LeadINDIAN OCEAN within the hospitality segment With Dubai witers Conference, explaining, “Rikan will also be vivaciously discussed nessing new, major is an established brand within the at the conference, giving GMs developments and anhotel industry, and we strongly bean opportunity to compare nouncements set to lieve in staying in touch with the and contrast similar issues and impact the hospitalindustry at every level, right from difficulties that the market is ity industry, includthe grass roots to the top end leadpresently experiencing. Coming government and ership. This conference offers the RUSSELL SHARPE, COO RIAZ KHIMANI, CITYMAX HOTELS MANAGING DIRECTOR, menting on some of the issues, DTCM incentives to right platform for us to be in touch RIKAN GENERAL TRADING, Queitsch emphasised the folspeed up the expanwith the leaders. We as a company PRESENTING SPONSOR lowing, “staffing, sourcing and sion of hotels across are always very keen to learn from the region, Rupprecht Queitsch, one of the well trained staff, plus retaining staff in new our clients and study the ever changing trends in panelists explains why the GM Leaders Con- hotels and restaurants keep creating turn-over the market. At the same time we use our study to ference is set to have a positive impact on at- issues, handling temporary over-supply based create new products to suit this highly demandtendees, “a top benefit of these conferences is on the fast supply growth in the UAE, quickly ing market. So this conference works both ways meeting colleagues, guest speakers, and sup- changing consumer trends, new source markets to study and understand the trends of the inpliers to share experiences, and best practices, and specific requirements are some of the issues dustry from the leaders, and for us to offer them different speaker topics cater to different audi- being faced at present.” new, innovative creations.

MARCH 2015 CATERING NEWS ME

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FACE TO FACE

A MAN ON A MISSION Amir Lababedi, vice president for development, Middle East and South Asia, Mövenpick Hotels & Resorts, outlines his ambitious goals for the hotel brand now he has taken on this newly created expansionfocused role

Amir Lababedi vice president for development, Middle East and South Asia, Mövenpick Hotels & Resorts

“OUR OVERRIDING PRIORITY IS TO WORK ON PROJECTS THAT WILL NOT ONLY WORK FOR MÖVENPICK HOTELS & RESORTS, BUT IMPORTANTLY FOR THE OWNER”

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övenpick Hotels & Resorts recently created a new role designed specifically to fast track the execution of its strategic goals for the Middle East and South Asia regions.

As the hospitality firm looks to rapidly expand its property and brand presence in these high growth markets, it has appointed Amir Lababedi as vice president for development, Middle East and South Asia.

“We’ve been operating hotels in the region for more than 20 years now and have been fortunate to build strong and lasting relationships with our owners, many of whom continue to collaborate with us on future 20

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projects,” says Andreas Mattmüller, chief operating officer, Mövenpick Hotels & Resorts, Middle East and Asia.

“With the appointment of Amir, we now have a dedicated professional who is tasked with the very specific objective to drive growth and develop the Mövenpick brand in the region, with the right assets in the right locations.”

Although Mövenpick already has a significant presence in the Middle East with 29 properties currently in operation, its intention is to ramp this up to 42 by 2020.

Amongst the new territories prioritised for future development are Abu Dhabi, Ras

Al Khaimah, Muscat, Delhi, Mumbai and Dhaka, as well as the Dubai World Central (DWC) airport district. Primary and secondary cities in Saudi Arabia including Jubail, remain high on the company’s radar, as well as other locations in the UAE, Oman, Qatar, India, Bangladesh, Pakistan, Sri Lanka and the Maldives.

Here Lababedi discusses the role he will play in ensuring Mövenpick’s expansion plans come to fruition.

What attracted you to this newly created role?

Mövenpick has a solid presence in the Mid-

FACE TO FACE

SAFE AND FOLDABLE

ABOUT AMIR LABABEDI Amir Lababedi graduated from the University of Surrey, UK, with a degree in Hospitality and Tourism Management and holds a master’s degree in Global Banking and Finance from the European Business School in London. His 20 years’ experience in the industry covers investment advisory services to many of the world’s leading hotel investment stakeholders. His operational experience is supplemented at an upscale level with management training at the then Conrad International London. Amir has also produced extensive development strategies for hotels and other real estate asset classes for government-related funds.

dle East where it currently operates 29 hotels, which includes clusters in Saudi Arabia, the UAE and Jordan, as well as good reach across the GCC and the Arabian Peninsula. As we continue to grow, our strategy for 2020 is to have 42 hotels operating in the region – it is certainly achievable and I am thrilled to join the team and assist in accomplishing this exciting goal.

The company culture also attracted me as it promotes an enjoyable working environment for all of its stakeholders, which I found very unique. The employee engagement rate is very high as Mövenpick offers a warm environment where strong, trusting relationships are cultivated at all levels.

How does your hotel industry experience set you in good stead for this role?

Fortunately I have been exposed to many aspects and fields within the hospitality industry over the past 20 years. My career started in operations, which provided me with a holistic understanding of all hotel departments and the day-to-day challenges associated with operating a hotel.

My experience in the industry also covers investment advisory services to many of the world’s leading hotel investment stakeholders, and has given me significant exposure to different asset classes in various markets and competitive environments. Finally, the development roles I have held on the owner’s side, complete the experience required that allows me to understand every element of an owner’s investment considerations, and to work closely with the various central functions of our company.

What are your top priorities now you’ve taken on this position and why?

To further drive awareness and growth of the brand by identifying markets in which we can justifiably and sustainably increase our presence. Those may be metropolitan city hotels, airport hotels, resorts or residences, but our overriding priority is to

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FACE TO FACE

Mövenpick Hotel Riyadh; the company has a strong KSA presence it aims to build on, says Lababedi

work on projects that will not only work for Mövenpick Hotels & Resorts, but importantly for the owner. Ultimately however, our plan is to continue growing at a sustainable pace while ensuring that our values are embedded in all our new properties.

Maintaining the strength of our existing relationships and developing new long-term win-win relationships are at the core of our development plans. We will also aim to consolidate our position as a leading international

What key factors do you take into consideration when planning new properties?

As an upscale management company our primary target is to provide unique guest experiences while ensuring optimal return on investment for owners.

We believe feasibility studies conducted by external consultants and supported by our own internal analysis, are essential to proving to investors with the peace of mind that their capital return requirements can

project, specifically the architect, interior designer, and the project manager.

With other hotel companies vying for the same markets for expansion, how will you ensure Mövenpick carves a niche in new areas?

We work very closely with owners to meet their specific investment return requirements standards. Our vision is sustainable growth, and a key part of achieving this is through these owner relationships. The speed with which our

“OUR STRATEGY FOR 2020 IS TO HAVE 42 HOTELS OPERATING IN THE REGION – IT IS CERTAINLY ACHIEVABLE”

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hotel operator. In the Middle East Brand Ranking Index conducted by independent research consultancy firm BDRC in 2013, Mövenpick Hotels & Resorts ranked second in terms of brand recognition, a significant achievement for our international company.

be met. We like to work very closely with our owning companies to ensure that they can maximise the commercial revenue-generating areas of the project and ultimately keep their development costs to the minimum level necessary.

What destinations are you targeting for growth and why?

New territories prioritised for future development are Abu Dhabi, Ras Al Khaimah and Muscat, as well as the Dubai World Central airport district. Primary and secondary cities in Saudi Arabia including Jubai remain high on the company’s radar, as well as other locations within the GCC.

What role do owners and investors play in this research and development process?

Retaining a professional advisory company prior to exposing themselves to the significant costs associated with planning and developing a hotel project is considered extremely important.

Equally important is retaining a core team of professionals that can deliver a high-quality

HOTEL NEWS ME MAY 2015

senior executive personnel are able to respond to owner queries in my experience is very unique. It is our aim to always align with the vision of our investors and to be as flexible as possible in order to their requirements.

Sharing their vision allows us to achieve our common objectives and goals in terms of financial returns, quality of service, guest satisfaction and employee fulfillment. We also offer exciting and unique dining experiences with quality food, which is very much part of our DNA and one of our core competencies.

With our Swiss roots, consistency in product and service delivery is mandatory, to which we aim to add some fun and interesting elements that guests will remember and return for.

THE PANEL

FAMILY IN FOCUS

In light of this year’s hot topic at ATM, Hotel News ME gathered a group of GMs and senior management to discuss how hoteliers are ensuring their share of the booming family travel market and what initiatives can be taken to further increase this growing market

The Hoteliers

KAI SCHUKOWSKI, HOTEL MANAGER, KEMPINSKI HOTEL AJMAN

AXEL JAROSCH, GENERAL MANAGER, BANYAN TREE AL WADI

What measures do hotels across the region need to take in order to secure their share of the family travel market?

Deere: It is really about product offering and what we can offer in order for families to enjoy as a unit, for example we have started a family barbeque in one of our restaurants which really appeals to families wanting to spend time together on the weekends, we also offer family rooms and the way we are overbooked on our suites and connecting rooms speaks volumes.

It is also important that hotels ensure that children are looked after at check in and that they are made a fuss off, making the children feel special encourages the families to take confidence in us and our brand. Little things like staff coming down the level of the child in order to appeal to 24

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MARK DEERE, GENERAL MANAGER, AMWAJ ROTANA

STEFAN VIARD, GENERAL MANAGER, VIDA DOWNTOWN

their height as opposed to towering over them, little things like this go a long way.

Collier: My hotel is located in Dubai Marina, and so we have seen that the hotel apartments and residents set up have proven to been a good business model for families, based on their versatility and functionality – this means that we are able to accommodate families all in one unit as opposed to two or three bedrooms, we just opened The Park Inn Barsha and so as a company we are focusing on this market, the residence and hotel apartments.

Zeuke: For us at Mall of the Emirates we are known as a family hotel, built in 2006 with families in mind we have over 70% of our inventory aimed at families because we have mainly two rooms in one apartment,

KONSTANTIN ZEUKE, GENERAL MANAGER, KEMPINSKI MOE

catering very strongly to the family market, mainly the GCC families, and 60% of our rooms have connecting rooms so families are not isolated from each-other, this is a very inclusive concept that can often be a decider when a family is choosing a hotel, they do not want to be on different floors to their kids. Also, GCC families travel with maids and their own service staff so they need a lot of space, the numbers are showing us that this is a successful trend and it is the right way forward to tap into families, even though this has always been a big focus for us, it is more evident now than before.

We are also renovating our hotel, but are keeping the same focus in mind, to bring more families to the region, a hotel has to stick to its DNA and decide if this is the way forward for them, you can not have

THE PANEL

“MAKING CHILDREN FEEL SPECIAL ENCOURAGES THE FAMILIES TO TAKE CONFIDENCE IN US AND OUR BRANDS. LITTLE THINGS LIKE STAFF COMING DOWN THE LEVEL OF THE CHILD IN ORDER TO APPEAL TO THEIR HEIGHT AS OPPOSED TO TOWERING OVER THEM, LITTLE THINGS LIKE THIS GO A LONG WAY” – DEERE

ROB COLLIER, GENERAL MANAGER, RADISSON BLU, DUBAI MARINA

RICHARD ZEOLLA, CONSULTING GENERAL MANAGER, HABTOOR GRAND

a hotel that is dedicated to families if you have a nightclub on the same floor as kids club, it just doesn’t work.

It is also important for hotels to put things in the rooms that the children will remember during and after their stay, so that children are telling their parents they liked the hotel, or the ways that the were treated encourage repeat business, because if your children are not happy on their holiday or throughout their say, the parents are not happy.

Schukowski: Further to the product, room configuration and the general positioning of our hotels, we take as hoteliers reflect the way in which we are being perceived.

So we have to be careful how we communicate across our product, we are all busy competing on room rates and having free MAY 2015 HOTEL NEWS ME

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THE PANEL

““HOTEL APARTMENTS AND RESIDENTS SET UP HAVE PROVEN TO BEEN A GOOD BUSINESS MODEL FOR FAMILIES, BASED ON THEIR VERSATILITY AND FUNCTIONALITY – THIS MEANS THAT WE ARE ABLE TO ACCOMMODATE FAMILIES ALL IN ONE UNIT AS OPPOSED TO TWO OR THREE BEDROOMS” – COLLIER

wifi, but to really make it family friendly tour operators and travel agents especially nature walks or interaction with the desert, we have to make a stand and make sure coming in from Europe are very much it has made us family friendly and we have we are communicating it correctly to focusing on if you are equip to handle fam- indeed very much profited from that. our audience, that we are indeed, a key ilies, that you have the safety procedures market player with a family friendly hotel. in place, you’ve got the certified nannies, How important is social media in Sometimes hotels are not communicating you’ve got the facilities in place, otherterms of translating across your ‘family it enough that they do cater to families and wise it is a no-go-area. When we created friendly’ ethos? offer suitable packages to accommodate the families then we can often Jarosch: For us social media is so loose out on these markets. It is not important as it is a major influencer “HOTELS OFTEN NEED TO BE HON- if we have a family checking in they always easy for a family to navigate EST WITH THEIR BRAND AND PON- are tweeting and blogging about how online for instance through the jungle of different hotels to find one DER IF THEY ARE READY TO CATER they are checking in with things like that caters to their specific needs. child-friendly online check in apps at TO THE FAMILY TRAVEL MARKET. front desk, and this actually drives THERE IS NO POINT IN LAUNCHING the Viard: Hotels often need to be honcustomers our way and we generate a INTO IT AND NOT BEING ABLE TO est with their brand, they are ready lots if enquiries through guests tweetFACILITATE AND MANAGE EXPECTA- ing about the resort and the family to cater to the family travel market, as there is no point in launching into friendly aspect and we have identified TIONS” – VIARD it and not being able to facilitate how these users are coming through o and manage expectations. When we us. Booking.com is extremely strong, refurbished Vida Downtown we knew this Banyan Tree A Wadi, it was very much a lot of feedback is given on Trip Adviser wasn’t gong to be a family hotel, so we geared toward families because it caters to and to be able to respond to those comkept this in mind and when we launched outside visitors but also to GCC families ments left and to engage with your guests our second property we knew it would as they can enjoy the privacy of heir own encourages repeat business. have the capacity to cater to the family pool and not have to be worried about market with connecting rooms and so somebody seeing them, but we also made Zeuke: Guests are also using these forth. In essence, if the kids are happy, it a point when we opened our kids club platforms to compare a hotels and search, then the parents are happy. This is key to very much market it in the correct way, Trip Advisor, Expedia and Booking.com when trying to tap into this market. showcasing activities that are child friendly they are deciders for people, and they and not just sitting a child in front of the are majorly helpful for us, we must be Jarosch: What we have noticed that the television, educational activities such as actively involved on our platforms, and if

The GMs ponder over family travel trends

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THE PANEL

“60% OF OUR ROOMS HAVE CONNECTING ROOMS SO FAMILIES ARE NOT ISOLATED FROM EACH-OTHER, THIS IS A VERY INCLUSIVE CONCEPT THAT CAN OFTEN BE A DECIDER WHEN A FAMILY IS CHOOSING A HOTEL, THEY DO NOT WANT TO BE ON DIFFERENT FLOORS TO THEIR KIDS” – ZEUKE

you engage with the customer then you have a better chance of gaining their business, so it really is a full time job and you have to have an in-depth marketing team and strategy in place for this, social media can make or break you. Especially if you are a hotel based in Dubai or Abu Dhabi, as I recently travelled to Saudi and Qatar and they mainly engage in Facebook out there, so we have to be aware of other countries trends too in order to appeal and engage with everyone because there is a guarantee that people are looking at these and judging your organisation.

Viard: If you are on social media, you have to have the means in order to respond immediately, especially on Twitter. If you have a negative tweet this can significantly impact a family even more so than the regular traveller, as travelling with children can often be stressful in itself, families don’t want to see or read negative comments that may further add stress to their holiday. Ideally, you don’t want families tweeting about the noise levels in your hotel from the nightclub downstairs, this is why it is so important to decipher what kind of hotel you are and stick to it, otherwise situations on social media can become a little uncomfortable.

Zeolla: We as hoteliers also have to be aware of social media platforms that are not in or native tongue, people can be talking about you in their language and you have to be able to monitor that and be able to respond. There re important sites out there like Holiday Check in other languages so ideally, you need some one in house to be able to interpret different languages.

Schukowski: Again, I also feel that it is so important to define what kind of hotel you represent.

If you are claiming to be a family friendly hotel, you have to remain 28

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true to that and communicate that to your audience. If one day you have a tweet about how amazing the kids club is, and the next tweet talking about your amazing bar and club, that confuses your

What growth is required to bring more families to the region?

Deere: As we see more and more familyfriendly attractions and events popping up around the city, we believe that event organisers and attractions can tie up with hotels to capitalise on their guests and offer value-added perks to create better value for money. For example, we work with Splash Pad here at The Beach in front of the hoZeuke engages the group tel who offers our guests in debate an exclusive discount for their children’s water park.

“HOTELS OFTEN NEED TO BE HONEST WITH THEIR BRAND AND PONDER IF THEY ARE READY TO CATER TO THE FAMILY TRAVEL MARKET. THERE IS NO POINT IN LAUNCHING INTO IT AND NOT BEING ABLE TO FACILITATE AND MANAGE EXPECTATIONS” – VIARD audience and can have a serious backlash.

So the audience you are catering to has to be addressed strategically, if you confuse the families on social media, they simply aren’t going to come.

Deere amd Jarosch exchange notes

Viard: if you look at Dubai as a whole I think that we are on the right track already. For example, if you fly with Emirates you will never have any issues with excess luggage as a group or a family, they are very relaxed with that and super friendly with kids on the flight itself, you arrive at the airport and you have your complimentary strollers and it is safe here, so this encourages families already. The pros of visiting in Dubai is that the country is already used to large families, so we are well prepared, but there is still growth opportunities in terms of leisure facilities.

Jarosch: I think what will encourage family tourism, is that the tourism boards do not promote a family friendly environment, and this is where DTCM or RAK Tourism could encourage these strategies through various marketing tactics, perhaps by building relationships with Emirates Airlines or Etihad and really try to promote packages aimed

THE PANEL

“YOU TRY AND BE FAMILY FRIENDLY, BUT THEN YOU HAVE THESE PARTY PLACES RIGHT NEXT DOOR TO YOUR HOTEL, AND EVEN IF ITS NOT DIRECTLY LINKED TO, OR SITUATED IN YOUR RESORT YOU HAVE TO DEAL WITH THE CONSEQUENCES OF THAT. IF IT IS WAKING THE CHILDREN UP AT 3:00A.M. WITH THE SOUND OF LOUD MUSIC IT SUDDENLY BECOMES YOUR PROBLEM” – ZEOLLA

towards families. We really do not see enough of this at the moment.

online and make a concerted effort to respond to each and every review that we receive, not only in English but also in Zeolla: There is a little bit of a disconnect the more common languages spoken by with a lot of resorts, as you have to try our guests. This will help to build confiand be family friendly, but then you have dence in the hotel and also to extend the these party places right next door to your Deere: Online media makes up for human element to cyberspace. hotel, and even if it is not directly linked about 50% of our marketing efforts and Even though a lot of bookings come to, or situated in your resort you have to monitoring the trends are key for us. We through travel operators, we also ensure deal with the consequences of that. If it use a reputation management system to run awareness campaigns online in is waking the children up at 3:00am with called Revinate to review our presence languages such as German and Russian so the sound of loud music it suddenly that the awareness of the hotel becomes your problem and you have to builds up. When we run search manage your guests expectations. marketing campaigns “HOTELS OFTEN NEED TO BE HON- engine We have to educate our owners and social media campaigns EST WITH THEIR BRAND AND PON- such as Facebook vouchers, we too where location is concerned, DER IF THEY ARE READY TO CATER equally allocate spending to do you could have the best family travel elements to your hotel and cater to so in Arabic because that is also TO THE FAMILY TRAVEL MARKET. every in-house need, but you could THERE IS NO POINT IN LAUNCHING a widely used language for interbe located next to an extremely large net searches by potential guests INTO IT AND NOT BEING ABLE TO bar which tarnishes everything and to the hotels.

FACILITATE AND MANAGE EXPECTAthen it suddenly becomes your probUnderstanding trends and user TIONS” – VIARD lem to handle. patterns is of utmost importance.

For example, we know that How does your hotel secure its Instagram is an extremely popular share of the family social media travel market and channel for do you have any fuguests from the ture pipeline plans GCC region of the same? who actually search for hotels Collier: Nowadays on the channel families want their because they share of choice, wish to see so not too many pictures posted children running by other guests. around in the same Lastly, our area, but at the same website features time too many ways in six languages to they need the – a move we feel choice to embrace will bridge many Left to right: Collier, Viard and Zeolla being with their gaps in terms of catch up after the discussion families, but also communication.

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having an aspect in place where they can pull away at certain times of the day too. To have that function available is key to making any hotel a successful family friendly environment.

THE PANEL

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COVER TAKE 10 STORY

L E V A S R T END R T

s r e i w l o e t ho uld knt sho abou

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COVER STORY

GLOBAL AND REGIONAL INSIGHTS THAT IMPACT HOW YOU DO BUSINESS

GLOBAL TOP 5

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MUSLIM/HALAL TRAVEL TIPPED FOR GREATNESS The global Muslim travel market was worth $145 billion in 2014 with 108 million Muslim travellers representing 10% of the entire travel economy. This figure is forecasted to grow to 150 million visitors by 2020, representing 11% of the travel market and with a projected value of around $200 billion.

Theese figures were revealed in the MasterCard CrescentRating Global Muslim Travel Index 2015(GMTI 2015), which rates the most Muslim-friendly travel destinations

score of (65.1). Thailand, the UK, South Africa and France also made the top five.

Saudi Arabia reported the highest number of Muslim arrivals (10.2 million) in 2014 on the back of its burgeoning religious tourism industry. Turkey came second with 8.1 million Muslim arrivals in 2014.

The projected growth of the Muslim travel market has given rise to the term ‘Halal Tourism’, which is essentially the provision of products and services that cater to Muslim travellers. Hotel firms such as HMH - Hospitality Management Holdings and TIME Hotels have been trailblazers of Halal Tourism concepts, which among many things offer an alcohol- and pork-free environment, plus facilities for large families.

$145 billion The value of the global Muslim travel market in 2014

friendly itineraries marketed across three banners – ‘Family Friendly Fun’, ‘Cultural Enlightenment’ and ‘Resorts, Restaurants and Relaxation’.

The tourism authority is encouraging more industry partners including hotels, to explore this sector.

“ABU DHABI IS FIRMLY ROOTED IN ARABIA’S ISLAMIC TRADITIONS AND WE BELIEVE OUR CULTURE, HERITAGE AND PRODUCT BASE HAS GREAT APPEAL WITH THE MUSLIM TRAVELLERS” MUBARAK AL NUAIMI, DIRECTOR PROMOTIONS & OVERSEAS OFFICES, TCA ABU DHABI.

globally based on a number of criteria.

Malaysia topped the GMTI list of Organisation of Islamic Cooperation (OIC) destinations in the world with a ranking of 83.8, followed by Turkey at 73.8, the UAE (72.1), Saudi Arabia (71.3) and Qatar (68.2). In terms of non-OIC destinations, Singapore got the highest ranking with a

At the recent edition of ITB Berlin 2015, TCA Abu Dhabi pitched itself as a destination for Halal Tourism with a view to offering holiday packages that adhere to Islamic beliefs and practices. It says this niche market is expected to grow 6% per annum, almost double the global tourism industry growth, and is offering Halal-

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RUSSIAN MARKET REMAINS RESILIENT After growing rapidly for many years and becoming one of the major outbound travel markets in Europe, Russia went through turbulent times in 2014.

The depreciation of the rouble pushed up foreign travel prices by more than 20% and

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www.muehldorfer.com MAY 2015 HOTEL NEWS ME

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COVER STORY

“THE BATTLE FOR THE RUSSIAN MARKET WILL BE WON OR LOST ON PRICE NEXT YEAR (2015).”

ROLF FREITAG, PRESIDENT, IPK INTERNATIONAL

numerous tour operators went bankrupt.

Despite these problems, Russians kept travelling abroad and the outlook for 2015 remains positive, albeit with slower growth, experts agreed at the World Travel Monitor® Forum in Pisa. The research, outlined

in the ITB World Travel Trends Report 2014-2015, prepared by IPK International on behalf of the 2015 edition of ITB Berlin, found total Russian outbound trips declined by 1% during the first eight months of 2014.

But Dmitriy Tichshenko, director of strategic development at PREKO Consulting in Russia, who presented the figures, told delegates in Pisa: “It’s not as bad as it may seem. The overall 1% decline is heavily influenced by an estimated 50% drop in the

67%

The percentage of Russians that plan to travel abroad as much as or more than in 2014, according to the World Travel Monitor®.

number of Russians visiting Ukraine, the second most popular destination in 2013.”

Taking Ukraine out of the equation the Russian outbound market grew by 10% in the first eight months of 2014, the World Travel Monitor® showed. Travel to Turkey, the top destination for Russians, accounting for more than four million 34

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trips last year, grew at a double-digit rate, IPK figures reveal. Greece and the UK also enjoyed double-digit growth in arrivals from Russia, while trips to the USA and Thailand increased strongly too. In contrast, fewer Russians travelled to Spain and Germany.

In 2015, 67% of Russians plan to travel abroad as much as or more than in 2014, according to the World Travel Monitor®. IPK predicts outbound travel from Russia will grow 4% this year despite the Ukraine crisis, reflecting Russia’s status as a “relatively stable and mature European outbound travel market”.

“Russian consumers still want to travel,” says IPK International president Rolf Freitag. “The battle for the Russian market will

be won or lost on price next year (2015).”

ASIA TOP OUTBOUND GROWTH MARKET Asia remained the world’s fastestgrowing travel market in 2014 with outbound travel up 8% in the first eight months of the year, compared to the same period in 2013 according to the World Travel Monitor® Forum findings outlined in the ITB World Travel Trends Report 2014-2015. This marks five consecutive years of strong growth during which time the region has claimed its stake as the global powerhouse of outbound travel. From 2009 to 2013, the number of Asian outbound trips grew by 53%, which was twice as much

3

72%

The number of Asian travellers who holidayed abroad in 2013

as the overall global growth of 22%.

World Travel Monitor® predicts Asia’s 2015 outbound travel growth rate to match 2014 at 8%.

More Asians are travelling abroad for their holiday, with the share rising to 72% in 2013, World Travel Monitor® figures reveal. In terms of holiday types, Asians still mostly go on tours, often of several countries, although the share has dipped to below 40%. Instead they now opt for more city trips and sun-and-beach holidays (both about 20%).

“More travellers are going to places for a longer time,” explains IPK International’s senior research analyst Stefanie Grothe.

“They no longer want to see everything in five days.”

Asians are also booking more of their travel plans online with the number doubling to around 60% since 2009. Travel agents remain important in Asia, but their share of bookings has declined.

Intra-regional travel within Asia is also on the up, growing by 10% in 2014.

4

THE RISE OF ‘POSHTELS’ Consumption patterns have shifted since the Global Economic Crisis leading to growing demand for low-cost, high-value travel and non-conventional lodging establishments, according to the WTM Global Trends Report compiled by Euromonitor International and released at November’s show. Hostels are making a bid

COVER STORY

for the cost-conscious but style-seeking UK consumer, it claims, providing an offering that glamourises communal living with rooms and atmosphere that compete with

coining the term ‘poshtels’,” says the report.

“This concept is popular with the young, families, business and single travellers who appreciate the social aspect of stay-

“THE TERM ‘POSHTEL’ IDENTIFIES THE LIFESTYLE HOSTELS THAT HAVE SPRUNG UP AS DISTINCT FROM MORE BASIC HOSTELS” CARL MICHEL, EXECUTIVE CHAIRMAN, GENERATOR HOSTELS the boutique hotel sector.

“Many are emphasising modern and luxurious design with hightech facilities and offering restaurants, twin en-suite rooms, free Wi-Fi and breakfast, while

ing at hostels.”

‘Poshtels’ are charging upwards of £12 (US$17.90), given the popularity of the design-focused low-cost accommodation model, says Euromonitor.

The UK’s hostels segment is set to grow 3% between 2013 and 2018 to reach sales of £216 million ($323 million) generated by 653 outlets that same year.

VisitEngland has highlighted the segment as a growing market niche because poshtels offer value for money and a “more authentic experience than hotels”.

£216 million ($323 million) The anticipated value of sales driven by the UK’s hostel market by 2018

The report cites Clink, St Christopher’s Inn-Village, Safestay and The Dictionary hostels as players of note in this field, all of which have upgraded their offering and design and changed perceptions of what hostels offer.

“The term ‘poshtel’ identifies the lifestyle hostels that have sprung up as dis

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COVER STORY

350 million

The number of photos uploaded on Facebook daily in 2013

tinct from more basic hostels,” explains Generator Hostels executive chairman Carl Michel.

“It highlights the desire to have a more differentiated offering – it’s not about being the absolute cheapest anymore.”

“BRAGGIES ARE THE NEW SELFIES” EUROMONITOR INTERNATIONAL

their customers’ and potential customers’ online behaviour.

Several hotels have rolled out initiatives that capitalise on guest social media brags.

Kimpton Hotels introduced the Kimpton Karma Rewards programme offering perks including free Wi-Fi and spa vouchers for guests posting on social media, while Marriott has allowed PlusPoints members to earn points based on their social media activity ranging from photo uploads to online check-in. The Omni Hotels Summer Passport social media programme gives guests the chance to earn additional entries into a sweepstake to win a free trip if they engage in social sharing.

5

GET ON THE ‘BRAGGIE’ BANDWAGON ‘Braggies’ are the new ‘selfies’, whereby tourists upload photos of themselves on holiday within 10 minutes of arriving at their hotel. According to Euromonitor International, this is a “new, fast and efficient way of ‘bragging’ to their friends about where they are” and is “comparable to the ‘selfie’ craze that has emerged from increased social media usage”.

According to a survey by hotels. com (October 2013), the top images captured by hotel guests include a view from their window, the room’s bed and the surrounding landscape.

Outlining the ‘braggie’ trend in the WTM Global Trends Report 2014, Euromonitor International says savvy hotel groups will incorporate this new type of selfie into their social media strategy given the most successful hospitality brands are those that have gleaned content from 36

HOTEL NEWS ME MAY 2015

About YouGov Travel Oracle The YouGov Travel Oracle is an annual syndicated online study of 22,686 travel consumers in MENA between August 7 and September 8, 2014. Data is broadly representative of the online travel consumer population in the MENA region.

REGIONAL TOP 5 (MENA) Research compiled exclusively for Hotel News ME by YouGov

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USE OF TABLETS: 1 IN 4 Nearly a quarter (22%) of regional travellers take a tablet on holiday Smartphones are already ubiquitous in MENA with two-thirds of travellers taking them on holiday (68%).

With nearly a quarter now adopting the use of tablets, this platform is proving to have increasingly high potential for future industry growth as technology continues to mature and bring businesses closer to the mass market.

7. ONLINE BOOKING: 75% Three-quarters of regional travellers use an online-travel booking channel Online booking is firmly adopted within the Middle East region, setting the stage for migration to mobile.

While app-based travel services have been slow to find adoption in the market, increasing utility of mobile websites has impacted the use of mobile booking technology. In 2014, of those bookings made through online methods, one-in-four used a smartphone and one-in-five used a tablet.

8

SHIFT IN DESTINATION FOCUS: 1.5 21% of regional travRAND B G I ellers plan to B visit Europe on their next leisure trip While only one in eight traveller’s last leisure trips (12%) were to European nations, we expect a higher proportion of European visits throughout 2015. The focus market for these trips is Italy with one in 15 regional travellers (7%) expect to be choosing this destination.

9

HOTEL BRAND AWARENESS: 41% Two in five regional travellers are aware of the Hilton hotel brand Comparatively, 32% are aware of InterContinental Hotels Group (IHG) and 20% are aware of Rotana. One in eight travellers have stayed in one of Hilton’s hotels, placing the company first on the list of hotel brands in terms of awareness and usage.

COVER STORY

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TRIP BUDGET: 1 IN 4 24% of leisure travellers spent $5,000 or more on their last trip And 10% of leisure travellers spent upwards of $10,000 on their last trip. Although these proportions have held steady since 2011—the first year YouGov measured regional travel budgets—they serve to highlight the magnitude of the travel dollars available to the region’s travel businesses.

HOTEL ROOMS OF THE FUTURE Technology will have a dramatic impact on hotel rooms of the future, according to Vanessa Borkmann from the Fraunhofer research institute in Stuttgart. The three most likely developments in the immediate future are automated check-in, individual choice of a specific room and individual energy-efficient lighting (controlled by scenes and profiles), she predicts. Looking further ahead, guests might be able to use speech-control to adjust their hotel room settings such as lighting and heating, or even design their own rooms by selecting the bed type, bathroom design and images on wall-sized screens. Other ideas for the future include ‘pay-per-use’ hotels and the use of robots for simple tasks, she argues.

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COUNTRY FOCUS: EGYPT

ALL EYES ON EGYPT NEW DEVELOPMENTS AIRPORTS The Egyptian government is upgrading and expanding key international and domestic airports with a view to increasing their combined annual passenger capacity by about 28 million.

Expansion and development work is underway on a $871 million development plan across Cairo International Airport, Alexandria's Burj al-Arab Airport, Hurghada International Airport and Sharm el-Sheikh International Airport, all scheduled for completion by 2015. Work on Terminal 2 at Cairo International will be completed this year at a cost of $334 million, while Sharm el-Sheikh is being expanded at a cost of $435 million.

CULTURE Egypt’s Ministry of Antiquities is ploughing $810 million into cultural heritage projects including a three-phase development plan for the Grand Egyptian Museum.

DESTINATIONS Growing confidence in the Egyptian economy has sparked major investment by

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With billions of funding being pumped into big infrastructure projects aimed to get Egypt’s economy and tourism appeal back on track, the future looks bright for the destination’s recovering hotel market

GCC entities, according to JLL. The latest and largest of these projects is a proposal

by Abu Dhabi based Eagle Hills to develop a new administrative capital to the East of Cairo, valued at more than $45 billion. Details are yet to emerge but the initial proposal envisages residential accommodation for five million people and a business district with malls, 40,000 hotels rooms, plus religious buildings, schools, universities, hospitals a theme park and a new airport.

MALLS • Cairo Gate Mall: This is another Emaar Misr development being built to the tune of $820 million, featuring retail, leisure and entertainment components.

• Al Maza City Centre: Majid Al Futtaim Group’s $500 million project.

• Mall of Egypt: Another MAF development valued at $400 million.

RESORTS • Emaar Misr Marassi Beach Resort: This US$1.b billion project, located on Egypt’s north coast, close to the historic city of El Alamein, will cover some 6.5 million square

metres and feature a luxury resort, residential community, 18-hole golf course and sixkilometre-long private beach.

• Four Seasons Hotels Luxor: $120 million has been invested in the luxury hotel group’s 4th property in Egypt.

MARKET ANALYSIS Egypt is forging ahead with major investment plans as the country enters a new phase of recovery in 2015.

A detailed strategy to revive Egypt’s tourism sector, which has been battered by four years of turmoil, was unveiled at the Egypt Economic Development Conference in March.

It is being bolstered by a $1 billion tourismsector-focused private equity fund, underwritten by Cairo Financial Holding.

Egypt’s Tourism Minister, H.E. Khaled Ramy, says the Papyrus private equity fund, which will support the development of tourism projects, will have a significant economic impact.

“Egypt is privileged to have an amazing dual inheritance of historical monuments without parallel and a beautiful natural environment.

COUNTRY FOCUS: EGYPT

Over the last few years, political instability has hit the tourism sector hard, but the fundamentals remain and we are confident that within a few years we can not only meet, but exceed our previous highs,” he said, speaking at the conference.

“Private sector investment is crucial to this recovery ensuring that both our standards and facilities are among the best in the world.”

The Ministry of Tourism’s objective is to reach pre-crisis tourism revenue of $11.6 billion by 2016, rising to $15 billion by 2018.

The government’s revival plan aims to increase the average spend-per-stay of leisure travellers, fully exploiting the nation’s potential as a major cultural destination, which currently accounts for only 10% of total tourism spending. Egypt also strives to boost business tourism to a benchmark level of peer nations.

The strategy encompasses six main policy actions including stronger marketing, improved accessibility by air to a greater num-

ber of Egypt’s tourist hubs, and improving links to other destinations.

It also calls for extensive training programmes to boost productivity, increasing tourists’ average spend per night through fostering tourism SME development, and fast-track the development of new projects with simplified approval procedures and an improved land management framework.

In addition to the $1 billion Papyrus Fund, the government has announced plans to offer areas of land in prime locations for investment in the tourism sector.

They include the Red Sea coast at Marsa Alam; a large area in Gamsha Bay for the development of a leisure complex; and a development opportunity in Sahl Hasheesh as a co-investor with the Egyptian Tourism Development Company (ETDCO).

The Egyptian Resorts Company S.A.E. (ERC) is also courting investors and developers to work on its Waterfront Festival World pro-

ject, while Al Kharafi Group has said it is open to a strategic equity investor to develop the 30km² leisure complex at Port Ghalib under a partnership model.

MEED Intelligence data values investment in the country’s top 10 projects at $5.7 billion, while tourism development spend is believed to be worth $5.3 billion.

Key developments include nine hotels and resorts and seven malls.

BOUNCING BACK Signs of Egypt’s tourism industry resurgence were evident in 2014, with tourism revenues increasing 23.6% to $7.5 billion, up from $5.9 billion in 2013, according to the Ministry of Tourism.The country registered a 4.5% hike in tourist arrivals, which hit the 10 million mark compared to 9.55 million in 2013.

“Egypt is one of the region’s most positive stories with occupancy rates throughout the country increasing from 20% to 80% during

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COUNTRY FOCUS: EGYPT

the last half of 2014 with some properties enjoying 90% occupancy, a sure sign that business is returning,” notes Mark Willis, area vice president Middle East and sub-Saharan Africa, The Rezidor Hotel Group.

“Egypt is an appealing destination and people are eager to consume again and invest in the market. Confidence in the market is returning and this year looks better than 2014, but we do face a challenge in Red Sea destinations because of the shrinking Russian market; a result of the plummeting rouble.”

Willis says the “glut” of big projects underway in Cairo, particularly the expansion of Cairo International Airport and the Suez Canal would drive a surge in the number of consultants and projects teams based in Cairo, generating strong business for the city’s hotels.

Pascal Gauvin, chief operating officer, Middle East, India and Africa, IHG, which has operates five properties in Egypt, agrees that “market sentiments are picking up” given Egyptian government has forecast a 15% increase in visitor arrivals in 2015, increasing to 20 million by 2020. “It is also encouraging to see national recognition of the industry as

a key driver of economic growth through the investments the government is making into developing two new resorts and a three-year global advertising campaign,” he says.

PERFORMANCE PICK UP According to Philip Wooller, Middle East % Africa Area Director of STR Global, “the dark days of the Egyptian tourism industry look to be finally over after four years in the wilderness.” “In the early to mid-stages of 2014, following the formation of the new government, travel advisories from certain countries were lifted and the much needed tourists started to return. If the political stability continues, 2015 should be a good year for Egypt.”

He notes demand for hotel rooms across Egypt in the second half of 2014 (July to December) increased by 58% resulting in an additional six million rooms being sold.

In Cairo, demand for rooms increased by 91% during the same period resulting in an additional one million rooms sold while in Sharm El Sheikh, demand increased by 45% resulting in an additional 372,000 rooms sold.

January 2015 data shows occupancy increased for the seventh consecutive month (65.5% to 54.8%), with August and September being the stand-out months in 2014, reporting increases in excess of 100% in this measure,” notes Wooller.

“January 2015 recorded the highest occupancy measure for Cairo since 2012,” he stresses. “The average daily rate growth has also been interesting and although not to the levels of the occupancy, growth has risen steadily since 2001.” 2014 year-end reported a 34.6% increase in RevPAR, compared to 2013.

“After the RevPAR declines for 2013’s third and fourth quarters (-50.4% and -32.5%), 2014 managed to grow this measure in both quarters by 151.6% and 86.6% respectively,” noted Woller.

“The highest ever ADR for the sub market was reported for year-end 2014 (EGP757.72). However this measurement is still low on the ‘Global Average Room Rate Index’ and this remains the challenge for Egypt. However, if the trend continues, which all things considered it is likely to, then the future looks bright for Egypt.”

Upcoming hotels include:

Kempinski Royal Maxim Cairo, Egypt (244 KEYS)

Fairmont Citystars Sharm el Sheikh

Novotel Marsa Alam Resort

(268 KEYS)

Mercure Karnak Luxor

(347 KEYS)

The Nile Ritz-Carlton, Cairo

Jumeirah Gamsha Bay Resort, Egypt Swissotel Citystars Sharm el Sheikh (250 KEYS) Novotel Marsa Alam Resort (268 KEYS)

Hilton Alexandria King's Ranch, (199 KEYS) Radisson Blu Hotel, Sharm el Sheikh Lagoons Raffles Citystars Sharm el Sheikh (913 KEYS) 40

HOTEL NEWS ME MAY 2015

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CHAIN FOCUS

STARWOOD HOTELS & RESORTS WORLDWIDE

Neil George, senior vice president, acquisitions & development, Africa and Middle East Starwood Hotels & Resorts Worldwide, Inc, outlines the company’s regional expansion strategy and the role he plays in guiding its execution

Neil George, senior vice president, Africa & Middle East Starwood Hotels & Resorts Worldwide

What does your role as entail?

I am responsible for setting our strategic growth objectives for the region and achieving them

As more brands enter the Middle East market, what’s your strategy for diversification?

Starwood currently operates 50 hotels in the Middle East across eight of its nine brands. We have a strong development pipeline for the region, with 37 hotels scheduled to open over the next three to five years.

The Middle East will soon be home to all of Starwood’s brands, which illustrates our commitment to and success in this region.

When we first entered the Middle East in 1966, Sheraton led our development in the region. Today our upper-upscale brands, which also include Le Meridien and Westin, represent half of Starwood’s portfolio in the region and 35% of our development pipeline.

In fact Sheraton is often the first international hotel brand to enter new markets and this paves the way for our other brands too.

We have seen a real shift in our portfolio from primarily upper-upscale hotels to a more balanced mix with the continued growth of our luxury and

W leads our luxury pipeline with five hotels scheduled to open in Dubai (two), Abu Dhabi, Amman and Muscat. These, together with upcoming St. Regis and Luxury Collection hotels, will double our luxury footprint in the Middle East.

However, we have identified a gap in the midmarket segment and filling this with our midmarket brands is a focus.

Our Aloft, Four Points by Sheraton and Element brands represent 38% of our development pipeline in the Middle East. We will more than double our mid-market portfolio in the region by 2017 as we see great opportunities to offer reliable and affordable hospitality.

Which mid-market brand presents the most growth opportunities?

Aloft is spearheading the growth of our midmarket brands. Since its launch in 2008, the brand has brought a vibrant and energetic take to the mid-market segment with its urban-inspired design and innovative technologies.

“THE REGION IS IMPORTANT TO STARWOOD’S OVERALL GLOBAL STRATEGY. WE WILL CONTINUE TO LOOK FOR OPPORTUNITIES TO EXPAND OUR PORTFOLIO OF BRANDS IN THE MIDDLE EAST BY WORKING WITH THE RIGHT PARTNERS IN THE RIGHT PLACES ON THE RIGHT PROPERTIES” by leading the team that plans and executes the growth of all nine of Starwood’s brands across the Middle East and Africa. I am also responsible for overseeing the timely negotiation and renewal of management contracts across the almost 100 hotels in Starwood’s MEA portfolio.

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mid-market brands. Over the last five years, our luxury footprint in the region has increased from two properties to seven operational hotels, with nine more in the pipeline. Our luxury brands – St. Regis, The Luxury Collection and W – currently represent 27% of our pipeline.

Developers love this brand because it is economical to build but at the same time, provides a differentiated, fresh product.

We will open eight new Aloft properties in the next few years in key cities such as Dubai, Sharjah, Riyadh and Erbil and are working on many

CHAIN FOCUS

Group overview

it is time to take a different approach

Starwood Hotels & Resorts Worldwide, Inc, operates more than 1,200 hotels and resorts across nine brands and boasts in more than 100 countries worldwide. The company currently operates 50 properties in the Middle East with plans to open 37 hotels (10,626 rooms) in the next three to five years. In 2014 the company opened five properties: Ajman Saray, a Luxury Collection Resort and Sheraton Grand Dubai in the UAE; Westin Bahrain City Centre and Le Meridien Bahrain City Centre, plus the Sheraton Dushanbe, which marked the hotel operator’s Tajikistan debut.

In Africa Starwood operates 35 properties in 16 countries.

2015 OPENINGS • Sheraton Dohuk, Iraq (202 keys) • Grand Hills, a Luxury Collection Resort, Broumana, Lebanon • St. Regis, W and Westin Dubai, Al Habtoor City, (combined 1,600 keys) • The St. Regis Dubai (235 keys) • Sheraton Sharjah Beach Resort & Spa (343 keys) • Westin Doha Hotel & Spa (356 keys)

POLO RESORT FIRST In March this year, Starwood Hotels & Resorts Worldwide signed its first-ever St. Regis polo resort. The 136-room St. Regis Dubai Al Habtoor Polo Resort & Club, which is being developed in partnership with Al Habtoor Group LLC, will be the centrepiece of a six-million-square-foot equestrian sports complex in Dubai and is set to open in 2017

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t: +971 50 714 7365 MAY 2015 HOTEL NEWS ME

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CHAIN FOCUS

more. Expect to see an Aloft near you soon.

What is your general pipeline focus for the Middle East?

The region is important to Starwood’s overall global strategy. We will continue to look for opportunities to expand our portfolio of brands in the Middle East by working with the right partners in the right places on the right properties.

The UAE and Saudi Arabia remain our largest growth markets with 20 hotels in our pipeline.

We are also expanding into emerging markets and opened our first hotel in Tajikistan in December – Sheraton Dushanbe. Later this year, we will open Sheraton Dohuk – marking our return to Iraq after 20 years. We will also open three hotels in Erbil under the Sheraton, Aloft and Four Points by Sheraton brands by 2017.

Starwood will also be adding three hotels in Muscat, a fast growing leisure destination for the region

and two luxury hotels (W and St Regis) in Amman.

While new builds continue to lead our growth in the Middle East, we are also seeing an increasing number of conversion opportunities. In the past three years we have signed five conversion deals across five brands, which is testament to the power of the Starwood brand.

With so many major chains rapidly expanding their portfolios in this region, how does Starwood stand out from the crowd?

Starwood’s approach to branding with its psychographic, rather than demographic or pricepointy segmentation, appeals to the growing brand-centric, lifestyle-oriented consumer. Our advantage is that we have dependable, clear, and well-segmented brands that consistently deliver compelling customer experiences.

Our brands have been deliberately developed and positioned to reflect the various lifestyle aspirations

of our guests, instead of focusing on traditional hotel segmentation. Hotel brands need to have a personality to cater to different types of travellers and we do that very well through our nine brands.

What’s your plan for Africa?

Starwood is one of the largest global hotel companies operating in Africa where it has had a presence for 45 years. Today we operate 35 properties (10,000 rooms) primarily across its Le Méridien and Sheraton brands, in 16 countries. We see great opportunities to strengthen our position in Africa through new build, franchised properties and conversions.

We will increase our African portfolio by almost 50%, expecting to open up to 20 new hotels over the next five years, adding more than 5,000 guest rooms to the continent and creating thousands of local employment opportunities.

Within the next few years, we expect to have all St. Regis Dubai and W Dubai, Al Habtoor City

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CHAIN FOCUS

nine Starwood brands represented in Africa.

The upcoming Westin hotel in Doha

What brands will these hotels operate under?

Continuing the pioneering tradition of Sheraton to often be the first international standard hotel in many emerging markets, we will open Sheraton hotels in the near future in Conakry, Juba, Kigali and Nouakchott, with more markets to come.

Last year, we opened our first St Regis in Mauritius and we have another under construction in Cairo.

With 56 countries in Africa and Starwood present in just 16, we see great opportunity for us to grow the presence of all our brands across both existing and new markets.

In order to achieve our pipeline targets we have doubled the size of our dedicated Africa development team with executives based in South Africa, Dubai and Brussels. These changes have already made a significant difference.

UAE 12

Four points by Sheraton 1 w 3 St Regis 2 Westin 1 Aloft 3 Element 1

Le Meridien 1 Westin1

PAKISTAN 1

Sheraton 1

JORDAN 4 w 1 St Regis 1Luxury collection 1Westin 1

AFRICA OMAN 3 LEBANON 2 20 new hotels over the next five years

IRAQ 5

QATAR

The pipeline

Element 1 Sheraton 2 Le Meridien 1 Aloft 1 Luxury collection 1 Four points by Sheraton 1 w 1 Aloft 1 Westin 1

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EVENT PREVIEW: ATM

ATM: The family travel focus With family travel, technological innovation and UNWTO tourism ministers forum headlining at this year’s edition of Arabian Travel Market (ATM), Hotel News ME takes a look at the 2015 highlights of this super - charged edition of the show

“THE NUMBER OF WEALTHY FAMILIES MAKING TRAVEL A HIGHSPEND PRIORITY IS ON THE RISE, AND WITH OVER ONE-THIRD OF MENA RESIDENTS CHOOSING TO STAY IN UPSCALE HOTELS WHEN TRAVELLING FOR LEISURE, THIS TREND FOR LUXURY FAMILY TRAVEL OFFERS EXCITING OPPORTUNITIES FOR DESTINATIONS AND HOTELS TO DIRECTLY TARGET THIS AFFLUENT SEGMENT” - NADEGE NOBLET, EXHIBITION MANAGER, ARABIAN TRAVEL MARKET

Nadege Noblet, exhibition manager, Arabian Travel Market

T

his year’s ATM marks the 22nd edition of the travel market show, and it is no surprise that following on from last year’s successful focus on luxury travel that this year’s event will centre around family travel, which continues to play a pivotal role in Dubai’s fast-track plans to become a family friendly hot-spot.

In light of the focal point, according to the latest YouGov report, the top three luxury holiday destinations for MENA residents is the UAE at 14%, Italy at 10% and Turkey taking the smallest segment at 5%.

Top-end hotels look set to profit from this trend with over a third of MENA residents usually staying in luxury hotels when traveling for leisure.

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Looking at a region-wide breakdown, around one-quarter of GCC residents (27%) and Levant residents (23%) stay in luxury hotels compared to 17% of North African residents.

Meanwhile, in terms of specific countries, one-third of Bahrain residents (34%) usually stay in luxury hotels showcasing the highest percentage in the entire MENA region. “The number of wealthy families making travel a high-spend priority is on the rise, and with over one-third of MENA residents choosing to stay in upscale hotels when travelling for leisure, this trend for luxury family travel offers exciting opportunities for destinations and hotels to directly target this affluent segment, and for tour operators to create tailormade packages that also address the cultural considerations unique to the MENA region,”

explains Nadege Noblet, exhibition manager, Arabian Travel Market.

Also elaborating on this year’s ATM family focus, Mark Willis area vice president Middle East and Turkey, the Rezidor Hotel Group explains, “the spotlight theme of family travel is a key, upcoming market for us. There is increased demand for more affordable accommodation across the region. Also, there is a growing need for quality, internationally branded serviced apartments in the midscale and upper upscale segments to respond to the demand from families and corporate guests, particularly from Saudi Arabia, the UAE, Bahrain, Qatar and Oman”.

The upcoming edition of ATM is set to break previous visitor records and so an additional exhibition hall has been added for

EVENT PREVIEW: ATM

SHOW OUTLINE: 22nd Edition of the show

WHEN:

Monday 4th May – Thursday 7th May 2015

WHERE:

Dubai International Convention and Exhibition Centre

HOSTED BUYERS: 80

this year’s show, with 2,700 exhibiting companies representing 86 countries including 70 country pavilions and a total of 113 first time exhibitors.

Family focused seminars include an opening day session in the Visa Seminar Theatre, ‘Family travel trends you should know about’ – Global family travel patterns and how the Middle East can cash in on them’, which will identify the top global family trends, and featuring a distinguished panel line-up including official research partner of ATM, YouGov Middle East’s Scott Booth, head of travel, tourism & leisure; Terry Kane, head of travel, Facebook MENA; Gillian McLornan, Gold travel counsellor, Travel Counsellors; and Ailsa Pollard, senior vice president, dnata Travel ME&I. Willis also touches upon Carlson Rezidor’s plans for this years ATM, stating, “one area that we will be talking about at this year’s show is women in leadership, our significant growth puts pressure on our talent pool and we believe that diversity and inclusion is a strategy for winning the war for talent and the gender mix is a very visible part of that. Last year we launched our Women in

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Leadership (WiL) initiative which has been created to build on our heritage of growing from within and bring a positive change in Rezidor’s culture by overcoming the barriers that may be blocking women from developing into senior leadership positions. Our objective is to be an employer of choice in the global hotel industry, no matter what a person’s gender is.”

What’s new?

A morning session on day two entitled ‘How Gulf destinations can boost their appeal to the lucrative family tourism market’, will look at the steps that Gulf destinations must take to attract more families and an (ILTM@ATM) session on aspirational family travel is also scheduled for the afternoon of Wednesday 6th May, pinpointing some of the key source markets for this type of business as well as discussing what destinations, experiences, types of holidays, accommodation and mode of

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EVENT PREVIEW: ATM

“THIS YEAR, THE SPOTLIGHT THEME OF FAMILY TRAVEL IS A KEY, UPCOMING MARKET FOR US. THERE IS INCREASED DEMAND FOR MORE AFFORDABLE ACCOMMODATION ACROSS THE REGION. ALSO, THERE A GROWING NEED FOR QUALITY, INTERNATIONALLY BRANDED SERVICED APARTMENTS IN THE MIDSCALE AND UPPER UPSCALE SEGMENTS TO RESPOND TO THE DEMAND FROM FAMILIES AND CORPORATE GUESTS, PARTICULARLY FROM SAUDI ARABIA, THE UAE, BAHRAIN, QATAR AND OMAN.” - MARK WILLIS, AREA VICE PRESIDENT MIDDLE EAST AND TURKEY, THE REZIDOR HOTEL GROUP Mark Willis, area vice president Middle East and Turkey, the Rezidor Hotel Group

NEW EXHIBITORS: StartBooking.com, UAE Al Rayyan Hospitality, Qatar Al Ghunaim Hospitality, KSA Small Luxury Hotels of the World, UK Signature Hotel Management & Hospitality, UAE First Central Hotel Apartments, FZ-LLC, UAE Armani Hotel Dubai, UAE Gromaxx Hotel Management LLC, UAE Four Seasons Hotels & Resorts, UAE R Hotels Group, UAE Iran Private Tourism Sectors, UAE Holiday Store Travel, UAE Emaar Malls Group, UAE Dubai Parks & Resorts LLC, UAE Dubai Link Tours, UAE Dubai Leisure Holidays LLC, UAE

transport today’s affluent families prefer.

A total of 113 first time exhibitors will make their ATM debut, with companies from around the world heading to the Emirates, including Beverly Hills Tours & 48

HOTEL NEWS ME MAY 2015

Transport from the USA, Steigenberger Hotels AG from Germany and Ventura Holidays from India.

Other new features at this year’s event include ILTM@ATM, which matches luxury-focused exhibitors with Middle East travel buyers looking to discover the best of the best in luxury travel, the travel technology theatre, the Captains of Industry lunch and, for the very first time, the ATM Best Stand Awards.

After a one-year hiatus, ATM 2015 will also once again play host to Ministers of Tourism from the MENA region at the UNWTO Ministerial Forum. They will be joined by industry leaders representing the different travel and hospitality sub-sectors with an agenda to discuss how to advance intra-regional tourism and seize the growing opportunities emerging for increased co-operation. “Other highlights this year include The Travel Tech Show at ATM, which has been introduced in response to visitor interest in growing the focus on travel technology,” said Noblet.

“The industry as a whole is embracing technology like never before, to compete in a digital market place where accessibility and speed are critical to the demands of today’s tech-savvy travelers, especially mobile compatible sites for hotels, tour operators and leisure attractions. “Our regular tech focus is supported with a

calendar of over 40 wide-ranging seminar and technology theatre sessions, with global experts flying in to share their insight on the latest luxury tourism trends, aviation development, mobile technology trends and wellness tourism, among other topics,” adds Noblet.

Seminars Seminar speakers include, amongst others, Sir Timothy Clark (KBE), president, Emirates Airline; Akbar Al Baker, group chief executive, Qatar Airways; Kinda Chebib, senior analyst, Euromonitor International; and Adam McEwan, MD, Platinum Heritage Tourism who will take part in a panel debate on ‘Responsible Tourism’.Popular annual features include the easy-to-follow exhibition trails covering family travel, budget travel, business travel, health & wellbeing, shopping, transportation, sports travel, cultural and heritage and adventure travel; and the high profile New Frontiers Recovery Awards, and the award recognises the efforts of those nations that have suffered devastating economic and human losses in the last 12 months, as a result of natural disasters, this year’s shortlist includes India, Nepal and Japan.

The Visa Exhibitor Showcase Theatre also returns to the heart of the action on the show floor for the second year running, at which exhibitors will be able to present their

You are invited introducing to hotel news Me's gM leaders conference presented By

the gM leaders conference presented By

Bringing together gMs froM across the region for a day of workshops, panel discussions Bringing together gMs and deBate

froM across the region for Monday 1st June 2015 a dayonof workshops, panel and deBate atdiscussions the four seasons resort duBai, JuMeirah Beach

giving delegates a priMe giving delegates a priMe opportunity network opportunity toto network and discuss the landscape of the ever and discuss the landscape changing industry of the hospitality ever changing hospitality industry rsvp By 10th May 2015

2

RSVP TO Mark Anthony Monzon mark@bncpublishing.net SPONSORSHIP OPPORTUNITIES Diarmuid O’Malley dom@bncpublishing.net

CATERING NEWS ME MARCH 2015

SPEAKING OPPORTUNITIES Sophia Soltani sophia@bncpublishing.net SPEAKING OPPORTUNITIES Sophia Soltani sophia@bncpublishing.net

LOOK FORWARD TO SEEING YOU THERE

REGISTER TO ATTEND Mark Anthony Monzon mark@bncpublishing.net MAY 2015 HOTEL NEWS ME

49

EVENT PREVIEW: ATM

At this year’s ATM visitor numbers are expected to peak at 23,000

products and services at a 30-minute session with presentations from the likes of Sabre, Amadeus and Travelport.

Travel technology in the spotlight In line with a recent YouGov study, travel technology will play a fundamental role at this year’s ATM, highlighting the findings of the YouGov survey which analysed

EXHIBITOR UPDATE Main stand holders: over 400 Over 2,700 expected exhibiting companies 86 countries represented Over 23,000 visitors expected 152 countries represented 113 new exhibitors 64 country pavilions

50

HOTEL NEWS ME MAY 2015

22,686 online MENA residents showing that 31% of those surveyed booked all of their travel requirements online proving an increase of 10% from 2013 and of those surveyed, 25% used their smart-phones to book hotels online, while mobile usage to access online travel guides or to book leisure activities rose by 6%.

Stressing the importance of understanding the growing needs of tech savvy travellers, Noblet explains “throughout the region, we are witnessing major growth in online bookings as airlines, tour operators and hotels develop ever-more sophisticated digital platforms and social media strategies to ensure they reach out effectively to both existing and potential guests and the industry as a whole is embracing technology like never before, to compete in a digital market place where accessibility and speed are critical to the demands of today’s tech-savvy travelers, especially mobile compatible sites for hotels, tour operators and leisure attractions.”

Additionally, according to the YouGov data, spontaneity in choosing a destination has increased by 11% thanks to upgraded technology and Paul Richer, senior partner

of travel technology consultancy, Genesys, will host two dedicated seminar sessions at this year’s exhibition addressing the latest developments in mobile digital marketing, digital distribution issues and how these are impacting consumers. The seminars will be panel-led discussions focusing on the ways in which Gulf destinations can utilise technology better as well as outlining the latest trends and the best ways of meeting the needs of the tech-savvy traveller.

SEMINARS TO LOOK OUT FOR: YouGov, Family travel trends Euromonitor, Travel technology PhocusWright, Middle Eastern travel industry

MAY 2015 HOTEL NEWS ME

51

Project

REPORT

Pipeline

Hotel News ME brings together the latest hotel opening announcements from across the Middle East

Brand

Hotel Name

City

Keys

Opening Year

Rotana Hotels Brand FRHI Accor Carlson Rezidor Hotel Group

Downtown Rotana Hotel Name Fairmont Bahrain Ibis Manama Seef Park Inn by Radisson Hotel Manama

Bahrain City Al Jazayer Manama Manama

251 Keysguestrooms and suites 215 304 207

2015 Opening Year 2018 2015 2016

Rotana Hotels FRHI Accor FRHI Carlson Rezidor Hotel Group Hilton Worldwide MEA Kempinski Accor Accor FRHI FRHI Hilton Worldwide MEA FRHI Kempinski Accor Accor FRHI Rotana FRHI Hotels Rotana Hotels Rotana Hotels Rotana Hotels

Downtown Rotana Fairmont Bahrain Ibis Manama Seef Fairmont Citystars Sharm Sheikh Park Inn by Radisson HotelElManama Hilton Alexandria King's Ranch Kempinski Hotel Royal Maxim Mercure Karnak Louxor Novotel Marsa Alam Resort Fairmont Citystars Sharm El Sheikh Raffles Citystars Sharm el Sheikh Hilton Alexandria King's Ranch Swiss么tel Citystars Sharm El Sheikh Kempinski Hotel Royal Maxim Mercure Karnak Louxor Novotel Marsa Alam Resort Raffles Citystars Sharm el Sheikh STHT Mashhad Rayhaan Swiss么tel Citystars Sharm El Sheikh TAT Rayhaan by Rotana Mashhad Tehran Rayhaan 4* Tehran Rayhaan 5*

Bahrain Al Jazayer Manama Sharm El Sheikh Manama Alexandria New Cairo Louxor Marsa Alam Sharm El Sheikh Sharm El Sheikh Alexandria Sharm El Sheikh New Cairo Louxor Marsa Alam Sharm El Sheikh Mashhad Sharm El Sheikh Mashhad Tehran Tehran

251 215 guestrooms and suites 304 415 207 guestrooms, 316 branded residences 199 245 347 268 415 guestrooms, 316 branded residences 250 guestrooms and suites, 50 branded residences 199 400 guestrooms and suites, 314 branded residences 245 347 268 250 guestrooms and suites, 50 branded residences 200 400 guestrooms and suites, 314 branded residences 240 200 200

2015 2018 2015 2016 2016 Q2 2015 Q2 2015 2015 2015 2016 2019 Q2 2015 2016 Q2 2015 2015 2015 2019 2017 2016 2017 2017 2018

Mashhad Mashhad Tehran Erbil Tehran Baghdad Erbil Erbil Erbil Erbil Dohuk Baghdad Erbil Erbil Suleimaniyah Erbil Erbil Dohuk Erbil Aqaba Suleimaniyah Amman Amman Sweimeh Amman Aqaba Aqaba Amman Amman Amman Sweimeh

200 240 200 200 200 300 200 150 250 200 202 300 260 200 220 150 250 202 260 200 220 309 309 guestrooms and suites 285 270 200 300 309 280 309 guestrooms and suites 285

2017 2017 2017 Q4 2015 2018 2016 2015 2016 Q4 2015 Q4 2015 Q2 2015 2016 Q1 2015 2015 2016 2016 Q4 2015 Q2 2015 Q1 2015 Q1 2016 2016 2015 2016 Q2 2015 Q2 2016 Q1 2016 Q1 2016 2015 Q1 2016 2016 Q2 2015

Bahrain Bahrain

Egypt

Egypt

Iran

Iran

Rotana Hotels STHT Mashhad Rayhaan Rotana Hotels TAT Rayhaan by Rotana Mashhad Rotana Hotels Tehran Rayhaan 4* Starwood Hotels & Resorts Aloft Erbil Rotana Hotels Tehran Rayhaan 5* Rotana Hotels Baghdad Rayhaan Starwood Hotels & Resorts Element Erbil Rotana Hotels Erbil Arjaan Starwood Hotels & Resorts Four Points by Sheraton Erbil Starwood Hotels & Resorts Aloft Erbil Starwood Hotels & Resorts Sheraton Dohuk Hotel Rotana Hotels Baghdad Rayhaan Starwood Hotels & Resorts Sheraton Erbil Hotel Starwood Hotels & Resorts Element Erbil Rotana Hotels Slemani Rotana Rotana Hotels Erbil Arjaan Starwood Hotels & Resorts Four Points by Sheraton Erbil Starwood Hotels & Resorts Sheraton Dohuk Hotel Starwood Hotels & Resorts Sheraton Erbil Hotel Starwood Hotels & Resorts Al ManaraRotana Hotel - Luxury Collection, Aqaba Rotana Hotels Slemani Rotana Hotels Amman Rotana FRHI Fairmont Amman Hilton Worldwide MEA Hilton Dead Sea Resort & Spa Starwood Hotels & Resorts The St Regis Amman & The Residences at The St Regis Starwood Hotels & Resorts Al Manara Hotel - Luxury Collection, Aqaba Starwood Hotels & Resorts The Westin Aqaba Rotana Hotels Amman Rotana 52 Starwood HOTEL NEWS &ME MAY 2015 Hotels Resorts W Amman FRHI Fairmont Amman Hilton Worldwide MEA Hilton Dead Sea Resort & Spa

Iraq

Iraq

Jordan

Jordan

Rotana Hotels

Tehran Rayhaan 5*

Tehran

200

2018

Aloft Erbil Baghdad Rayhaan Element Erbil Erbil Arjaan Four Points by Sheraton Erbil Sheraton Dohuk Hotel Sheraton Erbil Hotel Slemani Rotana

Erbil Baghdad Erbil Erbil Erbil Dohuk Erbil Suleimaniyah

200 300 200 150 250 202 260 220

Q4 2015 REPORT 2016 2015 2016 Q4 2015 Q2 2015 Q1 2015 2016

Starwood Hotels & Resorts Rotana Hotels FRHI Brand Hilton Worldwide MEA Starwood Hotels & Resorts Starwood Hotels & Resorts Rotana Hotels Starwood Hotels & Resorts FRHI Accor Carlson Rezidor Hotel Group

Al Manara Hotel - Luxury Collection, Aqaba Amman Rotana Fairmont Amman Hotel Name Hilton Dead Sea Resort & Spa The St Regis Amman & The Residences at The St Regis The Westin Aqaba Downtown W Amman Rotana Fairmont Bahrain Ibis Manama Seef Park Inn by Radisson Hotel Manama

Kingdom of Saudi Arabia

Aqaba Amman Amman City Sweimeh Amman Aqaba Bahrain Amman Al Jazayer Manama Manama

200 309 309 Keysguestrooms and suites 285 270 300 251 280 215 guestrooms and suites 304 207

Q1 2016 2015 2016 Opening Year Q2 2015 Q2 2016 Q1 2016 2015 Q1 2016 2018 2015 2016

Accor Accor Accor FRHI Accor Hilton Worldwide MEA Accor Kempinski Accor Accor Hotels & Resorts Starwood Accor Hotels & Resorts Starwood FRHI Starwood Hotels & Resorts FRHI Hotels Rotana Rotana Hotels Rotana Hotels Rotana Hotels Rotana Rotana Hotels Hotels Rotana Rotana Hotels Hotels Hilton RotanaWorldwide Hotels MEA FRHI Rotana Hotels FRHI Starwood Hotels & Resorts Starwood Hotels & Resorts Hilton Worldwide Starwood Hotels &MEA Resorts Hilton RotanaWorldwide Hotels MEA Accor Starwood Hotels & Resorts Accor Rotana Hotels Accor Starwood Hotels & Resorts Accor Starwood Hotels & Resorts Accor Starwood Hotels & Resorts Accor Rotana Hotels Accor Accor Accor Accor Starwood Hotels & Resorts Kempinski Rotana Hotels Starwood Hotels & Resorts FRHI Mövenpick Hotels & Resorts Hilton Worldwide Mövenpick Hotels MEA & Resorts Starwood Hotels Mövenpick Hotels&&Resorts Resorts Starwood Hotels & Resorts Accor Starwood Hotels & Resorts Accor

Adagio Alesayi Plaza Adagio Dhabab Street Adagio Jeddah Al Andalous Fairmont Citystars Adagio Jeddah MalikSharm Road El Sheikh Hilton Alexandria King's Ranch Adagio Jizan Kempinski HotelQuobaa Royal Maxim Adagio Madinah Mercure Karnak Louxor Aloft Dhahran Novotel Marsa Alam Resort Aloft Riyadh Raffles Citystars el Sheikh Aloft Riyadh King Sharm Fahd Road Swissôtel Citystars Sharm El Sheikh Centro Centro Corniche, Al Khobar Centro Olaya, Riyadh Centro Shaheen Centro Waha, Riyadh STHT Mashhad Rayhaan Dana Rayhaanby Rotana Mashhad TAT Rayhaan DoubleTree

by Hilton Tehran Rayhaan 4* Riyadh - Al Muroj Business Gate Fairmont Jeddah 5* Tehran Rayhaan Fairmont Riyadh Four Points by Sheraton Makkah Four Points by Sheraton, Mall of Arabia Hilton Garden Inn Tabuk Aloft Erbil Hilton Riyadh Hotel & Residences Baghdad Rayhaan Ibis Al Khobar Element Erbil Ibis ErbilJeddah ArjaanAl Andalous Ibis PlazaErbil FourJeddah Points Alesayi

by Sheraton Ibis Jeddah Madinah Road Sheraton Dohuk Hotel Ibis JeddahErbil Malik Road Sheraton Hotel Ibis JizanRotana Slemani Ibis Madinah Ibis Madinah Quobaa Ibis Riyadh Dhabab Street Ibis Riyadh King Fahd Al Manara Hotel - Luxury Collection, Aqaba Kempinski Al Othman Hotel Amman Rotana Le Meridien Riyadh Fairmont Amman Movenpick Hotel City Star Jeddah Hilton DeadHotel Sea Resort Movenpick Riyadh & Spa The St Regis Amman &Al The Residences at The St Regis Movenpick Residences Khobar The Westin Aqaba Novotel Jeddah Al Andalous W Amman Novotel Jeddah Prince Sultan

Jeddah Riyadh Jeddah Sharm El Sheikh Jeddah Alexandria Jizan New Cairo Madinah Louxor Dhahran Marsa Alam Riyadh Sharm El Sheikh Riyadh Sharm El Sheikh Jeddah Al Khobar Riyadh Jeddah Riyadh Mashhad Dammam Mashhad Riyadh Tehran Jeddah Tehran Business Gate Makkah Jeddah Tabuk Erbil Riyadh Baghdad Al Khobar Erbil Jeddah Erbil Jeddah Erbil Madinah Dohuk Jeddah Erbil Jizan Suleimaniyah Madinah Madinah Riyadh Riyadh Aqaba Al Khobar Amman Riyadh Amman Jeddah Sweimeh Riyadh Amman Al Khobar Aqaba Jeddah Amman Jeddah

215 150 150 415 guestrooms, 316 branded residences 77 199 122 245 116 347 236 268 281 250 guestrooms and suites, 50 branded residences 110 400 guestrooms and suites, 314 branded residences 180 250 150 250 295 200 280 240 223 200 375 200guestrooms and suites, 200 branded residences 304 guestrooms and suites 451 300 104 200 864 300 254 200 250 150 300 250 300 202 177 260 200 220 180 200 194 378 200rooms, 20 apartments 218 309 232 309 guestrooms and suites 230 285 436 270 270 300 275 280 200

2017 2017 2017 2016 2016 Q2 2015 2017 Q2 2015 2017 2015 Q1 2016 2015 Q1 2016 2019 2017 2016 2017 2015 2016 2015 2015 2017 2016 2017 Q2 2015 2017 2017 2018 2016 Q3 2016 Q3 2016 Q3 Q4 2015 2015 Q4 2015 2016 2016 2015 2017 2016 2017 Q4 2015 2017 Q2 2015 2016 Q1 2015 2017 2016 2016 2017 2017 2017 Q1 2016 2016 2015 Q2 2016 2016 Q3 2015 Q2 2015 Q4 2015 Q2 20162016 Q1 2016 2017 Q1 2016 2018

Accor Accor Accor Accor Rezidor Hotel Group Carlson Accor Rezidor Hotel Group Carlson Accor Rezidor Hotel Group Carlson Accor Rezidor Hotel Group Carlson Accor Rezidor Hotel Group Carlson Accor Rezidor Hotel Group Carlson Starwood HotelsHotel & Resorts Carlson Rezidor Group Starwood HotelsHotel & Resorts Carlson Rezidor Group Starwood Hotels & Resorts Accor Rotana Hotels Carlson Rezidor Hotel Group Rotana Hotels Carlson Rezidor Hotel Group Rotana Hotels Carlson Rezidor Hotel Group Rotana Hotels Carlson Rezidor Hotel Group Rotana Hotels Carlson Rezidor Hotel Group Rotana Hotels Carlson Rezidor Hotel Group Hilton Worldwide MEAGroup Carlson Rezidor Hotel FRHI Rezidor Hotel Group Carlson FRHI Rezidor Hotel Group Carlson Starwood HotelsHotel & Resorts Carlson Rezidor Group Starwood Hotels & Resorts FRHI Hilton Worldwide MEA Rotana Hotels Hilton Worldwide Starwood Hotels &MEA Resorts Accor Accor Accor Accor Accor Accor Accor Accor Accor FRHI Accor Hotels & Resorts Starwood Accor Accor Accor Accor Hotels Rotana Kempinski Accor Starwood Hotels & Resorts Accor Mövenpick Hotels & Resorts

Novotel Jeddah Tahlia Street

Jeddah Jizan Riyadh Jeddah Jeddah Riyadh Jeddah Jeddah Makkah Jeddah Riyadh Jizan Riyadh Madinah Najran Dhahran Riyadh Riyadh Riyadh Riyadh Madinah Jeddah Jeddah Al Khobar Jeddah Riyadh Jeddah Jeddah Unaizah Riyadh Riyadh Dammam Riyadh Riyadh Jeddah Jeddah Jeddah Business Gate Riyadh Makkah Al Khobar Jeddah Jeddah Tabuk Riyadh Riyadh Makkah Al Khobar Jeddah Jeddah Riyadh Jeddah Riyadh Madinah Yanbu Jeddah Jeddah Jizan Makkah Madinah Madinah Riyadh Riyadh Kuwait Al Khobar Kuwait City Riyadh City Kuwait Jeddah

139 2015 205 2016 215 2017 215 2017 350 2017 150 2017 230 2017 150 2017 330 2016 77 2016 170 2017 122 2017 184 2016 116 2017 120 2016 236 Q1 2016 170 2017 281 Q1 2016 164 2016 110 2017 834 2015 180 2017 142 2016 250 2015 452 2018 150 2016 160 2017 250 2015 180 2016 295 2015 207 2017 280 2016 252 2017 223 Q2 2015 120 2015 375 guestrooms and suites, 200 branded residences 2017 261 2015 304 guestrooms and suites 2016 110 2017 451 Q3 2016 186 2016 300 Q3 2016 180 guestrooms and 165 branded residences 2018 104 Q3 2015 227 2015 864 Q4 2016 2015 532 Q3 254 2016 189 2015 250 2017 404 2016 300 2017 88 2015 300 2017 120 2016 177 guestrooms and suites 2016 275 2017 200 2017 513 Q3 2016 180 2016 200 2017 194 2017 378 2017 200 2017 218 rooms, 20 apartments 2016 210 MAY 2015 HOTEL 2016 NEWS ME 53 232 Q2 2016 160 2017 230 Q3 2015

Iraq Starwood Hotels & Resorts Rotana Hotels Starwood Hotels & Resorts Rotana Hotels Starwood Hotels & Resorts Starwood Hotels & Resorts Starwood Hotels & Resorts Rotana Hotels

Jordan Bahrain

Egypt

Iran

Iraq

Jordan

Novotel Jizan Corniche Kingdom of Saudi Arabia Novotel Olaya Street

Kuwait

Adagio PlazaHotel & Residence Jeddah Park InnAlesayi

by Radisson Adagio StreetHotel Jeddah Al Basateen Park InnDhabab

by Radisson Adagio Al Andalous Park InnJeddah

by Radisson Hotel Makkah Aziziyah Adagio Jeddah Malik Park Inn by Radisson Road Hotel Riyadh Adagio Jizan Park Inn by Radisson Hotel Riyadh Nasiriyah Adagio Madinah Quobaa Park Inn by Radisson Najran AloftInn Dhahran Park

by Radisson Residence Riyadh Al Sahafa AloftInn Riyadh Park

by Radisson Riyadh Olaya Aloft Riyadh Road Pullman ZamKing ZamFahd Madinah Centro Blu Hotel & Residence Al Salamah Radisson Centro Corniche, Al &Khobar Radisson Blu Hotel Residence Jeddah Gate Centro Olaya, Riyadh& Residence, Jeddah Corniche Radisson Blu Hotel Centro Shaheen Radisson Blu Hotel & Residence, Unaizah Al-Fahd Centro Waha, RiyadhRiyadh RICEC Radisson Blu Hotel Dana Rayhaan Radisson Blu Hotel Riyadh Ring Road DoubleTree HiltonResidence, Riyadh - Al Muroj Business Gate Radisson BlubyPlaza Jeddah Fairmont Jeddah Radisson Blu Red Sea Palace Hotel Jeddah Fairmont Riyadh Radisson Blu Residence Riyadh's Diplomatic Quarter Four Points Sheraton MakkahAl Aziziya Radisson BlubyResort, Al Khobar Four Points

by Sheraton, Mall of Arabia Raffles Jeddah Hilton Garden Inn Tabuk Rosh Rayhaan Hilton Riyadh Hotel & Residences Sheraton Makkah Hotel Ibis Al Jeddah Khobar Corniche Sofitel Ibis Jeddah Al Andalous Sofitel Riyadh Ibis Jeddah Suite NovotelAlesayi RiyadhPlaza Dyar Ibis Jeddah Suite NovotelMadinah Yanbu Road Ibis JeddahJeddah Malik Road Swissôtel Ibis Westin Jizan Makkah The Ibis Madinah Ibis Madinah Quobaa Ibis Riyadh Dhabab Street Ibis Riyadh King Fahd Centro Kuwait Kempinski Al Othman Hotel Mercure Kuwait Le Meridien Riyadh Novotel Sharq Movenpick Hotel City Star Jeddah

Accor Rotana Hotels Accor Starwood Hotels & Resorts Accor Rotana Hotels FRHI Starwood Hotels & Resorts Starwood Starwood Hotels Hotels && Resorts Resorts REPORT Starwood Hotels & Resorts Rotana Hotels

Sofitel Riyadh Baghdad Rayhaan Suite Novotel Element ErbilRiyadh Dyar Suite Novotel Yanbu Erbil Arjaan Swissôtel Four PointsJeddah

by Sheraton Erbil The Westin Makkah Sheraton Dohuk Hotel Sheraton Erbil Hotel Slemani Rotana

Riyadh Baghdad Riyadh Erbil Yanbu Erbil Jeddah Erbil Makkah Dohuk Erbil Suleimaniyah

404 300 88 200 120 150 275 250guestrooms and suites 513 202 260 220

2016 2016 2015 2015 2016 2016 2017 Q4 2015 Q3 Q2 2016 2015 Q1 2015 2016

Rotana Hotels Accor Accor Starwood Hotels & Resorts Rotana Hotels Brand FRHI Hilton Worldwide MEA Kempinski Starwood Hotels & Resorts Rotana Hotels Starwood Hotels Starwood Hotels && Resorts Resorts FRHI Starwood Starwood Hotels Hotels && Resorts Resorts Accor Carlson Rezidor Hotel Group

Centro Kuwait Mercure Kuwait Novotel Sharq Al Manara Hotel - Luxury Collection, Aqaba Amman Rotana Hotel Name Fairmont Amman Hilton Dead Sea Resort & Spa Kempinski Hotel Summerland The St Regis Amman & The Residences at The St Regis Downtown Rotana Le Beirut TheMeridien Westin Aqaba Fairmont Bahrain The Luxury Collection - Grand Hills Hotel & Spa W Amman Ibis Manama Seef Park Inn by Radisson Hotel Manama

Kuwait Kuwait City Kuwait Aqaba City Amman City Amman Sweimeh Beirut Amman Bahrain Broumana Aqaba Al Jazayer Broumana Amman Manama Manama

200 210 160 200 309 Keys 309 guestrooms and suites 285 153 270 251 180 300 215 168 280guestrooms and suites 304 207

2017 2016 2017 Q1 2016 2015 Year Opening 2016 Q2 2015 Q3 Q2 2015 2016 2015 2018 Q1 2016 2018 Q2 Q1 2015 2016 2015 2016

Sohar Jeddah Muscat Riyadh Sharm Sohar JeddahEl Sheikh Alexandria Muscat Jeddah New Muscat JizanCairo Louxor Muscat Madinah Marsa Alam Muscat Dhahran Sharm RiyadhEl Sheikh Sharm RiyadhEl Sheikh Jeddah Al Khobar Doha Riyadh Doha Jeddah Mashhad Doha Riyadh Mashhad Doha Dammam Tehran Doha Riyadh Tehran Doha Jeddah Doha Business Gate Doha Makkah Doha Jeddah Doha Erbil Tabuk Doha Baghdad Riyadh Erbil Al Khobar Erbil Jeddah Erbil Jeddah Dohuk Istanbul Madinah Erbil Istanbul Jeddah Suleimaniyah Istanbul Jizan Istanbul Madinah Istanbul Madinah Riyadh Aqaba Riyadh Amman Al Khobar Amman Abu Dhabi Riyadh Sweimeh Dubai Jeddah Amman Al Ain Riyadh Aqaba Dubai Al Khobar Amman Sharjah Jeddah Abu Dhabi Jeddah Abu Dhabi Jeddah Dubai Jizan Jeddah Dubai Riyadh Riyadh Ajman Jeddah Jeddah Fujairah Jeddah Jeddah Abu Dhabi Makkah Jizan Sharjah Riyadh Madinah Dubai Riyadh Dhahran Dubai Najran Riyadh Dubai Riyadh Riyadh Dubai Riyadh Jeddah Dubai Madinah Al Khobar Dubai Downtown Jeddah Riyadh Sharjah Jeddah Jeddah Dubai Jeddah Riyadh Dubai Unaizah Dammam Dubai Riyadh Riyadh Dubai Riyadh Jeddah Dubai Jeddah Business Ajman Jeddah Gate Makkah Dubai Riyadh Jeddah Abu Dhabi Al Khobar Tabuk Sharjah Jeddah Riyadh Dubai Riyadh Al Khobar Dubai Makkah Jeddah Dubai Jeddah Jeddah Dubai Riyadh Madinah Abu Dhabi Riyadh Jeddah Dubai Yanbu Jizan Dubai Jeddah Madinah Dubai Makkah Madinah Riyadh Riyadh AlKuwait Khobar Riyadh Kuwait City Jeddah Kuwait City Riyadh Harbin Al Khobar Chifeng City, Inner Mongolia Jeddah Jeddah Beirut Jeddah Kinshasa Broumana Jizan Broumana

145 215 175 150 415 179 150guestrooms, 316 branded residences 199 100 77 245 245 122 347 350 116 268 250 236 250 281guestrooms and suites, 50 branded residences 400 110guestrooms and suites, 314 branded residences 180 250 150 150 225 250 200 220 295 240 380 280 200 187 223 200 150 375 guestrooms and suites, 200 branded residences 350 304 guestrooms and suites 215 451 468 300 400 200 104 372 300 864 200 254 150 250 250 300 202 230 300 260 354 177 220 200 200 305 180 289 200 194 200 378 309 218 rooms, 20 apartments 309 300 232guestrooms and suites 285 199 230 270 172 436 300 165 270 280 270 275 258 200 315 139 250 205 215 96 215 150 252 350guestrooms and suites, including two story penthouses 150 182 230guestrooms and suites, 13 branded residences 77 563 330 guestrooms and suites, 249 branded residences 122 220 170 116 182 184 236 183 120 281 588 170 110 350 164 180 249 834 250 246 142 150 200 452 250 300 160 295 150 180 280 147 207 223 261 252 375 354 120guestrooms and suites, 200 branded residences 304 156 261guestrooms and suites 451 243 110 300 354 186 104 343 180 guestrooms and 165 branded residences 864 260 227 guestrooms and suites 254 226 532 250 160 189 300 929 404 300 300 88 177 423 120 200 283 275 guestrooms and suites 180 550 513 200 194 378 218 200rooms, 20 apartments 232 210 230 160 436 350 270 323 275 200 153 139 100 180 205 168

2017 2017 2017 2017 2016 2015 2017 Q2 2015 2018 2016 Q2 2015 2016 2017 2015 2017 2017 2015 2016 Q1 2016 2019 Q1 2016 2016 2017 2017 2015 2016 2016 2018 2015 2017 2015 2015 2017 2015 2016 2017 Q2 2015 Q2 2015 2018 2016 2017 2017 2016 2016 Q3 2016 2017 Q32015 2016 2017 Q4 Q3 2015 2015 Q3 2016 Q4 2015 2015 2016 2016 2017 Q4 2015 2017 Q2 2015 2015 2017 Q1 2015 2015 2016 2016 2015 2017 2016 2016 2015 2017 2017 Q1 2016 2017 2015 2016 2016 2016 Q2 2016 Q2 2015 Q32015 2015 Q2 Q2 2016 Q42016 2015 Q1 2016 2018 2016 Q1 2016 Q1 2016 2017 2015 2018 2016 2015 2018 2016 2017 2018 2017 2017 2015 2017 2017 2016 2017 2016 2016 2016 2017 Q1 2016 2017 2017 Q4 2015 2016 Q1 2016 Q4 2015 2016 Q1 2016 2016 2017 2017 2017 2016 2017 2015 2015 2015 2017 2016 2016 2017 2018 2015 2017 2017 2015 2015 2016 2016 2017 2017 Q2 2015 2017 2017 2017 2015 2015 2016 2016 2015 Q3 2016 2018 2017 Q3 2016 2016 2016 Q3 2015 Q3 2015 2018 Q4 2015 2018 2015 2016 Q4 Q3 2015 2016 2017 2017 2015 2017 Q1 2016 2016 2017 2017 2015 2016 Q4 2015 2016 2017 Q1 2017 2017 2016 2018 Q3 2016 2017 2017 2017 2016 2017 Q2 2016 2016 Q3 2015 2017 Q4 2015 Q2 2015 2016 2017 2017 2018 Q3 2015 2015 2015 2018 2016 Q2 2015

Kuwait Jordan

Lebanon Bahrain

Oman Kingdom of Saudi Arabia Egypt

Accor Ibis Styles SoharPlaza Accor Adagio Alesayi Accor Mercure MuscatStreet Azaiba Accor Adagio Dhabab FRHI Citystars Sharm El Sheikh Carlson Radisson Blu Hotel & Resort Sohar Accor Rezidor Hotel Group Fairmont Adagio Jeddah Al Andalous Hilton Hilton King'Road s Ranch Rotana Hotels MEA Sundus Arjaan Muscat AccorWorldwide AdagioAlexandria Jeddah Malik Kempinski Kempinski HotelMuscat Royal Maxim Rotana Sundus Rotana Accor Hotels Adagio Jizan Accor Karnak Louxor Starwood The Westin Muscat Accor Hotels & Resorts Mercure Adagio Madinah Quobaa Accor Marsa Alam Resort Starwood W Muscat Starwood Hotels Hotels && Resorts Resorts Novotel Aloft Dhahran FRHI Citystars Sharm el Sheikh Starwood Hotels & Resorts Raffles Aloft Riyadh FRHI Citystars Sharm El Sheikh Starwood Hotels & Resorts Swissôtel Aloft Riyadh King Fahd Road Rotana Hotels Centro Rotana Hotels Centro Corniche, Al Khobar Accor Adagio Doha C-Ring Road Rotana Hotels Hotels Centro Doha Olaya, Riyadh Rotana Arjaan Rotana Hotels Centro Shaheen Rotana STHT Mashhad Rayhaan RotanaHotels Hotels Centro DOHA RotanaHotels Hotels Centro Waha, Rotana TAT Rayhaan byRiyadh Rotana Mashhad Rotana Hotels City Centre Rotana RotanaWorldwide Hotels MEA Dana Rayhaan Rotana Hotels Tehran Rayhaan 4* Doha - Old Town Hilton DoubleTree

by Hilton Hilton Hotels Worldwide MEA DoubleTree

by Hilton Rotana Tehran Rayhaan 5*RoadRiyadh - Al Muroj Business Gate Accor Ibis Doha C-Ring FRHI Fairmont Jeddah Starwood Hotels & Resorts Le Meridien Doha FRHI Accor MFairmont Gallery Riyadh Doha Msheireb Starwood Hotels & Resorts Pullman Four Points

by Bridge Sheraton Makkah Accor Doha Towers (West Bay) Starwood Hotels & Resorts Four Points Rotana Hotels Rayhaan Starwood Hotels & Resorts Aloft Erbil by Sheraton, Mall of Arabia Hilton Worldwide MEA Hilton Garden Inn Tabuk Starwood Hotels & Resorts Baghdad Westin Doha Hotel & Spa Rotana Hotels Rayhaan Hilton Worldwide Hilton Riyadh Starwood Hotels & MEA Resorts Element Erbil Hotel & Residences Accor Ibis Al Khobar Rotana Hotels Erbil Arjaan Accor Hotels & Resorts Four Ibis Points JeddahbyAlSheraton AndalousErbil Starwood Accor Ibis Jeddah Alesayi Starwood Hotels & Resorts Sheraton Dohuk HotelPlaza Rotana Hotels Burgu Arjaan Accor Hotels & Resorts Sheraton Ibis Jeddah Madinah Starwood Erbil HotelbyRoad Rotana Hotels Dalga Residences Rotana Accor Ibis Jeddah Malik Rotana Hotels Slemani Rotana Road Rotana Tango Arjaan Accor Hotels Ibis Jizan Rotana Tri Centro Accor Hotels IbisG Madinah Rotana Vazo Residences

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Qatar Iran

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Other KuwaitRegions China

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Hilton Alexandria King's Ranch Radisson Residence Riyadh's Diplomatic Quarter KempinskiBlu Hotel Royal Maxim Radisson Blu Resort, Al Khobar Al Aziziya Mercure Karnak Louxor Raffles Novotel Jeddah Marsa Alam Resort Rosh Rayhaan Raffles Citystars Sharm el Sheikh Sheraton Hotel SwissôtelMakkah Citystars Sharm El Sheikh Sofitel Jeddah Corniche Sofitel Riyadh Suite Novotel Riyadh Dyar Suite Novotel Yanbu STHT Mashhad Rayhaan Swissôtel Jeddah TAT

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Alexandria Riyadh New Cairo Al Khobar Louxor Jeddah Marsa Alam Riyadh Sharm El Sheikh Makkah Sharm El Sheikh Jeddah Riyadh Riyadh Yanbu Mashhad Jeddah Mashhad Makkah Tehran Tehran City Kuwait Bahrain Kuwait City Erbil Al Jazayer Kuwait City Baghdad Manama Erbil Manama Erbil Erbil Beirut Dohuk Broumana Erbil Sharm El Sheikh Broumana Suleimaniyah Alexandria New Cairo Louxor Marsa Alam Sohar Aqaba Sharm El Sheikh Muscat Amman Sharm El Sheikh Sohar Amman Muscat Sweimeh Muscat Amman Muscat Aqaba Mashhad Muscat Amman Mashhad Tehran Tehran Doha Jeddah Doha Riyadh Doha Jeddah Erbil Doha Jeddah Baghdad Doha Jizan Erbil Doha Madinah Harbin Erbil Doha DhahranCity, Inner Mongolia Chifeng Erbil Doha Riyadh Dohuk Doha Riyadh Erbil Doha Jeddah Suleimaniyah Doha Kinshasa Al Khobar Riyadh Jeddah Riyadh Berchtesgaden Aqaba Dammam Istanbul Amman Riyadh Istanbul Amman Jeddah Istanbul Sweimeh Business Gate Istanbul Accra Amman Makkah Istanbul Aqaba Jeddah Amman Tabuk RiyadhKerala Kochi, Al Mumbai AbuKhobar Dhabi Jeddah Dubai Jeddah Al Ain Madinah Riyadh Dubai Bali Jimbaran, Jeddah Sharjah Jizan Jeddah Abu Dhabi Madinah Jizan Abu Dhabi Madinah DubaiLumpur Kuala Riyadh Dhahran Dubai Kuala Lumpur Riyadh AjmanTerengganu, Chendering Kuala Al Khobar Riyadh Fujairah Riyadh Jeddah Abu Dhabi Jeddah Al Khobar Sharjah Riyadh Lagos Dubai Al Khobar Jeddah Dubai Jeddah Riyadh Dubai Jeddah Dammam Dubai Islamabad Jeddah Riyadh Dubai Jizan Jeddah Downtown Dubai Riyadh Business Sharjah Gate Jeddah Makkah Dubai Colombo Jeddah Dubai Makkah Tabuk Dubai Riyadh Dubai Riyadh Al Khobar Dubai Dar Es Salaam Najran Jeddah Ajman Riyadh Jeddah Dubai Riyadh Madinah Abu Dhabi Madinah Jeddah White Beach, Pattaya Sharjah Jeddah Jizan Chiang Dubai Mai, Suriwongse Jeddah Madinah Dubai Jeddah Madinah Dubai Unaizah Riyadh Dubai Les Berges du Lac Tunis Riyadh Abu Dhabi Riyadh Al Khobar Dubai Jeddah Riyadh Dubai Jeddah Dubai Quy Nhon, Binh Dinh Riyadh Al Khobar Jeddah Riyadh Jeddah Makkah Jeddah Jeddah Jizan

199 110 245 186 347 180 268 guestrooms and 165 branded residences 227 250 guestrooms and suites, 50 branded residences 532 400 guestrooms and suites, 314 branded residences 189 404 88 120 200 275 guestrooms and suites 240 513 200 200 Keys

Q2 2015 2017 Q2 2015 2016 2015 2018 2015 2015 2019 Q3 2016 2016 REPORT 2015 2016 2015 2016 2017 2017 2017 Q3 2016 2017 2018 Year Opening

200 2017 251 2015 210 2016 200 Q4 215 2018 160 guestrooms and suites 20172015 300 2016 304 2015 200 2015 207 2016 150 2016 250 Q4 2015 153 Q3 2015 202 Q2 2015 180 2018 260 Q1 2015 415 guestrooms, 316 branded residences 2016 168 Q2 2015 220 2016 199 Q2 2015 245 Q2 2015 347 2015 268 2015 145 2017 200 Q1 2016 250 guestrooms and suites, 50 branded residences 2019 175 2017 309 2015 400 guestrooms and suites, 314 branded residences 2016 179 2015 309 guestrooms and suites 2016 100 2018 285 Q2 2015 245 2016 270 Q2 2016 350 2017 300 Q1 2016 200 2017 250 2016 280 Q1 2016 240 2017 200 2017 200 2018 150 2016 215 2017 225 2018 150 2017 220 2015 150 2017 200 Q4 2015 380 2015 77 2016 300 2016 187 Q2 2015 122 2017 200 2015 150 2016 116 350 Q22017 2015 150 2016 350 2017 236 Q1 2016 323 2017 250 Q4 2015 215 2016 281 Q1 2016 202 Q2 2015 468 2017 110 2017 260 Q1 2015 400 2017 180 2017 220 2016 372 Q3 2015 100 2015 250 2015 150 2016 250 2015 295 2015 138 Q2Q1 2015 200 2016 280 2016 230 2015 309 2015 223 Q2 2015 354 2015 309 suites 200 branded residences 2016 375 guestrooms and suites, 2017 200 2015 285 Q2 2015 304 guestrooms and suites 305 269 Q22016 2015 270 Q2 451 Q3 2016 289 2015 300 Q1 Q3 2016 280 Q1 104 Q3 2016 2015 864 Q4 2015 167 2015 254 2016 140 2017 300 2016 250 2017 199 2015 300 215 2017 172 Q2 2016 300 150 2017 165 2018 295 2016 177 2016 150 2017 270 Q1 2016 200 2017 77 2016 258 2015 180 2016 122 2017 315 2016 200 116 2017 250 2018 260 2020 194 2017 236 Q1 2016 96 2018 333 2017 378 2017 281 Q1 2016 252 guestrooms and suites, including two story penthouses 2016 2015 248 218 rooms, 20 apartments 2016 110 2017 182 guestrooms and suites, 13 branded residences 2016 232 Q2 2016 180 2017 563 guestrooms and suites, 249 branded residences 2016 230 Q3 2015 250 2015 220 Q1 2016 436 Q4 150 2016 250 2017 182 Q4 2015 2015 270 2016 250 2015 183 Q4 2015 275 2017 295 2015 588 2016 200 2018 280 2016 350 2017 377 Q22015 2017 139 223 Q2 2015 249 2015 205 2016 375 guestrooms and suites, 200 branded residences 2017 246 2017 215 2017 304 guestrooms and suites 2016 200 2017 350 2017 451 Q3 300 20172016 219 2017 230 2017 300 Q3 2016 150 2015 330 2016 104 Q3 2015 147 2017 170 20172015 864 Q4 261 2017 184 2016 254 354 2015 249 2017 120 2016 250 2017 156 2016 170 300 2017 243 2018 164 2016 300 2017 354 2016 834 2015 177 2016 264 2016 343 Q3 2015 142 2016 200 2017 286 2017 260 guestrooms and suites 2018 452 2018 180 2016 226 Q4 2015 160 200 2017 160 2017 180 2016 194 2017 929 Q1 2016 190 2016 207 2017 378 300 2017 252 2017 218 rooms, 20 apartments 2016 423 Q4 2015 120 2015 232 Q2 2016 283 Q1 2017 261 2015 230 Q3 2015 550 2018 229 2018 110 20172015 436 Q4 186 270 2016 180 guestrooms and 165 branded residences 2018 275 2017 227 2015 200 2018 MAY 2015 HOTEL Q3 NEWS 532 2016ME 55 139 2015 189 2015 205 2016

Dry hotels on the up CASE STUDY: DRY HOTELS

As hotel investors make the most of increasingly available Islamic finance Sophia Soltani talks to industry experts to find out more about the upcoming rise in popularity of dry hotels across the region THE HOTELIERS

SAMIR ARORA, GENERAL MANAGER, RAMADA DOWNTOWN DUBAI

THE ANALYSTS

LAURENT A. VOIVENEL, CEO HMH, HOSPITALITY MANAGEMENT HOLDINGS

W

ith Islamic finance readily flowing into the UAE, there has more recently been a steady increase in the number of dry hotels (a property that does not serve alcohol) popping up across the region, with figure

WAEL EL BEHI, JULIE OLSSON BLOU, GENERAL MANAGER, SENIOR PROJECT MANAGER, HAWTHORN SUITES BY WYNDHAM INHOCO GROUP

such hotels, Rupprecht Queitsch, chief executive and senior partner at INHOCO Group discusses why the trend in dry hotels is due to further flourish and grow in popularity, “the supply of dry hotels is expected to grow within the upcoming

RUPPRECHT QUEITSCH, CHIEF EXECUTIVE AND SENIOR PARTNER AT INHOCO GROUP

manager for dry hotel, Ramada Downtown Dubai explains, “we are strategically located within the city’s prime business and leisure district, Downtown Dubai. The hotel boasts a great view of the Burj Khalifa and the Dubai Fountain, and is a short

“ACCORDING TO THOMSON REUTERS’ DATA, THE VALUE OF THE GLOBAL FAMILY TOURISM MARKET WAS $140 BILLION IN 2013. THE FIGURE IS SET TO RISE TO $180 BILLION BY 2018 WITH GROWTH EXPECTED TO CONTINUE AT A RATE OF 4.79% ANNUALLY UNTIL 2020” conclusive data supporting the dry hotel surge, total Islamic banking assets in the UAE have rose to approximately $95 billion in 2013 compared to the $83 billion seen in 2012 from a report compiled by the Dubai Chamber of Commerce.

With the dry hotel trend reportedly beginning at the start of 2000, when Islamic finance became more readily available in the country prompting investors to build 56

HOTEL NEWS ME MAY 2015

years, especially within the midscale and upper scale segment as a targeted offering to GCC guests and families. The growth in dry hotels is supported by the increased availability of Sharia compliant finance.”

Growing demand Commenting on the stable growth potential for the dry segment within the hospitality sector, Samir Arora, general

walk away from The Dubai Mall and Souk Al Bahar. The 181-key property features spacious suites, a penthouse, an all-day dining restaurant and facilities including a well-equipped gym and outdoor swimming pool, and I see many hotel companies gravitating towards this concept. The latest one being ‘Grand Mercure Majlis.’ There is a huge halal tourism market out there too and this region will see a major expansion

CASE STUDY: DRY HOTELS

with this differentiation. There is a huge tourism summit in Abu Dhabi in October this year focusing on Islamic tourism. This segment is growing at the rate of 300% year on year. There are many Islamic funds that want to invest in this sector, hence why we will see an uphill climb in the dry hotel market.”

With Sharia Law and a halal friendly ethos making its presence further felt across the regions hospitality sector, Laurent A. Voivenel, CEO, HMH, Hospitality Management Holdings touches upon the factors why HMH, a large scale dry hotel chain proves to continually thrive as a market leader within its segment, “given the demand for halal-friendly hotels, being alcohol-free allows us to capitalise on the enormous opportunity that exists in this segment. Being a pioneer in creating the first and 'still the only' international alcohol-free chain of hotels, HMH is the region's largest group to operate in the dry segment.

Therefore, we are uniquely positioned to capitalise on the halal segment having been successful in penetrating it early. Over the years we have gathered amazing experience both in terms of operations and market intelligence in the dry hotel segment that is one of our key strengths. Unlike other companies whose aim is to have a share of the pie by creating stand-alone dry brands or hotels, all brands under HMH are halal-friendly no matter where we operate.”

“Furthermore, the Middle East is one of the fastest growing tourism and hotel markets in the world. And halal-friendly hotels will continue to claim bigger market share given the business opportunity and demand. By 2030, Muslims will make up more than a quarter of the global population rising from 1.6 billion in 2010 to 2.2 billion and 30% of this population will seek halal options.”

Family travel perks of being ‘dry’ With religious restrictions across Dubai and the UAE, only licensed hotels can indeed serve alcohol and so the dry hotel chains must find other ways in which to boost revenue and drive occupancies forward, leaving a niche in the market to be explored such as the enhancement of family travel and

THE SHARE OF DRY HOTELS WITHIN EACH SEGMENT: 5-star: 19% 4-star: 34%

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3-star: 25% 2-star: 46% 1-star: 91% (Source: INHOCO)

Renarte General Trading LLC Grosvenor Business Tower, Office 1002 - Tecom - Dubai UAE T +971 4 4356994 - sales@renartellc.ae - www.renartellc.com

MAY 2015 HOTEL NEWS ME

57

CASE STUDY: DRY HOTELS

“THE SUPPLY OF DRY HOTELS IS EXPECTED TO GROW WITHIN THE UPCOMING YEARS, ESPECIALLY WITHIN THE MIDSCALE AND UPPER SCALE SEGMENT AS A TARGETED OFFERING TO GCC GUESTS AND FAMILIES. THE GROWTH IN DRY HOTELS IS SUPPORTED BY THE INCREASED AVAILABILITY OF SHARIA COMPLIANT FINANCE”

leisure facilities, “being a halal-friendly, family centric group, all our properties offer a safe and family-friendly environment. Our hotels offer fabulous recreation and leisure facilities as well as outstanding amenities for children such as special kids’ menus and kids clubs, this is a way to encourage travellers to choose one of our properties.

According to Thomson Reuters’ data, the value of the global family tourism market was $140 billion in 2013. The figure is set to rise to $180 billion by 2018 with growth expected to continue at a rate of 4.79% annually until 2020. Demand for inter-regional family travel will also remain robust with GCC population soaring to 53.5 million by 2020. We are eager to grow our footprint in this significant sector and are keen to have a bigger share of market as well as raise awareness among hotel developers / owners about the opportunity and our strengths in the segment.”

Explains Voivenel.

Also adding to the family travel benefits of being dry, Wael El Behi, general manager, Hawthorn Suites by Wyndham elaborates, “we are well equipped to cater

THE SHARE OF DRY HOTELS WITHIN EACH SEGMENT: 5-star: 19% 4-star: 34% 3-star: 25% 2-star: 46% 1-star: 91% (Source: INHOCO)

Island, a nice and relaxing garden area, and direct access for our guests to the Walk and the JBR community, state of the art spa and beauty salon. Hawthorn Suites by Wyndham provides all these facilities and conveniences at a great value for money.

Our top 5 source markets to date holds no direct impact on our business from being a dry hotel, KSA is our number one

Number of Dry and Non-­‐Dry Hotel Establishments in Dubai

0

11

67

5-­‐star

63

4-­‐star

52

29

3-­‐star

2-­‐star

Dry

1-­‐star

HOTEL NEWS ME MAY 2015

16 33 17 25 113 213

67 63 52 29 11 0

Total

417

222

Non-­‐dry

for the family travel market with our large rooms and suites overlooking the sea and the Marina. We have an excellent outdoor pool deck overlooking the Bluewater 58

Hotel Apartments

5-star 4-star 3-star 2-star 1-star Hotel Apartments

feeder market followed by the UK, Russia, Germany and Turkey. We will continue sourcing for potential and new emerging markets, highlighting our prime location,

product and accessibility. Our guests can go next door if they want to drink alcohol where plenty of options are available for them, but often family focused holidays have no mind to worry about alcohol, as long as our facilities cater to their other needs we will stay in business” According to Julie Olsson Blou, senior project manager, INHOCO, “some hotels promote a dry offering, for example TAJ Palace, Dubai and Jawhara hotels promote themselves as an Islamic hotel, and these dry hotels often attract travellers with Islamic beliefs, families and single women who want calm and family friendly accommodation.”

The challenges According to an INHOCO analysis, 65% of hotels in Dubai do not serve alcohol, with a total of 204 dry hotels in the region, but despite there being such a high number of alcohol free hotels and a number of incentivised reasons including funding and government support to launch into such new projects, as with every venture stands the challenges, and many beverage driven hotels do not face the trials and tribulations that dry hotels indeed must 83 19 overcome, El Behi discusses strategic 96 34% mechanisms to 69 25% overcoming these hurdles, “It undoubt54 46% edly has an impact 124 91% on the F&B revenue 213 100% and profitability especially for certain types of cuisine and 639 65% food concepts where alcohol is pretty much (Source: INHOCO) required. Hence, we strategically decided to limit our F&B operations with an allday dining restaurant serving buffet for the 3 meals mainly for our in-house guests, and one specialty restaurant (Asian fusion

CASE STUDY: DRY HOTELS

cuisine) where alcohol is not a must and with this business approach, we definitely have better control on the cost.

We are strategically focusing more on the room occupancy, revenue and profitability rather than F&B because this is where all hotels make the maximum profit margins.

Hotels generally does 75 to 85% profit from the room sell against 30 to 35% profit from the F&B sell. So far our top and bottom line performance is positive including the F&B where we are showing that this department can be profitable without alcohol if it is managed and the target is set properly.”

Voivenel adds, “It all depends on the facilities at the hotel. A dry hotel can yield the same GOP as the one with alcohol, provided the facilities are defined right. After food and beverage, the largest moneymaker in a hotel is banqueting. So whenever HMH is involved in planning and development of hotel, we advise owners to allocate maximum space to meeting and banquet facilities instead of too many food and beverage outlets as that could generate superb revenue.”

Touching upon the GCC travel market and preferred outlets, Arora explains “we see this more as an opportunity especially with our GCC clients. We are their first preferred hotel in Downtown area. During the peak season, our hotel fills first in the area. We do often get a challenge with some corporate companies but overall it gets compensated with many options in Downtown. All of them are within walking distance. Our location and product compensate for the absence of alcohol. We have not received a single written complaint about this aspect, so we see this as an advantage.”

The pros “Contrary to popular belief, a dry hotel can be as lively and vibrant as any hotel. One of the greatest plus of a dry hotel is a safe and healthy environment that is perfect for families as well as single women travellers. These hotels tend to focus on clean fun and entertainment. Creativity and passion ensure guests an exceptional experience,” explains Voivenel in full praise of the dry segment.

With the general consensus molding around the fact that dry hotels provide an accelerated safe and friendly environment El Behi adds, “these kinds of hotels are more familyfriendly which means safer environment and more privacy for family holidays, short vacations or weekend breaks. In addition, these types of hotels generate better profit margin if they are managed properly and set realistic budgets, dry hotels are increasing their presence in the market place gradually but surely. They are trying to diversify their products and focus on locations. Our upcoming property in 2016 will be a 4-star deluxe family and lifestyle resort on Palm Jumeirah, which will also not serve alcohol, call it brave if you like.”

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F&B FEATURE

The Address Dubai Marina

Culinary creation More competition means F&B professionals face a daily challenge in retaining old customers and wooing new ones – so how are the region’s leading outlets managing their marketing strategies, asks Lucy Taylor?

The Address Downtown Dubai

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HOTEL NEWS ME MAY 2015

F&B FEATURE

T

he Middle East’s top tourism tion’s corporate vice president for F&B feel about the monumental marketing chaldestinations are working hard operations, James Wierzelewski, observes: lenge they’re facing? to beef up their credentials as “The Middle East is identified as one of the According to Aldert van Zyl, director gastronomic hubs and thanks key growth markets for the food and bever- of food and drink at Radisson Blu Hotel to numerous big-name brands and innovaage industry; it’s set for fast and profitable Dubai Deira Creek, success is not simply tive new eateries opening up in locations growth, as new hotel chains along with about “where you are located and what you across the have to offer”.

UAE, Qatar Today, he asserts, and Lebanon it’s also “the way “YOUR RESTAURANT IS AS GOOD AS YOUR LAST GUEST. ENSURE in which you in particular, the region’s THAT THEY RECEIVE THE BEST SERVICE AND LEAVE CONTENT- are selling to the food and ED, AND YOU’VE EARNED A VALUABLE PATRON WHO WILL ASSIST market”. beverage scene The diversity of YOU IN YOUR JOB WITH WORD-OF-MOUTH MARKETING.” is hitting new that market is a VIVIEN IVANYI, CORPORATE DIRECTOR OF MARKETING, EMAAR heights. trademark of the But with so region’s biggest HOSPITALITY GROUP many restaucities, and one rants, bars and that presents a clubs now in operation, the competition outlets open up every year.” fierce challenge – as JW Marriott Marquis for custom is fierce; the hottest new venue Indeed Rotana is a prime example, with Dubai’s director of sales and marketing, in town could flop if it doesn’t attract the plans for 100 hotels across the region by John Farelly, notes. right crowd, while even a long-term favou2020 – a pipeline that will double the “It’s a cultural melting pot, and as a rerite can fail if its clientele loses interest. brand’s portfolio of F&B outlets. sult there’s a phenomenal range of cuisines And still more outlets are on their way, With the number of new venues available representing every corner of the as Rotana Hotel Management Corporacontinuing to rise, how do professionals globe,” he says. “There’s also the sheer

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F&B FEATURE

volume of options to consider. In Dubai alone, there are more than 70 five-star hotels, and within each of those there are usually multiple restaurants, so customers are spoilt for choice.”

RESIDENTS RULE Brinda Hora is associate director of communications and marketing for InterContinental Hotels Group Dubai Festival City – a site that includes the InterContinental and Crowne Plaza hotels, InterContinental Residence Suites and Al Badia Golf Club.

She says; “In other countries we have one restaurant and one bar per hotel, and hotel guests visit the venues rarely, whereas they go to independent restaurants more often. But here in Dubai, we see local residents dining in hotels more often than visitors – and this is one of the reasons for the significant competition within the hotel F&B market.”

This unusual propensity for local residents eating at hotels has led to numerous dining options in each property – on such a scale that F&B business here has become unlike almost anywhere else in the world.

At Radisson Blu Hotel Dubai Deira Creek, van Zyl oversees 16 food and beverage outlets, ranging from a Persian restaurant to an English pub.

Similarly, Hora from InterContinental Hotels Group (IHG) and her team handle the marketing, promotion and communications for 16 restaurants, as well as the spa, golf club and events.

At Emaar Hospitality Group, corporate director of marketing Vivien Ivanyi is responsible for a diverse portfolio of hospitality and F&B assets across three hotel brands: The Address Hotels + Resorts, Vida Hotels and Resorts and the upcoming Rove

Hotels; in addition to several leisure assets and lifestyle dining venues.

“All these outlets offer distinctive niche experiences, and we have to focus on highlighting their differentials through integrated marketing campaigns,” she explains.

TAILOR MADE With such a diverse range of both products and target customers to consider, any new promotional strategy has to be meticulously tailored.

Radisson Blu’s van Zyl states; “first and foremost, the brand of the outlet needs to be established and in line with the offering and target market. This includes the logo, menus, uniform, equipment and so on. Once that’s done, the outlet’s unique selling points and promotions need to be developed and defined. Lastly, the channels for reaching the target consumer need to be identified.”

Marriott’s Farrelly says there’s also a great deal of research to be undertaken regarding positioning in the local market.

“Look at new trends, undertake competitor research, consider your target audience, operational strategy, price point – and above all, gain a clear understanding of how the product is different to competitors,” he advises.

Naturally, all of this has to be achieved within a set budget – with the aim of delivering a swift and solid return on investment (ROI), points out IHG’s Hora.

Even once the initial campaign push is complete, there’s no let-up. As Rotana’s Wierzelewski notes, whether it’s a brand new restaurant or a fresh drive for an old favourite, marketing is an ever-evolving tool that requires constant attention.

“Menus and restaurants should be

changed and revamped occasionally to keep the guests satisfied and curious,” he says.

MEDIA MATTERS Whatever message an outlet wants to send out, it’s vital that it reaches the right audience – and that’s where different marketing mediums come into play.

“We use both digital and print media channels,” says Radisson Blu’s van Zyl. “However digital has become far more important and is growing at a faster rate than ever before. People are reading far less print media than they did 10 to 15 years back.

“Digital channels also offer a lot more options, enabling us to target the market more specifically and also providing far better ways of tracking the effectiveness and ROI of such advertising.”

Marriott’s Farrelly breaks it down still further: “We’ve wrapped taxis in restaurant branding, sponsored big sports and music events, developed partnerships with other key brands and engaged in filming, radio and other PR opportunities.

“Now our online presence is becoming one of the most important channels for promotion, as people now conduct and manage both their personal and professional lives online.”

IHG’s Hora agrees, noting: “Trends have shown that online and social media are the most influential platforms to spread the word quickly.

“What’s more, social media allows guests to interact with us – adding comments, sharing experiences and liking what others have posted. This means the guests themselves are evolving into ambassadors for the hotel and its promotions.”

Emaar’s Ivanyi points out that it’s vital to capitalise on in-house opportunities

TOP TIPS FOR AN F&B BOOST “TO BOOST AN EXISTING OUTLET’S PROFILE, YOU NEED TO IMPLEMENT A FULLY INTEGRATED MARKETING CAMPAIGN THAT INCLUDES PR, SOCIAL MEDIA, MARKETING, COMPETITIONS AND INCENTIVISED OFFERS. ONE ELEMENT ON ITS OWN ISN’T ENOUGH IN THIS CITY TO CREATE BUZZ AND WORD OF MOUTH” JOHN FARRELLY, DIRECTOR OF SALES AND MARKETING, JW MARRIOTT MARQUIS DUBAI

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CHAIN FOCUS

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F&B FEATURE

“BE CREATIVE TO GET PEOPLE ENGAGED ON YOUR ONLINE PLATFORMS – AS WELL AS MAINTAINING POSITIVE RELATIONSHIPS WITH INFLUENTIAL BLOGGERS AND MEDIA.” ALDERT VAN ZYL, DIRECTOR OF FOOD AND DRINK, RADISSON BLU HOTEL DUBAI DEIRA CREEK

for promotional communication as well; “we leverage our state-of-the-art room automation service that enables guests and residents of our serviced apartments to make requests with the various departments within the hotel – from room service to the concierge – at the tap of a finger, with in-room iPads.”

Certainly, today’s tools are better than ever for ensuring the swift, widespread dissemination of information – which is good news, with modern consumers hungry for more promotions and more innovation.

But both the speed of communication and the voracious market appetite raise problems, for those managing long-term marketing strategies.

As Radisson Blu’s van Zyl observes, staying on the pulse is vital.

“The most common stumbling block is complacency, by not moving with and at the speed of the market,” he warns.

“Outlets need to stay abreast of market movements…if your competitors do this faster than you, they will be the ones to reap the benefits.”

Another major pitfall, according to Emaar’s Ivanyi, is the lack of reliable data across several key regional markets. “It means [the industry] is often forced to rely on outdated reports or small sample surveys, which can potentially impact the effectiveness of the campaign,” she warns.

Clearly, knowledge of the relevant market and marketing mediums is vital for correct venue promotion; but, as Rotana’s Wierzelewski points out, there is another essential ingredient.

“Creativity is key,” he emphasises. “That, combined with continuous research into customer needs, rigorous staff training, and quality control at every stage of the dining experience gives a real edge.”

POINTS MAKE PRIZES While social media seems to be the catchphrase for a new generation of marketeers, 64

HOTEL NEWS ME MAY 2015

a tried-and-tested format for ensuring guest commitment is a loyalty programme.

From the simple idea of earning a free coffee once you’ve bought 10, to sophisticated programmes offering fabulous gifts for visitors who accumulate points, this method has been successfully adopted for years.

And yet, in today’s online informationheavy world, such programmes have actually gained fresh relevance, claims Wierzelewski.

“Studies by loyalty card consulting firms such as Loyalogy have indicated that many customers suffering from ‘deal fatigue’ – caused by being bombarded by online specials – actually prefer the more traditional rewards offered by a loyalty programme,” he says.

“The studies found this was particularly true of programmes that allowed points to be collected and redeemed across multiple outlets, and had clearly defined propositions in which customers earned points for rewards – as opposed to those built solely on periodic, surprise free items.”

And loyalty-card appeal is not restricted to the long-term clients: Marriott’s Farrelly notes the new generation of customers is keen to sign up as well; “gen Y or Millennials love and expect to have their custom rewarded,” he comments.

“We’ve realised that this new generation of travellers wants more instant rewards from loyalty schemes. They don’t want to build up points over years to achieve a free week somewhere; they prefer to save for a few months to earn a short break weekend, or staycation.”

Certainly, from the hotel’s perspective, these rewards are a small price to pay for securing a lifelong customer. And in a market where attractive new competitors are springing up all the time, a strong, returning clientele is key.

Fad-driven outlets will come and go – those that stand the test of time will be the ones that, through continuous and clever marketing efforts, retain their customers’ interest and, ultimately, their affection.

“TRENDS HAVE SHOWN THAT ONLINE AND SOCIAL MEDIA ARE THE MOST INFLUENTIAL PLATFORMS TO SPREAD THE WORD QUICKLY.” JBRINDA HORA, ASSOCIATE DIRECTOR OF COMMUNICATIONS AND MARKETING, INTERCONTINENTAL HOTELS GROUP DUBAI FESTIVAL CITY

“MENUS AND RESTAURANTS SHOULD BE CHANGED AND REVAMPED OCCASIONALLY TO KEEP THE GUESTS SATISFIED AND CURIOUS,” JAMES WIERZELEWSKI, CORPORATE VICE PRESIDENT FOR F&B OPERATIONS, ROTANA HOTEL MANAGEMENT CORPORATION

© iStock / Thinkstock - © Studio Rougereau

True and genuine French excellence in bakery

Contact: rmorais@le-duff.com

www.bridordefrance.com

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F&B INTERVIEW

Ashiana - a happy home Chef Vineet Bhatia sits down with Sophia Soltani to talk about his ‘happy home’, Ashiana restaurant in Sheraton Dubai Creek Hotel & Towers and how leaving a sweet taste in someone’s mouth stems deeper than just a sweet treat

A

s I sit down with, twice starred,

and it led straight into the kitchen.”

Michelin Chef Vineet Bhatia, I

Launching in to discuss his slightly

can already sense that I am going

unconventional introduction to his now

to be intrigued and slightly beguiled by

world famous love of food, Bhatia con-

this humble and charming chef as I dig

tinues, “there wasn’t a passion ignited at

a little deeper to find out how this small

home for cooking, my mother always

town kid with a dream of being a pilot

cooked good food, but never a desire to

turned his charm to becoming a world

just learn, I didn’t sit on my grand-

renowned chef and restaurateur.

mothers lap peeling potatoes and peas,

Bhatia begins our interview talking

I am not the classic story that you hear

a little about his career background,

from other chefs, I never did that. The

launching straight into it he tells me, “I

beauty behind my story comes from me

was born into a middle class, well educated

wanting to learn, in very simple terms,

family and I was brought up in Mumbai.

I was a reject in life, I couldn’t be a

I always wanted to be a pilot, so I went for

pilot nor a bartender and so I found my

my exams and passed, then I went for my

home in the kitchen, and what a very

medical and I flunked, they said I was too

beautiful home it turned out to be.”

short and my legs weren’t long enough! So

After finishing his culinary degree in

after that, I had a few options and I went

1988, Bhatia was recruited as a trainee

into textile designing just like my father

at the The Oberoi hotel group, where

but I soon came to realise that it wasn’t my

he remained for three years covering all

cup of Darjeeling. I had cotton in my eyes,

aspects of Indian cuisine and it was this

ears nose and everything, and so I really

time with Oberio that perhaps shaped

didn’t like that too much and I lasted five days there.

the path of his culinary career.

Chef Vineet Bhatia

After five long and fruitful years with

After my traumatic cotton experience I was interested in getting into hotel management, and so I was successful in getting through with one company, much to the dismay of my family who all thought I wanted to go in and clean toilets for a living, so it was easier to let them think that and off I went to

the chain, as Bhatia explains, “I was

“I WALKED INTO THE KITCHEN AND I WAS ABSOLUTELY AMAZED, I FELL IN LOVE WITH IT AND SAID TO MYSELF ‘I WANT TO BE A COOK’, THAT IS HOW MY JOURNEY BEGAN. FROM ALL OF THE KNOCK BACKS I FOUND AN OPEN DOOR, IT WAS THE PERFECT DOOR FOR ME AND IT LED STRAIGHT INTO THE KITCHEN”

the Institute of Hotel Management in Bombay.

There I was never really interested in the food, and at the time there was a film out with Tom

there and so I realised sitting in India wasn’t helping me express myself as a cook, I realised I had to leave in order to grow. Although I was creating my own concepts and finding my own expensive lobster, expensive ingredients,

I wanted to be a barman to make all of the exotic

I was being questioned as to why I was mixing,

cocktails and sit wooing the guests. I applied for

say for example king prawn in the tandoor, I was

they told me I was too short to stand behind a bar counter, and all they could offer me was work in the kitchen. So I gladly accepted, knowing I wasn’t too short for this task, I walked into the kitchen and I was absolutely amazed, I fell in love with it and said to myself ‘I want to be a cook’, that is how my journey began. From all of the knock backs I found an open door, it was the perfect door for me

HOTEL NEWS ME MAY 2015

I wasn’t allowed to innovate and evolve

style, I was being told off for using Cruise, called Cocktail and so that was it, I decided

my training and when I went for my interview,

66

not allowed to grow in India anymore,

F&B INTERVIEW

being told, ‘Indian food does not need to be expensive’ people didn’t understand my need for growth.”

In 1993 Bhatia wound up in London at the Star of India in Kensington, and as he describes it “I realised, boy this is going to be tough, as everyone was in a mild curry state or extremely spicy curry mentality, it was either a Korma or a Vindaloo. It was in a terrible state, and the first thing I ever cooked was Gaajar Halva, a sweet offering to the Gods, and I sent this out to one of the customers, an old commander Jackson type figure and he sent the dish back to me in the kitchen, so I wondered why he had done this and went out to speak with him. This old English chap said to me ‘you need to learn how to make Gaajar Halva, as it is served into a tube and is served cold, not warm’, so you can imagine I was

facing a tough crowd.”

In June 1998 Vineet teamed up with Iqbal Wahhab, to conceptualise the ‘Cinnamon Club’ and head up the kitchen in London, unfortunately planning permission issues led to considerable delays and in January 1999, leaving Bhatia unable to financially sustain the business, with a new house and a young son to care for the venture closed. Bhatia himself describes this experience as “a blessing in disguise, as people bought into my food, so I knew people didn’t have an issue with the food, it was the investors, and people were becoming more cautious.”

It becomes evident that Bhatia’s foundations are firmly set in Rasoi, London where he was awarded a Michelin star for the second time in 2006 and he made history again in 2009 becoming the first Indian chef to hold two Michelin stars when Rasoi by Vineet, Geneva gained this same feat.

Amongst some of his greatest achievements, including a one year consultant to the first fashionable lounge and diner by the internationally acclaimed FTV in the thriving hub of Mumbai F-Mumbai, he is also consulting on the menu for First and Business Class passengers of Qatar Airways, plus producing his own book ‘Rasoi: new Indian kitchen.’ But when asked about these achievements, Bhaita explains, “my greatest accomplishments are not with my stars, restaurants come and go, as do fads and trends, I take great comfort in my heart knowing I have been a good father and husband. It is about the lives we touch that matter. I have left my mark in my food, so be it, a sweet taste in the peoples lives I have touched.”

Bhatia is now overseeing the menu at Sheraton Dubai Creek Hotel & Towers, where the restaurant is aptly named ‘Ashiana by Vineet’, Ashiana, translated from Hindi to English means a happy home, emphasisng all of what Bhatia himself represents. Flavours from different regions of India come together on one plate under the masterful direction of Bhatia himself, offering a gastronomic experience that is true, both to Indian food and its origins itself, as well as Bhatia’s interpretation on how it should be in the progressive world. Pan-Indian in nature the dishes have evolved with traditions at the heart of each dish.

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FIRST LOOK

Nine's a charm

With InterContinental Hotel in Dubai Marina about to open its doors for the first time later this month, Hotel News ME checks out its extensive line-up of nine new F&B outlets “DINERS IN DUBAI ARE LOOKING FOR MORE THAN TRADITIONAL FINE DINING. THEY ARE INCREASINGLY EXPECTING ‘3D’ DINING EXPERIENCES, THAT NOT ONLY EXCITE THE TASTE BUDS BUT ALSO THE VISUAL SENSES” - JAMES WORTHINGTON, DIRECTOR OF FOOD AND BEVERAGE, INTERCONTINENTAL DUBAI MARINA

T

he soon to be launched, InterConti-

in gin-based cocktails and not forgetting the vast ar-

nental Hotel, Dubai Marina is set to

ray of tonics. “Diners in Dubai are looking for more

open its doors this May, and IHG’s

than traditional fine dining. They are increasingly

landmark new hotel recently unveiled

expecting ‘3D’ dining experiences, that not only

its wide-ranging collection of 9 food and beverage

excite the taste buds but also the visual senses, and

restaurants, set to feature in the hotel, offering visi-

here at InterContinental Dubai Marina we shall be

tors the facility to enjoy a variety of different and

reinvigorating the Marina’s dining scene, offering a

exciting gastronomic experiences.

variety of options from more formal to relaxed, as we

Headlining amongst the hotel’s gigantic F&B portfolio, will be Marina Social Restaurant and The Social Room Bar, which marks celebrity chef, Jason Atherton’s entrance to the region, Atherton is set to bring with him his internationally celebrated ethos of casual, yet classic British food.

With Marina Social due to launch this Sep-

the interlocking wood panels in the bar area, the brass & stainless steel metal mesh screen & the wood slats in the ceiling in the main dining area accentuate the wanted natural look.

YNOT BAR & KITCHEN

welcome our resident guests, along with the larger UAE community.” Explains Worthington

THE OUTLETS MARINA SOCIAL RESTAURANT AND THE SOCIA

tember, James Worthington, director of food and beverage, InterContinental Dubai Marina touches upon the 9 new restaurants and how the new Marina property is set to make its mark on the already bustling F&B scene in Dubai. “Dubai’s growing gastro scene needed something new and exciting, with Marina Social, we’re really stepping it

The hotel’s waterfront wine bar, will stock a fabulous range of international grapes, hand chosen by the in-house food & beverage manager, Julien Coron. The bar will also include a state-ofthe-art dispenser offering 24 individual wines by the glass. Y-not will serve a variety of international tapas-style dishes, providing the perfect

up a notch. Providing diners with an entirely new dining concept that will set a new benchmark to

FURNITURE BRANDS USED INCLUDE:

Dubai’s culinary offering.”

InterContinental Dubai Marina will also house Accents Restaurant Deli, an outlet Inspired by international cuisine, one of the unique highlights that the 160-seat restaurant, will be the open kitchen bar, from which diners will be able to pick fresh ingredients and witness them being prepared and cooked by the restaurant’s expert team of chefs.

Ginter, a relaxed bar venue serving a range of international light bite dishes, will be located just off the hotel’s lobby and will cater for up to 50 guests for a more intimate, casual feel, Ginter will present one of the largest collections of gin in Dubai, specialising

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HOTEL NEWS ME MAY 2015

ROOM BAR Chef Jason Atherton’s fine dining restaurant is aiming to contribute elements of sophistication with its wood mesh panels, red coloured glass with the use of natural and raw materials were the driving force behind the design, creating a rustic ambience with the aim of looking like a renovated old space. The floor is a combination of Italian stone and solid parquet oak wood and the walls in the bar area are fair face concrete. Details such as

Fritz Hansen Andreu World Riva1920 Sancal Arper Gandia Blasco Expormim Grassoler Ritzwell Very Wood

FIRST LOOK

accompaniment to the beverages on offer and the design concept is used to create a space with an industrial look and feel with some touches of pop. The combination of rough materials such as the metal wall panels on the mezzanine level and the white painted brick walls on the ground floor with the fuchsia doors and the soft furnishing give the desired look reflecting the outlets serving feel. The main bar counters on the ground level are made of Australian Marri wood (245 years old). Accents such as the cork bar stools and the graffiti ensure that the overall look is young and playful.

ACCENTS RESTAURANT Open daily from 6.30am to 11pm. Inspired by international cuisine, the 160seat restaurant, including an outdoor terrace will offer buffet options for breakfast and an a la carte lunch and dinner. One of the unique highlights of Accents will be the open kitchen bar, from which diners will be able to pick fresh ingredients and witness them being prepared and cooked to perfection by the restaurant’s expert team of chefs, before being served to diners alongside a wide selection of beverages.

GINTER A relaxed bar venue serving a range of international light bite dishes, will be located just off the hotel’s lobby and caters for up to 50 guests, open from 12pm to 2am. With a more intimate, casual feel, Ginter will present one of the largest collections of gin in Dubai, specialising in gin-based cocktails and not forgetting the vast array of tonics along with many more favourites.

GALLERY LOUNGE Open from 8am to 11pm every day, the lounge will be serving light snacks and refreshments throughout the day, an ideal location for an informal meeting or to simply catch up on your thoughts.

ACCENTS DELI Open daily from 7.30am to 11.00 pm.

Serving

a

range of pastries and

sandwiches,

the Deli is set to be the perfect stop for people looking for a quick coffee or relaxed catch-up with a friend whilst in the Marina.

URBAN SHISHA LOUNGE & URBAN LOUNGE The hotel’s shisha-bar offering a calm and collective area serving Arabic inspired snacks and extenuating the poolside feel.

ST_Anz_M-iClean_90x242_GB_Sonder.indd 1

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26.03.15 14:05

TAKE 10

GOING VIRAL

Mary K. Farmer, director of online programs at the Glion Institute of Higher Education explains the increased popularity of online higher education courses across the hospitality sector

P

restigious Swiss hospitality management school, Glion Institute of Higher Education is ranked amongst the top three hospitality schools worldwide and has now brought over its courses from Europe, across to the Middle East offering the Glion Executive Certificate program which has been specifically developed to help mid-level professionals expand their knowledge and earn qualifications without having to interrupt their careers.

Offering flexibility in knowledge and delivery, the program focuses on hospitality business management with specialisations in leadership, finance and marketing and can be undertaken 100% online.

Each module is delivered over a period of 8 weeks, for a total duration of 24 weeks to earn the Executive Certificate.

Alternatively, students can attend face-to-face intensive residencies that take place over four days at global locations including the Glion London campus and now in Dubai followed by

4 weeks online to complete particular modules, thus allowing students to earn their degrees faster.

Students are also able to transfer the

credits from the Executive Certificate into the online MBA Program if they later choose to earn the full degree. The Online MBA offered

by Glion is the world’s first 100% online accredited MBA with a focus on Hospitality Management.

Since its launch in 2010 it has shown huge success with midto-high level professionals in the region with 11% of professionals enrolled in the programme residing in the Middle East.

“We had first launched these residences at our campus in London to resounding success. As the online programmes are very popular with professionals in the Middle East region, bringing the residences to Dubai would be of great benefit to our students,” explains Farmer.

“The uptake for the Dubai residencies has been fantastic and we are certain it will add another dimension to their Glion education experience.”

“Fully online postgraduate education programs have surged in popularity as the profile of the average higher education consumer has changed: a large part of the world’s student body is no longer made up your average 25 year-old full-time student living at home, but many are mid-career hospitality employees with professional and private commitments that limit their access to traditional campus-based programs” 70

HOTEL NEWS ME MAY 2015

TAKE 10

10 REASONS TO STUDY HOSPITALITY MBA ONLINE

THE STAYING POWER TO HOLD DOWN A JOB Studying an MBA online allows students to schedule their academic responsibilities to accommodate their workload, which gives them the opportunity to maintain their position while enrolling in a fully accredited graduate programme. This not only ensures financial stability, but also gives participants the freedom to follow courses from wherever their employers might require them to travel.

FLEXIBILITY A module-based online MBA requires participants to balance their courses with their work load, which in the hospitality industry often means long and irregular hours. It can be challenging to reconcile the two, but the full flexibility of an online course is a lot easier to accommodate than a typical campusbased program.

ADVANCE CAREER Many online students are seasoned hospitality professionals who either already hold a leading position and wish to complete the degree they never had the chance to take, or they are middle management employees who lack the academic background to further advance their careers. For both an online MBA can prove a rewarding experience.

RANGE OF SHORT TERM AND LONG TERM DIPLOMAS Apart from the full online MBA degree, Glion offers shorter Executive Certificates that consist of merely three instead of ten eightweek modules. After completing a certificate programme, students have the opportunity to transfer their credits towards the pursuit of a full online MBA.

TAILORED QUALITATIVE CURRICULUM Glion Institute of Higher Education is considered by the industry as one of the best

in the world. According to a recent global survey by the highly reputed UK based research firm Taylor Nelson Sofres, industry hiring managers from luxury hotels rank Glion Institute of Higher Education among the top 3 hospitality management schools in the world. The curriculum and course content of Glion’s online MBA is identical to the campus-based MBA program, devised in collaboration with hospitality experts and tailored to address the latest developments and trends of the industry and are delivered by a faculty made up of international experts in the area.

NETWORKING WITH PEERS AND INDUSTRY LEADERS Since the latest technological advances allow for numerous modes of interaction between faculty and course participants, students have the opportunity to exchange with a number of peers from around the world holding advanced positions within the industry and in this way build a strong network and establish lifelong friendships by the time they graduate. Once students have graduated, they join Glion’s alumni network, which has over 10,000 members in over 100 countries. Glion alumni hold various levels of positions in the hospitality and luxury industries and work with the industry’s most prestigious groups. We have excellent relationships within the industry with over 50 international companies recruiting our students including Marriott, Rolex, LVMH, Hyatt, Starwood and others.

SELF-DISCIPLINE When asked about their experiences completing an online MBA, many graduates list the need for self-discipline among the most challenging and most instructional aspects of the program. Since the course work is a substantial addition to any job description, participants are required to make best use of their time by clearly structuring their schedules and respecting self-set deadlines. Although not easy, this exercise is very valuable in terms of setting priorities, dividing responsibilities and meeting deadlines.

Online courses offer a dynamic environment for learning and professional development. The interactive learning approach allows students to debate with classmates from around the world and students can immediately transfer the concepts and skills learned to their current workplace, offering more to both student and employer than a traditional distance-learning programme.

RESIDENCY SESSIONS Launched in 2014, Glion added optional residency sessions to its online MBA and Executive Certificates, inviting faculty and students to a weeklong series of intensive on-campus courses, covering half a module that normally spans four weeks. These non-mandatory sessions allow students to meet and interact with their virtual peers face-to-face.

The residencies take place at Glion pop-up campuses worldwide in London, Singapore and most recently Dubai. The feedback to the Dubai residencies has been very positive as 15% of our online MBA students reside and work in the Middle East region.

GOOD VALUE FOR MONEY As there are no additional costs for travel, housing and facilities, tuition for online MBA programs is usually less than half of the campus-based program.

Upon completion, online students are awarded an accredited and well-regarded degree from one of the industry’s top institutions.

DIRECT APPLICABILITY Since online students remain in the workforce, they have the unique opportunity to directly implement the lessons learnt during their courses and provide real-world examples to class discussions and group work, which in turn contributes to the course’s content and interaction.

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MEET THE EXPERT

Maintaining a hotel

is the responsibility of all staff Ensuring your hotel remains in top working condition is the responsibility of all team members

MARIANO FAZ, HEAD OF ASSET MANAGEMENT AT TFG ASSET MANAGEMENT.

W

hen evaluating a hotel’s performance, discussions between hotel owners and operators inevitably

turn to operating profit and the short-term commercial outlook.

Most performance assessments take into account

out negatively impacting the overall guest experience.

“A poorly maintained asset will negatively impact occupancy and the Average Daily Rate (ADR)”

Ultimately, any assessment should also benchmark the property’s performance against its main competition. Being able to compare your maintenance or consumption ratios with your competitors will foster a stronger sense of the state of your asset.

the commercial aspects of the property. However,

Responsibility for the preservation and apprecia-

it is important to consider one basic element. The

tion of the asset lies with the asset manager and the

building is a key component of the hotel business.

and address them accordingly. The asset manager is

hotel operator. However, all employees have a role

A poorly maintained asset will negatively impact

ideally placed to lead this process, formulating a set

to play in monitoring the day-to-day performance

occupancy and the Average Daily Rate (ADR).

of key performance indicators designed to maintain

of the property.

So why is this factor often ignored? A Profit & Loss account contains numerous expenses relating

the property in optimal condition.

Utilities cost per room night, energy consump-

to the property itself. Maintenance, engineering

tion comparisons between different periods, kw/h

department salaries, replacement and repair costs,

consumed per room night, on-going repairs, open

utilities, and AMC (annual maintenance contract)

requests, ratio of requests per guest, percentage of

costs, are just a few examples of line item expenses

requests resolved and repair average cost ratios, are

directly related to the property’s upkeep. It can often

but a few examples.

represent 25% to 35% of total revenue, highlighting its importance to the hotel’s bottom line.

Ignoring these factors can lead to larger problems. For example, a hotel may offer fabulous ac-

When considering these factors, the asset manager and operator should also review them as part of their regular monthly discussions.

Ultimately, hotel staff should also be trained to

commodation, but if a guest reports a poor shower

focus on the physical aspects of the building and

experience due to water pressure problems, it will

incorporate best practices in their daily responsibili-

ultimately impact ADR.

ties to ensure it remains in top working condition.

Hotel operators should focus on hiring an

Additionally, the asset manager should regularly

experienced chief engineer to ensure their facilities

monitor the reserve fund to ensure adequate monies are

remain in top working condition. Ironically, a chief

available to cover any potential issues that may arise.

engineer’s worth is often only acknowledged when a specific problem arises.

Ideally, the hotel’s asset management team should have the requisite expertise to evaluate typical flaws

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HOTEL NEWS ME MAY 2015

A reserve fund adequacy study should highlight any potential faults, analyse the lifecycle of key items, cover the cost of required improvements and also propose additional measures to reduce operational costs with-

About The First Group and TFG Asset Management The First Group (www.thefirstgroup.com) is a British-owned global property development company based in Dubai, with an exclusive focus on creating innovative, iconic hotel projects.

The First Group Asset Management (TFG Asset Management - www.tfgassetmanagement.com) assists with every aspect of a completed development to ensure property investors get maximum return on investment.

Head of asset management, Mariano Faz, has more than 12 years of expertise in global hospitality and real estate markets and has held a number of high-level positions in hotel operations.

‘SAVE THE DATE’ Hotel News ME is proud to launch the inaugural Executive Housekeepers Summit.

Bringing together housekeepers from across the region for a day of workshops, panel discussions and debate Giving delegates a prime opportunity to network and discuss the landscape of the ever changing hospitality industry

Wednesday 21st October 2015

Speaking Opportunities

Sponsorship Opportunities

sophia@bncpublishing.net

dom@bncpublishing.net

To attend mark@bnpublishing.net

MEET THE EXPERT

HOW UNREALISTIC SCHEDULES CAN HARM YOUR OS&E PROCUREMENT

Yasemin Akaydin Miller, managing director, PASS International FZE, discusses how impractical deadlines can harm OS&E objectives

H

as this ever happen to you? You are at a project meeting, looking out of the window to the hotel that is being built and thinking about the opening date you have just been given. Have you asked yourself, if this is the same building they are talking about or you are lost in translation?

There are many reasons why projects get delayed; it is sometimes inevitable. However knowing the dates have been pushed forward and not informing the parties involved, is not a good move, especially for OS&E procurement.

What are they trying to achieve?

Trying to make the owners and investors happy by saying ' it can be done' (well let's face it, sometimes you could loose your job if you say no) or making sure that you keep everyone who is involved in the project on their toes all the time or you like to stress others and yourself for no reason, or you are a very, very optimistic person and believe in miracles or you really don't know what you are doing...

I can go on with the list, but still could not understand it till this date, why a certain non achievable deadline is set or the project is delayed and everyone is told to follow the original schedule, despite the fact that in numerous occasions, 'unofficially' everyone tells each other that 'it is not going to happen!'‌ Everyone knows, but everyone still follows blindly.

Why? There is a contract and unless someone sends you an official letter regarding the opening date, you are obliged to follow; in case a miracle happens, you don't want to be the one who is blamed for non-performance!

What happens next?

You start working very hard to achieve the deadline. You have lots and lots of products to be sourced and to be specified. You need 74

HOTEL NEWS ME MAY 2015

Will they do it? Yes, they will, up to a certain time, depending on the amount of the order.

Everyone is prepared for a month's delay. But if it is over that period, then they will start charging you.

When should you deliver OSE? YASEMIN AKAYDIN MILLER, MANAGING DIRECTOR, PASS INTERNATIONAL FZE

to get all the quotations, analyse and compare the costing, get approvals and issue the orders. You put pressure on everyone around you; the operator to specify, the owner to sign orders and pay deposits, the suppliers to commit on deliveries.

You continue checking with the site regarding the opening date. You still get the same answer. You -should- warn them about the consequences, cost implications, handling and procedural difficulties. But most of the time nothing changes.

The time comes... (Congratulations, you have managed to achieve the deadline!)

You now want to organise the deliveries; you will hear the following: 'The site is not ready to receive the goods!'

'The areas are not handed over to the operator, so nothing can be received at site!'

'Hold on to the goods. Don't deliver them yet!'

'Ask the suppliers to keep the goods in their warehouse!'

Surprise, surprise‌ Or should I say, smile you are on the candid camera!

Can you imagine the position that you would be in as a procurement person? You pushed the suppliers to manufacture, to ship, to do whatever they can to achieve the date, do the impossible; at the end when the time comes, you say: 'Stop, don't deliver. We are not ready...'

And now, you are even asking them to store the items for you. Is this fair? No, not really.

Other than couple of items that need installation, like your mattresses, minibars, safes, TVs, everything should be delivered at least one month before the opening. The ideal and best way to deliver OSE is directly to site, where everything can be received, counted, stored and placed at the right areas by the operator.

If you don't have a ready site, you have to deliver the items to a warehouse. Not an ordinary warehouse; a big, air-conditioned and a managed warehouse. You store your items there till the site is ready to receive deliveries.

Result Not only this has a huge cost impact on your project, it also creates big logistic issues; everything need to be double handled; transported, received, counted and delivered again. Along the process, it is almost inevitable to have some items broken, misplaced or lost.

The consequences at delivery are not the only obstacle; you have also created the following by achieving an unrealistic deadline: - No time for negotiation - You cannot get what you want; you get what is available - No time for customisation, making some thing special - Because of minimised production time, you pay more for the items - You rushed everything; you are open to make mistakes - You spent a lot more, not for what you get, but to clean up the mess.

So, keep smiling...

MAY 2015 HOTEL NEWS ME

75

MEET THE EXPERT

How to effectively manage a tricky customer Omar Rashid, general manager, British Standards Institution Group (BSI), Middle East WLL, Qatar discusses the effective ways in which to handle those difficult customer complaints and minimising consumer problems

A

s customers increasingly use self-service to

but provides some of the best learning opportunities.

purchase products, apply for services and manage

Top tips on how to manage customer complaints

account details, the only human interaction with a

more effectively with the help of ISO 10002:

company is often when something has gone wrong. As a result, customers will often rate an organisation on

• Get commitment and support from senior

how well they have dealt with complaints.

management

With access to a wealth of information, custom-

• Engage the whole business with good internal

ers are often well informed about their rights, including their right to complain when things go wrong, and the impact of satisfying the complaining customer can prove to be incredibly positive for businesses.

Companies that are bad at handling complaints,

communication OMAR RASHID, GENERAL MANAGER, BRITISH STANDARDS INSTITUTION GROUP MIDDLE EAST WLL, QATAR

can and will cause problems and may cause affected customers to complain. Poor communication,

especially with the advent of social media, risk

misleading advertising, unfair treatment will also

reputational damage and a loss of customers. Over

cause problems, as will poorly trained, overworked

the past few years regulated industries, including

and demotivated staff members. But these problems

utilities, have also seen record fines for poor com-

don't always cause customers to find fault. If the

plaints handling.

problem has a significant impact upon a customer, they are likely to complain.

Prevent complaints or minimise problems caused

However, if the problem has a minimal impact

What should companies do when tackling com-

upon them they may not be too concerned to go

plaints? Invest time and resources on designing

through the time and effort of reporting a problem.

strategies to prevent complaints or focus on prevent-

However, another factor that must not be over-

ing problems for customers whilst also maximising

looked is trust.

customer satisfaction? The problem with many

they are ready to listen and rectify the issue for

often focus upon the wrong thing. To name a few a

them, then they are more likely to let them know

companies may:

when something has gone wrong and will work towards finding a mutually agreeable resolution.

• Restrict the channels that allow customers Discovering the problem

• Limit their definition of a complaint

The goal of effective complaints handling should

• Implement cumbersome, bureaucratic

not be to prevent complaints from occurring but to

procedures for customers to follow (and

minimise the number of problems experienced by

get lost in the exhaustive paper trail)

customers and minimise escalations.

• Ensure staff see complaints as a negative,

Formal and official complaint procedures tend

so that they do all they can to not record

to result in many expressions of dissatisfaction being

complaints

left unrecorded and invisible to a company. They also

• Blame staff that cause complaints

struggle to effectively deal with the growing number of

• Blame customers for having unrealistic

negative comments that are scattered across social me-

expectations

dia platforms, but companies that implement strategies which identify and address dissatisfaction as soon as it

76

Building consumer trust

is raised find that not only does this have a greater im-

Poorly designed products, processes and systems

pact in increasing satisfaction and customer advocacy,

HOTEL NEWS ME MAY 2015

ISO 10002 requirements • Get customer feedback on current complaints management • Establish an implementation team to get the best results • Map out and share roles responsibilities and timescales • Adapt the principles of ISO 10002 manage ment systems to your business • Motivate staff involvement with training and incentives • Train staff to understand and use the ISO 10002 system

About British Standards Institution

If a customer trusts a company and knows that

complaint prevention strategies is that they too

to contact them

• Compare existing management processes with

BSI equips companies with the necessary solutions to turn standards of best practice into habits of excellence. Formed in 1901, BSI was the world’s first National Standards Body and a founding member of the International Organisation for Standardisation (ISO). Over a century later, BSI continues to facilitate business improvement across the globe by helping clients drive performance, manage risk and grow sustainably through the adoption of international management systems standards.

Renowned for its mark of excellence including the consumer recognised BSI Kitemark™, BSI’s influence spans multiple sectors including aerospace, construction, energy, engineering, finance, healthcare, IT and retail with over 70,000 clients in 150 countries.

MEET THE EXPERT

EMPLOYEES PLACE

A SUBSTANTIAL PREMIUM ON OPPORTUNITIES FOR CAREER DEVELOPMENT Piers Burton, executive director at boutique executive search firm Eagles Spearing Consulting, ponders the values of considering existing employees in the recruitment process

N

ot that I want to discourage my clients from using

larger ones in particular, provide Annual Performance

the services of professional executive search firms

Reviews for all staff and bolt on a Personal Develop-

such as Eagles Spearing, but I often wonder why existing

ment Plan (PDP) as part of the process.

employees aren’t given more consideration when it comes

This only yields any real value if a recognisable pro-

to selecting candidates to fill vacancies within their organ-

portion of the staff are then seen to positively develop.

isations. Numerous pieces of research have highlighted

Indeed, when we approach candidates for roles that our

that ambitious individuals, who place a substantial pre-

clients assign to us, the most common reason for want-

mium on career development, are much more likely to

ing to leave their current job (other than the prospect

stay loyal to their employer if they feel they are learning new skills and growing in their career.

PIERS BURTON, EXECUTIVE DIRECTOR, EAGLES SPEARING CONSULTING

of earning more money!) is that of career stagnation.

Simply put, people want growth and will look elsewhere

By developing and staying longer, these employees

ing to ambitious employees, providing an opportunity

if their companies can’t provide them with options for

become a genuine asset of the business. Internal moves

to broaden their skillset and to transfer their skills into a

both occupational and monetary development.

and promotions also act to create vacancies, so it’s not all

different area of the company.

doom and gloom for the recruiters.

At the end of the day, motivated and happy employees

Of course, if qualified individuals are identified from

are the lifeblood of all companies, so recognising and act-

Generally, decisions are made to ‘bring in new blood’

outside the company and can be persuaded to move

ing upon their potential is much the best way of retaining

when a vacancy arises, overlooking the significant op-

from their existing employer, then that can be highly

and getting the best out of them. Focus on and commit-

portunity for positive messaging that an internal move

beneficial to the business too, but considerable efforts

ment to PDPs really will improve employee productivity,

might create. These internal moves don’t always have

to demonstrate that internal candidates are also being

engender loyalty and drive commercial benefit to compa-

to be upwards; lateral moves are often equally appeal-

given due consideration must also be made. Most firms,

nies who recognise the motivations of their staff.

MAY 2015 HOTEL NEWS ME

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SECURITY FOCUS

Security in the spotlight Hotel News ME asks security professionals to elaborate on the latest technological advancements available to the hospitality industry and the necessary precautions hotels should take to ensure the safeguarding of the property

“VIDEO SYSTEMS PROVIDE THE VISUAL BASIS FOR DECISIONS AND PLAY AN ESSENTIAL ROLE THROUGH REAL-TIME MONITORING OF CRITICAL AREAS AND IDENTIFICATION OF PERSONNEL AS WELL AS THE DETECTION OF DANGERS AND RISKS” - SIMON CURRIE, DIRECTOR, TRANSGUARD SECURITY SERVICES “TRENDS BEING SEEN ACROSS THE MIDDLE EAST ARE THOSE OF DIGITAL ADVANCEMENTS TO TRACK AND REPORT PROCEDURES THAT WERE PREVIOUSLY DONE MANUALLY. IN ADDITION, USING DISCREET PRODUCTS TO HELP SECURITY SUCH AS RFID TAGS ” - AKHIL BIJU, SALES MANAGER MIDDLE EAST AND AFRICA, INFOSCAPE TECHNOLOGIES In the eventuality of a crisis, how should hotels approach their planning strategy?

Currie: Planning for any crisis or major incident is a vitally important component for any hospitality setting. This should include a full series of standard operating procedures (SOPs) that are aligned to a contingency plan and escalation procedures. A central control point should also be considered and this could be the properties CCTV control room for example. An emergency response plan (ERP) should also be produced.

In all cases it is imperative that these processes and procedures are also practiced and rehearsed so that all involved in incident planning are fully aware of their duties and responsibilities.

Liaison and close links with the local emergency services must also be initiated and maintained.

Tazey: Having an effective crisis management plan for a hotel is imperative. Nominated personnel need to understand and execute the crisis management plan proficiently so as to ensure the safety of employees, hotel guests and the se78

HOTEL NEWS ME MAY 2015

curity of the facility whilst maintaining a level of business continuity.

Civil disturbance, hostage situations, natural disasters and terrorist activities are but a few scenarios that can be classified as crisis situations and an effective crisis management plan must address each situation appropriately.

digital signage systems notify staff and guests of a threat, access control systems allow or deny access to areas of the hotel and the surveillance system gives operators the ability to see events unfold either live or via recorded footage.

Ensuring all indoor and outdoor areas of the hotel are covered whilst being as un-obtrusive as possible is a challenge that hotels are faced with.

At Arecont Vision we’ve developed products and technology that help hotel security directors address this challenge.

Biju: We believe that the most important part of a strategy should be to be able to record and report incidents in order to have a comprehensive understanding of all incidents taking place and work on preventative measures. Programs such as Invotech security systems create incident reports and use security logs to record and report offices dispatched to the location of the incident, as well as the incident details. This creates a full tracking circle.

Integrated electronic security systems are a pivotal part of any hotels prevention and response to crisis situations. Public address and

Narang: Hotels usually have set procedures and guidelines from their HQ on how to handle all

SECURITY FOCUS

“CIVIL DISTURBANCE, HOSTAGE SITUATIONS, AND TERRORIST ACTIVITIES ARE BUT A FEW SCENARIOS THAT CAN BE CLASSIFIED AS CRISIS SITUATIONS AND AN EFFECTIVE CRISIS MANAGEMENT PLAN MUST ADDRESS EACH SITUATION APPROPRIATELY ” - TOM TAZEY, REGIONAL MANAGER, ARECONT VISION “HOTELS ARE NOW FOLLOWING A HIGH STANDARD OF SECURITY WHEN IT COMES TO THE MECHANICAL AND ELECTRONIC HARDWARE BEING USED AS WELL AS SOFTWARE SOLUTIONS WITH HIGH SECURITY” - MANIT NARANG, VICE PRESIDENT, MIDDLE EAST, AFRICA & INDIA, VINGCARD ELSAFE known crises, from a fire to a terrorist threat, a focal point should also be to test staff without a crisis to see how well they cope and coordinate and that procedures are followed correctly.

What are the top pointers to ensure that a hotel is secure against a crisis or a threat?

Tazey: Whether we’re talking about a small pri-

vate boutique hotel or a mammoth five star resort, hotel security is paramount. It’s important that all staff and not just security personnel are trained in the importance of security and what they should look out for or do in the event of a crisis or threat. By combining staff training with specialised security personnel and physical security systems, hotels can develop effective integrated security programmes that will protect

the people within and the facility. A key part of the physical security layer is video surveillance.

Biju: Technology has come a long way in helping hotels to upgrade basic security measures.

Providing an accommodating atmosphere that doesn't compromise safety is the biggest challenge that hotels face. Using discrete technology such as a patrol manager to record and

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79

SECURITY FOCUS

on the areas and times that security patrols were last performed on the premises are small steps a property can take to ensure added security. In addition streamlining procedures for guest logs, lost and found and key tracking makes it easier for staff and the management.

Narang: For us at VingCard, we are in the business of access control to maintain levels of security for guest rooms and at the back of house services. The latest technology that we offer is our wired, or wireless online solutions that can be integrated with various other hotel management systems and software, offering intelligent and efficient solutions.

What are some of the latest technologies available on the market for the hospitality industry, and what new advancements do you expect to see in the near future?

Currie: All hotel groups consider guest comfort and security as priorities, particularly when faced with today's global security challenges.

The following should always be considered as proactive security programmes, which must become an integral part of all hotels’ operations.

Well-trained staff that are responsible and accountable for the security and well-being of guests and visitors. The use of advanced security technologies aligned with physical security measures to facilitate comprehensive security protocols, such as; integrated surveillance systems, advanced lock and access control systems and sophisticated asset protection tools. Rigorous security and safety site specific documentation assessments and reviews, dedicated fire, life, safety systems and monitoring plus comprehensive emergency response plans along with regular staff training reviews.

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HOTEL NEWS ME MAY 2015

Currie: There are a number of potential risks that can affect the hospitality industry including, terrorism and extremism, environmental catastrophes, fire, robbery, burglary and spying (industrial espionage), theft and vandalism.

These risks need to be identified and controlled through the use of physical and technological based security solutions. Identifying and assessing risks and then implementing adequate measures and controls to counter these risks. This may be outsourced to professional agencies, intrusion detection both active and passive with the use of mechanical protection equipment with electronic alarm systems. Access controls and authorisation using a flexible and adaptable authentication of individuals, with the ability to configure access rights both geographically and chronologically. Systems should also be integrated to other property systems such as the building management systems (BMS).

Video surveillance has a proven to be a key element of any modern security system acting both as a deterrent and a valuable asset in post-event analysis and in sophisticated security concepts video systems provide the visual basis for decisions and play an essential role through real-time

monitoring of critical areas and the identification of personnel as well as the detection of dangers and risks, biometric systems including facial recognition and central control rooms with the ability to use, monitor and control all systems.

Tazey: In terms of video surveillance, there has been a drastic improvement in available technology over the last five years. Analogue video surveillance systems were the norm in the early to mid 2000’s then the advantages of IP video moved the industry into the digital space. Today, we’re seeing a further migration to HD and multi megapixel resolution surveillance systems driven by the users need to capture more detail.

The biggest advantage of megapixel resolution surveillance systems is the fantastic return on investment they provide. Implementing a surveillance system around megapixel technology actually reduces the number of cameras needed to effectively monitor a facility without compromising on image detail. Reducing the number of cameras in a surveillance system requires less supporting infrastructure and installation time which all lead to lower total cost of ownership for the user.

We at Arecont Vision continue to lead the way in megapixel surveillance technology with new innovative, industry first products that deliver multi megapixel video and a lower total cost of ownership to our customers. Our SurroundVideo Omni series product is a perfect example. Delivering revolutionary flexibility, our SurroundVideo Omni multi-sensor multimegapixel cameras provide ample resolution to zoom-in for details in live and recorded video.

As in our industry leading SurroundVideo series, we’ve maintained our four image sensor set up and integrated the four imagers, each with a choice of IR corrected lens, into an IP66 rated /

SECURITY FOCUS

IK-10 impact resistant dome housing. A unique track design allows the four individual sensor gimbals to be independently placed in nearly any configuration including hallway intersections, lobby’s or in a 270-degree view at the corner of a building, replacing the traditional pan, tilt zoom camera.

Biju: Digitalising procedures that were previously manual to ensure better tracking and reporting is the need of the hour. The latest technologies include security route tracking using RFIDs, also tracking important assets like keys and lockers. Systems that can track lost and found items, visitor logs and incident reports are revolutionising the hospitality industry. The InvoTech Security System manages all security responsibilities from one system, which centralises the management tools and information.

the latest surveillance technology. HD (1080p) resolution is now a common demand and we’re starting to see 3, 5, 8, 12 and 20 megapixel technology being employed. Capturing video at these resolutions provides greater image detail for digital zooming which helps hotels meet both their legal and operational requirements whilst future proofing their investment.

Video content analytics (VCA) use within hotels is also on the rise. Video content analytics allow users to better manage their video, leading to time savings and increased operational efficiency.

Narang: Hotels are now following a high standard of security when it comes to the mechanical and electronic hardware being used as well as software solutions with high security, so as technology advances so does the ways in which the sector utilises these advancements.

What are the current trends being seen in the Middle East regarding the security within a hotel?

Currie: Within the UAE the security industry is regulated by the police and in Dubai this is covered under Federal Law 24 through the Department of Protective Systems (DPS). In Abu Dhabi and all other Emirates it is covered under Federal Law 37 through the Private Security Business Department (PSBD). Both agencies have issued a number of directives and mandates relating to security. All agencies are required by law to ensure they remain compliant to these regulations. The main factors that affect hotels have been the requirement to install cameras in every corridor and reception.

Enhanced and specific security training courses have also been introduced for any staff deployed in a hospitality setting.

Biju: Trends that are being seen in the Middle East are those of digital technology to track and report procedures that were previously done manually. In addition, using discreet products to help security such as RFID tags to time stamp and track the route taken by security guards. Hotels are moving towards making life easier by installing programs such as Invotech Security System. Efficiency and simplicity are main reason systems like this are being implemented.

Tazey: The Middle East has some of the finest hotels in the world and we at Arecont Vision can boast to having some of them as customers. For these hotels, the security of their guest and staff is critical and we see them as early adopters of

professional accreditation.

Investment in additional training for all security guards should also be delivered including English language training, customer service training, conflict resolution training and importantly externally certified first aid and fire marshal training as a minimum.

Biju: Hotel security is only as good as the level of training given to staff, who serve as management's eyes and ears. Training should be an ongoing enterprise, with the aim of ensuring a consistent, professional response to all emergencies. Management should empower staff to take responsibility in addressing unusual behavior that occurs on hotel property, without jeopardising their own safety.

What elements of hotel security should be outsourced and why?

Currie: There are many elements of a security function that a hotel may decide to outsource.

These can include the following, security guards and control room CCTV staff, which may be a cheaper option for respective properties. Consultancy services may be outsourced to gather professional advice and guidance on all hotel security needs, risks, assessments, protocols and procedures. This may be required where a chief security professional is not directly employed.

Concierge staff again for financial and commercial reasons, car park management as this is a specific function that should be carried out by professional agencies delivering these services and door-staff for hotel bars and nightclubs.

How should management teams train their staff in terms of security?

Tazey: In conjunction with the hotel surveillance system, staff are the eyes and ears on the ground. Staff response to any crisis or unusual behavior should be consistent and professional hence ongoing security training is vital. Before any training occurs, security directors should understand what their staff are currently doing or not doing in relation to safety and security. They should then lay out a clear end goal and identify the key steps needed to achieve their goals.

Tazey: Like many things, outsourcing hotel security has its pros and cons. On the one hand, it’s more cost effective option whether it be manned security or SAAS, whereas keeping security in house provides more value for money, flexibility and better quality control. It’s important to strike the right balance between security personnel overheads and the security requirement and this is where outsourcing adds value.

Hotels that host large events can outsource security to work in conjunction with their existing staff specifically for that function and even assign the cost to the specific project P&L.

Currie: Extensive training modules on security management and supervisory skills should be produced and delivered. Security managers should obtain any local or regional mandatory security qualification and licensing. They should also aspire to gain certified security

Biju: All security related activity needs to be tracked, such as keys and security equipment, officer dispatch activity, visitors on property, security patrols, security incidents, lost and found items, staff locker assignments, and more, which can be done with Invotech Security SysMAY 2015 HOTEL NEWS ME

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SECURITY FOCUS

PRODUCTS YOU SHOULD KNOW ABOUT

Showcasing some of the latest innovative products available to the hospitality sector

ASSA ABLOY Hospitality Mobile Access

With this revolutionary new ASSA ABLOY Hospitality Mobile Access, your guests can skip the front desk, using their smartphone or watch as a secure key. This award-winning Seos technology from ASSA ABLOY maximises operational efficiency, guest loyalty and convenience, while reducing costs. As the technology and market leader in mobile access, we have already installed more than 30,000 mobile-operated VingCard hotel locks all over the world. vingcardelsafe.com info@vcegroup.com

VingCard Allure

With VingCard Allure, all external hardware on the door has now been completely eliminated through the use of a futuristic signage panel that adds a host of additional benefits and functionality to the locking system. These include a higher degree of flexibility in design, as well as the ability to add guest-facing in-room features such as “Do Not Disturb (DND) and “Make Up Room” (MUR) notifications to hotel staff. This is accomplished through an interactive touch panel located inside the room, An LED light on the door lock alerts staff of the request, so that guests are not disturbed unnecessarily. vingcardelsafe.com info@vcegroup.com

VingCard Visionline

Visionline is a wireless locking solution that has stand-alone electronic hotel locks operating in online mode through Radio Frequency (RF-online) that is based on Zigbee high security open platform. VingCard Visionline contains numerous features that will lead to major benefits for your property. Visionline

by VingCard integrates with all of VingCard and Elsafe online locks, safes and energy management offerings. vingcardelsafe.com info@vcegroup.com

SurroundVideo Omni Camera

Arecont Vision’s SurroundVideo Omni Cameras feature four multi-megapixel sensors that can be individually adjusted to capture different fields of view within a full 360° range. This allows a single camera to provide detailed coverage of a wide area including the ability to provide views directly under the camera or multiple fields of view using a variety of lens options. The cameras are available in 5 MP, 8MP, 12MP and 20MP configurations and feature Arecont Vision’s WDR technology in the 12MP configuration, which delivers a dynamic range of up to 100dB at full resolution without lowering the frame rates. arecontvision.com ttazey@arecontvision.com 82

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VingCard Essence

This invisible door lock, the ultimate in minimalistic locking solutions is an entirely new concept in locking design and technology, patent pending.

Essence takes minimalism to the extreme, eliminating all lock hardware on the door by encasing all electronic components inside the door itself and making security virtually invisible to hotel guests. vingcardelsafe.com info@vcegroup.com

Elsafe Zenith

The choice of in-room electronic safes becomes easy when you can choose Zenith to secure your guests' belongings. Zenith is advanced and economical security, with the industry's leading audit trail system that allows you to print out comprehensive reports on all safe activities. Zenith is available in many sizes and models to complement your hotel room regardless of style and need. vingcardelsafe.com info@vcegroup.com

InvoTech Security Equipment

The InvoTech Security System is used to manage all aspects of security operations.

The system integrates specialised equipment to efficiently record daily activity and processes. These integrated technologies facilitate paperless security operations.

The system establishes control, improves efficiency, provides critical information, and reduces liability, functionalities incude, key/inventory tracking, patrol management, security logs, incident reports, lost and found plus lockers. infoscapeme.com info@infoscapeme.com

The AV1145 MegaBall

The AV1145 MegaBall 1.3-megapixel network camera is part of Arecont Vision’s full line of H.264 MegaBall™ cameras. This fully-compliant implementation of H.264 (MPEG-4, Part 10) provides full 1280 x 1024 megapixel resolution at full video frame rates of 42 frames per second (fps).

The AV1145 camera line provides an all-in-one indoor 3" ball shape solution with integrated 1.3-megapixel camera, 4mm or 3.3-10mm IR corrected lens, wall mount or dome enclosure options. arecontvision.com ttazey@arecontvision.com

SECURITY FOCUS: EXPERT VIEW

TECH SAVVY SECURITY

Dalibor Dimitrievski, head of security, Waldorf Astoria, Ras Al Khaimah highlights how technology has revolutionised hotel security and the daily challenges hotels face keeping a property out of harm's way

T

he advancements in technology have revolutionised security and safety over the course of the past ten years, in a really positive and exciting way. There are many new security systems that now assist the smooth day-today running of a busy operation, whether it is in a hotels or across other industries and platforms such as airports, shopping centres and sports stadiums.

Hotels are consistently improving their systems installed which range from state-ofthe-art video surveillance, access control and fire protection systems. Having this new technology not only allows security teams to have better access to vital information, but also increases guest, staff and customer safety therefore making every day living a lot safer.

There are many new products on the market that are assisting security and safety levels, one in particular that has vastly improved the ways in which we identify a potential suspect or security threat, include new facility developments such as facial recognition systems. A person’s face is instantly recognisable with its unique and individual features and people know this now, so it can also prove as a deterrent.

Huge and intelligent database systems can be searched for those features to see if they are recognised by the police, security and Interpol systems. This equipment is extremely useful in places that experience regular, high footfall.

Additionally, with the aid of high resolution cameras, which are extremely effective in gaining accurate detail of any incident, accident or natural disaster, data can be recorded and the footage reviewed at a later date which is crucial to any property and hotel, as this helps understand what went wrong and why, essentially preventing any future occurrences of the same security breach. Often, these cameras can also help with something as trivial as guests misplacing their personal belongings, and so these cameras are perfect in assisting in locating these goods.

Technology is also now so advanced, that

DALIBOR DIMITRIEVSKI, HEAD OF SECURITY, WALDORF ASTORIA, RAS AL KHAIMAH

“ADDITIONALLY, WITH THE AID OF HIGH RESOLUTION CAMERAS, WHICH ARE EXTREMELY EFFECTIVE IN GAINING ACCURATE DETAIL OF ANY INCIDENT, ACCIDENT OR NATURAL DISASTER, DATA CAN BE RECORDED AND THE FOOTAGE REVIEWED AT A LATER DATE WHICH IS CRUCIAL TO ANY PROPERTY AND HOTEL, AS THIS HELPS UNDERSTAND WHAT WENT WRONG AND WHY, ESSENTIALLY PREVENTING ANY FUTURE OCCURRENCES OF THE SAME SECURITY BREACH”

things like body heat detectors highlight excessive body heat which, shows us people who are under stress, duress, or suffering high levels of anxiety, this then highlights the alteration of an individuals mood, personal characteristics and any nervousness. This assists security teams, in high traffic areas and offers the facility to monitor a lone person in a crowd that is displaying these tale-tale signs, which then makes them easier to track and assess suspicious movements. Such information enables the security team to premeditate a situation, which can very much

so lead to preventing terrorism, trafficking, assisting in cases that could involve dangerous and mental instability conditions and uncalculated reactions, all of which can lead to unwanted consequences. This equipment shows an increase in body temperature, heart beat and blood pressure.

Having a high class video surveillance and fire protection system is costly but extremely worthwhile as these systems can detect the onset of a water leak, electrical malfunction, sprinkler damage, sewage issues and elevator problems which can all lead to a breach in security. This eases the process of any potential issue with speed and efficiency, saving time and potentially huge damage costs. These systems increase visibility and access to all of the surrounding areas of a hotel, which provides a safe environment for guests and staff alike, anything out of the ordinary is flagged early so that prompt action can be taken.

Access control systems border specific areas for limited access and we have moved from physically unlocking doors to systems that are only activated by codes, fingerprints, eye scanners and voice recognition.

Technology is changing and pro-actively making it easier for security professionals to limit movement of unwanted personal in restricted areas. Signing in and out systems are also vital in case of an emergency that requires evacuation.

Metal detection systems are also vital in high-footfall environments; these provide a quick and unobtrusive method of detailing unauthorised entry of weapons or other prohibited materials.

All in all, these systems are very costly, but it affords security teams additional sets of eyes and data intelligence, which, not only can protect properties such as hotels and shopping facilities but more importantly people. The world today is very fast paced and travel is very easy, nothing seems out of the ordinary any more. These systems assist in preventing problems, foreseeing issues and providing necessary proof.

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MARKETPLACE

Market place The supplier and buyer roundup of news, products and services

ROBOT COUPE LAUNCHES NEW GENERATION OF MP ULTRA POWER MIXERS Richard Liddle & Maha Al Lamki from m co and Claudia van der Werf & Michiel Schroeder from Desert River celebrate the launch of their partnership

DESERT RIVER OPENS ITS DOORS IN OMAN

Desert River, the Dubai-based supplier of high-end furniture and event rentals recently announced its partnership with Muscatbased m co. signing their first franchise agreement for the Desert River Event Rentals brand.

With three current divisions: m events, m media and m décor, Desert River becomes the fourth addition in the m co portfolio. The new company, Desert River Event Rentals Oman, will help both companies reach a wider, more international audience for events rentals, as well as increase the speed at which Desert River can supply furniture for events in Oman. m co, an SME that is spearheaded by entrepreneur Maha Al Lamki and was first established in 2006 with m decor, an interior design agency which was quickly joined by m events, a fullservice events management company and m media, a branding communications agency.

“The standard of events that clients in Oman are demanding has become so much higher over the past three years and the furniture and accessories that are available here was not reflecting that.

When we looked at the products and services that Desert River was offering in Dubai, and the way that clients and guests were reacting to them, we felt that the time was right to take this step and give the market what it needs.” explained Maha from m events.

In 2014 Desert River, grew its operations to 25 staff members and went from one product line to four international anchor brands including, Fermob, Fatboy, ImagiLights and Slide, plus also representing brands such as Moree, Bloom, Extremis and Design of Love. Desert River has also announced that it will be investing the amount of 2,000,000 AED in new European style contemporary furniture lines for its event rentals business, an additional benefit to the success of the Oman branch.

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Robot-Coupe recently presented its new generation of MP Ultra power mixers for improved ergonomics and optimal hygiene.

This new generation presents a brand new patented system called ‘Easy Plug’ which makes it easier to replace the power cord during after-sales servicing for example. The machines are equipped with an ergonomic handle and a variable speed button which is designed to be easy to use with just one The MP 450 Ultra hand. A lug on the motor housing can serve as a rest and a pivot on the rim of a pan making it easier to handle and the new power cord rolling system facilitates easy storage with optimum lifespan. Additionally, the bell and the stainless steel blade can be easily dismantles for cleaning.

NESPRESSO INTRODUCE THE LATTISSIMA TOUCH

Nespresso is introducing the Lattissima Touch to the market as part of the Lattissima range which was initially launched in 2007 and the Lattissima Touch has now been redesigned to offer even more features for coffee connoisseurs The Lattissima Touch with brand new integrated technology, the in white machine can create six recipes at the touch of a button including Ristretto and milk froth as two new features.

The pre-heating times for the coffee and milk have been further improved so that the coffee is served even quicker.

MARKETPLACE

ELECTROLUX PROFESSIONAL WINS A RED DOT DESIGN AWARD

For the second year in a row, Electrolux Professional has maintained its strong track record of winning submissions for the Red Dot Design Award and after the success of the thermaline M2M, made to Measure being recognised as Red Dot’s Best of the Best for highest quality and groundbreaking design in 2014, this year the green&clean Hood Type dishwasher won the prestigious Red Dot Award for Product Design 2015.

The international Red Dot jury, composed of accomplished designers, design experts and specialist journalists from all around the world, evaluated 4,928 innovative entries from 56 countries and awarded the Electrolux green&clean Hood Type dishwasher for its high quality in design.

Commenting on the win, Michele Cadamuro, design director at Electrolux group design explained, “we are honored to receive the prestigious Red Dot Award for Product Design 2015 and this award is a welcome addition to the exceptional recognition achieved by the thermaline M2M - Made to Measure last year, and clearly shows how Electrolux Professional can make the difference and successfully measure itself against the best in the industry for its design excellence.”

Features of the green&clean Hood Type dishwasher include: a double skin hood with a sloped ceiling for improved rinsing performance, low noise level, slanted wash arms and ceiling for maximum performance as wash water no longer drops on dishes after rinsing phase, guaranteeing optimal results, a clear filtering system which maximises washing performance and lowers running costs, a 24 litre pressed tank in front of the machine which makes cleaning operations faster and easier, a continuous water softener that provides spot-free results and reduces scale build-up, so a sensor advices when the salt container needs refilling. Integrated to avoid overflowing during salt refilling and it is also an Energy Saving Device which is highly efficient and has no need for additional ventilation.

Electrolux Professional green&clean Hood-Type dishwasher in white

A MODERN TWIST

Inspired by the current passion for organic provenance styled menus and infused with the origins of hand-made ceramic craftsmanship, Dudson’s new harvest collection takes food presentation to an ‘organic’ level, the glaze has been specifically developed to pool around embossments of barley and wheat, creating striking textured effects.

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Kohler launches new Aleo and Aleo+ Faucet collection

The Aleo and Aleo+ Faucet collection

kitchen and bath design and technology company, Kohler has announced today the launch of the its new Aleo and Aleo+ Faucet collection in the UAE and Middle East, stemming from the supposed demand from consumers for products that combine functionality and unique design concepts, commenting on the new range, Pascale Delplace, marketing manager, EMEA, Kohler Brand explains, “these new collections offer a comprehensive line-up of affordably priced faucets for vanity tops, baths and showers to create a complete bathroom solution that draws beauty from the subtlety of the Aleo design, and flat surfaces, geometric profiles and softened lines provide modern comfort in the Aleo and Aleo+ ranges.

Aleo and Aleo+ were designed with the same focus on detail and quality, and each expresses this requirement with its own personality.”

The Aleo lever features a flat top surface, matching the spout contour for comfortable, simple adjustment and with its much narrower lever, Aleo+ boasts a minimalist design that offers a sleek aesthetic with its slender shape. To ensure that the quality of the water flowing through the faucets remains consistent, an internal polymer passageway keeps water away from metal parts of the faucets.

Both mixers are designed in a way that is easy to care for with the aerator on the end of the spout, which can be replaced without a specialty tool, specifically designed to allow users to remove the aerator with a coin. The faucets are also easy to install and come with anti-twist hoses. Always striving for optimal performance while reducing water usage, Kohler engineered the faucets to be water-efficient, with flow limited to 5 liters per minute.

GfK announces LG as number one refrigerator and washing machine choice in the UAE According to GfK market research, LG Electronics has been revealed for the second year running as in the UAE as the industrys favorite choice in refrigerators and washing machines.

The GfK data revealed that LG refrigerators maintained the top rank in the highly competitive UAE market whilst LG’s value based share continued to increase from 22.0% in 2013 to 23.1% in 2014.

Additionally, LG’s washing machines have also led in terms of market share in the UAE having achieved 33% in 2014 and the companies growth is up from 26.9% in the same period in 2013, reflecting a 6.1% increase.

Furthermore, LG’s Washing machines volume of sales has also risen by 5.4% which are substantial growth figures.

LG’s Dual Door-in-Door refrigerator has received awards from leading electric trade media in the UK, Innovative Electrical Retailing (IER) and trusted reviews for its energy saving capabilities and convenience. It’s double layered doors open with the simple push of a button, revealing its surprisingly spacious compartments with unexpected ease whilst also reducing cold air loss from the central compartment by as much as 41%.

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MARKETPLACE

5 MINUTES WITH…

Could you provide a description of your company?

The Arpal brand has been visible in the Middle East for over 35 years and Arpal Gulf LLC is a wholly owned subsidiary company of RP Adam Ltd, which serves the GCC countries and others in the region. RP Adam’s long term relationship with the Middle East began in 1977, when the company was exhibiting in London, and a chance meeting with a visitor from Saudi Arabia led to the current chairman visiting the Kingdom of Saudi Arabia and reached agreement for the import of Arpal branded chemicals into the Kingdom.

John Gavigan, Managing Director, ARPAL GULF LLC

What does your company offer that other suppliers in your field do not?

Having been the first Western company to sell cleaning and hygiene products into Saudi Arabia in 1977, the company decided to set up its own operation there in 1979, with the support and sponsorship of HRH Prince Mohammed Al Faisal Al Saud. In 1983, the company was recognised as an outstanding ambassador for UK business abroad, when it was awarded the Queens Award for export achievement. In the early 1990s we took our first steps into the Gulf and, seeing the huge potential in the region, set up Arpal Gulf LLC in 1996.

What services do you supply to the hospitality sector?

In UAE we believe in doing the job right first time every time, using our own engineers and field service personnel rather than contractor services, thus ensuring that we deliver our quality promises every day. As in UK, when customers buy Arpal ‘Blue Box’ products, they are buying quality, value and reliability.

Whether in UK or abroad, we don’t just sell chemicals; it goes much further than that, we deliver clean plates, clean linen and hygienically clean surfaces within a framework of a robust and dependable service and support package.

RAMADAN REFURBISHMENTS

Will Facer, marketing manager, Flowcrete Middle East FZCO, runs through the pros of refurbishing during Ramadan Timing is everything when undertaking a flooring refurbishment at a hospitality venue, as the unavoidable operational downtime that it incurs needs to be minimised as much as possible to avoid inconvenience to visitors and revenue loss.

The low activity levels that the can expect from mid June to mid July provides an ideal opportunity to revitalise with a fresh floor finish. Ramadan and soaring regional temperatures will combine to make these weeks some of 2015’s quietest for the leisure and tourism industry.

To exemplify this point, in the same period last year with temperatures as high as 46°C led to an occupancy rate of just 41.2% in hotels across Dubai.

By making use of fast cure flooring systems a facility can install a brand new surface during the inevitably quiet daytime hours that will be fully functional for the evening’s Iftar.

Resin systems enhanced with methyl methacrylate (MMA) technology allow for the creation of colourful, seamless and hard wearing surfaces that are fully trafficable only two hours after installation.

MMA floors are able to maintain a high-quality finish within large-scale commercial facilities thanks to a combination of characteristics, including being abrasion resistant and robust enough to withstand continuous heavy footfall, spillages, intense cleaning routines and exposure to the types of chemicals likely to be found on-site.

SILENT NIGHT GOES UP TO JEBEL HAFEET Staff members from Silent Night LLC, participated in a team building exercise and climbed up the tough, long trail to reach the peak of Jebel Hafeet as a group to whiteness the spectacular views just before sunset.

Split over two climbs, the event was held in aid of learning to build and strengthen camaraderie and encourage positive team-work amongst members of the organisation. Chris Gourdie, MD of Silent Night partook in both climbs, taking the first group of 24 employees up to Hafeet and a party of 27 on the second climb, embedding a sense of achievement and belonging amongst his colleagues.

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LAST WORD

COMPETITION To be in with a chance of winning these basketweave 30cm x 41cm botanic coloured Hilewich place mats x 4 Style simply answer the question below:

‘Original Chilewich placemats are manufactured in the US but who distributes them in the UAE?’

Room with a view

Email your answers to hnmesocial@bncpublishing.net with the subject line ‘competition’.

THIS MONTH’S ROOM WITH A VIEW GOES TO THE HARMONIOUSLY TRANQUIL MACHU PICCHU SANCTUARY LODGE IN PERU

This enchanting hotel entices the draw of Machu Picchu, which means “old mountain” in the Quechua language, the hotel is surrounded by a a 550-year old citadel built by the most advanced, and in Peru the very last, pre-Columbian society in the spectacular setting of a saddle between two forest-clad Andean peaks that has been preserved enough to be recognisable as a city. It is high: 7,973ft above sea level, close by with ruins are the size of a village, and combined with adjoining forest and wilderness park, the ‘historical sanctuary’, as Unesco describes it, covers more than 116 square miles. It is also mysterious and quietly intriguing and The Belmond Sanctuary Lodge is the only hotel located adjacent to the ancient Inca citadel of Machu Picchu offering its guests exceptionally easy access from early morning to late afternoon, when most of the day visitors and buses have left enabling time to rejuvenate and explore.

Machu Picchu is also set in humid subtropical forests, providing a protected habitat for ferns and palms and several endangered species, notably the spectacled bear. So if you add in swirling clouds, llamas grazing on the terraces and the option to arrive following a hike on mountain trails or a train trip through the valley of the Urubamba River, the ‘Sacred’ showing that the Sanctuary Lodge has well and truly earned its name.

BIN EID EXECUTIVE SEARCH & SELECTION (Specialised in 5* Hotel Sector) General Manager Director of Operations HR Director

Training Manager Director of F&B Bar Manager Executive Chef

Laundry Manager Revenue Manager Sales Manager

Corporate Director of Finance Complex Director of Engineering Director of Sales & Marketing Complex Executive Housekeeper

Bin Eid is highly specialized in Senior Level Search & Placement of Hotel/Hospitality Industry Professionals.

Our clients include prominent 5 star hotels (international chains), 4 star deluxe properties and other hospitality and leisure industry establishments in UAE and other gulf countries.

We are now in the process of filling in the above positions for our clients in the UAE, GCC and other countries CV may be forwarded by email to M.D. Warrier indicating the present/expected salary

BIN EID EXECUTIVE SEARCH Specialised in 5* Hotel Sector PO Box 5455 Sharjah, United Arab Emirates Email: mdwarrier@bineid.com Tel: +971 6 5686144 Website: www.bineid.com

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The secret to a great night’s sleep

Silentnight UAE LLC has been in the UAE since 1978 manufacturing quality mattresses not only for the retail sector as the UK’s No.1 brand but also for the contract sector supplying quality mattresses and divan beds and accessories for all sections of the contract market.

Registered Office: Al Lttihad Street, P.O. Box 2604, Ajman - UAE Tel: (+971 6) 740 7264 / 740 7511 Fax: (+971 6) 740 8550 Email: contracts@silentnight.ae | Facebook: @SilentnightUAE.1978 Website: www.silentnight.ae

Silentnight is the UK’s largest bed manufacturer with over 60 years of excellence.

Voted one of the UK’s strongest brands by experts & consumers

For further information, please contact the following: MATTHEW GO CHRIS GOURDIE matthew.go@silentnight.ae chris.gourdie@silentnight.ae (+971) 55 6854 882 MAY 2015 HOTEL NEWS ME

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