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Pipeline Yearbook

2017


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Pipeline yearbook 2017

CEO Wissam Younane Wissam@bncpublishing.net Managing Director Walid Zok Walid@bncpublishing.net Director Rabih Najm Rabih@bncpublishing.net Group Publishing Director Diarmuid O'Malley dom@bncpublishing.net Group Commercial Director Fred Dubery f@bncpublishing.net Senior Sales Manager Nick Clowes Nick@bncpublishing.net Editor Sophia Soltani Sophia@bncpublishing.net Art Director Aaron Sutton Aaron@bncpublishing.net Marketing Executive Mark Anthony Monzon Mark@bncpublishing.net

SUBSCRIBE subscriptions@bncpublishing.net PO Box 502511 Dubai, United Arab Emirates P +971 4 4200 506 | F +971 4 4200 196

Welcome

I

t is no secret that the hospitality industry across the Middle East is fast paced and competitive, and 2016 represented a milestone year. Dubai hit 100,000 rooms open and operating across the hotel and hotel apartment inventory following the launch of The Westin Dubai, Al Habtoor City, which is testament to the hard work of hotel owners and operators in the emirate who are making their mark on the thriving sector. This year’s Pipeline Yearbook offers exclusive hotel news and data on key markets in the region, in addition to insights from consultants, suppliers and leading female hoteliers. A recent study conducted by Mercer highlighted that a quarter of Middle Eastern organisations have no female leadership in their 100 most senior roles – female leaders hold 30% of senior positions in only 4% of organisations across the MENA region. I believe that a change in workplace perceptions is coming, which is why I’m delighted to present in these pages the opinions, challenges and achievements of some of the region’s top female hotel industry leaders.

Sophia Soltani Editor

@iamsoltani

On behalf of BNC Publishing, all the best for the year ahead

For all commercial enquiries related to Hotel News ME contact dom@bncpublishing.net T +971 50 55 97339 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 International Printing Press www.ippuae.com

Kind regards, Sophia

Follow us on our social media pages @hotelnewsme /hotelnewsme

hotelnewsme

Pipel in e year bo o k 2017

3


Contents 4

P ipeline yearb ook 2017


06

INDUSTRY INTELLIGENCE

08

Colliers International: Theme park tourism

10

Knight Frank: Holiday homes analysis

12

STR: Performance & Growth in 2017

14

KEY MARKETS

16

Africa

18

Dubai

20

Iran

22

Saudi Arabia

24

UAE

26

PIPELINE DATA 2017

38

SUPPLIERS YOU SHOULD KNOW

40

1765 Gemini

42

Al Rawdah

44

All Needs General Trading

46

Alto-Shaam

48

Assa Abloy

50

Casualife

52

Desert River

54

Interel

56

Karcher

58

Kraft Procurement

60

La Marquise International

62

Meiko

64

Pulsar Foodstuff Trading

66

Rational

68

FEMALE LEADERS 2017

72

Agnès Roquefort, senior vice president, luxury brand management, MGallery, AccorHotels

74

Debrah Dhugga, managing director, Dukes Collection

76

Eleni Tsolakou, general manager, Khalidiya Palace Rayhaan by Rotana

78

Evgenia Boyankova, group director of business development, Sun Siyam Resorts

80

Ghada Sade, general manager, Mövenpick Hotel West Bay Doha

84

Janelle Schwartz, senior director of revenue management, Middle East and Africa, Hilton Worldwide

86

Lilian Roten, vice president, luxury brand management, Swissôtel and Pullman

88

Maren Kuehl, hotel manager, Anantara The Palm Dubai Resort

90

Maria Tullberg, general manager, Radisson Blu Hotel Dubai Deira Creek

92

Maria Zarraluqui, global development managing director, Meliá Hotels International

94

Rania Bawalsa, hotel manager, Mövenpick Resort Petra

96

Sanne Emborg, general manager, Lapita, Dubai Parks and Resorts, Autograph Collection Hotels

98

Seema Pande, commercial director complex, Al Habtoor City Hotel Collection

100

Stephanie AbouJaoude, senior area director of marketing, Middle East and Turkey, Carlson Rezidor Hotel Group

102

Suphajee Suthumpun, group CEO, Dusit International

104

LAST WORD

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5


Industry intelligence 6

P ipeline yearb ook 2017


Pipel in e year bo o k 2017

7


Industry intelligence

Theme Park Tourism

Correlation between Theme park attendance and tourist arrivals in UAE UAE Theme Park Attendance

2.80 million

2011

2.89 million

2012

2.66 million

2013

3.74

million

3.70

million

2014

2015

19

million

2020 (Expected Theme park attendance)

11.61

million

12.85 million

14.13 million

15.31 million

16.47 million

UAE Arrivals

Theme parks are a draw card for many leading family tourism destinations; their success plays an important role in providing a constant flow of family tourists to an area, thus explaining why several countries in the Middle East are incorporating the development of theme parks as a key element in national plans. The rides of a theme park constitutes as just the base of appeal for guests, where other factors such as the parking spaces,

8

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retail and variety of F&B outlets contribute as influencing factors as well. Offering differentiating features further impacts the guests’ overall experience – which is the primary aspect of rising attendance. Demand Characteristics As most of the current theme parks focus on attractions appealing to kids and teens, they are rarely being designed for adults. However, this is being re-examined by

parks worldwide, where improved facilities such as virtual reality attractions and a variety of F&B is being included to cater to a wider segment. Theme park experiences should focus on the tastes of guests from the city’s main source markets. For instance, in the UAE, demand has been witnessed from the Middle East, India and China. Hence, the importance of aligning design, facilities and themes to the tastes and preferences of these visitors

Source: BMI Research; AECOM; Dubai Parks & Resorts; IMG Worlds of Adventure; Miral; Yas Island; Colliers International, 2016 Note: 2020 figure also includes Dubai Parks & Resorts, IMG Worlds of Adventure and Warner Bros Abu Dhabi Note: Theme park attendance includes domestic and international visitors

Filippo Sona, director, head of hotels, MENA Colliers International shares the potential for theme park related tourism in the UAE throughout 2017


Impact of theme park attractions on travellers

Thrill rides

A shift in visitor profiles is being witnessed in theme parks across the world, with Generation Y and Z constituting the main travel groups.

Family rides

This demand set typically have the aim of gaining experiences during their travels, thus seek distinctive ways to achieve that. Predominantly attracted to thrill rides, so offering a higher contribution of these attractions in the park would result in a surge in attendance.

Kids rides

As children are still an important segment to target, the ideal attractions mix should consist of 50% of rides as thrill offerings while the rest combined as family and children rides - thus catering to both primary demand segments.

would potentially augment visitation. Theme parks should also provide infrastructure and support services to host business and social events. The opportunity to have unique and memorable backdrops sets these locations apart from other venues. Therefore, providing tailor-made packages for events tends to boost attendance at parks and is in line with the concept of providing exclusive experiences. Utilising technology Online sharing portals or social networks offer travellers an opportunity to show off their experiences as much as possible, in turn publicising the destination to their friends and families. The most cost-efficient way would be to track social media, website analytics, location data, blog comments and reviews. Parks could potentially target social

Source: Colliers International

47% 39% 14%

Key Findings

media influencers who have well-established blogs to experience the park, and promote the destination to their followers. In this manner, parks are actively involved in the visitor’s experience and can help the destination target the mass set of tourists.

rate and MICE (Meetings, Incentives, Conferences and Events) segments. Theme parks close to or with easy access to downtown areas can expect a high percentage of attendance from day visitors, as observed in Disneyland Hong Kong and Sentosa Singapore.

Theme Park Hotels Combining hotels with theme parks can generate higher footfall and create a more immersive experience than from theme parks alone. By having visitors stay within the vicinity, the theme park destination can extend visitors’ length of stay significantly and helps encourage repeat visits. While proximity to theme parks generally increases hotel occupancy, the distance to the city centre should not be neglected. Proximity to the city centre means easy accessibility which is a key decision factor for the corpo-

Correlation between Theme Park Attendance and Tourist Arrivals in UAE Considering the rapid development of these attractions in the Middle East, particularly in the UAE, the region can be further established as a family leisure destination. As Expo 2020 is anticipated to substantially contribute to the growth in tourist arrivals, offering additional leisure facilities to extend travellers’ length of stay would have a positive effect on the tourism and hospitality industry in the region.

Pipel in e year bo o k 2017

9


Industry intelligence

Holiday homes vs hotels Ali Manzoor, associate partner, Knight Frank weighs in on the impact of holiday homes on hotels as the lure of paying less becomes an attractive prospect for tourists in 2017

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Composition of Supply 4+ BR - 1%

3 BR - 1% 2 BR - 3%

Studio - 3%

3 3

92 1 BR - 92%

Key Performance Indicators When examining the achievable rates of the holiday home sector in relation to the hotel sector, it is clear that the former has outperformed the latter consistently since November 2015. This can partially be explained by the fact that holiday home supply is highly concentrated in high-income areas such as JBR and Downtown Dubai. By contrast, hotel supply is distributed more evenly throughout Dubai, and is inclusive of submarkets such as Deira, in which the achievable rate has historically

been low. As more holiday home units come online in secondary and tertiary areas, it is likely that this ADR premium will erode in the long-term. Impact of holiday homes on the hotel market Although hotel operators were initially dismissive of the holiday home market when it was at its nascent stages, generally citing that it either catered to a different demand base or was a different product offering, over time this view

Source: AirDNA

When Decree Number 41 of 2013 was passed, which outlined the framework under which holiday homes could be operated in Dubai, yet another peer-topeer market – in the form of short-term rentals – started to gain traction in the emirate. At the time, one key stipulation of the legislation was that it was necessary for home owners to engage a licensed third-party holiday home operator as a management company in exchange for a fee, which typically ranged from 20 to 25% of gross revenues. On a Dubai-wide basis, the unit mix almost exclusively comprises one-bedroom units, accounting for 92% of total supply. Primary interviews amongst operators indicate that such units are in high demand as they are the most versatile, given that they are able to accommodate from one to four individuals if a sofa bed is provided. Two and three bedroom units are comparatively more difficult to rent, not only because they are more expensive, but also because demand is highly seasonal, peaking during public holidays. Holiday homes are primarily located on Palm Jumeirah, Dubai Marina, Jumeirah Beach Residences, DIFC and Downtown Dubai – all areas that have high concentrations of hotel supply. Whereas in many other markets, holiday homes are primarily located outside of traditional hotel districts, this is not the case for Dubai, which may prove to be problematic for the emirate’s hospitality sector in the long-run.


Holiday Home ADR in relation to Hotel ADR – January 2015 to June 2016 60%

40%

30%

20%

10%

0%

-10%

-20%

has been abandoned. Many operators have since acknowledged the impact that platforms such as Airbnb have had on the hospitality sector, and in some markets have even lobbied for protective legislative measures. The most compelling study carried out on this topic was by Zervas, Proserpio and Byers of Boston University, which came to two critical conclusions: • Not all hotels are affected equally. The impact of the holiday home market was much more severe for (i) lower priced hotels, (ii) leisure-oriented hotels, (iii)

ne Ju

ay M

ril

ch ar M

ru

ar

y

y ar nu

Ja

hotels with fewer facilities (iv) hotels without international operators in relation to the remaining stock. • Holiday homes dilute the ability of hotels to yield during periods of peak demand. Whereas hotel room supply is fixed and the incremental cost of developing supply is very high, the holiday home market can scale appropriately to demand with negligible marginal costs for additional supply. For this reason, they restrict the ability of hotels to price aggressively during periods of peak

Fe b

r be

r D

ec

em

em

be

er ov N

be

ob

r

ct O

st

em

gu

Se

pt

ly

2016

Au

Ju

ne Ju

ay M

ril Ap

ar

y M

ar

ar ru Fe b

nu Ja

ch

2015

Ap

-30%

demand and have the highest impact in markets that are heavily seasonal. From a supply perspective, hotels in Dubai are insulated to some degree from the effects of the holiday home market as supply is largely ‘top heavy’ and internationally branded. Where potential weaknesses lie is in the ability of hotels to price during peak periods, and this will become an issue in submarkets such as Palm Jumeirah and Dubai Marina, which not only have volatile demand patterns, but also high volumes of holiday home supply.

Pipel in e year bo o k 2017 1 1

Source: STR, AirDNA Note: The graph above depicts the premium/discount in average daily rate of the holiday home market versus the hotel market

50%

y

60 50 40 30 20 10 0 -10 -20 -30


Industry intelligence

Hotel performance and growth Philip Wooller, STR, shares the performance and growth stats for hotels across the Middle East and what the year ahead holds for the hospitality industry

The UAE The current drop in the hotel performances across the UAE is more of a reflection of a correction of a market which in the last three years has been achieving some of the world’s highest average room rates and occupancies. Saudi Arabia Religious tourism during Ramadan and Hajj drove performance sky high in certain markets in 2016. For example, average daily rate in Saudi Arabia increased by more than 90% during the first days of the Hajj. Hotel giants are tapping into this as demonstrated by the growth in Makkah with 23,060 rooms in 14 projects – reporting the most rooms in construction as of December 2016. 2016 in review • Oil prices: a decline in price put a strain on hotels to maximise revenues.

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P ipeline yearb ook 2017

Percent change from November 2015 Occ.

ADR

RevPAR

Middle East/Africa

2.7

-0.1

2.6

Middle East

3.1

-7.7

-4.8

Northern Africa

0.2

48.2

48.5

Southern Africa

1.0

6.7

7.7

Occ.

ADR

RevPAR

Middle East/Africa

-2.8

-2.4

-5.1

Middle East

-2.3

-7.2

-9.4

Northern Africa

-10.9

14.8

2.3

Southern Africa

0.6

6.5

7.1

Percent change from YTD 2015

There was a drop of transient business related to the challenges facing the sector as well as a drop off in events/ congresses and conferences related to the oil industry. • Supply: despite strong demand, increases in supply have put strains on hotel revenues • Currency: fluctuations of currency across the world have particularly affected travel patterns. For example, the decision taken by the UK to leave the EU saw the pound at an all-time low,

making travel to the Middle East more expensive for British travellers. • Regional Conflicts: these particularly affected Syria, Jordan, Lebanon, Iraq and Yemen, which all saw hotel performances heavily impacted. • Changing visitor nationalities and demographics: the drop in Russians and UK tourists, and a slowdown of arrivals from Europe meant hotels needed to attract other markets. China arrivals are expected to grow in 2017 with travels from Asia in general

Source: STR Global

The Middle East continues to be the biggest growth market for new hotels as a percentage of existing supply. The Under Contract pipeline in the Middle East is expected to increase 30% in terms of hotels and 50% for room supply, with the region holding the strongest pipeline growth percentage of all subcontinents. Despite ongoing political problems, the decline in oil prices and challenges across the region, the hotel markets are resilient and in reasonably good shape.


YTD November 2016 RevPAR

100 90 80 70 60 50 40 30 20 10 0

$100 $90 $80 $70 $60 $50 $40 $30 $20 $10 $0 Asia Pacific

Americas

Europe

Middle East/Africa

Americas

Europe

Middle East/Africa

YTD November 2016 % change 4.0

-1 -2 -3 -4 -5 -6

-1.0

3.0 2.0 1.0 0.0 -2.0 -3.0 -4.0 -5.0 -6.0 Asia Pacific

Occ.

experiencing double digit increases. • Price: In some markets, for example Dubai, strong increase in supply has led to more competitive pricing to maintain occupancy and market share. The year ahead The strains of increasing supply in the Middle East will continue throughout 2017, especially on the back of the Dubai 2020 Expo and the FIFA World Cup 2022 in Qatar. However, the area has demonstrated

ADR

RevPAR

in the past its ability to adapt rapidly to unpredictability, making this a really interesting market. This is particularly true now as we witness changing dynamics in both domestic and international travel patterns to and from the area. We expect that the factors that affected the hotel industry in 2016 will continue throughout 2017, with a stabilisation of the dynamics towards the end of the year. Despite the market being affected by

regional conflicts, the increase in supply is still a sign of investor interest in the area, which is on the back of historically strong demand. Demand might slow its growth in 2017, however, this will differ between countries. As a whole, we believe that hotels will still have the ability to perform well, but this might be mitigated by both local and regional constraints, such as decline in oil prices, and the continued increase in supply leading to a more competitive pricing environment.

Pipel in e year bo o k 2017 1 3

Source: STR Global

0

4 3 2 1


Markets to watch 14

P ipeline yearb ook 2017


Pipel in e year bo o k 2017 1 5


Markets to watch

Africa Andrew McLachlan, s‎ enior vice president business development, Africa and Indian Ocean at Carlson Rezidor discusses African potential for the group

Africa is a growing economy which presents ample opportunities for the growth of our business: new technologies continue to penetrate all industries, inventive opportunities to expand and connect with consumers. As the continent’s economies continue to grow and the markets demand more diversity and choice, together with the impact of the growing middle class,

16

P ipeline yearb ook 2017

the landscape has become more attractive. According to the World Economic Forum, the African continent has been managing average real annual gross domestic product (GDP) growth of 5.4% from 2000 to date, adding $78 billion annually to the GDP. In addition, the International Monetary Fund forecasts that Africa, in the midst of the current

global economic slowdown, will be the second-fastest growing region in the world between 2016 and 2020, with an estimated annual growth of 4.3%. This suitable environment allows an ambitious hotel group such as Carlson Rezidor, with a total portfolio comprised of 75 hotels open or under development in Africa and Indian Ocean, to expand its


CARLSON REZIDOR OPENED FIVE RADISSON BLU PROPERTIES IN AFRICA IN 2016 PROPERTY NAME

KEYS

Radisson Blu Hotel Nairobi Upper Hill, Kenya Radisson Blu Hotel, Marrakech, Carré Eden, Morocco Radisson Blu Residence, Maputo, Mozambique Radisson Blu Hotel Abidjan Airport, Ivory Coast

271

Radisson Blu Hotel Février, Lomé

320

footprint on the continent Our accelerated Africa growth strategy is on track to achieve its target of more than 23,000 rooms open or under development on the continent, by the end of 2020. In the past 24 months we have signed a new hotel deal on the continent every 37 days and opened a hotel every 60 days. Our strategy is not only about signing new deals – we intend to keep up this momentum of signings, followed by successful openings. In 2016 we opened six Radisson Blu hotels, in Nairobi, Kenya; Marrakech, Morocco; Maputo, Mozambique; Abidjan, Ivory Coast, Lomé, Togo; and Kigali, Rwanda. 2017 will be another extraordinary year of new openings with six openings in South Africa, Kenya, Rwanda, and Algeria South Africa, a key market for us, will

198 187 261

welcome alone three new hotels, including the Park Inn by Radisson Polokwane, Radisson Blu Hotel and Residence, Cape Town and our very first Radisson RED, Cape Town, expected to open late Q3 2017. We are delighted to add these high quality assets to our portfolio of stylish and sophisticated properties in Africa. We are committed to providing our customers on the continent with the world-class services and standards that our hotels and resorts are known for. Our clients appreciate that our product offering sets us apart from the competition. We differentiate ourselves by focusing on delivering an engaging experience that goes beyond the product alone. The objective is to provide a fully immersive journey from start to finish, anticipating and meeting our guests’ every need and desire.

Our accelerated Africa growth strategy is on track to achieve its target of more than 23,000 rooms open or under development on the continent, by the end of 2020”

Pipel in e year bo o k 2017 1 7


Markets to watch

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P ipeline yearb ook 2017


Dubai IHG’s chief operating officer IMEA Pascal Gauvin discusses the outlook for Dubai in 2017 and how the emirate has hit an all-time occupancy high

In recent years Dubai has witnessed an epic transformation since it was formed over 40 years ago. Dubai has rapidly evolved into a global economic powerhouse, home to some of the world’s busiest airports and attracting a growing number of international tourists. Never one to rest on its laurels, Dubai is forging ahead with plans to diversify its tourism offering in a bid to hit ambitious visitor targets by the end of the decade. It is set to become one of the world’s leading theme park destinations alongside boasting unrivalled shorelines, luxury hotels and an array of world class dining options. As Dubai draws holidaymakers in droves with mega attractions and developments, demand for hotel rooms reached a five-year high by the end of 2016 after going through a somewhat sluggish period. In true Dubai form, the last weeks of 2016 saw rooms across the emirate more than 90% occupied for three consecutive nights. On New Year’s Eve alone, occupancy levels reached more than 95%. The last quarter of the year is one of the busiest periods for the emirate’s hospitality industry. Last November, Dubai International welcomed more than 6.5 million passengers, up from 6 million a year earlier.

Hotel occupancy went up by 3.2% to 79.7% in December 2016 according to research firm STR, while demand jumped 9.1%, showcasing the highest increase seen in five years. These figures reveal just how resilient Dubai’s hospitality market is compared to other areas of the Middle East. Supply continues to grow in Dubai as the market prepares to host Expo 2020 and while Dubai’s ADR may have dropped year over year, the metric is beginning to trend towards its usual first-quarter levels, which are traditionally the highest of the year. November and December tend to be the busy months with a lot of business to capture in the market, and in 2016, this was compounded by the launch of IMG World of Adventures and by airlines dropping their prices. IHG is placing a special focus on midmarket hotels, with many GCC states addressing the lack of affordable options for low-budget and family travellers. Dubai is seeking to triple its annual tourism income to $82billion by the time the Expo rolls around in 2020 and so a huge increase in affordable leisure and business offerings will be needed to address the inevitable influx of visitors.

Dubai, in particular, is seeking to triple its annual tourism income to $82billion by the time the Expo rolls around in 2020” Pipel in e year bo o k 2017 1 9


Markets to watch

Iran Christopher Hewett, TRI Consulting Middle East’s associate director gives a snapshot of Iran’s hospitality industry and what to expect in 2017 and beyond

Prior to the 1979 revolution, Tehran’s hotel market had one of the highest penetrations of international hotel operators in the region, with IHG, Hyatt, Hilton and Starwood operating properties in prime locations. Following the revolution, the industry witnessed decades of stagnation, compounded by the onset of the Iraq-Iran war, which made owners reluctant to invest in property maintenance and improvement. As a result, the quality of most hotels is below international standards. There are around 100 hotels in Tehran compared to Dubai’s 600-plus properties of which just 13 – around 3,089 rooms – are classified fourand-five-star. The undersupply of inventory is evident when you consider the Iranian capital’s population is 12 million. Occupancies at Tehran’s hotels increased from 58% in 2013 to 79% in 2014 as international relations thawed and tourism arrivals picked up. This generated a 56% hike in room rates from $69 to $108 over that period. However, since July 2013 the country has witnessed growth in international visitors. This growth is attributed to the early negotiations over Iran’s nuclear programmes and the improved international relations and public image of Iran set forth by President Hossein Rouhani. In late 2013, Rouhani revealed plans to attract 20 million visitors to Iran by 2025. This is an ambitious target since the country only saw 4.8 million visitors in 2014, however, given Iran’s population of 80 million people, its diversity of tourism attractions and destinations, as well as opportunities for investment in the country’s industries, it has

20

P ipeline yearb ook 2017

the potential to become a leading business and leisure tourism destination regionally and globally in the coming years. We anticipate the leisure market will mimic similar destinations in the region, notably Egypt, and will be driven by international groups embarking on a tour of the country’s key destinations and attractions. Furthermore, we project a growing level of demand from regional residents taking advantage of short

holiday periods and visiting individual cities. However, the key growth segment will be regional and international corporate travellers. The significant opportunities in all sectors of the economy, notably oil and gas, financial services, pharmaceuticals and consumer goods, will result in a new wave of business travellers visiting the country in order to secure their position in the various markets.


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Markets to watch

Saudi Arabia Francois Kassab, chief operating officer, Millennium and Copthorne, Middle East & Africa

Saudi Arabia has a population of around 30 million people, a significant number of religious pilgrim visitors and a robust government strategy to invest in tourism, resulting in a destination that offers tremendous potential for hoteliers. Millennium and Copthorne is not the only hotel operator to have identified the Kingdom as a region for significant expansion. Saudi Arabia currently has the most hotel rooms under construction in the Middle East and Africa, with more than 35,000 being built, according to hospitality analysts STR. Religious Tourism With Saudi Arabia’s government announcing reforms aimed at moving the Kingdom away from its dependence on oil, religious tourism looks set to become a major contributor to the economy. According to the Saudi Commission for Tourism and National Heritage, tourism currently generates about 2.7% of Saudi Arabia’s Gross Domestic Product (GDP), with religious tourism making up the largest group of visitors to the Kingdom. Annual pilgrimages currently supply $12bn per year and this is projected to rise to more than $20bn within the next four years, according to the Council for Economic and Development Affairs. Plans are currently in the pipeline to relax restrictions governing visas for Muslim pilgrims, meaning those travelling to Mecca and Medina will be able to extend their stays and visit non-religious cultural cities and sites. This opens up opportunities for hoteliers to

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P ipeline yearb ook 2017

establish themselves not just in the Holy Cities of Makkah and Madinah but also across the North, South and Western Provinces. At Millennium and Copthorne, we have recognised this and plan to open hotels in regional cities across the country, including Hail, Jizan, and Tabouk. Midscale segment The government has invested heavily into infrastructure, including air, road and rail transport to link the major cities. In line with the Saudi Vision 2030 development initiative to target 1.5 million tourists by 2020, attractions are also being prepared to welcome visitors, including archaeological excavations, comprising dozens of sites such as Jubbah, Shuwaymis and Nejran, which could draw large numbers of visitors. In order to sustain growth, the hotel market needs to diversify so it can adapt to market changes and align with

a wealth of new leisure developments in progress across the region. Major cities in Saudi Arabia have a high concentration of luxury offerings, however the mid-market segment is currently undersupplied, and this is driving demand for quality threeand four-star properties. At Millennium and Copthorne, we are addressing this by introducing international midscale brands that offer quality and affordability. For example, we have recently opened Copthorne Riyadh, with a pipeline including Copthorne Makkah Al Naseem and Copthorne by Millennium Al Maabdah Makkah. Saudisation Finding and retaining the right staff is a major issue in the Kingdom for hoteliers. Previously, Saudi Arabia relied on international sources for candidates, with nationals making up a very small percentage of


Projected Hotel Supply | no. of keys

(f)

(f)

18 FY

FY

20

20

17

16

18 FY

FY

20

20

17

(f)

(f)

(f) FY

20

18

17

(f)

(f)

(f)

24,358 20

20 FY 16 20 FY 16 20

the workforce in the hospitality industry. This is a cause for concern as nationals are naturally suited to being the face of a country’s hospitality sector. It is important that there is a drive-in investment into customised training and education so that nationals begin to see the hospitality industry as a viable career option. The government is already stepping up with the announcement of its new Saudisation programme, “Guided Localisation.”

10,032

20,993

13,215

16 20 3 Q

3

20

15

12,269

13,272

7,244

5,434

16 20 Q

Q

3

3

20

15

5,186

11,484

Q

(f)

16 Q

Q

3

20

10000

30,000 28,000 26,000 24,000 22,000 20,000 18,000 16,000 14,000 12,000 10,000

4,145

10,989

8,344

FY

8,133

15

12,000 11,000 10,000 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000

3

5000 12000 11000 12000 10000 11000 12000 9000 10000 11000 8000 9000 10000 7000 8000 9000 6000 7000 8000 5000 6000 7000 4000 5000 6000 3000 4000 5000 2000 3000 4000 2000 3000

2000 30000 28000 30000 26000 28000 30000 24000 26000 28000 22000 24000 26000 20000 22000 24000 18000 20000 22000 16000 18000 20000 14000 16000 18000 12000 14000 16000 10000 12000 14000 10000 12000

6,708

FY

15,000 14,000 13,000 12,000 11,000 10,000 9,000 8,000 7,000 6,000 5,000

20

15000 14000 15000 13000 14000 15000 12000 13000 14000 11000 12000 13000 10000 11000 12000 9000 10000 11000 8000 9000 10000 7000 8000 9000 6000 7000 8000 5000 6000 7000 5000 6000

Our goal at Millennium and Copthorne is to provide a sustainable workforce of homegrown talent as we expand across the region. We have introduced several initiatives to recruit and retain nationals and provide them with the necessary training and work experience so they grow and develop within the company. After all, no-one else has better knowledge of the local culture, as well as a desire to aid the country’s future growth and development.

In line with the Saudi Vision 2030 development initiative to target 1.5 million tourists by 2020, attractions are also being prepared to welcome visitors, including archaeological excavations, comprising dozens of sites such as Jubbah, Shuwaymis and Nejran” Pipel in e year bo o k 2017 23


Markets to watch

United Arab Emirates Omer Kaddouri, president and CEO of Rotana discusses the group’s 12 new properties to open in Dubai, Abu Dhabi and Ras Al Khaimah within the next four years

In the run up to Expo 2020 Expo 2020 will attract more than

25 million tourists and generate

estimated revenues of

$37 billion More than

277,000

new jobs are expected to be created

85,000 of which will be in

neighbouring countries

24

P ipeline yearb ook 2017


Abu Dhabi is our home town; this is where Rotana started and here is where we have our largest inventory of properties and rooms. With the development both Dubai and Abu Dhabi are enjoying, there is a need for more rooms and more hotels, specifically in Dubai; hence, we have signed several management agreements to fulfil this need. We are very optimistic about the outlook for the UAE tourism sector. Although the market environment remains challenging, we see many positive trends and developments that could propel hospitality growth in the region in the years ahead – such as increased infrastructure spending by the government, continuing rise in intra-regional travel percentage, and the rapid growth of MICE tourism. Future plans Last year we revealed our plans to open seven new hotels in Dubai, four hotels in the capital Abu Dhabi and one in Ras Al Khaimah by the end of 2020. Six of the upcoming properties will be five-star hotels, with the remaining properties comprising a mix of four-and-threestar hotels and hotel apartments. Upon completion, the new hotels will add 4,360 keys to Rotana’s existing inventory, taking our fast-expanding portfolio in the UAE to 44 properties, including 21 in Dubai and 17 in Abu Dhabi, with a room inventory of 11,782 (6,682 in Dubai alone and 5,100 in Abu Dhabi). The total value of the 12 upcoming properties is estimated at $1.7 billion. The UAE is our home market and even as we pursue our global ambitions and expand

our footprint into new geographic regions, the country remains the fulcrum around which Rotana’s business strategy is developed and implemented. With us bringing to the local market 12 new properties within the next four years, we further express our commitment to supporting the UAE’s tourism ambitions and reaffirm our belief in the long-term prospects of the country’s hospitality industry. 2017 will see us open the all-new Saadiyat Rotana Resort and villas in Abu Dhabi in the fourth quarter of the year. Ideal for both business and leisure travellers, the resort will feature 354 upscale rooms and suites, 13 beach villas, a beach club and extensive conference facilities. Abu Dhabi Rotana already has a significant presence in the capital, and strengthening our portfolio with an additional four properties will allow us to further contribute to and capitalise on Abu Dhabi’s expanding tourism and hospitality sector. While in Dubai, our seven upcoming properties will go a long way towards meeting the demand increase anticipated in the run-up to Expo 2020, and will help ramp up overall room capacity, which is crucial to achieving the city’s ambitious tourism vision. Despite the challenging economic environment, the outlook for the hospitality sector in Dubai and Abu Dhabi remains positive. In 2016 mid-year market reviews, global consultancy firms listed the medium-to-long-term outlook for the hospitality sector in Dubai and Abu Dhabi as positive, citing the opening of theme parks and new tourist attractions as the main factors driving demand.

Despite the challenging economic environment, the outlook for the hospitality sector in Dubai and Abu Dhabi remains positive”

Pipel in e year bo o k 2017 25


Pipeline data 2017 26

P ipeline yearb ook 2017


Pipel in e year bo o k 2017 27


Pipeline Data 2017

Bahrain PROPERTY

COMPANY

COUNTRY

CITY

KEYS

OPENING

Park Inn by Radisson Hotel Manama

Carlson Rezidor

Bahrain

Manama

207

2018

159

TBC

Vida Marassi Al Bahrain

Emaar Hospitality Group

Bahrain

Diyar Al Muharraq

The Address Marassi Al Bahrain

Emaar Hospitality Group

Bahrain

Manama

110

TBC

JW Marriott Bahrain Bay

Marriott International

Bahrain

Manama

363

2020

Residence Inn by Marriott Bahrain

Marriott International

Bahrain

Manama

120

2020

Anantara Durrat Al Bahrain Resort

Minor Hotel Group

Bahrain

Durrat Al Bahrain 230

2019

Wyndham Grand Manama

Wyndham Hotel Group

Bahrain

Manama

260

2017

Wyndham Garden Manama

Wyndham Hotel Group

Bahrain

Manama

450

2017

Egypt PROPERTY

COMPANY

COUNTRY

CITY

KEYS

OPENING

Radisson Blu Hotel Cairo Nasr City

Carlson Rezidor

Egypt

Cairo

300

2017

The Address Marassi Golf Resort + Spa

Emaar Hospitality Group

Egypt

Cairo

49

TBC

The St. Regis Cairo

Marriott International

Egypt

Cairo

287

Q2 2017

Element Cairo

Marriott International

Egypt

Cairo

327

2019

W Sharm El Sheikh

Marriott International

Egypt

Sharm El Sheikh

350

2020

Mena House - Phase 1

Marriott International

Egypt

Cairo

359

Q1 2017

Mena House - Phase 2

Marriott International

Egypt

Cairo

126

Q4 2018

The Ritz-Carlton Sharm El Sheikh

Marriott International

Egypt

Sharm El Sheikh

252

2020

Iran PROPERTY Gran Meliรก Ghoo

COMPANY Meliรก Hotels International

COUNTRY Iran

CITY Salman Shahr

KEYS 319

OPENING Q1 2017

TAT Rayhaan by Rotana

Rotana Hotels

Iran

Mashhad

240

2017

Tehran Rayhaan

Rotana Hotels

Iran

Tehran

200

2017

Rayhaan Imam Reza by Rotana

Rotana Hotels

Iran

Mashhad

272

Q3 2017

Tehran Rayhaan

Rotana Hotels

Iran

Tehran

200

2018

Jordan PROPERTY

COMPANY

COUNTRY

CITY

KEYS

OPENING

Hyatt Regency Aqaba Ayla

Hyatt Hotels & Resorts

Jordan

Aqaba

286

2017

W Amman Hotel

Marriott International

Jordan

Amman

280

Q3 2017

The St. Regis Amman

Marriott International

Jordan

Amman

260

Q2 2018

Al Manara, a Luxury Collection Hotel

Marriott International

Jordan

Aqaba

200

Q3 2017

Westin Saraya Aqaba

Marriott International

Jordan

Aqaba

300

Q4 2017

28

P ipeline yearb ook 2017


Kuwait PROPERTY

COMPANY

COUNTRY

CITY

KEYS

OPENING

Mercure Kuwait

AccorHotels

Kuwait

Kuwait City

210

2017

Novotel Sharq

AccorHotels

Kuwait

Kuwait City

160

2018

Marriott Executive Apartments Kuwait City

Marriott International

Kuwait

Kuwait City

174

2019

Centro Kuwait

Rotana Hotels

Kuwait

Kuwait City

200

2017

Morocco PROPERTY

COMPANY

COUNTRY

CITY

KEYS

OPENING

Hilton Tanger City Center Hotel and Residences

Hilton Worldwide

Morocco

Tangier

180

2017

MH Fes City center Morocco

Marriott International

Morocco

Fes

244

TBC

JW Marriott Tamuda Bay

Marriott International

Morocco

Tamuda Bay

176

Q1 2017

The Ritz-Carlton Rabat

Marriott International

Morocco

Rabat

120

Q4 2017

The Ritz-Carlton Tamuda Bay

Marriott International

Morocco

Tamuda Bay

100

Q4 2017

The Ritz-Carlton Marrakech + residences

Marriott International

Morocco

Marrakech

164

2019

Marriott Hotel Rabat Arribat Centre Morocco

Marriott International

Morocco

Rabat

186

2020

JW Marriott Casablanca

Marriott International

Morocco

Casablanca

307

2020

Saidia Beach Golf Resort

Meliรก Hotels International

Morocco

Saidia

398

2017

Saidia Garden All Inclusive

Meliรก Hotels International

Morocco

Saidia

150

2017

Saidia Residences

Meliรก Hotels International

Morocco

Saidia

190

2018

Anantara Al Houara Tangier Resort

Minor Hotel Group

Morocco

Tangier

230

Q4 2017

Oman PROPERTY

COMPANY

COUNTRY

CITY

KEYS

OPENING

Mercure Sohar

AccorHotels

Oman

Sohar

145

2017

Mercure Muscat Azaiba

AccorHotels

Oman

Muscat

187

2018

dusitD2 Palm Mall

Dusit International

Oman

Muscat

252

2017

Kempinski Hotel The Wave

Kempinski Hotels

Oman

Muscat

387

2017

Aloft Muscat

Marriott International

Oman

Muscat

175

Q1 2018

W Muscat

Marriott International

Oman

Muscat

250

Q2 2018

JW Marriott Muscat Convention Center

Marriott International

Oman

Muscat

320

2019 2017

Copthorne Falcon Hotel Muscat

Millennium & Copthorne Hotels

Oman

Muscat

164

Sundus Arjaan Muscat

Rotana Hotels

Oman

Muscat

100

2018

Sundus Rotana, Muscat

Rotana Hotels

Oman

Muscat

215

Q2 2017

Sundus Arjaan by Rotana, Muscat

Rotana Hotels

Oman

Muscat

102

2018

Ramada Hotel & Suites Muscat Al Ghubra

Wyndham Hotel Group

Oman

Muscat

90

2019

Ramada Encore Muscat Al Ghubra

Wyndham Hotel Group

Oman

Muscat

200

2019

Pipel in e year bo o k 2017 29


Pipeline Data 2017

Qatar PROPERTY

COMPANY

COUNTRY

CITY

KEYS

OPENING

M Gallery Doha Msheireb

AccorHotels

Qatar

Doha

215

2017 2017

Pullman Doha Bridge Towers (West Bay)

AccorHotels

Qatar

Doha

468

Adagio Doha C-Ring Road

AccorHotels

Qatar

Doha

153

2017

Ibis Doha C-Ring Road

AccorHotels

Qatar

Doha

153

2017

Majlis Grand Mercure Doha C-Ring Road

AccorHotels

Qatar

Doha

283

2018

Dusit Hotel and Suites

Dusit International

Qatar

Doha

194

2017

dusitD2 Salwa

Dusit International

Qatar

Doha

242

2018

Park Hyatt Doha

Hyatt Hotels & Resorts

Qatar

Doha

187

2018

Aloft Doha

Marriott International

Qatar

Doha

240

2019

Le Place Vendome, a Luxury Collection Hotel

Marriott International

Qatar

Doha

250

2020 Q4 2018

Le Meridien Doha

Marriott International

Qatar

Doha

260

Marriott Executive Apartments Lusail

Marriott International

Qatar

Doha

300

2019

JW Marriott Serviced Apts Doha

Marriott International

Qatar

Doha

121

2019

JW Marriott Doha

Marriott International

Qatar

Doha

297

2019

Marriott Executive Apartments Doha

Marriott International

Qatar

Doha

250

2020

Residence Inn by Marriott Doha

Marriott International

Qatar

Doha

280

2020

Courtyard by Marriott Doha

Marriott International

Qatar

Doha

250

2020 2020

Renaissance Doha

Marriott International

Qatar

Doha

200

Le Méridien Doha Lusail

Marriott International

Qatar

Lusail

401

2020

ME Doha

Meliá Hotels International

Qatar

Doha

235

Q1 2017

Innside Doha

Meliá Hotels International

Qatar

Doha

192

Q1 2017

Millennium Plaza Doha

Millennium & Copthorne Hotels

Qatar

Doha

232

2017

TIME Royal Doha

TIME Hotels

Qatar

Doha

132

2017

Wyndham Garden Doha

Wyndham Hotel Group

Qatar

Doha

153

2019

Saudi Arabia PROPERTY

COMPANY

COUNTRY

CITY

KEYS OPENING

Ibis Jeddah Madinah Road

AccorHotels

Saudi Arabia

Jeddah

300

2017

Adagio Jeddah Malik Road

AccorHotels

Saudi Arabia

Jeddah

77

2017

Ibis Jeddah Malik Road

AccorHotels

Saudi Arabia

Jeddah

177

2017

Novotel Jizan Corniche

AccorHotels

Saudi Arabia

Jizan

205

2017

Mercure Riyadh Olaya

AccorHotels

Saudi Arabia

Riyadh

130

2017

Ibis Styles Makkah

AccorHotels

Saudi Arabia

Makkah

286

2017

Sofitel Riyadh

AccorHotels

Saudi Arabia

Riyadh

388

2017

Ibis Madinah Quobaa

AccorHotels

Saudi Arabia

Madinah

193

2017

Novotel Jeddah Prince Sultan

AccorHotels

Saudi Arabia

Jeddah

200

2018

Suite Novotel Yanbu

AccorHotels

Saudi Arabia

Yanbu

120

2017

Ibis Khobar King Faisal Road

AccorHotels

Saudi Arabia

Khobar

250

2018

Adagio Khobar King Faisal Road

AccorHotels

Saudi Arabia

Khobar

150

2018

Adagio Dhabab Street

AccorHotels

Saudi Arabia

Riyadh

150

2018

Adagio Madinah Quobaa

AccorHotels

Saudi Arabia

Madinah

103

2018

Adagio Jizan

AccorHotels

Saudi Arabia

Jizan

120

2018

Ibis Jizan

AccorHotels

Saudi Arabia

Jizan

202

2018

30

P ipeline yearb ook 2017


PROPERTY

COMPANY

COUNTRY

CITY

KEYS OPENING

Adagio Alesayi Plaza

AccorHotels

Saudi Arabia

Jeddah

193

2018

Ibis Riyadh Dhabab Street

AccorHotels

Saudi Arabia

Riyadh

200

2018

Ibis Jeddah Alesayi Plaza

AccorHotels

Saudi Arabia

Jeddah

286

2018

Ibis Al Khobar King Saud Road

AccorHotels

Saudi Arabia

Al Khobar

254

2018

Adagio Al Khobar King Saud Road

AccorHotels

Saudi Arabia

Al Khobar

182

2018

Ibis Riyadh King Fahd

AccorHotels

Saudi Arabia

Riyadh

378

2018

Novotel Olaya Street

AccorHotels

Saudi Arabia

Riyadh

215

2018

Adagio Jeddah Al Andalous

AccorHotels

Saudi Arabia

Jeddah

150

2018

Ibis Jeddah Al Andalous

AccorHotels

Saudi Arabia

Jeddah

250

2018

Novotel Jeddah Al Andalous

AccorHotels

Saudi Arabia

Jeddah

275

2018

Radisson Blu Hotel & Residence Al Salamah

Carlson Rezidor

Saudi Arabia

Al Khobar

142

2017

Park Inn by Radisson Hotel Makkah Aziziyah

Carlson Rezidor

Saudi Arabia

Jeddah

330

2017

Park Inn by Radisson Makkah Al Naseem

Carlson Rezidor

Saudi Arabia

Jeddah

462

2017

Park Inn by Radisson Najran

Carlson Rezidor

Saudi Arabia

Jeddah

120

2017

Radisson Blu Residence Riyadh's Diplomatic Quarter

Carlson Rezidor

Saudi Arabia

Jeddah

110

2017

Radisson Blu Half Moon Bay

Carlson Rezidor

Saudi Arabia

Jubail

140

2017

Radisson Blu Buraidah

Carlson Rezidor

Saudi Arabia

Riyadh

120

2017

Park Inn Makkah Al Naseem

Carlson Rezidor

Saudi Arabia

Makkah

462

2017

Nofa Resort

Carlson Rezidor

Saudi Arabia

Riyadh

57

2017

Park Inn Dammam Industrial City

Carlson Rezidor

Saudi Arabia

Dammam

300

2017

Park Inn Madinah Road

Carlson Rezidor

Saudi Arabia

Jeddah

84

2017

Radisson Blu Resort, Al Khobar Al Aziziya

Carlson Rezidor

Saudi Arabia

Al Khobar

186

2018

Radisson Blu Hotel & Residence, Unaizah Al-Fahd

Carlson Rezidor

Saudi Arabia

Unaizah

180

2018

Radisson Blu Hotel & Residence, Jeddah Corniche

Carlson Rezidor

Saudi Arabia

Jeddah

160

2018

Radisson Red Makarunah Red

Carlson Rezidor

Saudi Arabia

Jeddah

280

2018

Radisson Blu Hotel Riyadh RICEC

Carlson Rezidor

Saudi Arabia

Riyadh

207

2018

Park Inn by Radisson Jubail Industrial City

Carlson Rezidor

Saudi Arabia

Jubail

156

2018

Radisson Blu Faisaliyah

Carlson Rezidor

Saudi Arabia

Dammam

200

2018

Park Inn by Radisson Riyadh Olaya

Carlson Rezidor

Saudi Arabia

Riyadh

170

2019

Park Inn by Radisson Hotel Riyadh

Carlson Rezidor

Saudi Arabia

Riyadh

170

2019

Park Inn by Radisson Hotel & Residence Jeddah

Carlson Rezidor

Saudi Arabia

Jeddah

350

2020

Park Inn by Radisson Hotel Jeddah Al Basateen

Carlson Rezidor

Saudi Arabia

Jeddah

230

2020

Radisson Blu Hotel Al Rakkah

Carlson Rezidor

Saudi Arabia

Al Khobar

150

2020

Radisson Blu Hotel & Residence Jeddah Gate

Carlson Rezidor

Saudi Arabia

Jeddah

452

2020

Dusit Thani Jeddah

Dusit International

Saudi Arabia

Jeddah

215

2018

Vida Jeddah Gate

Emaar Hospitality Group

Saudi Arabia

Jeddah

202

TBC

Hilton Makkah Convention Hotel

Hilton Worldwide

Saudi Arabia

Makkah

780

2017

Hilton Garden Inn Al Khobar

Hilton Worldwide

Saudi Arabia

Al Khobar

199

2017

Hilton Riyadh Hotel & Residences

Hilton Worldwide

Saudi Arabia

Riyadh

864

2017

Park Hyatt Riyadh

Hyatt Hotels & Resorts

Saudi Arabia

Riyadh

275

2019

Hyatt House Jeddah Sari Street

Hyatt Hotels & Resorts

Saudi Arabia

Jeddah

104

2017

Marriott Hotel Al Khobar King Fahed Road

Marriott International

Saudi Arabia

Al Khobar

200

2020

Marriott Executive Apartments Al Khobar

Marriott International

Saudi Arabia

Al Khobar

80

2020

Courtyard by Marriott Al Khobar

Marriott International

Saudi Arabia

Al Khobar

200

2020

Residence Inn by Marriott Al Khobar

Marriott International

Saudi Arabia

Al Khobar

80

2020

Residence Inn by Marriott Dammam

Marriott International

Saudi Arabia

Dammam

150

2020

Four Points by Sheraton Jeddah Tahlia

Marriott International

Saudi Arabia

Jeddah

180

2020

The Ritz-Carlton Jeddah - Phase 1

Marriott International

Saudi Arabia

Jeddah

240

2017

The Ritz-Carlton Jeddah - Phase 2

Marriott International

Saudi Arabia

Jeddah

300

2018

Marriott Hotel Jeddah

Marriott International

Saudi Arabia

Jeddah

283

2018

JW Marriott Jeddah + serviced Apartments

Marriott International

Saudi Arabia

Jeddah

350

2020

Courtyard by Marriott Jubail

Marriott International

Saudi Arabia

Jubail

150

2020

Pipel in e year bo o k 2017 3 1


Pipeline Data 2017 PROPERTY

COMPANY

COUNTRY

CITY

KEYS OPENING

Residence Inn by Marriott Jubail

Marriott International

Saudi Arabia

Jubail

70

2020

Courtyard by Marriott King Abdullah Economic City

Marriott International

Saudi Arabia

KAEC

201

2020

Four Points by Sheraton Makkah Al Naseem

Marriott International

Saudi Arabia

Makkah

1172

2017

Sheraton Makkah Hotel

Marriott International

Saudi Arabia

Makkah

532

2018

Sheraton Makkah Jabal Al Kaaba Hotel

Marriott International

Saudi Arabia

Makkah

414

2017

Westin Makkah

Marriott International

Saudi Arabia

Makkah

513

2018

Four Points by Sheraton Makkah

Marriott International

Saudi Arabia

Makkah

496

2019

Courtyard by Marriott Makkah

Marriott International

Saudi Arabia

Makkah

358

2022

JW Marriott Makkah

Marriott International

Saudi Arabia

Makkah

573

2022

Le Méridien Riyadh

Marriott International

Saudi Arabia

Riyadh

232

2018

Aloft Riyadh, King Fahd Road

Marriott International

Saudi Arabia

Riyadh

110

2018

Four Points by Sheraton King Abdul Aziz Road

Marriott International

Saudi Arabia

Riyadh

130

2019

Westin Riyadh

Marriott International

Saudi Arabia

Riyadh

388

2022

Element Riyadh

Marriott International

Saudi Arabia

Riyadh

244

2022

Courtyard by Marriott Riyadh Oleya St

Marriott International

Saudi Arabia

Riyadh

238

2016

Courtyard by Marriott Riyadh North Ring

Marriott International

Saudi Arabia

Riyadh

170

2018

Marriott Hotel Diplomatic Quarter

Marriott International

Saudi Arabia

Riyadh

80

2019

Marriott Executive Apartments Diplomatic Quarter

Marriott International

Saudi Arabia

Riyadh

140

2019

Residence Inn by Marriott Riyadh

Marriott International

Saudi Arabia

Riyadh

126

2020

Courtyard by Marriott Riyadh

Marriott International

Saudi Arabia

Riyadh

158

2020

Courtyard by Marriott Riyadh Al Akaria

Marriott International

Saudi Arabia

Riyadh

260

2023

Residence Inn by Marriott Riyadh Al Akaria

Marriott International

Saudi Arabia

Riyadh

65

2023

Four Points by Sheraton Unaizah

Marriott International

Saudi Arabia

Unaizah

130

2019

Millennium Hotel Jizan

Millennium & Copthorne Hotels

Saudi Arabia

Jizan

276

2017

Millennium Al Baha Hotel

Millennium & Copthorne Hotels

Saudi Arabia

Saudi Arabia

248

2017

Copthorne by Millennium Jeddah

Millennium & Copthorne Hotels

Saudi Arabia

Jeddah

280

2018

Millennium Hotel Jeddah

Millennium & Copthorne Hotels

Saudi Arabia

Jeddah

321

2018

Copthorne Makkah Al Naseem

Millennium & Copthorne Hotels

Saudi Arabia

Makkah

502

2018

Millennium Makkah Al Naseem

Millennium & Copthorne Hotels

Saudi Arabia

Makkah

822

2018

Kingsgate Al Aziziya

Millennium & Copthorne Hotels

Saudi Arabia

Makkah

480

2018

Millennium Riyadh

Millennium & Copthorne Hotels

Saudi Arabia

Riyadh

350

2018

Millennium Hotel Makkah Umm Al Qurah

Millennium & Copthorne Hotels

Saudi Arabia

Makkah

1324

2019

Biltmore Hotel Riyadh

Millennium & Copthorne Hotels

Saudi Arabia

Riyadh

268

2019

Grand Millennium Riyadh

Millennium & Copthorne Hotels

Saudi Arabia

Riyadh

425

2019

Millennium 1 - KEC

Millennium & Copthorne Hotels

Saudi Arabia

KAEC

630

2020

Millennium 2 - KEC

Millennium & Copthorne Hotels

Saudi Arabia

KAEC

630

2020

Millennium Executive Apartments -KEC

Millennium & Copthorne Hotels

Saudi Arabia

KAEC

630

2020

Studio M - KEC

Millennium & Copthorne Hotels

Saudi Arabia

KAEC

630

2020

Mövenpick Hotel Heraa Jeddah

Mövenpick Hotels & Resorts

Saudi Arabia

Jeddah

227

2019

Mövenpick Hotel Financial District, Riyadh

Mövenpick Hotels & Resorts

Saudi Arabia

Riyadh

353

2018

Mövenpick Hotel & Apartments Al Tahlia Jeddah

Mövenpick Hotels & Resorts

Saudi Arabia

Jeddah

164

2018

Centro

Rotana Hotels

Saudi Arabia

Jeddah

180

2017

Centro Salama, Jeddah

Rotana Hotels

Saudi Arabia

Jeddah

189

Q2 2017

Centro Olaya, Riyadh

Rotana Hotels

Saudi Arabia

Riyadh

156

Q3 2017

Centro Corniche, Al Khobar

Rotana Hotels

Saudi Arabia

Al Khobar

253

Q3 2017

Ramada Encore Al Khobar Olaya

Wyndham Hotel Group

Saudi Arabia

Al Khobar

64

2017

Howard Johnson Dammam, Corniche Street

Wyndham Hotel Group

Saudi Arabia

Dammam

50

2017

Wyndham Garden Dammam Al Sheraa Mall

Wyndham Hotel Group

Saudi Arabia

Dammam

210

2017

Ramada Al Khobar Al Rawabi

Wyndham Hotel Group

Saudi Arabia

Al Khobar

126

2018

Wyndham Grand Riyadh

Wyndham Hotel Group

Saudi Arabia

Riyadh

210

2019

Wyndham Garden Riyadh

Wyndham Hotel Group

Saudi Arabia

Riyadh

198

2019

32

P ipeline yearb ook 2017


Pipeline Data 2017

United arab Emirates PROPERTY

COMPANY

COUNTRY CITY

KEYS

Majlis Grand Mercure Dubai Sheikh Zayed Road

AccorHotels

UAE

Dubai

364

OPENING 2017

Novotel Sharjah Expo Center

AccorHotels

UAE

Sharjah

197

2017

Pullman Sharjah

AccorHotels

UAE

Sharjah

188

2018

Ibis Styles Business Bay

AccorHotels

UAE

Dubai

350

2018

Radisson Blu Hotel Ajman

Carlson Rezidor

UAE

Ajman

156

2017

Park Inn by Radisson Hotel Dubai Motor City

Carlson Rezidor

UAE

Dubai

147

2017

Radisson Blu Residence, Dubai Silicon Oasis

Carlson Rezidor

UAE

Dubai

199

2017

Park Inn by Radisson Al Barsha First

Carlson Rezidor

UAE

Dubai

102

2017

Park Inn by Radisson Resort Ras Al Khaimah

Carlson Rezidor

UAE

RAK

384

2017

Radisson Blu Hotel Dubai Waterfront

Carlson Rezidor

UAE

Dubai

430

2017

Radisson Red Dubai Silicon Oasis

Carlson Rezidor

UAE

Dubai

171

2018

Radisson Blu Hotel Dubai Canal View

Carlson Rezidor

UAE

Dubai

204

2018

Radisson Blu Residence,Al Sufouh

Carlson Rezidor

UAE

Dubai

264

2018

Park Inn by Radisson Residence Jumeirah Village

Carlson Rezidor

UAE

Dubai

261

2019

Park Inn by Radisson Dubai Al Jadaf

Carlson Rezidor

UAE

Dubai

300

2019

Radisson Blu Residence, Dubai Marina Docks

Carlson Rezidor

UAE

Dubai

243

2020

dusitD2 Al Manzel

Dusit International

UAE

Abu Dhabi

216

2018

DusitPrincess Aces Dubai

Dusit International

UAE

Dubai

210

2019

The Address Boulevard Dubai

Emaar Hospitality Group

UAE

Dubai

196

2017

The Address Downtown Dubai

Emaar Hospitality Group

UAE

Dubai

196

TBC

The Address Sky View Dubai

Emaar Hospitality Group

UAE

Dubai

169

TBC

The Address Fujairah Resort + Spa

Emaar Hospitality Group

UAE

Fujairah

196

TBC

The Address Jumeirah Resort + Spa

Emaar Hospitality Group

UAE

Dubai

180

TBC

The Address Fountain Views Dubai

Emaar Hospitality Group

UAE

Dubai

193

TBC

Rove Trade Centre

Emaar Hospitality Group

UAE

Dubai

270

2017

Rove Dubai Marina

Emaar Hospitality Group

UAE

Dubai

384

TBC

Rove At the Park

Emaar Hospitality Group

UAE

Dubai

458

TBC

Rove Satwa

Emaar Hospitality Group

UAE

Dubai

480

TBC

Hilton Garden Inn Ras Al Khaimah

Hilton Worldwide

UAE

RAK

240

2017

DoubleTree by Hilton Dubai — Business Bay

Hilton Worldwide

UAE

Dubai

238

2017

Hyatt Place Dubai Al Maktoum

Hyatt Hotels & Resorts

UAE

Dubai

172

2017

Emerald Palace Kempinski Hotel

Kempinski Hotels

UAE

Dubai

325

2017

W Abu Dhabi

Marriott International

UAE

Abu Dhabi

330

Q1 2018

Marriott Hotel Al Forsan Abu Dhabi

Marriott International

UAE

Abu Dhabi

400

Q1 2017

Edition Abu Dhabi

Marriott International

UAE

Abu Dhabi

257

Q4 2017

Aloft Al Ain

Marriott International

UAE

Al Ain

172

Q1 2017

The St. Regis Dubai, Al Habtoor Polo Resort & Club

Marriott International

UAE

Dubai

160

Q1 2017

W Dubai — The Palm

Marriott International

UAE

Dubai

283

Q1 2018

Aloft DuBiotech Dubai

Marriott International

UAE

Dubai

224

Q1 2018

Aloft IMPZ Dubai

Marriott International

UAE

Dubai

224

Q1 2018

Element IMPZ Dubai

Marriott International

UAE

Dubai

168

Q1 2018

Aloft Dubai Studio City

Marriott International

UAE

Dubai

200

Q1 2018

Aloft Dubai South

Marriott International

UAE

Dubai

150

Q1 2018

The St. Regis Dubai, The Palm

Marriott International

UAE

Dubai

289

Q3 2018

Aloft Dubai The Palm

Marriott International

UAE

Dubai

192

Q3 2018

Aloft Dubai Raffa

Marriott International

UAE

Dubai

165

Q3 2018

Element Dubai Raffa

Marriott International

UAE

Dubai

96

Q3 2018

Element Dubai Airport

Marriott International

UAE

Dubai

88

Q4 2018

34

P ipeline yearb ook 2017


for discerning palates Al Rawdah offers a gourmet range of locally produced chicken and meat products. Coming from UAE’s largest poultry farm, Al Rawdah chickens are home grown on 100% natural feed.

Al Rawdah Food Services offers a wide range of fresh and processed poultry and meat products. For full product list, please email customerservice@alrawdahpoultry.com

ALRAWDAHFARM.COM +971 4 8326565


Pipeline Data 2017 PROPERTY

COMPANY

COUNTRY CITY

KEYS

Aloft Dubai City Centre Deira

Marriott International

UAE

Dubai

300

OPENING Q4 2018

Aloft Dubai Airport

Marriott International

UAE

Dubai

236

Q4 2018

Element Dubai Al Sufouh

Marriott International

UAE

Dubai

330

2019

Renaissance Dubai Business Bay

Marriott International

UAE

Dubai

298

Q1 2017

Bulgari Dubai + Residences

Marriott International

UAE

Dubai

200

Q4 2017

Residence Inn by Marriott Al Jaddaf

Marriott International

UAE

Dubai

140

Q4 2018

Edition Dubai

Marriott International

UAE

Dubai

263

2019

Residence Inn by Marriott Dubai IMPZ United Arab Emirates

Marriott International

UAE

Dubai

110

2019

FFI Dubai IMPZ United Arab Emirates

Marriott International

UAE

Dubai

200

2019

Courtyard by Marriott Dubai Cultural Village

Marriott International

UAE

Dubai

200

2019

Residence Inn by Marriott Dubai Studio City

Marriott International

UAE

Dubai

160

2019

Courtyard by Marriott Dubai Studio City

Marriott International

UAE

Dubai

200

2019

Marriott Hotel Dubai Palm

Marriott International

UAE

Dubai

608

2019

Courtyard by Marriott Dubai Telecom

Marriott International

UAE

Dubai

300

2020

Four Points by Sheraton Ras Al Khaimah

Marriott International

UAE

RAK

300

2019

Al Wadi Desert Ras Al Khaimah, a The Ritz-Carlton partner hotel

Marriott International

UAE

RAK

101

TBC

The Ritz-Carlton Al Hamra Beach

Marriott International

UAE

RAK

32

Q4 2017

Marriott Hotel RAK

Marriott International

UAE

RAK

300

2022

Four Points by Sheraton Sharjah

Marriott International

UAE

Sharjah

220

Q3 2017

Aloft Sharjah

Marriott International

UAE

Sharjah

270

Q3 2018

ME Dubai

Meliá Hotels International

UAE

Dubai

140

TBC

Meliá Residences Downtown

Meliá Hotels International

UAE

Dubai

239

2018

Studio M Barsha

Millennium & Copthorne Hotels

UAE

Dubai

154

2017

Millennium Golf Resort Al Ain

Millennium & Copthorne Hotels

UAE

Al Ain

275

2018

Biltmore Bateen Marina Abu Dhabi

Millennium & Copthorne Hotels

UAE

Abu Dhabi

228

2018

Anantara Jebel Dhanna Villas

Minor Hotel Group

UAE

Abu Dhabi

60

2019

Anantara Mina Al Arab Ras Al Khaimah Resort

Minor Hotel Group

UAE

Ras Al Khaimah

225

2019

Mövenpick Hotel Dubai Media City

Mövenpick Hotels & Resorts

UAE

Dubai

251

2018

Mövenpick Hotel Apartments, Downtown Dubai

Mövenpick Hotels & Resorts

UAE

Dubai

244

2018

Mövenpick Hotel Apartments Al Burj, Business Bay

Mövenpick Hotels & Resorts

UAE

Dubai

299

2018

M Gallery by Sofitel (Final Name TBC) - owned and managed by R Hotels

R Hotels

UAE

Dubai

254

Q2 2017

Wyndham Garden

R Hotels

UAE

Dubai

179

Q4 2017

Cove Extension, Ras Al Khaimah

Rotana Hotels

UAE

Ras Al Khaimah

147

Q2 2017

Capital Centre Rotana, Abu Dhabi

Rotana Hotels

UAE

Abu Dhabi

315

Q3 2017

Al Bandar Rotana and Al Bandar Arjaan by Rotana, Dubai

Rotana Hotels

UAE

Dubai

280

Q3 2017

Saadiyat Rotana Resort & Villas

Rotana Hotels

UAE

Abu Dhabi

340

Q4 2017

Beach Arjaan by Rotana, Abu Dhabi

Rotana Hotels

UAE

Abu Dhabi

326

Q4 2017

Al Jaddaf Rotana, Dubai

Rotana Hotels

UAE

Dubai

338

2018

Wafi Rotana, Dubai

Rotana Hotels

UAE

Dubai

598

2018

Vivanta by Taj, Jumeirah Lakes Towers

Taj Hotels Resorts & Palaces

UAE

Dubai

331

2018

Taj Exotica Resort & Spa, Palm Jumeirah

Taj Hotels Resorts & Palaces

UAE

Dubai

325

2019

Viceroy Palm Jumeirah

Viceroy Hotel Group

UAE

Dubai

477

2017

Wyndham Garden Ajman Corniche

Wyndham Hotel Group

UAE

Ajman

179

2018

TRYP by Wyndham Dubai

Wyndham Hotel Group

UAE

Dubai

672

2017

Wyndham Dubai Marina

Wyndham Hotel Group

UAE

Dubai

465

2018

Ramada Plaza Jumeirah Village Circle

Wyndham Hotel Group

UAE

Dubai

502

2018

Wyndham The One, Dubai Marina

Wyndham Hotels & Resorts

UAE

Dubai

465

2018

Tryp by Wyndham, Tecom

Wyndham Hotels & Resorts

UAE

Dubai

672

2018

Ramada Plaza JVC

Wyndham Hotels & Resorts

UAE

Dubai

502

2018

36

P ipeline yearb ook 2017


UAE’s Choice 2016

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STEAM CLEANERS

RIDE ON SCRUBBER DRIERS

COLD PRESSURE WASHERS

HOT PRESSURE WASHERS

OUTDOOR SWEEPERS

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For any cleaning challenges, we have a solution. We understand the demands of your business, whatever industry you operate in.

For more information, Please visit www.karcher.ae or call us on Tel: +971 4 886 1177


Suppliers you should know 38

P ipeline yearb ook 2017


Pipel in e year bo o k 2017 3 9


Suppliers you should know

1765 Gemini Glenn Ewart, commercial director reveals the tabletop settings hotels should be looking out for in 2017 and why the company took the decision to launch its very own handmade ceramics range, Enigma

Contact 1765 Gemini W: 1765gemini.com E: glenn@1765gemini.com T: +971 4 388 4773

26 Tell us about your company? 1765 Gemini was established eight years ago as part of a plan to bring together a different type of hotel supplies distributor to UAE, Qatar and Oman. What differentiates your business on the market? As we have a great number of years’ experience across the F&B and hospitality industry with specific knowledge regarding hotel supplies throughout our entire team, we have the information to source cutting edge products, understand the market and industry and deliver a consultancy solution to listen to our customer needs.

40

P ipeline yearb ook 2017

What's your best-seller? It is not a product but a product sector and that is our chinaware. Having exclusivity to Churchill, Rosenthal, Pordamsa, M Style, Wurtz, and our own ranges – Enigma and Stoneware – means we lead the way in delivering the latest chinaware designs for the market. What new product launches, innovations and announcements should we know about? The Enigma range is a handmade variety of ceramic used by leading Michelin-star chefs globally. The concept was created in collaboration with our owner, Martin

employees in the Middle East Company’s turnover in 2016:

AED 30m Expected growth in 2017:

10%


be a very exciting year for 1765 Gemini as we branch into a new retail concept and launch a fantastic new showroom to showcase our brand partners. How well did the business perform in 2016? 2016 was a tough year for the market in general, but we have performed very well with double-digit growth.

Koebke and it is the most exciting tabletop ceramic available in GCC. There will be fantastic new launches

of barware and cutlery patterns from Robert Welch, and Churchill will launch new ranges and colourways. 2017 will

What company growth are you anticipating in 2017? We recognise the market will continue to have challenges, but as we adapt our business model to these and continue to deliver outstanding service, we hope it will be another great year for us.

MOMENTS COLLECTION

THE ART OF LIGHTING DESIGN

exclusive distributor

sales@DesertRiver.com | +971 4 323 3636 | DesertRiver.com

Pipel in e year bo o k 2017 4 1


Suppliers you should know

Al Rawdah Paul Farhat, head of food service, Al Rawdah reveals how the company plans to increase its market share and why tailor making packages is key to maintaining customer relationships

Tell us about your company? With a heritage stretching back over two decades, Al Rawdah was established in 1990 and was fully operational in 1994 as a subsidiary of Emirates Rawabi Group. Together, this venture is driven by an insatiable commitment to provide the finest, premium quality chicken and processed poultry products. As the largest producer of fresh chicken and processed meat products in the UAE – with a 35% market share – Al Rawdah persistently operates by the company’s core values of bringing the tastiest foods that are guaranteed healthy and safe. What differentiates your business on the market? The team of professionals in the fields of veterinary, chicken processing, retail, and hospitality are the cornerstones in providing the biggest retailers and foodservice institutes with creative solutions that come hand-in-hand with the premium quality chicken grown at our own farms here in Dubai. We seek partnerships and offer a wide range of tailor-made products to fit our customers’ operational needs. What's your best-seller? We offer an extensive range of processed products made with our own fresh chicken meat. Our German certified master-butcher, Matthias Schlingmeyer, is relentlessly creating new recipes and perfecting the original popular recipes such as our breakfast sausages, smoked turkey breast and ham, alongside a full range of mortadellas, cooked and ready-to-use chicken breast and strips.

42

P ipeline yearb ook 2017

Al Rawdah’s production line

How well did the business perform in 2016? Despite being in a very competitive market, Al Rawdah food service has managed to stay a major player among local, regional and international brands. We outperformed our projected forecasts and achieved 35% average growth year-on-year. What company growth are you anticipating in 2017? As one of the biggest poultry producers in the UAE, we are extremely excited about Al Rawdah Food Service potential in 2017

Contact Al Rawdah W: alrawdahfarm.com E: customerservice@ alrawdahpoultry.com T: +971 48326565

and we are thrilled with the growth rate the market is anticipated to achieve as this will reflect our own growth for top line figures.

600

employees in the Middle East Company’s turnover in 2016:

200m AED

Expected growth in 2017:

15%


Looking at One Stop Shop experience for your Foodservice operations?

Visit us HALL 8: B8-30

Look no further than LA MARQUISE INTERNATIONAL! Distributing top quality products, since 2002


Suppliers you should know

ANGT LLC Ashwin Ruchani, marketing and sales director, ANGT LLC, discusses the company’s 13 new product launches and why its well-known onion paste has paved the way for further success

Tell us about your company? We started our operations in 1999 and are known as the pioneers of manufacturing onion paste. In 2005, ANGT LLC was formed with the sales and marketing headquarters in Dubai. Since 2005, ANGT has expanded its presence in 15 countries and the product range from one to 20. What differentiates your business on the market? We offer Nonions Onion Paste, which other suppliers do not. We started the company by manufacturing this product and since its inception we have 16 years of onion paste experience. Nonions was invented so that chefs can get away from cleaning, peeling, chopping and frying onions to simply opening the pack and using the product. Our product is 100% natural and does not change the flavour or taste of the final product and in turn offers consistency, quality and lower costs. What's your best-seller? Obviously our Nonions onion paste, but our other popular product is Miraya, our chickpea paste. After the success of Nonions, our clients kept asking us to come up with some more innovative products so we came up with our chickpea paste, which is actually hummus-based. What new product launches, innovations and announcements should we know about? We launched 13 new products at the

44

P ipeline yearb ook 2017

Nonions by ANGT LLC

2016 Gulfood Manufacturing exhibition, including a ready-to-eat range with steamed rice and vegetables, Jeera Biryani. Plus, gravies such as Butter Chicken, Sambar and Malabar Fish Curry alongside other ingredients including boiled kidney beans and Urad Dal to name a few. How well did the business perform in 2016? 2016 was an interesting year for us. As budgets got tighter, chefs started looking for quality products at cheaper prices and products that can reduce costs, which is exactly what we offer. Though the growth in 2016 was a little slower than previous years we still remained a key player in the industry, unlike a few other suppliers.

Contact ANGT LLC W: angtnonions.com E: Ashwin@angtnonions.com T: +971 558964874

9

employees in the Middle East Expected growth in 2017:

20-25%

Operating in the Middle East for

10 years


Products and services for the professional kitchen, created by chefs for chefs. Visit UFS.com


Suppliers you should know

Alto-Shaam Gabriel Estrella Talentti, director, Middle East and Africa, Alto-Shaam reveals the company’s plans for a new heated shelf merchandiser in 2017 and why the Cook & Hold ovens are still a firm favourite within the industry

Tell us about your company? Alto-Shaam foodservice equipment is manufactured at its world headquarters in the United States. Founded in 1955, Alto-Shaam invented the Cook and Hold oven category. Alto-Shaam has equipment and offices throughout the world; it opened its dedicated Middle East and Africa office in Dubai in December 2015.

Contact Alto-Shaam W: alto-shaam.com E: Gabriele@alto-shaam.com T: +971 43219712

2

employees in the Middle East plus one full-time travelling chef Middle East office opened in

2015

46

P ipeline yearb ook 2017

What differentiates your business on the market? With food, labour, and energy costs on the rise, Alto-Shaam provides versatile, consistent and efficient system solutions. From Cook & Hold ovens to combi-ovens and from holding cabinets to drawer warmers, Alto-Shaam’s full line of foodservice equipment is designed for profitable foodservice operations. What's your best-seller? Our Cook & Hold ovens and combi-ovens are popular because they help to meet cooking demands in busy kitchens, especially when they are installed outside of a traditional kitchen hood. Our mobile banquet carts are also popular because they hold food at a precise temperature and are useful in plated banquets, buffets, roomservice and much more.

What new product launches, innovations and announcements should we know about? We are introducing a new heated shelf merchandiser in 2017. Alto-Shaam’s newest aesthetically pleasing merchandiser line features individually controlled heated shelves that keep food warm for hours at the highest level of quality. The merchandiser line includes countertop or floor-standing models. The merchandisers can be purchased separately or as part of a full system package to cook, hold and merchandise rotisserie chickens, pizzas, sandwiches and more. How well did the business perform in 2016? Business was great in 2016. We’ve seen increasing sales each year as we focus on a strong growth plan. We are increasing our market share and we will continue an aggressive approach in 2017 and beyond. What company growth are you anticipating in 2017? We are excited about the outlook in 2017. We expect to grow our primary cooking equipment sales, including in the Middle East region, and we are anticipating our new heated shelf merchandiser will support that growth for grab-and-go style operators.


OUR PRODUCTS

ashwin@angtnonions.com


Suppliers you should know

Assa Abloy Hospitality Manit Narang, vice president, MEA & India

Allure by Assa Abloy Hospitality

First established in

1974

In 2015 the company became ASSA ABLOY Hospitality Locks present in over

166 countries 48

P ipeline yearb ook 2017

Tell us about your company? The story began in 1974 when lock maker Tor Sørnes invented a better door opening system (VingCard), so hotel guests and travellers could feel safe. Sørnes’ innovation was the world’s first recordable keycard door lock, and quickly became the global leader in room security. At the same time, Bjørn Lyng, who was working on the world’s first electronic in-room safe, founded Elsafe. The two joined forces in 1994 to better serve their customers and grow the company. VingCard Elsafe has spent four decades helping hospitality partners in over 166 countries and gaining presence in the Middle East region for the last 30 years and in 2015, the company became Assa Abloy Hospitality. What differentiates your business on the market? Assa Abloy Hospitality prides itself on having an incredibly intricate global support network that can pull resources and quickly manage issues on a worldwide scale, while also offering localised support in each region. Having local support teams has enabled us to provide high level support to our customers while keeping in line with the specific rules and regulations of a region. We can address issues quickly and provide quick turnaround times on support requests anywhere in the world. Additionally, we also offer a truly future proof system and

solutions with technology that can support simple upgrades without the need for completely new systems. What's your best-seller? Our VingCard Allure electronic lock. It offers four products in one package: DND (do not disturb) MUR (make up room) a doorbell access and signage with customised panels. Additionally, Allure gives seamless integration with any GRMS solution and is available in both wired and wireless online platforms with mobile access. What new product launches, innovations and announcements should we know about? We recently launched our new VingCard Essence lock system with Assa Abloy Hospitality mobile access compatibility as well as online wireless capabilities, improved reading distance on the RFID reader and more. The new features and functionalities allow guests to take control of their hotel experience.

Contact ASSA ABLOY Hospitality W: assaabloyhospitality.com E: manit.narang@assaabloy.com T: +971 502400845


Many happy returns. Quality Food Means Repeat CustoMeRs Build your business on repeat customers. Keep them coming back again and again with delicious options and high-quality food. With food, labor and energy costs on the rise, Alto-Shaam provides versatile, consistent and efficient system solutions — including the industry’s first cook & hold oven, Combitherm® ovens, and more — that are essential to profitable foodservice operations around the globe. Schedule a demo today at www.alto-shaam.com/alto-shaam-middle-eastand-africa

cook . hold . chill . displaY . sYsteM solutions

Wisconsin Manufacturer of the Year


Suppliers you should know

Casualife Middle East LLC Antony Guss, international vice president reveals the company’s weather proof outdoor furniture solutions and why being a manufacturer separates Casualife from its competitors

Fairmont Dubai with Casualife outdoor furniture

Tell us about your company? Casualife has been manufacturing outdoor furniture for over 30 years. Originally founded in Australia, the company now manufactures in Indonesia and China and supplies outdoor furniture solutions worldwide from five company owned offices and a series of agents. As manufacturers and not traders we are more attuned to quality than our competitors. In recent years, Casualife has expanded its range from outdoor furniture and umbrellas to include ban-

50

P ipeline yearb ook 2017

queting furniture, light-weight banqueting tables and litter bins. Casualife has been supplying to hotels in the Middle east since the 1990’s, regular visits really commenced from 2001 until a local office was established in 2010 under a trading sponsor. In 2012 Casualife opened a dedicated office and showroom to service the trade on a factory to client direct basis. What differentiates your business on the market? As a manufacturer, Casualife is the only

company to provide a ‘Gulf Spec’ rating for outdoor furniture and umbrellas. For clients this means that the outdoor furniture will work as intended even in the harsh local climate. Thus, Casualife represents the very best value for money. What's your best-seller? Sun loungers are very popular especially in resort hotels. Casualife provides aluminum, synthetic woven, teak wood, and stainless steel models and special models for the beach (on sled bases) or the pool-


Jumeirah Zabeel Saray features products from Casualife

side. Our products are superbly comfortable and tested by Casualife, so generous warranties can be offered to clients. What new product launches, innovations and announcements should we know about? For our outdoor furniture range, Casualife’s new product is the Wood-Look Fiberglass Umbrella, designed especially for the Gulf region, meaning no more painting and staining of wooden umbrellas. Cantilever umbrellas and a range of aluminum frame umbrellas round off the parasol range. Can you share some more details about these new launches? Casualife continually updates its product offering with improved design and durability. Take our involvement in the Palazzo Versace Hotel – combining new materials such as woven seating on a teak wooden frame was a unique design for them. Often our clients provide inspiration for new designs that we refine with our manufacturing expertise. Being a

manufacturer allows our clients flexibility on custom designs when requested. How well did the business perform in 2016? It was a slow start to 2016 but business built up throughout the year. Major projects were supplied to both existing and new clients. We undertook projects such as Akoya by Damac, Wydham Hotel the First Group, some of the World Islands as we continued to supply to existing hotels on our books, such as Sofitel, St. Regis, Ritz Carlton, Park Hyatt and Hilton to name a few. Overall 2016 was a good year and we had strong sales performance with great overseas sales too. What company growth are you anticipating in 2017? Casualife Middle East is expecting a 30% upturn in sales – a continuing trend since 2014. The office is strongly represented in the local market, undertaking more than 10 major projects and many smaller refurbishments in 2016. We believe that 2017 will be another stellar year for us.

Contact Casualife W: casualife.ae E: sales@casualife.ae T: +971 43698200

5

employees in the Middle East Operating in the Middle East

since 1990 30% Expected growth in 2017:

Pipel in e year bo o k 2017 5 1


Suppliers you should know

Desert River Claudia van der Werf, director, Desert River unveils her 2017 expansion plans and the company’s latest innovation, Moments by ImagiLights, a collection of rechargeable table lamps

Alize sun lounger in fuchsia

Tell us about your company? Desert River is a dynamic and innovative company established in 2004. We have built a solid reputation in the region as a reliable, original and high-end trading company in contemporary furniture and lighting. We are the distributor of wellknown European lifestyle brands such as Fatboy, Fermob, ImagiLights and Slide.

52

P ipeline yearb ook 2017

Contact Desert River W: DesertRiver.com E: hello@DesertRiver.com T: +971 43233636

We supply to many well-known hotels, restaurants, offices and retailers in the Middle East. In addition to this we offer most of our products on a rental basis for events and conferences. What differentiates your business on the market? We are focused on excellent service and


after sales care. When you purchase goods from us, we make sure the client is happy and fully aware of how to use the product. If they know how to look after their purchases this ensures the products will last longer and offer better value for money. We are very responsive and have an enthusiastic and committed team. What's your best-seller? Our cordless table lamp range and our outdoor seating. In this part of the world there is a big focus on outdoor living, dining and partying – and we offer many great options to give any venue the ‘wow’ factor. What new product launches, innovations and announcements

should we know about? We will be expanding our rental collection in 2017 to cater to very large and upscale events. Our Moments by ImagiLights collection of rechargeable table lamps will be something entirely new to the market. Made of high quality metals and with a luxurious finish, these lamps are the perfect solution for upscale dining outlets

20

employees in the Middle East Operating in the Middle East for

How well did the business perform in 2016? We had a very good year, especially considering the tough trading circumstances in the market at the moment. Our customers are looking for products that last a long time at a competitive price and we have been able to offer that.

13 years 15%

Expected growth in 2017:

HOTEL NEWS ME IS THE PLACE TO ADVERTISE

Reach thousands of Hospitality professionals in the region in print in Hotel News ME or online at www.hotelnewsme.com

FOR ADVERTISING

SUBSCRIPTIONS

EDITORIAL

Group Publishing Director Diarmuid O’Malley dom@bncpublishing.net +971 50 559 7339

Marketing Executive Mark Monzon Mark@bncpublishing.net +971 56 415 5243

Editor Patrick Ryan Patrick@bncpublishing.net +971 4 4200 506

Senior Sales Manager Nick Clowes Nick@bncpublishing.net +971 50 856 7115

Group editor, Hospitality Crystal Chesters Crystal@bncpublishing.net +971 4 4200 506

Pipel in e year bo o k 2017 5 3


Suppliers you should know

INTEREL Florian Gallini, group CEO, Interel discusses how the tech company’s bespoke and intuitive guest room management system enhances the overall guest experience with minimum hassle

Tell us about your company? Interel is a provider of integrated guest room control and energy management systems for the hospitality industry. With usability and guest experience as core design principles, Interel’s Guest Room Management System provides innovative and energy efficient control of lighting and climate. Building on its technology foundation, Interel continues to expand its portfolio. What differentiates your business on the market? Our product design is focused on usability and we contribute to a greater guest experience by guaranteeing the highest level of usability of our systems, allowing for smooth interaction between the guest and the in-room technology. Our system philosophy is driven by our social responsibility towards the environment. This increases the operator’s return on investment, drives the guest experience and optimises the energy consumption of their properties, whilst reducing the carbon footprint. What's your best-seller? Our most popular solution is our bespoke and intuitive Guest Room Management System, which enhances the hotel guest experience and supports the mobile strategies of our hospitality clients. With usability, sustainability and guest experience as its core principles, our future-proof technology provides innovative and efficient control of lighting, HVAC and hotel guest services through highly intuitive and custom-de-

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Bedside panels can include up to two sockets

signed control panels. The system helps hoteliers optimise their energy monitoring and consumption while delivering an enhanced guest experience. What new product launches, innovations and announcements should we know about? Our TCP/IP-based Water Management System is a world first for the hospitality industry. It enables hoteliers to take sustainability and guest experience in their hotels to a whole new level with digital guest controls for showers, basins and more, enabling constant optimisation through online data collection and central monitoring of hotel room water usage. The system also allows guests instant control over the water flow and temperature in their room. This means they can select personal water preferences at the touch of a button.

Contact Interel W: interelme.com E: info@interelme.com T: +971 4479845

Interel’s tech based solutions offer: • Advanced presence based energy management • HVAC • Temperature, lighting, dimming and scene control • Guest panels, for room control • Water Management Systems • Bluetooth (BLE) beacon infrastructure solutions • Hardware and software interfaces to third party hospitality systems


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Suppliers you should know

Karcher FZE Richard Nouira, managing director, Karcher FZE reveals Karcher’s latest carpet cleaning solutions and how the company continues to record double digit growth

Tell us about your company? Karcher is a leading supplier of cleaning technology to the private, commercial and industrial sectors. The Middle East subsidiary opened its doors in 1998 and is in Dubai. Karcher has several service centres in the Middle East, including centres in the UAE, Oman, Bahrain, Qatar and Egypt. The cleaning service centre in Doha, Qatar and the service centre in Ras Al Khor area of Dubai, the second in the UAE are the newest additions to the Karcher portfolio, with another 20 planned across the region by 2020. What differentiates your business on the market? Over the course of 80 years, Karcher has reached the leadership position in cleaning solutions. Karcher continues to consistently outperform all other cleaning technology companies. With 100 subsidiaries and 40,000 distributors, as well as over 1,500 patents and registered cleaning designs, the bright yellow Karcher machines are instantly recognisable across the globe. Karcher was the first company in the cleaning industry to receive the ISO 9001 and ISO 14001 certifications for its quality and environmental management systems and it has 50,000 service points globally to handle its product range of over 3,000 machines. What's your best-seller? The BRC 30/15 C, which is an ideal machine for interim carpet cleaning and suitable for small areas hence its popularity across the hospitality industry. The machine’s 270mm wide brush, spray pressure of 3.5bar, and vacuuming working width of 315mm

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Contact Karcher W: kaercher.com/ae E: inquiry@ae.kaercher.com T: +971 48861177

85

employees in the Middle East More than

1,000

dealers in the Middle East combine with the machine’s other features for an efficient and easy cleaning process. The BRC 30/15 C can be used with additional accessories to increase its functionality. What new product launches, innovations and announcements should we know about? Karcher recently launched a new all-purpose carpet-cleaning machine BRC 40/22. The BRC 40/22 is equipped with a head capable of rotating 200° making the machine extremely maneuverable. The ergonomically designed machine has a height-adjustable handlebar that can be adapted to the user’s height, and is operated intuitively through a simple rotary switch. The BRC 40/22 was awarded the “Visitors Choice Innovation Award” at ISSA Interclean 2016 held in Amsterdam.

Opened in the Middle East in

1998

How well did the business perform in 2016? Despite some volatility and relative slowdown in some Middle East economies in 2016, Karcher has managed to maintain steady growth in various sectors. Karcher recorded double-digit growth in 2015 and is expected to announce similar figures for 2016 due to the high quality of products and reliability that has built trust and preference among many customers in the region.


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Suppliers you should know

Kraft Procurement DMCC, Zeke & Hoteline Sandeep Indulkar, CEO and founder, Kraft Procurement DMCC, ZEKE Trolleys, Hoteline in-room amenities company discusses the company’s extensive trolley range and the potential for reaching into new markets

Contact Kraft Procurement W: kraft-procurement.com E: info@kraft-procurement.com T: +971 45573166 T: +971 45579682

Over

60

employees in the Middle East Expected growth in 2017:

A 25% share in the UAE market and 15-30% share in the global market Operating in the Middle East for the last

8 years

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efits to our customers, from quick trouble shooting, great after sales services and quick delivery times.

Tell us about your company? We are a group of companies and have been in the UAE for the last eight years. We have steel fabrication units in Jebal Ali Dubai where we take on an entire kitchen project for restaurants and hotels. We have successfully designed and installed hundreds of renowned restaurants and hotels from our furniture factory in the UAE China. We also run a separate manufacturing unit in the UAE which produces highend trollies for the hospitality industry, departments include: Front office, luggage, housekeeping, room-service trollies and food service trollies. Additionally, we most recently introduced our in-room accessories brand: Hoteline, which includes inroom amenities such as hairdryers, irons, iron stands, kettles, welcome trays, baby cribs and many more. What differentiates your business on the market? As a manufacturing company, we believe that the best services are offered when your teams are dedicated and innovative. We believe in this mantra and being a local manufacturer we can offer an array of ben-

What new product launches, innovations and announcements should we know about? We are very proud to be one of the only hospitality trolley manufacturers producing goods in the UAE and Middle East. We have some exciting new innovations coming up in 2017 with an extensive new pipeline of products for the hospitality and catering industry. How well did the business perform in 2016? We started up in October 2016 and since then we have already gained orders from many prestigious four-and-five-star hotels around the UAE. What company growth are you anticipating in 2017? We are creating a growth strategy with our newly launched sister companies, Zeke and Hoteline. Our growth strategy involves more than simply envisioning long-term success. If you don’t have a tangible plan, you’re losing business or you’re increasing the chance of losing business to your competitors. Our business growth strategy will ensure that we identify our ideal customer; define our key indicators; verify our revenue streams and analyse our competition. I am sure that with our clear vision and expansion plans we will achieve sustainable growth for the company in 2017 and beyond.

We have some exciting new innovations coming up in 2017 with an extensive new pipeline of products for the hospitality and catering industry” Pipel in e year bo o k 2017 5 9


Suppliers you should know

La Marquise International Anthony Bedoyan, general manager, La Marquise International reveals the company’s new partnerships for 2017

Contact La Marquise W: lamarquise.ae E: info@lamarquise.ae T: +971 43433478

Tell us about your company? La Marquise International has been one of the primary distributors of world leading horeca brands across the UAE and GCC region since 2002. Being a part of Buhaleeba Group’s Foodservice Division, La Marquise has established offices in Dubai, Abu Dhabi, Muscat and soon in Doha, successfully suppling our products not only within GCC region but far beyond. We have a strong focus on professional equipment for the F&B industry alongside a wide variety of products and ingredients. We exclusively represent world renowned brands such as La Cimbali, WMF, Carpigiani, Irinox, MEC3, 1883 Maison Routin and Pellini to name a few. What differentiates your business on the market? Our strength is not only in products but in people and our holistic approach to the business. For instance, our in-house professional baristas, mixologists and pastry chefs provide clients with full after sales support, including product training and menu creation assistance. Our technical team consists of over 25 specialists operating 24/7 to make sure that your business runs smoothly. What's your best-seller? In the equipment line, super automatic coffee machines, WMF, and traditional espresso machines La Cimbali, because both

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Expected growth in 2017:

20% 15 years 25%

Operating in the Middle East for

are leaders and innovators in their categories. In the food and beverage line, syrups from 1883 and Pellini coffee, due to the top quality and wide product range. What new product launches, innovations and announcements should we know about? At the end of 2016 La Marquise brought on board Pomati, an Italian brand for

turnover increase in 2016 compared to 2015

chocolate tempering and melting machines to support our chocolate solutions proposition. Moreover, 2017 started with another great partnership with Monbana premium French hot chocolate and frappes now exclusively distributed by La Marquise in the UAE and Oman.


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Suppliers you should know

Meiko Tim Walsh, managing director of Meiko discusses the company’s compact, high-powered dishwashers for the hospitality industry

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Tell us about your company? Meiko was founded in Germany in 1927 and the Middle East office was set up in 2009. Meiko is a foundation without private owners or shareholders and due to internal rules, Meiko cannot be acquired by any other company. What differentiates your business on the market? We offer full product support: finished products and emergency spare parts stock, technicians to support our partners with installation, commissioning and training, plus the first technical training academy in the region. We also have project management support too. We are also the only manufacturer offering very heavy duty ware-washers and featuring true money saving benefits to the clients. What's your best-seller? We do a full range of ware-washers from the small glasswashers in the lobby to the big flight types in banqueting. They are all popular so it is hard to pick out one this year. What new product launches, innovations and announcements should we know about? The foundation status allows us to heavily invest in product development and we launch a new product more or less every year. Our latest launch is the all new Upster-K rack type dishwasher. It was part of a major streamlining of our whole product range to simplify it into two categories: Standard (Upster) and Premium (Mi-Q/ Mi-Clean). Can you share some more details about these new launches? We introduced the new Upster-K rack type

dishwasher because the hospitality industry requires very compact dishwashers and a high washing capacity. How well did the business perform in 2016? Unexpectedly well. The oil price drop slowed down projects in some countries but despite this, we did really well. We will hire more local staff to offer even better support to the market.

Contact Meiko W: meikome.com E: tim.walsh@meiko.ae T: +971 509895047

10

employees in the Middle East Operating in the Middle East for

8 years Expected growth in 2017:

10%

We do a full range of warewashers from the small glasswashers in the lobby to the big flight types in banqueting� Pipel in e year bo o k 2017 6 3


Suppliers you should know

Pulsar Foodstuff Trading Stephen Bennett, general manager, Pulsar Foodstuff Trading reveals the company’s new range of personalised, gourmet snack foods and why tapping into the mid-market segment is top priority for 2017

Contact Pulsar W: pulsarfoodstuff.com E: info@pulsarfoodstuff.com T: +971 504760068

30

employees in the Middle East Expected growth in 2017:

30%

Operating in the Middle East for

20 years

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Mid-range hotel minibar

Tell us about your company? The company started in 1997 from a small office in Karama, Dubai. The aim was to supply the small, but growing number of hotels in the surrounding area with food snacks for the bars, which eventually led to private, personalised snack items for the hotel rooms. There has been steady and consistent progress over the years and today Pulsar Foodstuff finds itself as one of the largest minibar suppliers in the Middle East.

What new product launches, innovations and announcements should we know about? We have just launched a new range of products for the mid-range hotel market which will allow this side of the industry to offer personalised, in-room items at affordable, competitive pricing. This new range will give these hotels the opportunity to raise their in-room presence, encourage guests to buy a premium product, while also improving guest retention.

What differentiates your business on the market? As a market leader, we have a portfolio that is unmatched. From containers including glass, plastic and acrylic, to food products, gifts and amenities we have an array of items that are simply unrivalled. We are centrally based in Dubai, with a concise network that allows us to deliver freshly packed items within days.

How well did the business perform in 2016? In a challenging year, the company maintained its position in the sector. We are in a lucky position to have dedicated, professional staff who work with each customer on a personal level. Backed by hard work and a reliable operating model, we managed to add to our large customer base rather than see it decline for the year. This off-set some of our underperforming customers.

What's your best-seller? Currently our main products are handcrafted, personalised minibar items and custom developed bar mixes. Our business is to develop high quality products that our customers are proud to sell as their own. Some of our products include jars of mixed nuts and sweets, relief and sanitary items, and high quality slow cooked crisps, olives and olive oils from The Gourmet Olive Market.

What company growth are you anticipating in 2017? With our new product launch, we have ambitious plans for 2017. Targeting the midrange hotel market, as well as increasing in the five-star property market with new and existing clients, we are pushing for growth levels of about 30%. We aim to achieve this by adding to our team and working closely with some of our well-established partners.

Our business is to develop high quality products that our customers are proud to sell as their own. Some of our products include jars of mixed nuts and sweets, relief and sanitary items, and high quality slow cooked crisps, olives and olive oils� Pipel in e year bo o k 2017 6 5


Suppliers you should know

Rational International Middle East Simon Parke-Davis, vice president business development Middle East, Rational International Middle East reveals the company’s latest cooking innovations and the outlook for the year ahead

Tell us about your company? Rational is a worldwide market and technology leader in thermal preparation of food for commercial catering and haute cuisine, with a 54% world market share. In 1976 Rational invented the first combi-steamer which fundamentally changed the way large-scale and professional kitchens operate. Today more than 750,000 Rational combi-steamers are in use worldwide, this means practically every second unit installed is made by Rational. Approximately 120 million meals are produced with Rational units every day. The Middle East Office has been in the region for over 10 years and Rational has been supplying for over 25 years in the region. What differentiates your business on the market? The company has a team of 13 in the Middle East for every aspect of a customer’s journey with five chefs to train and support and two technicians that train over 240 people a year. With our ServicePlus package we offer two years’ free manufacturer’s warranty, online ClubRational Academies for training and on site instruction all for free. What's your best-seller? In 2016 we launched a new SelfCookingCenter and the SelfCookingCenter XS a small professional unit with 2/3GN trays, as well as the VarioCooking Centre which allows flexibility and complements Rational’s SelfCookingCenter to offer a

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Contact Rational W: rational-online.com E: info@rational-online.com T: +971 4 338 6615

RATIONAL SELFCOOKINGCENTER

complete solution to those people working in commercial kitchens. The equipment enables the user to go from 0-200 degrees in under 2.5 minutes for boiling, frying, searing, braising and deep frying. Sizes start from 2x14 litres up to 150 litres in a single appliance. What new product launches, innovations and announcements should we know about? The SelfCookingCenter XS is the smallest appliance ever offered by Rational, with a 60% smaller construction volume than the other cooking appliances. A real-world premiere, because this small cooking pro is also fitted with a fresh steam generator and has the usual Rational performance levels and intelligence. How well did the business perform in 2016? 2016 was a tough year for all compa-

13

employees in the Middle East Company’s turnover in 2016:

€563m revenue Expected growth in 2017:

20%

nies in the Middle East and we were no exception, however we are focused on offering maximum customer benefit and this is what drives the whole team forward regardless of the economic situation. Ultimately, we were able to finish with higher results than in 2015.


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Pipel in e year bo o k 2017 6 9


Female leaders 2017

Breaking the Glass Ceiling Assia Riccio, founder of Evolvin’ Women says that women seeking a career in hospitality in the Middle East should take every opportunity to sit at the table, take charge of their professional life and make things happen. All over the world, women who are determined to advance in the business community deal with the same challenges. In some cases, these challenges are peculiar to the country they live in. Influencing change may be slow and dependent on the cumulative effects of individual successes coupled with support from those with the most influence. In the UAE for example, Her Highness Sheikha Jawaher bint Mohammed Al Qasimi, the wife of Sharjah’s ruler, has announced that a Ministry for Women must be established. She commented: “women are the pillars of advancement in all societies”. This statement is especially true in the hospitality industry, with its large number of female employees. Women must choose carefully which companies to join, who they surround themselves with as mentors and sponsors (their 'visibility board'), and how they deal with their own biases. Choosing the right employer is just as important for an individual, as it is for companies to choose the right employees: interviews are a two-way exchange. Take the opportunity to ask about the number of women in senior roles, the duration of their tenure, and if they were promoted internally. The answers to these questions will give a good indication of the company’s culture. Search the internet; check if the career paths of these women reflect your own ambitions. Choosing the people to connect with is also critical in one’s career development and progression. If I could give one piece of advice, it would be to surround yourself with people who are committed to making you shine and stand out from the crowd.

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The hospitality industry is growing at a fast pace and it is always changing and developing. To succeed in this industry, it is essential to have your own 'visibility board' — a group of people that you have selected to coach, mentor, sponsor and provide you with feedback. Without coaching and mentoring, women are likely to miss the benefits of receiving feedback, advice and idea generation. Likewise, without sponsorship, women are likely to be overlooked for a promotion regardless of their competence or performance. Being noticed by the C-suite is critical for your success. This is particularly true in mid-career, in supervisory or middle management roles when the competition for promotion is more intense. Networking and attending events are great opportunities to connect with people who can join your 'visibility board'. The Middle East, and particularly Dubai, are well known for their networking events, however, the development of women in the hospitality sector has not been a focus of these events, unless you want to become an entrepreneur. An individual’s own biases in terms of

how they perceive the 'glass floor', along with their perception of the difficulty and the hurdle to break into a predominantly male dominated arena, can often be a major challenge and stumbling block. In the Middle East, this glass floor may appear even more evident, however, the UAE is one of the most active regions promoting women in the workforce and the Dubai Business Women Council is a good example of this effort. Since women are an essential part of the workforce, they have the power to influence the increase in the number of women in leadership roles. That can be achieved if women choose properly who they want to work for and who they connect with. They must also reinforce, through success and the support of one’s 'visibility board', the belief that the glass ceiling is there to break through. The time is right and the opportunity is available for like-minded women to sit together around the table to tackle the challenges relating to their career growth in the hospitality industry. In reality, it is our choice to set ourselves up for success and take control of our careers. Women seeking a career in hospitality in the Middle East should take every opportunity to sit at the table, take charge of their professional life and make things happen. They must take every opportunity to speak their minds and believe in the value that their contributions bring to the table. Hospitality can be a very fulfilling career for women as it offers countless opportunities for them to become future leaders, responsible for improving the face of this fascinating and ever-changing industry.


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Female leaders 2017

Agnès Roquefort Senior vice president, luxury brand management, MGallery, AccorHotels

Agnès Roquefort joined AccorHotels six years ago, working her way up the ranks and into her new position as luxury brand management for MGallery. Roquefort insists that having a strong union of females to look up to throughout her career has aided her transition into presidential roles

I am full of hope that there is a new, talented generation of women that will soon take up top, senior positions” 72

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Tell us about your career path? My very first experience in the hospitality industry was during my consulting years, 11 years ago, with a major project to enhance and further develop the strategic plan of a large hotel group. Since then, I have worked on more than 50 projects in the hospitality sector and in many business units including operations, sales, distribution, marketing and development. Six years ago, I made the decision to join AccorHotels and to be 100% focused on hospitality, first as project director for the COO and then as senior vice president for global revenue management and analytics. Just recently, I have taken on a new challenge as senior vice president luxury brand management for the MGallery brand. What challenges do females face in the hospitality industry? The challenges for women depend on region and country. Often, challenges related to senior leadership roles are first connected to the local culture, traditions and the position of women in society. For example, the role of women in the Middle East is different to that in Europe and the US. I take a very progressive approach to women in the workplace as both my grandmother and my mother fought for the rights of women in the workplace and for the equal treatment and pay of both men and women. Sadly, it is still not the case everywhere in the world, but great progress has been made in this regard. At AccorHotels, I am pleased that we already have a great number of young ladies at management level. My strong wish is that they continue their careers and progress to a senior leadership level. How have you overcome these challenges? I grew up in a family where everything was possible regardless of gender. Thanks to that, I have never set barriers for myself

Years in current position: New to the role Years in hospitality industry:

11 years Nationality: French Graduated from: ESSEC Business School, Paris

or entertained limits just because I am a woman. Over the course of my career, I have also been very fortunate to work with and be managed by some very inspiring leaders that were men who trusted and encouraged women. Why are women underrepresented in senior hospitality roles? The scarcity of women on executive committees and boards is not specific to hotel groups. They are just following the same rule as big global companies. Looking to the past, things like workload and mobility may have hindered the ambition of women in our industry. Now I am full of hope, there is a new, talented generation of women that will be soon ready to take up top, senior positions. What steps need to be taken to ensure more women are given leadership roles within the hospitality industry? I believe it is a matter of trust. It is important to empower women and encourage them to trust themselves, and to have confi-

dence in their skills, talents and ambitions. It is even more critical to trust women and provide the opportunity for increased responsibility and greater risk taking. How do you achieve a work-life balance? I travel extensively and I am frequently far from home and spend a great deal of time away from my family. I am fortunate to have a modern and supportive husband, an excellent nanny and two open-minded young daughters, with whom I share my travel experiences. The week is crazy in terms of pace and workload but the weekend and the holidays are fully disconnected to enjoy quality time with them. Technology such as video calling has also made the process of staying in touch with them much easier. How does your company encourage women to take up leadership roles? At AccorHotels, a lot of impactful measures have been taken to give women the opportunity to succeed and flourish in the workplace. Our CEO Sebastien Bazin has created a shadow ExCom where the women outnumber the men. We have a very active internal forum, namely WAAG, with inspiring successful women that share their experiences and mentor young talent. If you could go back to the start of your career, what advice would you give to yourself? Follow your intuition and travel abroad to experience different cultures and meet new people! What advice can you offer aspiring female leaders? Don’t be afraid to take risks, ask for and earn more responsibility from your managers, and most importantly always keep learning.

Pipel in e year bo o k 2017 7 3


Female leaders 2017

Maren Kuehl Hotel Manager, Anantara The Palm Dubai Resort

Maren Kuehl boasts more than two decades of hospitality experience. Having been in the Middle East for 16 years, Kuehl has climbed the career ladder from guest relations manager to front office manager to her latest role as hotel manager at Anantara The Palm Dubai

Women may also face travel restrictions, making it harder to visit sister properties in neighbouring countries� 74

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Tell us about your career path? I have been working in the hospitality industry for 23 years. I started my journey in the food and beverage department at The Ritz in London and a few years later, I moved to the front office and developed my career from there. To say I have held a variety of roles would be an understatement, having worked as a guest relations manager, night manager, front office manager, rooms division manager, director of rooms and EAM rooms before moving into my first hotel manager position in 2010.

Time in current position:

2 years at Anantara,

6 years overall as a hotel manager Time in hospitality industry:

How do you achieve a work-life balance? I really enjoy my job and because of this I don’t always find the right balance! Also our operations makes it difficult to plan and organise effectively. However, as much as possible I make the most of my time off work relaxing and re-charging my batteries and I delegate and empower others, which helps me. How does your company encourage women to take up leadership roles? The chief people officer of Minor Hotel Group – the parent company of Anantara Hotels and Resorts – is a woman. Our company encourages equal opportunities without discrimination. Minor recognises all individuals for their contribution and achievements and actively encourages and supports all team members regardless of gender to pursue their career goals, with the aim of supporting dynamic global expansion plans.

What challenges do females face in the hospitality industry? Women in hospitality, regardless of the geographic location that they work in face many challenges, including long working hours, frequent travel, relocation stresses and irregular days off, which can be challenging when trying to balance career development with having a family and raising kids. The nature of this business combined with 24/7 operational demands requires personal presence, especially in operational roles, which makes it difficult to work from home for extended periods of time. Maternity leave allowance across the Middle East is often limited and the cost of educating children is generally higher than in other countries. Women may also face travel restrictions, making it harder to travel to sister properties in neighbouring countries.

greater influence than gender stereotypes. I believe that regardless of gender, passion, competence, determination and ambition will get anyone into senior leadership roles if they can work around including a career into their life planning.

If you could go back to the start of your career, what advice would you give to yourself? If I had to go back I would tell myself to work equally as hard but to have some fun as well and prioritise a little better. I would advise myself to step out of my comfort zone, be more confident and less self-critical.

Why are women underrepresented in senior hospitality roles? The issue of fewer women in senior leadership positions exists across all industries and is not specific to hospitality. I think a woman’s career development is largely influenced by their personal choices and self-imposed restrictions with personal priorities such as family life and a work-life balance having a

What steps need to be taken to ensure more women are given leadership roles within the hospitality industry? Organisations need to recruit for competence without giving consideration to gender. Companies have a duty to help women manage self-imposed barriers through effective leadership development and monitoring programmes.

What advice can you offer aspiring female leaders? My advice would be to maintain your passion for your job, gain as much work experience as possible early on in your career and to use every opportunity to develop your skills and knowledge. You should be flexible and willing to relocate to seize opportunities in the very dynamic global hospitality industry.

23 years Nationality: Germany Graduated from:

University of West London, UK

Pipel in e year bo o k 2017 7 5


Female leaders 2017

Debrah Dhugga Managing director, Dukes Collection

Debrah Dhugga, managing director of Dukes Collection oversees the iconic Dukes London and the new Dukes Dubai property, which opened its doors in December 2016

Often female needs and circumstances are overlooked, which can sometimes hamper progress or even put people off the industry altogether� 76

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Tell us about your career path? My early career days were based in the sales and marketing department where I worked in roles such as director of brand for Malmaison Hotels from 1996-2005. Throughout my time there I was directly involved in the brand launch of the Malmaison Hotels in the UK. I worked for nine years with Malmaison and enjoyed the involvement of growing one of the leading boutique hotel brands. I joined the leading luxury five-star Dukes London in 2009 as managing director and some of my biggest highlights have included leading the hotel to several international wins in the hospitality industry, and creating initiatives such as the Duchess Rooms aimed at solo female travellers. Now, my focus is on opening and making a success of Dukes Dubai. What challenges do females face in the hospitality industry? As one of the few female heads of a hotel group I have long championed fellow women in what is generally a male-dominated industry and my passion for women extends to all sectors and regions across the globe. Many of the challenges faced by women in the hospitality industry in the Middle East are very similar to those in Europe or the US. I have seen that times are changing and women are starting to take a more active role in the development and building of their society and community. I am looking to inspire women to take their career to the next level and continue moving the UAE forward as a hub for successful business women. Why are women underrepresented in senior hospitality roles? Many hotel groups do not necessarily put the treatment and welfare of their staff at the core of what they do and often female needs and circumstances are overlooked, which can sometimes hamper progress or even put people

Time in current position:

8 years

Time in hospitality industry:

28 years Nationality: British Graduated from: Newcastle UK

off the industry altogether. I think this is a real shame, as by not taking a flexible approach, many hotels are missing out on quality people with plenty to offer. What steps need to be taken to ensure more women are given leadership roles within the hospitality industry? There are fantastic prospects for women in the industry but much more could be done to attract good candidates and ensure women gain leadership roles. I try to do this by opening doors to allow a flexible working place that includes job sharing and flexible hours – allowing the prospect of smooth training and development for women in particular. More companies should be open to these ideas to help support and enhance the role of women in the hospitality and tourism industry at every level of service, across the globe. How do you achieve a work-life balance? A good work-life balance relies on organisation; you can’t have it all so prioritising what is most important to you is key. I did miss some of my children’s school plays and activities

when they were growing up because I was career focused, but always made sure we enjoyed quality time together as a family, which is something that we still make time for now. How does your company encourage women to take up leadership roles? I mentor students under the Savoy Educational Trust mentorship programme and encourage mentoring and support of female managers as a founder of the Leading Ladies of London. I find that mentoring doesn’t just help female managers become more self-confident but in certain cases gives them an outlet, which may not be available in the workplace. Multi-task roles help you to gain great experience. If you could go back to the start of your career, what advice would you give to yourself? I would not change a thing; I remember being told repeatedly that the hospitality industry was a job, not a career. My message is: be strong, live out your dreams, do what you believe is right, work hard, share success, and don’t be afraid to ask questions along the way. What advice can you offer aspiring female leaders? Always believe in yourself and continue to strive forward. Look for a mentor who inspires and teaches you to be the best you can be. Work hard and don’t be frightened to make sacrifices – they will pay off in the end. Always celebrate a win no matter how small – this keeps momentum and passion alive throughout even the longest career. Don’t be frightened to fail –have a plan on what you’re setting out to achieve, any failures will simply be a bump in the road and risks will be worth it to reach the end goal. Enjoy your journey.

Pipel in e year bo o k 2017 7 7


Female leaders 2017

Suphajee Suthumpun Group CEO, Dusit International

Suphajee Suthumpun has been the CEO of Dusit Thani International since January 2016 and having previously served as CEO of Thaicom Public Company Limited among other senior roles, she is no stranger to sitting in a male dominated boardroom

Great rewards come from taking calculated risks� 78

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Tell us about your career path? My path to joining the hospitality industry is unique because my background is actually in a different field as I worked in technology for nearly 30 years. Prior to joining Dusit International in October 2015 on the board of directors, and subsequently becoming its group chief executive officer, I was chief executive officer and executive chairman of Thaicom Public Co Ltd, a sole satellite operator in Thailand for four years; and prior to that I was with IBM for 23 years, holding several executive positions such as general manager of Global Technology Services (GTS) at IBM’s ASEAN headquarters in Singapore. However, while my path to group CEO of Dusit International may not be the most common route to the top of a hospitality company, the worlds of technology and hospitality are really not that dissimilar. In fact, in any modern business, technology now plays a key role as an enabler, especially for hotels, which need to respond dynamically to changes in both the tourism industry and customer behaviour. What challenges do females face in the hospitality industry? Cultural, legal and religious aspects still strongly affect overall access to employment for women in the Middle East, and this is especially true of the hospitality sector. While in recent years this has been improving, with more women taking on management roles within hotels, difficult laws regarding the interaction of males and females result in logistical challenges for hoteliers who – instead of spending the time to find ways to work around them – take the easy option and award jobs to men. In Europe and the US, there are a lot more women working in the hospitality industry. While I see an improving trend, I

Time in current position:

12 months Time in hospitality industry:

1 year Nationality: Thai

believe there are still only a few women in executive positions, however. Why are women underrepresented in senior hospitality roles? When I was country general manager for IBM Thailand, there were only a few other women in that role in around 170 countries – a low representation to say the least. Traditionally, the hospitality industry is very demanding on one’s time and private life, and I think that many women, especially mothers, worry how they could ever be a good hotelier and maintain a healthy home life at the same time without compromising. For example, when I made the decision to take the assignment in Thailand while my family were still in Singapore, I made a promise to my sons to be with them every weekend. And I kept that commitment for two years – I never missed a single weekend during the time we were apart. What steps need to be taken to ensure more women are given leadership roles within the hospitality industry? If hotels establish training programmes that allow all staff to develop the skills necessary for

leadership roles, and then promote staff based on merit, then all employees have equal opportunities to climb the career ladder. For this to be successful, KPIs should be clearly defined so that the promotion process is as transparent as possible. Following this model, only the best performing staff succeed, no matter what gender they are. Under this model, nobody is promoted based simply on potential. How does your company encourage women to take up leadership roles? Dusit International prides itself on equal opportunities. Staff are rewarded and promoted based on merit, and we offer training and workshops so that each staff member has a chance to develop their skills and grow within the company. If you could go back to the start of your career, what advice would you give to yourself? I’d tell myself that there are no failures; you either win or you learn from every experience, I’d also tell myself that great rewards come from taking calculated risks. What advice can you offer aspiring female leaders? In the hospitality industry, anyone hoping to reach the top must excel in the three ‘H’s’ – head, heart and hands. ‘Head’ means having the knowledge to work to the best of your ability following systems and processes proven to be successful. ‘Heart’ means having the passion and drive to see even the most difficult of tasks through to a successful conclusion. ‘Hands’ means having the skill and ability to put everything you learn into practice. You then have to be confident enough to develop your skills and never be afraid of making mistakes; there are no mistakes, only valuable lessons learnt.

Pipel in e year bo o k 2017 7 9


Female leaders 2017

Seema Pande Commercial director complex, Al Habtoor City Hotel Collection

Seema Pande joined the hospitality industry over 20 years ago. As Habtoor City Hotel Collection’s complex commercial director, Pande oversees the commercial function for The St. Regis, W and Westin Al Habtoor City

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Time in current position:

6 months

Time in hospitality industry:

23 years Nationality: Indian

Graduated from: University of Allahabad, India

Women now want the whole nine yards as opposed to just little bits of success here and there�

Tell us about your career path? I’ve been working in the industry for more than 22 years, and began as a temporary replacement for a friend so that he could attend a wedding. He never came back, so I stayed. My first job was in the front office and then in sales and marketing. I have held senior management positions as the director of sales, and director of sales and marketing before moving on to area director of sales and marketing in 2008, which then took me to group director of sales and marketing and corporate director of sales and partnerships. What challenges do females face in the hospitality industry? I believe at present there is a level playing field for both males and females. I have been extremely lucky with the companies and leaders that I have worked with, as I have always treated myself as an equal if not better than most male colleagues. I do believe overall though, whether in the Middle East or in Europe or the US, there is a need to have more opportunities created and equal importance given to females as we bring a unique viewpoint to every opportunity. We just see things differently! Why are women underrepresented in senior hospitality roles? It might still be a male dominated industry, but I feel that will change soon. A great new wave of female leaders are rising to the top of this industry and soon we will see a subtle change. Women are more career driven than before but we must acknowledge that this in itself is a recent change. Women are often still the primary caregivers at home with the

family, especially when there are children concerned. Women now want the whole nine yards as opposed to just little bits of success here and there. How do you achieve a work-life balance? I believe in a lot of hard work and a great deal of luck, but then as they say, the harder I work, the luckier I get! Having an amazing support network at home is a must. What worked for me, besides an amazing network of family and friends, was the fact that I was in no major hurry to get to what is the top of the ladder. So, I could balance both work and my personal life as I carried on in the path I had set for myself. I also believe that a work/life balance is not a set formula. You define it for yourself and then try and stay on it to stay happy. How does your company encourage women to take up leadership roles? Across the three hotels within the Al Habtoor City Hotel Collection, we have a lot of women in leadership roles. Not just in director positions, but specifically at executive level across the complex overlooking the three hotels. Our complex director of revenue is female, our complex director of marketing is female, the complex director of spa and recreation is female and our complex director of housekeeping is female, just to name a few. What advice can you offer aspiring female leaders? The harder you work, the luckier you get! There is no substitute for hard work and it is always rewarded in the right company.

Pipel in e year bo o k 2017 8 1


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Female leaders 2017

Eleni Tsolakou General manager, Khalidiya Palace Rayhaan by Rotana

Eleni Tsolakou joined Rotana Hotels in March 2011 as executive assistant manager of Yas Island Rotana and Centro Yas Island. Tsolakou brings extensive international experience and an innovative approach to staff training to her role as general manager of Khalidiya Palace Rayhaan by Rotana

The Middle East market continues to evolve, and we are seeing more and more women rise to the top of corporate ladders� 84

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Tell us about your career path? I have been in the hospitality industry for over 16 years. My career covered all elements of hotel management in leadership positions. I also have extensive experience on a global level across Africa, Greece, Asia and the Middle East. What challenges do females face in the hospitality industry? I believe that women are just as capable as men in terms of leadership capabilities. Women are successfully leading their countries on a world stage – take the UK and Germany for example. Many of the world’s largest companies are currently led by women, for example Yahoo, Pepsi, GM and IBM. Many Arab women are also among the world’s elite in leadership and business alike. The European and US markets are significantly larger than the Middle East market, so naturally, there are more opportunities for women to rise. How have you overcome the challenges? Many elements come together to create a successful professional. Hard work, dedication, commitment and the ability to adapt to changing environments, to name a few. Successful managers must be able to understand the culture of the destination market and lead teams made up of many nationalities with different values and practices. Successful leaders must also have a good grasp of the financial aspects of the business and be able to deliver value to stakeholders. Keeping my eye on the ultimate goal has always assisted my personal career growth in overcoming any challenges. Why are women underrepresented in senior hospitality roles? Across the hotel industry, women represent about two thirds of the workforce. Yet, only

Time in current position:

4 years Time in hospitality industry:

16 years Nationality: Greek Graduated from: University of Sheffield Hallam, UK

20% rise to general management positions, and about 5% to board memberships. In the Middle East, these numbers are even lower, and it is harder for women to rise within the corporate structure. The Middle East market continues to evolve, and we are seeing more and more women rise to the top of corporate ladders. What steps need to be taken to ensure more women are given leadership roles within the hospitality industry? Women continue to demonstrate abilities to perform with excellence, and have proven track records of success. There will always be competition among all people – whether men or women – for top spots, and we are seeing a trend that executives and decision makers are putting their trust in the best candidate

for the job, not necessarily the best man or best woman. How do you achieve a work-life balance? The key to balancing work and family responsibilities involves flexibility, time management, strong support from your network, setting the right priorities in addition to a well-organised plan. I had a clear image in my mind of what I wanted, and made sure all these aspects of my life received the proper attention. How does your company encourage women to take up leadership roles? Rotana is an equal opportunities organisation. We provide a safe environment for growth, and we offer our staff equal opportunities to excel, regardless of their gender. We constantly encourage our people to self-develop, to expand their knowledge, capabilities and scope of responsibilities. I have found great support and many opportunities within the company throughout the years. If you could go back to the start of your career, what advice would you give to yourself? Reflecting on my life’s progress, I am happy with the path I chose. I love what I do. I also appreciate the opportunities given to me by Rotana, and I remain committed to doing my best every single day. What advice can you offer aspiring female leaders? Find your passion and set your objectives. You know your strengths and what you need to improve on. Commit yourself and learn how to measure your progress. Do not let distractors deviate you from your goals, and don’t let anyone stop you from getting what you want.

Pipel in e year bo o k 2017 8 5


Female leaders 2017

Lilian Roten Vice president, luxury brand management, Swissôtel and Pullman

With three decades of hospitality experience, Lilian Roten has overseen projects such as the Swissôtel bellman and doorman uniforms, the Pürovel scent in all bathroom products worldwide, and Swissôtel’s very own wellness and fitness brand, Pürovel Spa and Sport

We should recognise that we’ve come a long way towards equality, acceptance and opportunity but in most markets we still have much work to do” 86

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Tell us about your career path? I’ve been very fortunate to enjoy three decades in the hospitality industry. I began my career at Swissôtel with assignments in Basel and Chicago, before moving over to work with Switzerland Tourism and at Raffles International (before it was part of AccorHotels). In 2004, I joined Kempinski based in Dubai and rejoined Swissôtel in 2006, as vice president operations, a member of the executive board, and regional vice president of Western Europe. In 2013, I was appointed to vice president, Swissôtel brand, and was a key architect of the brand, responsible for strategy and bringing to life numerous innovations in sustainability, operational concept development, design and service. What challenges do females face in the hospitality industry? I think it differs around the world. In Europe and the US, we definitely see more women leading great companies, however, in some local cultures the role of women within the industry varies based on traditions and at times may not be aligned to another regional market. I am a firm believer in gender diverse teams that offer greater perspectives and a higher degree of creative thinking. Companies without such a mix may be missing a key component for success. That said, I think we should recognise that we’ve come a long way towards equality, acceptance and opportunity but in most markets we still have much work to do.

Time in hospitality industry:

30 years Nationality: Swiss

Why are women underrepresented in senior hospitality roles? I ask myself this question often. Is it because many women are indifferent to corporate politics, don’t network enough, or struggle to find a work-life balance? I believe these factors play a part but I also think that many women miss out on advancement opportunities from more bold and confident colleagues while waiting for the necessary qualifications required for the next role. We have made a lot of progress in terms of equality but there is still a long way to go. Gender equality is not limited to hotel groups, nor just business for the matter. This is a challenge that impacts varying industries, organisations, and in some respect society as a whole. What steps need to be taken to ensure more women are given leadership roles within the hospitality industry? There seems to be very few mentors and mentoring programmes for female managers in the hospitality industry. It helps to have a mentor who can identify and leverage an

individual’s potential and confidence. Someone who has great insight and understanding as to how the system works and will let the individual participate in strategic meetings right from the start. Seeing the bigger picture is crucial to success and ensuring women get the relevant experience required for advancement in an organiastion. How do you achieve a work-life balance? Hospitality is a fast-paced industry that can involve long hours and intense periods for all involved. I perform at my best when I work for a leader with a vision and who trusts me to manage my own time and resources. This enables me to prioritise my workload and the freedom to take the time off when I need it. Part of the value proposition of Swissôtel is to always find balance while on the road. In that regard, Swissôtel properties always seek to provide travellers with the right tools to achieve a healthy mind and body when away from home. What advice can you offer aspiring female leaders? It is very important to take risks and embrace new opportunities. Align yourself with strong men and women who can change the business landscape, and learn from them. Support the women in your personal life and at work, whatever role they play. Listen actively, help and coach where you can, and be generous with both your time and attention. But most of all, stand up for yourself and love yourself.

Pipel in e year bo o k 2017 8 7


Female leaders 2017

Sanne Emborg General Manager, Lapita, Dubai Parks and Resorts, Autograph Collection Hotels

A highly visible and passionate leader, Sanne Emborg is the general manager of Lapita Hotel in the newly opened Dubai Parks & Resorts complex

It is a challenge to compete on the same level as men because women are wired differently and there aren’t many female role models around to look up to� 88

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Tell us about your career path? My hotel career started 20 years ago, with Hyatt in 1996 and various positions followed in the USA, Germany, Azerbaijan and Poland. My first management position was in 1998 at the Hyatt Regency in Mainz as director of rooms and I held this position in two more properties before leaving Hyatt for Marriott. I joined Marriott in 2002 as resident manager at the MEA Dubai Creek and was then promoted to general manager at the same property. In 2008 I moved to India as pre-opening general manager of the Courtyard by Marriott, Gurgaon and then again pre-opening general manager of the Courtyard by Marriott in Mumbai. My third general manager position was in Bangkok, Thailand (Courtyard Bangkok) from 2012 until 2015, when I then moved back to the UAE to be pre-opening general manager of Lapita, Dubai Parks & Resorts, Autograph Collection Hotels. What challenges do females face in the hospitality industry? I have worked in many countries around the world and I would say that the key challenges are the same, no matter where you are. The most evident challenge is the lack of female role models to develop and nurture women with leadership responsibilities. How have you overcome these challenges? I have a family that supports and understands me. In my quest to be a successful leader, I’ve had to learn to be organised in both my private and work life and to grasp the concept of balance. Women need to grasp the fact that they work differently to men – you have a different skill set and you must use these skills effectively and to your

Years in current position:

1 year Years in hospitality industry:

20 years Nationality: Danish Graduated from: Hotel Management Degree from Leysin, Switzerland and Hotel Diploma from the American Hotel Association advantage. Make the most of what you have and embrace your individuality. Why are women underrepresented in senior hospitality roles? As there are more male leaders in this industry in comparison to female leaders, it becomes difficult for women to fight for their place. It is a challenge to compete on the same level as men because women are wired differently and there aren’t many female role models around to look up to. Women nowadays need to be confident in their own skin and remember that you don’t need to be a man to succeed. How do you achieve a work-life balance? Men and women are in the same position when it comes to a work-life balance – this doesn’t change according to gender. As women, once we have a family and children to care for, we end up having no choice but to find a balance between a career and our personal life.

We end up being more productive knowing that our families are waiting for us at home at the end of each working day. You must also prepare to make choices in life between your family and career as you cannot be at your kid’s birthday party and a media conference at the same time. The most important thing that I have learned throughout my career is that you must have the confidence to say no on some occasions and find time for your family. You should believe in yourself and accept that everything doesn’t always have to be perfect. How does your company encourage women to take up leadership roles? I am lucky to work for a company that values each and every individual regardless of gender– men and women are treated equally. Marriott is focused on developing women for female leadership positions. When I was living in Asia, myself and a few other female leaders within Marriott formed an “Asia women leadership group” where we would hold conferences, encourage networking and featured several motivational speakers to support and inspire women within the company to succeed. If you could go back to the start of your career, what advice would you give to yourself? I’d tell myself to believe in my capabilities and be proud to be different. I’d remind myself that I am just as capable of being on this career path as my male colleagues. What advice can you offer aspiring female leaders? Never give up and believe in yourself – you can do this! You will be as successful as you are passionate about this industry. You must enjoy this lifestyle.

Pipel in e year bo o k 2017 8 9


Female leaders 2017

Evgenia Boyankova Group Director of Business Development, Sun Siyam Resorts

Evgenia Boyankova is a multilingual globetrotter. Having relocated to the Middle East straight out of university, she has worked for several well-known hotel chains and tourism boards and now heads up business development for the Maldivian Sun Siyam Group

Hospitality takes so much of your time and passion and some women are able to balance work life and family life, while for others, family becomes a priority� 90

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Tell us about your career path? It all started with linguistics; speaking several languages including Arabic, I was invited to the tourism sector as a student. Egypt was a booming leisure destination at that time and I started a full time job after my graduation right there, in Sharm El Sheikh. Jordan was the next step in my experience, an unforgettable country. Four management positions in sales and marketing brought me to director level in the Seychelles seven years ago. Leading business development for the famous Maldivian Sun Siyam Group right now is a peak I have reached in 16 years of my dedication to the tourism and hospitality sector. What challenges do females face in the hospitality industry? I mainly remember challenges in Europe and the UK where the corporate world was more complex and hierarchical. The Middle East has employed great minds from many countries of the world and developed national talents. The biggest challenge in the Middle East is probably in Saudi Arabia where the rules and traditions of business meetings are different. You need to know them and respect them. Once you understand the way it works, you feel comfortable enough to take right steps. How have you overcome these challenges? Honestly, arriving in an Arabic speaking country as a fresh graduate I had to learn how to trust a multinational team. Languages opened a lot of doors for me.

Time in current position:

2 years

Time in hospitality industry:

16 years Nationality: Russian

Graduated from: Cornell University, USA, Hospitality Management And then it is about constant learning that never stops, positive thinking and doing. When you are confident, you work for it. Why are women underrepresented in senior hospitality roles? Women have several priorities in their life. Hospitality takes up so much of your time and passion and some women can balance work life and a family life, while for others, family becomes a priority. What steps need to be taken to ensure more women are given leadership roles within the hospitality industry? With the growing digital world, career development is less connected to being in

the office during maternity periods. Flexibility and guaranteed opportunities during maternity leave matters a lot for those women who want to combine success in both business and family. How do you achieve a work-life balance? It never came easy to me. My family supports me a lot and my company, Sun Siyam Group, is flexible with my location. Luckily one of the most promising markets for us is Saudi Arabia, where I can be based to balance and succeed. How does your company encourage women to take up leadership roles? The Sun Siyam Group has been a champion in female empowerment for more than 25 years. It is rare in South East Asia, the Islamic world and in the Maldives to see women in decision-making positions, yet we have women topping our institution. Our chairman Mr. Siyam has helped women break ceilings in the political arena. His political party is the first in the history of the Maldives to have a gender quota for a woman to be a deputy leader, and my talented Maldivian colleague and friend, Aishath Rafiyya, has been carrying this responsibility for over four years. What advice can you offer aspiring female leaders? I’d re-work the quote of Paulo Coelho: “Dreams mean work, so go and get your things done.�

Pipel in e year bo o k 2017 9 1


Female leaders 2017

Maria Zarraluqui Global development managing director, MeliĂĄ Hotels International

Maria Zarraluqui is the global development managing director for MeliĂĄ Hotels International and together with her team has signed more than 110 deals worldwide over the last three years

The hospitality industry should embrace flexible working conditions for women. This move will encourage females to be less afraid of committing to a senior position� 92

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Tell us about your career path? I joined Meliá´s legal department in 1999 and in 2008 I joined the development team as development director. I was then promoted to global development managing director in 2011, which is the position I hold now. What challenges do females face in the hospitality industry? Having worked all over the world, I have been treated respectfully as a woman in the majority of places and the Middle East is no exception. Nevertheless, it is true that being a woman in business sometimes has its challenges, including some security issues when travelling alone, and the way you may be perceived in certain countries when negotiating deals. How have you overcome these challenges? I’ve managed to overcome obstacles by being organised. You must be able to organise yourself in order to be the best professional in your field without forgetting your career goals and family. I try to organise my daily schedule, separating what is important and what is urgent to focus on getting the best results without losing time. The most important way to overcome these challenges in my opinion, is to enjoy what you do for a living, stay organised, and remain passionate about the job in the face of adversity. Why are women underrepresented in senior hospitality roles? I believe it is an issue directly linked to old school family dynamics and the traditional positioning of females at home. The hospi-

Time in current position:

6 years Time in hospitality industry:

17 years Nationality: Spanish

tality industry is extremely demanding of one’s time, with often unpredictable working hours considering that operations run 24 hours a day, 365 days a year, and understandably, not many women want to give up an important part of their personal life. It also doesn’t help that there are very few countries whereby government bodies take conciliation policies seriously to help women achieve a realistic work-family balance. What steps need to be taken to ensure more women are given leadership roles within the hospitality industry? The hospitality industry should embrace flexible working conditions for women. This move will encourage women to be less afraid of committing to a senior position within the industry knowing that she is supported with flexible work hours and a working environment. Have a healthy balance between men and women in the industry would most definitely enrich hospitality on a global scale, considering that

females tend to have different approaches and opinions when handling certain matters. How do you achieve a work-life balance? I must be very organised to be responsible at work, while trying to achieve the best results but also ensure that I have quality time with my family. I am fortunate enough to have a strong support network in both activities. How does your company encourage women to take up leadership roles? There is a very neutral approach towards women within my company, which is a great thing as this encourages equality in every sense. We receive proper training regardless of gender and we are promoted equally based on our personal results. If you could go back to the start of your career, what advice would you give to yourself? I’d tell myself to avoid planning so much with respect to the long-term view, as life will surprise you constantly. I’d remind myself to pay special attention to each person that I meet along the way, as everyone has the ability to really teach you something valuable and new. What advice can you offer aspiring female leaders? Be open to change even when moving country, go where the next job takes you. This industry isn’t for the faint hearted, so if you aren’t passionate about the job then it’s time to reconsider. Dedication is the main pillar for success in this business.

Pipel in e year bo o k 2017 9 3


Female leaders 2017

Ghada Sade General manager, MĂśvenpick Hotel West Bay Doha

Having spent the last 22 years in the hospitality industry, Ghada Sade, general manager, MĂśvenpick Hotel West Bay Doha has worked her way up the career ladder. She insists that delegating tasks and having confidence as a female hotelier are key elements to her success

More and more female leaders are emerging in hospitality, which means we are on the right track to break traditional stereotypes� 94

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Tell us about your career path? I started my career over 20 years ago in the field of sales and marketing in international hotel chains such as Meliá Hotels International and InterContinental Hotels Group in the Red Sea. My first leadership role was with Wyndham Grand Regency, where I formally held the position of assistant general manager. I then made the leap to hotel general manager at Mövenpick Hotel West Bay Doha. What challenges do females face in the hospitality industry? It is the person who makes a difference in dealing with situations, and this is irrespective of region or gender. It all depends on the drive of the individual, which comes from within and helps enhance career development and growth. How have you overcome the challenges? With passion. If you are passionate about your job and what you do, then you will automatically thrive and shine. I love what I do and put my heart into it, and the hard work has paid off. Why are women underrepresented in senior hospitality roles? When it comes to the hospitality industry, work hours are long and not really set, making it difficult to manage family life and work life, but this isn’t limited to females. Even if the knock-on effect is felt a little harder for us women, unsociable hours makes it hard for everyone in our industry. Succeeding in senior managerial

Time in current position:

3.5 years

Time in hospitality industry:

22 years Nationality: Egyptian

Graduated from: Ain Shams University in Egypt roles in all industries requires sacrifices that not many of us are willing to make. However, more and more female leaders are emerging in hospitality, which means we are on the right track to break traditional stereotypes. What steps need to be taken to ensure more women are given leadership roles within the hospitality industry? Companies need to fill vacancies based on the right candidate, regardless of gender. We should begin to educate the people around us that being successful is not hindered by the fact that you are a woman. On the contrary, being a female could be an added plus to any organisation. On the other hand, women should also be more confident about going after what they want in terms of career development and should not be afraid to shine in the workplace.

How do you achieve a work-life balance? First and most essential of all, a supportive family who understands my passion and drive to succeed in the workplace. Also, I came up with a plan and stuck to it, which means delegating tasks to my team who are responsible for certain aspects of the hotel. The plan is clear, and this makes it easier to ensure that all aspects of my life get the attention they deserve. How does your company encourage women to take up leadership roles? Mövenpick Hotels and Resorts is a great example of encouraging women to take up leadership positions, as many of our top executives are female, not just on a property level, but also on a corporate level. This is a testament that the company does not look at gender, but at the individual’s skillset and passion. If you could go back to the start of your career, what advice would you give to yourself? I’d let myself know that a successful career is a road well-travelled, but if you are patient and passionate, things will fall into place in their own time. What advice can you offer aspiring female leaders? Transparency and trust are key to being a leader in any field. Cultivating one’s talents is also essential, as well as delegating responsibilities to your team – you can’t do it all!

Pipel in e year bo o k 2017 9 5


Female leaders 2017

Rania Bawalsa Hotel Manager, Mövenpick Resort Petra

In 2015 Rania Bawalsa was promoted to hotel manager of Mövenpick Resort Petra to become one of the few Jordanian female hotel managers in the region

Women looking to further their careers in the hospitality industry need to stand up and be heard. It's about having the confidence to speak up and be noticed” 96

P ipeline yearb ook 2017


Tell us about your career path? I have been in the hospitality industry since 1996, and started as housekeeping coordinator. I’ve moved within several five-star hotel chains from which I gained a wide experience in different departments, including F&B and banquets. The first managerial position I held was in 2008 when I joined The Royal Academy of Culinary Arts – an affiliation of Les Roches. I then became communications manager at Mövenpick Resort Petra where I worked for almost five years until my promotion in July 2015 as hotel manager, where I oversee the operations of the entire hotel and team in Petra. What challenges do females face in the hospitality industry? Some of the main challenges include acceptance as a female in the hospitality industry in Jordan. Especially in Petra/Wadi Mousa as it is a small village with a male-dominated workforce. Traditionally, women are expected to stay at home or take less tenuous job roles. Building a career is even more challenging for married women in the Middle East and Jordan due to the long working hours required by the hospitality industry. Many families don’t accept the balance and sacrifices that one has to make in order to succeed as a female in this business. How have you overcome these challenges? I have overcome such challenges by creating a healthy atmosphere controlled by team spirit, accepting criticism for the sake of providing high-quality service, delegation, consultation, exchange of opinions, transparency and dealing with matters on a case-by-case basis.

Time in current position:

1.5 years Time in hospitality industry:

20 years Nationality: Jordanian

Why are women underrepresented in senior hospitality roles? Creating equal opportunities for females across the hospitality industry and other areas of business is still a work in progress. Traditionally, male workers are given a higher salary than female workers, and there is a noticeable difference between the number of female faces on a board committee. Additionally, long working hours and unpredictable travel commitments make balancing family life and work-life harder. It would be great to see longer maternity leave periods, flexible hours and conditions for working mums. What steps need to be taken to ensure more women are given leadership roles within the hospitality industry? It is important to promote equal opportunities, empowerment in the workplace, constant training and development plans, which will allow employers to discover the capabilities of their female workforce and the skills they have to offer. Mentoring schemes are also great in-

itiatives. Giving the next generation of female hoteliers successful, strong role-models to look up to and discuss career goals will surely breed confidence into the youth of today. How do you achieve a work-life balance? It is easier for me as I am single, with fewer responsibilities. Nonetheless, prioritising is the major key element to balancing work and life. How does your company encourage women to take up leadership roles? We do believe in gender equality. Both males and females have the opportunity to grow, nonetheless it depends on the individual to seize the opportunity and enhance his or her own career path. Our company also provides advanced training programmes at all levels, for anyone who has the potential as a suitable candidate for any vacant position. The growth is from within! If you could go back to the start of your career, what advice would you give to yourself? I’d reassure myself that every fall is a lesson learned and to never give up easily. What advice can you offer aspiring female leaders? Women looking to further their careers in the hospitality industry need to stand up and be heard. It is all about having the confidence and courage to speak up and be noticed. Sure, you’ll face plenty of obstacles and the climb to the top will be a rocky one – but once you reach your goal the view from the top of that mountain will be so worth the climb.

Pipel in e year bo o k 2017 9 7


Female leaders 2017

Maria Tullberg General manager, Radisson Blu Hotel Dubai Deira Creek

Scandinavian national Maria Tullberg graduated from Uppsala University with a Bachelor of Science, Business Administration, and Economics and has more than 20 years’ experience in the industry. Her advice to the next generation of female hoteliers is simple: stand up and be heard

Confidence gap studies show that men in general are more confident than women and this plays just as important a role as competence when it comes to applying for a job� 98

P ipeline yearb ook 2017


Tell us about your career path? I began my career as regional sales manager for the MICE segment. One of my thesis at university had been the topic of purchasing behavior for MICE business. I’ve been in the hospitality industry for 24 years. I held two management positions – regional sales manager and management trainee – before becoming a hotel manager after four years in the industry. What challenges do females face in the hospitality industry? I can only compare it to Scandinavia where I worked previously and the regulations there offer maternity and paternity policies to strengthen female possibilities to combine work life and family life. Flexible working conditions, such as working from home have really helped me a lot in combining work and family life. I don’t feel that it’s as established here as it is in Scandinavia but I do see international companies gradually introducing such initiatives. Other than that, I must say I was quite surprised that the differences weren’t bigger. There are fewer women here so for example in project meetings I’m often the only woman. In the beginning, I felt I was met with some skepticism but that changed quickly when I proved that I knew what I was talking about. How have you overcome these challenges? I have a very supportive husband. I wouldn’t be here if it wasn’t for his support. He quit his job for me to be able to take on new challenges here in the UAE. Why are women underrepresented in senior hospitality roles? For many different reasons. Hospitality is not a 9-5 job and it can be very challeng-

Time in current position:

20 months Time with company:

6.5 years Time as GM:

11 years ing to combine family life and work life. In general men employ men and women employ women and to break that pattern a greater balance must be struck in the recruitment process. Confidence gap studies also show that men in general are more confident than women and that confidence plays just as important a role as competence when it comes to applying for a job. What steps need to be taken to ensure more women are given leadership roles within the hospitality industry? Treat balanced leadership seriously as a core business issue. It should not be viewed as competition between men and women. Have honest and open conversations about career development and work-life balance. Help women close the confidence gap. Look at the recruitment process to ensure hiring is based on competence and introduce a more flexible approach to working conditions. How do you achieve a work-life balance? I would not be where I am today if I didn’t have such a supportive husband. We share the workload at home and have taken equal responsibility for raising our three children. I’ve also realised that I am not a better

manager by spending 12 hours a day in the office and on the contrary I empower my great team to allow them to take responsibility, which in turn works out as a win-win as it develops my team. How does your company encourage women to take up leadership roles? Carlson Rezidor Hotel Group has the Balanced Leadership programme (formerly known as Women in Leadership) and it is based on the following guiding principles: Challenging existing thinking and increasing representation of women in senior positions across the entire company. Breaking down barriers that prevent women across the group from having open conversations about their careers and encouraging them to consider flexible approaches towards their working conditions. Harnessing individual strengths of our female leaders and actively encouraging their collective participation at every level of our business. If you could go back to the start of your career, what advice would you give to yourself? My advice for myself would be to live more in the moment. With my first child I was in such hurry to get back to work because I was afraid my career would end if I took longer maternity leave. I was 27 at that time and had potentially 40 more working years ahead of me so really, no need to feel stressed. What advice can you offer aspiring female leaders? Get yourself a sponsor and don’t wait for someone to support you. Ask for support. Network as much as possible and speak up and let everyone know what you want. You have to make yourself seen and heard. Create a personalised development plan together with your manager and track it on a regular basis.

Pipel in e year bo o k 2017 9 9


Female leaders 2017

Stephanie AbouJaoude Senior area director of marketing, Middle East and Turkey, Carlson Rezidor Hotel Group

Stephanie AbouJaoude has worked in the industry for over a decade and is a Women in Leadership champion for Rezidor. Having held four managerial positions before climbing to her current position, AbouJaoude credits her success on building her own perception of balance

When faced with challenges I have tried not to be overcome with the perception of failure but rather accept the tough times and that life is not always smooth� 10 0

P ipeline yearb ook 2017


Tell us about your career path? I attribute my interest in hospitality to my passion for travel, food and drink. Following my graduation in Integrated Marketing and Communications from Notre Dame University, Beirut I came to Dubai and joined the PR and marketing team at the former InterContinental Hotel Dubai, which was subsequently taken over by The Rezidor Hotel Group in 2006 to become what is now, Radisson Blu Hotel, Dubai Deira Creek. Fourteen years and five managerial positions later I am now proud to be leading a team of high-performing marketing and communications professionals. What challenges do females face in the hospitality industry? Historically, one of the major challenges for this region is that some key stakeholders appear to be less willing to readily accept females in senior positions within our industry. This can often lead to females being discouraged to fully develop their career in hospitality. This can even be linked to issues in succession planning which becomes more challenging as females try and bridge the gap between managerial and senior roles. Another challenge is the limited and relatively short maternity leave allowance in markets such as the UAE, making it harder for females to maintain their career within hospitality as they are faced with a choice between a career and a family. An often less publicised issue that females face surrounds travel in some countries, where there can be cultural restrictions or safety issues with women travelling alone. How have you overcome these challenges? It all starts by having a vision and a clear goal that will enable you to reach that vision. By setting prescriptive objectives you can then define what success means to you. Throughout my career, I have con-

Time in current position:

3 years

Time in hospitality industry:

14 years Nationality: Lebanese

Graduated from: Notre Dame University, Lebanon tinually challenged myself and put myself out of my comfort zone. When faced with challenges I have tried not to be overcome with the perception of failure but rather accept the tough times and that life is not always smooth. Why are women underrepresented in senior hospitality roles? This is not an issue specific to hotel groups and for the same reasons this issue exists across many industries where we still see a lack of women in senior leadership positions. There are certain preconceptions from society when it comes to women trying to establish a work-life balance and this can be discouraging. This particular challenge can be seen in the hospitality industry where flexible working hours are not as available as other industries. What steps need to be taken to ensure more women are given leadership roles within the hospitality industry? Firstly, industries need to recognise that this is not a female issue. The issue of balanced leadership is a business issue. Many studies and statistics provide evidence that gender equality in a senior leadership team leads to more profitable gains for businesses. Female

mentoring and coaching is a good starting point followed by dedicated leadership programmes and development plans to support growth and exposure. How do you achieve a work-life balance? I started by defining what that balance looks like for me. Everyone has a different perception of balance and priorities change with time and at different stages of your life, so I always make sure to take time periodically to reflect and evaluate my priorities, both at work and in my personal life. How does your company encourage women to take up leadership roles? Carlson Rezidor Hotel Group launched its Women in Leadership programme to help females maximise their potential within the group. The group has recently rebranded the programme to Balanced Leadership to better reflect the true spirit and intent behind the programme. At the heart of the programme is mentoring and support to generate future women leaders and we have identified two Balanced Leadership champions (one female and one male) in each region. These champions have to develop and implement action plans as part of the annual KPIs to ensure our activities are led by our people, for our people What advice can you offer aspiring female leaders? Be hungry to learn and have passion. Women need to challenge the status quo and make sure they are visible and their voice is heard. We need to go after what we want and not the other way around. Remind yourself that confidence is a feeling, not a personality characteristic. No one can judge you better than yourself so taking a moment to reflect and recognise your achievements is always a good thing.

Pipel in e year bo o k 2017 10 1


Female leaders 2017

Janelle Schwartz Senior director of revenue management, Middle East and Africa, Hilton Worldwide

Originally from Australia, Janelle Schwartz first started her career in hospitality 20 years ago. Today the successful female leader works with 100 plus hotels across the Middle East, Africa and Turkey

Not letting challenges or even perception get in your way is key to success for aspiring female leaders� 10 2

P ipeline yearb ook 2017


Tell us about your career path? The hotel industry fascinated me from a young age. Back in my native Australia, I gained operations experience when I was starting out in my career 20 years ago. In my leadership role at Hilton today, I see this grounding as having been crucial to my future success. I took my first management position in Sydney in 2000 – an exciting time for the city with the Olympics taking place, before going to work overseas in San Francisco and Washington DC. I have never been afraid to take the right opportunity and I arrived in Dubai in 2010, overseeing revenue management for Hilton in Dubai and gaining a promotion to the wider Arabian Peninsula and Indian Ocean region, before taking on Middle East and Africa in 2013. What challenges do females face in the hospitality industry? Here in Dubai, I believe we operate in a very forward-thinking environment for women in the workplace, and countering perceptions – especially when recruiting new talent can be a challenge. However, I see the many successful women in my own team and within the hospitality industry as an inspiration to anyone considering their next step, whether they are already in the UAE or based internationally. A can-do attitude is fundamental to anyone embarking on a career in hospitality, and not letting challenges, or even perception, get in your way is key to success for aspiring female leaders. Yes, there are cultural nuances in some parts of the region and sometimes in the way we approach our work, however, like anyone, you should be considerate of these, make the most of the learnings from different cultures, and continue to perform to the very best of your ability.

Time in current role: Almost

4 years

Years in hospitality industry:

20 years

How have you overcome these challenges? Experience has helped me take a holistic view on any challenges that I have come up against over the last five years here in Dubai. Seeking advice, performing the job well, and sharing learnings are key to overcoming any difficult situation.

has helped me stay focused on the future, and take on opportunities with confidence. How do you achieve a work-life balance? My secret is great scheduling. I manage to achieve a good work-life balance, whilst still being 100% committed to the responsibilities of my role, through planning and ensuring that my time is used efficiently and effectively. I also recognise, for me and the team, that time off is important. We work in a pressured environment and taking the time to recharge is important and increases productivity.

Why are women underrepresented in senior hospitality roles? At Hilton, there are many women in leadership roles, be it at hotel, regional or even global level, all inspiring performance and delivering against significant objectives for the business. I always aim to look ahead, and believe that the outlook is more and more exciting for women in hospitality. There are many talented women within our Hilton management ranks ready to be the next general managers, commercial leaders and members of the senior team.

How does your company encourage women to take up leadership roles? Hilton’s approach to talent development, across the different levels of the business, is very proactive. There are many female role models in the company, and we often hear from our leaders on best practices and inspirational advice as to how their own careers have developed across the globe. I like to also look at some of the local level activities we have here in MEA, and I am especially encouraged to see the next generation of leaders coming through the ranks. For example, in Saudi Arabia, we have seen our first female graduates of the 'Passport to Success' programme, meaning that women in our Saudi Arabian business will be actively delivering life skill training to other team members.

If you could go back to the start of your career, what advice would you give to yourself? I would tell a younger me to stay inspired, consider every opportunity and to look ahead, not backwards. I have a successful business mentoring relationship and this

What advice can you offer aspiring female leaders? Seek out every opportunity, lead by example and inspire others. Recognise that we are in a fast-paced global industry and with the right professional approach everyone has the chance to be a leader of tomorrow.

Pipel in e year bo o k 2017 1 0 3


Last word

Global hotel pipelines and performance An overview of hotel performance and upcoming supply in some of the key global markets outside of

Asia Pacific

MEXICO/CARIBBEAN

SINGAPORE

United States

The Asia Pacific region currently has

The Caribbean/Mexico region currently boasts

592,139

31,570

In December 2016, Singapore reported that supply was up by

The US hotel industry reported mixed results in the three key performance metrics during the first week of January 2017. In yearover-year comparisons, the industry’s occupancy fell 3.2% to

rooms in

2,646

projects under contract representing a 2.4% increase in rooms under contract in December 2016. Among chain scale segments, the upscale segment accounts for

151,996

rooms under contract, and a further

72,031

rooms in construction.

104

P ipeline yearb ook 2017

rooms in

188

projects under contract – representing a 10.5% increase in rooms under contract compared with December 2015. The region also reported

12,387 rooms in

82

projects in construction, marking a

6.9%

increase in year-overyear comparisons.

4.1%

with demand also increasing by

2.1%

Occupancy in the region struggled as it dipped

2.0% to

77.2%

with Average daily rates dropping

47.1%

However, average daily rate rose

4.5% to

$117.08

2.7% to

and revenue per available room increased 1.1% to

$198.12

$55.13


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