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Pipeline Yearbook

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hotelnewsme Pipeline year book 201 6

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Foreword

T

he regional hospitality industry is a fast-paced and vibrant sector, driving economic growth and foreign direct investment as well as the region’s image abroad, and it is little wonder regional governments and international operators alike are clamouring to ensure the industry’s growth is equally fast-paced. As of December 2015, STR Global reports there are 501 hotels totalling 144,321 rooms under contract in the Middle East and 285 hotels totalling 53,093 rooms under contract in Africa; this includes all projects in the construction, final planning and planning stages. These are the hotels of tomorrow. Over coming years the Middle East’s hotel inventory will double, meeting the needs of millions of people who are set to travel to and through the region for business and leisure. The multi-billion Dollar business opportunities such activity will afford are staggering. Yet on the other side of the equation, the industry is being squeezed by currency fluctuations, ongoing economic turmoil and the decline of the oil price. Hoteliers, and business owners in hospitality’s supporting industries, felt an undeniable pinch in 2015, which was compounded by an oversupply of new properties in some markets and a resulting decline in performance metrics. In an increasingly uncertain world, what will happen in 2016 is anybody’s guess. But as with many things in life, forewarned is forearmed. Providing a comprehensive guide for investors, hoteliers and suppliers alike, The Pipeline Yearbook 2016 is an essential tool for all working in the hospitality industry. This annual publication provides data from the leading industry experts; commentary from experienced hoteliers who live and breathe the market; and a guide to purchasing from the biggest names in services and supplies. Vitally, it also includes data on which hotels are opening in which key cities over the course of 2016, inclusive of room counts and brand names. This is data compiled by and exclusive to, the Hotel News ME team, in collaboration with operators such as Accorhotels, Marriott International, Rotana Hotels and Rezidor Hotel Group. Armed with the information in this publication, business owners, managers and operations officers, are equipped to make informed and intelligent choices over the course of 2016.

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

All rights reserved © 2014. Opinions expressed are solely those of the contributors. Hotel News ME and all subsidiary publications in the MENA region are officially licensed exclusively to BNC Publishing in the MENA region by Hotel News ME. No part of this magazine may be reproduced or transmitted in any form or by any means without written permission of the publisher. Printed by Raidy Emirates Printing Group LLC www.raidy.com

Pipeline year book 201 6

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Contents Industry Intelligence 6

Kaercher

54

Knight Frank

8

La Marquis

56

Colliers International

10

Legrand

58

Meiko

60

Merchant Star

62

STR Global

Markets to Watch Qatar

14

MKN

64

Iraq

16

Muddle ME

66

Saudi Arabia

18

Orsini

67

Africa

20

Procurio

68

UAE

22

Pulsar

70

In Focus: Dubai

24

Raqtan

72

Iran

26

Rational

74

Rikan

75

RS Fitness

76

Unique Precise

77

30 Suppliers to Know 360 Wellness

28

1765 Gemini

29

Alto-Shaam

30

Hospitality Leaders

Al Rawabi

32

80

Arecont

34

Emirates Academy of Hospitality Management

Assa Abloy

36

82

BAAL

38

First and Foremost Hotels and Resorts

Bahraja

40

Glee Hospitality

83

BoncafĂŠ

41

Kempinski Ajman

84

Cambro

42

Khalidiya Palace, Al Ain Rotana

86

Coffee Planet

44

Millennium and Copthorne

88

Desert River

46

Preferred Hotels and Resorts

90

Dometic

48

Pullman Dubai Creek City Centre

92

HORECA

50

Taj Hotels

94

Ideal Standard

52

Waldorf Astoria

95

Hotel Openings Hotel pipelines by country 4

P ip e l i n e y e a r b o o k 20 16

98


Industry intelligence The numbers driving the growth of the regional h o s p i ta l i t y i n d u s t r y


Industry Intelligence

Hotel performance and growth T

Philip Wooller, STR Global, shares the performance and growth stats for hotels across the MEA region in 2016 and beyond

he 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. As the Middle East increases supply, demand remains strong. Supply growth through September increased 4.9%, and demand followed at +4.1%. From 2011 until 2014, demand outpaced supply growth, which grew approximately 10% on average during this time period. Despite ongoing political problems and challenges across the region, the hotel markets are resilient and in reasonably good shape.

Snapshot: 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. Expo 2020 Dubai continues to drive development.

Snapshot: Egypt Egypt is recovering, but the country is still a long way behind prior peaks. Year-to-date revenue per available room in Egypt is up 37.9% to EGP340.38 when compared with the same nine months from 2014. The country has seen a trend of positive results with the return of international visitors after the political unrest of late 2013 and early 2014. However, September 2015 YTD occupancy levels for the country, at 55.7% are still below the 2008 all-time high annual peak of 76.5%. 6

Pipe l i n e y e a r b o o k 20 16

Philip Wooller

Snapshot: Saudi Arabia Religious tourism during Ramadan and Hajj drove performance sky high in certain markets. For example, average daily rate in Saudi Arabia increased by more than 90% during the first days of the Hajj, while ADR broke the SAR3,000 barrier during the last days of the Ramadan 2015. This is the first time that has happened since August 2013.

2015 Global Events • Oil prices: a decline in price has put strains on hotels to maximise revenues. There has been 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, after reaching an all-time high in March 2015, the AED exchange against the Euro began to decline marginally, due to the weakness of the latter. For UAE nationals, travelling to Europe has become slightly cheaper in

the last six months, despite still remaining fairly expensive when compared to one year ago. • Regional Conflicts: these particularly affected Syria, Jordan, Lebanon, Iraq, Yemen, which all saw hotel performances heavily impacted. • Russia: due to the devaluation of Ruble, Russians tend to travel more domestically and ME countries have had to attract different markets to fill rooms. • Changing visitor’s nationalities and demographics: the drop in Russians and UK tourists, and a slowdown of arrivals from Europe, has meant hotels needed to attract other markets. China arrivals are expected to grow by about 28% in 2015, with travels from Asia in general experiencing double digit increases. In addition, there has been a slowdown of interregional travels especially from Saudi Arabia and UAE. • Price: We have witnessed in some markets, for example Dubai, where the strong increase in supply has led hoteliers to price more competitively to maintain occupancies and market share.

The year ahead The strains of increasing supply in the Middle East will continue throughout 2016, especially on the back of the Dubai 2020 Expo and the FIFA World Cup 2022 in Qatar. However, the area has demonstrated 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 have affected the hotel industry in 2015 will continue throughout 2016, 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 the investors’ interest in the area, which is on the back of historically strong demand. Demand might slow its growth in 2016, 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. Egypt should become even more competitive. Occupancy still lags behind the historic trends, and the increases in ADR are more the result of the fluctuation of the local currency, which has been dropping against the US dollar since 2010, according to Oanda. As is the case with many global markets, security can always be a concern. The situation in Egypt will require some monitoring due to the impact of the Russian plane crash.

MEA Pipeline 2016 P i p e l i n e 2 0 1 6 ( U n d e r C o n t r ac t * ) C o u n t ry

Pi p e l i n e H ot e l C o u n t

Sau d i Ar a b i a

39

Pi p e l i n e R o o m s C o u n t 1 5 ,7 8 7

U n i t e d Ar a b E m i r at e s

53

1 4 ,7 6 6

J o r da n

6

1 ,6 6 4

Qata r

8

1 ,6 0 1

Ir aq

5

860

Bahrain

5

826

Oman

4

705

Lebanon

2

311

K u wa i t

2

274

Selected Markets Pipeline 2016 P i p e l i n e 2 0 1 6 ( U n d e r C o n t r ac t * ) Lo cat i o n

Pi p e l i n e H ot e l C o u n t

Pi p e l i n e R o o m s C o u n t

Dubai

36

1 1 ,1 6 9

Abu Dhabi

5

1,322

R i ya d h

19

3,533

J e d da h

7

1 ,1 6 9

M a kk a h

6

9, 4 7 3

MEA Supply and Pipeline Growth E x i st i n g & P i p e l i n e ( U n d e r C o n t r ac t * ) C o u n t ry

Pi p e l i n e R o o m s ( 2 0 1 6 )

E x i st i n g R o o m s 2 0 1 5 ( O c to b e r 2 0 1 5 S u p p ly + R e m a i n i n g Pi p e l i n e 2 0 1 5 )

G r ow t h %

S au d i Ar a b i a

70773

15787

0. 2 2 3

U n i t e d Ar a b E m i r at e s

124127

14766

0.1 1 9

J o r da n

18419

1664

0.0 9

Qata r

19502

1601

0.0 8 2

Bahrain

11082

826

0.0 7 5

Oman

9732

705

0.0 7 2

274

0.0 3 5

K u wa i t

7785

Lebanon

9248

311 0.0 3 4 * ‘Under Contract’ includes project phases In Construction, Planning and Final Planning. Source 2015 STR Global, Ltd.

Global hotel pipeline count under contract

Top 5 pipeline cities for rooms Under Contract

484 713 1,183 3,971

39,323 31,314 29,866 19,942 17,905

hotels Middle East

hotels Southeastern Asia

hotels Northeastern Asia

hotels North America

Dubai

New York Makkah

Sanya

Houston Pipeline year book 201 6

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Industry Intelligence

Around the region

A performance review of the region’s top cities, by Ali Manzoor, associate partner, development consultancy, Knight Frank

T

he performance of the hospitality sector in the GCC was mixed in the first ten months of 2015, with some markets achieving year-on-year growth in RevPAR and others experiencing declines. In terms of supply, many hotel operators expect to expand their footprint over 2016 and the market will see the introduction of concepts not previously seen in the region.

Ali Manzoor

Abu Dhabi

Muscat The hospitality sector in Muscat had a subdued performance between January and October 2015, with both occupancy and average rate significantly below levels seen in the corresponding part of 2014. This dip was more apparent across luxury and upper upscale properties, while the mid-market segment – which is fairly well represented in Muscat – was less affected. This year saw the opening of the Millennium Executive Apartments; its strong performance to date is testament to the fact that the market was in need of internationally branded extended stay accommodation. Next year will see the opening of several new properties, including the Grand Millennium Muscat and the Kempinski the Wave with a combined total of over 600 keys.

with a strong likelihood of being delivered in 2016 includes the Indigo, Aloft, Hyatt Regency and Hilton Granada.

Dammam-Khobar Dammam-Khobar had a stable performance between 2014 and 2015, with little year-onyear change in RevPAR. The next high profile opening will be the Kempinski Al Othman hotel, which is due to open early in 2016. As with many other markets in the region, Dammam-Khobar has a large amount of upper upscale and luxury properties and is undersupplied in terms of quality mid-market and economy hotels.

Riyadh

Dubai

Despite several new hotel openings such as the Moevenpick Riyadh and the DoubleTree by Hilton Al Muroj, Riyadh’s RevPAR performance in the first 10 months of 2015 was similar to last year. While there are several projects due to be completed in 2016, perhaps the most interesting is the Nobu Hotel, located on King Fahad Road. Although hotel projects in Riyadh are notorious for being delayed, new supply

While the average rate fell by a fair amount in Dubai in the first ten months of the year, average occupancy was only marginally impacted. Despite this softening in key performance indicators, Dubai remains an attractive market for hotel operators, with average RevPAR levels significantly above most other cities in the Middle East. Over the coming year, several new properties are expected to be delivered in-

8

P ip e l i n e y e a r b o o k 20 16

cluding the Westin and W hotels, which will join the recently opened St Regis in Al Habtoor City. Other hotels in the pipeline include the Hard Rock Hotel in the delayed Marina 101 building, which will be the first of its kind in the region.

After a period of declining performance, the hotel sector in Abu Dhabi saw consecutive years of occupancy growth between 2012 and 2014, and this trend continued into 2015. In the coming years however, average occupancy levels are once again likely to face downward pressure as new supply gets delivered. Furthermore, the forthcoming supply is skewed toward upper upscale and luxury properties – such as the Grand Hyatt and Four Seasons which are both scheduled to open next year – signaling that the top end of the market is set to become increasingly competitive.

Ras Al Khaimah The hospitality sector in Ras Al Khaimah exhibited strong performance in 2015, and this trend is expected to continue over the coming year. One of the key success factors of hotels in Ras Al Khaimah is their ability to attract both domestic tourists from other emirates and inbound tourists from markets such as Germany and Russia. Predominantly a leisure market, the RevPAR growth seen in 2015 was fueled by an increase in rate, which is a reflection of the changing perception of Ras Al Khaimah as a leisure destination in its own right. Aside from the expansion of The Cove Rotana, which is currently underway, the next hotel due for completion in 2016 is the Santorini on Marjan Island.


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Industry Intelligence

In the pipeline: Serviced Apartments

Filippo Sona, Director, Head of hotels, MENA, Colliers International explains the growth in serviced apartments and extended stay in the Middle East and Africa

Filippo Sona

I

n today’s hospitality market the most influential driver for traveller decision making is location, with consistent online reviews and convenient locations as the top loyalty influencers for specific brands. With business travellers gaining more independence in decision-making, serviced apartments match guests’ desire for self-service and comfortable accommodations, while also providing flexibility with convenient locations, a variety of modern and classic designs, full cooking facilities and an array of amenities customised to the desired experience. The serviced apartment industry in the Middle East will witness favourable growth, especially in view of key regional events such as Dubai Expo 2020 and Qatar 2022 FIFA World Cup. Dubai and Abu Dhabi will witness the entry of approximately 7,000 keys over the next four to five years, 74% of which will develop in Dubai. Sharjah still does not have any announced serviced apartment supply within its pipeline. Furthermore, the analysed Saudi Arabian cities expects to absorb close to 5,000 keys, 10

Pipe l i n e y e a r b o o k 20 16

SERVICED APARTMENT BY TYPE OF BRANDING (AUGUST 2015) Guest Experience Index (GEI)

Room Rating

Value Rating

Service Rating

Overall

74.9

83.1

82.0

81.8

83.4

80.3

Unbranded

73.1 73.1

80.7 80.7

79.3

78.5 78.5

83.6

74.5 74.5

Locally Branded

78.6

82.0

85.2

82.6

79.9 79.9

80.2

Regionally Branded

78.1

81.4

74.7 74.7

83.0

87.7 87.7

90.3 90.3

Internationally Branded

84.0 84.0

89.7 89.7

87.6 87.6

88.3 88.3

84.5

88.2

Location Cleanliness Rating Rating

Best and worst by type of rating

Source: Olery, Colliers International. Note: Ratings are out of 100

Source: Olery, Colliers International Note: Ratings are out of 100

Palazzo Versace serviced residences, Dubai Cultural District


NUMBER OF KEYS & SHARE OF INTERNATIONALLY BRANDED SUPPLY, OCTOBER 2015

GCC SERVICED APARTMENT PERFORMANCE, 2014

Number of rooms

Serviced Apartments in GCC

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Industry Intelligence

Serviced apartments growth - snapshot of the region E x i s i t i n g K e ys a s o f N ov 2 0 1 5 Branded*

E x i s i t i n g K e ys a s o f N ov 2 0 1 5 - Unbranded

Tota l E x i s i t i n g K e ys a s o f N ov 2 0 1 5

Scheduled Openings of SA f o r 2 0 1 6

Tota l K e ys i n 2016

KSA

4,508

1 5 ,7 2 9

2 0, 2 3 7

1,844

2 2 ,0 8 1

UAE

2 5 ,0 4 5

1 7, 3 2 3

42,368

2,993

45,361

K u wa i t

365

1,285

1 ,6 5 0

0

1 ,6 5 0

Oman

312

2,209

2,521

543

3 ,0 6 4

Bahrain

713

610

1,323

0

1,323

Qata r

1,235

1 ,1 3 1

2,366

1,239

3 ,6 0 5

Tota l

3 2 ,1 7 8

38,287

7 0, 4 6 5

6 ,6 1 9

7 7,0 8 4

% Increase in 2016

F o rt h c o mi n g K e ys by 2 0 1 8 Branded

F o r t h c o mi n g K e ys by 2 0 1 8 - U n b r a n d e d

Tota l K e ys i n 2018

% Increase in 2018

KSA

9%

4 ,7 8 9

0

26,870

33%

UAE

7%

6 ,1 6 0

596

5 2 ,1 1 7

23%

K u wa i t

0%

0

0

1 ,6 5 0

0%

22%

643

153

3,860

53%

0%

120

0

1,443

9%

52%

2 ,1 7 8

0

5 ,7 8 3

144%

13,890

749

9 1 ,7 2 3

Oman Bahrain Qata r Tota l

Source: Olery, Colliers International. Note: Ratings are out of 100

with Riyadh, Al Khobar and Dammam representing a share of 22%, 23%, and 34% total announced forthcoming supply. In addition, Muscat, Doha and Manama are also expected to witness the entry of additional supply, while Kuwait, just like Sharjah, does not have any announced forthcoming serviced apartment supply in its pipeline. By 2020 beside Dubai, Abu Dhabi, Riyadh and Doha will be the largest serviced apartment markets by number of keys. In terms of demand Dubai, Abu Dhabi and Riyadh will witness no change in the segmentation with long term (>6 months) accounting more than 75-80% whilst Doha will wit12

P ip e l i n e y e a r b o o k 20 16

ness a decrease in long term stays, as serviced apartment operators will attempt to increase average rates to drive additional cash through the bottom line. In 2016 the market will witness a number of trends, the most significant regarding corporate business travel policies. Travel managers are now considering serviced apartments as part of global corporate travel policies, therefore branding and distribution will be key for the success of assets. In the long term, the more a market matures, the more unbranded serviced apartments will feel the pressure to maintain competitiveness and be able to take demand from branded assets.

From a physical design point of view it is envisaged an increase in duplexes and maid’s rooms to attract GCC families with efficient room designs and loft inspired units; in the public areas, “grab and go� F&B options and mini-marts connected to the asset will potentially increase the appeal to younger generations. In cities where the hotel business thrives in both the seaside and city centre, we will see serviced apartments moving to suburban areas, which will offer shuttle services to city centre shopping malls and in low season period will offer access packages including beach access to affiliated resort hotels.


Markets to watch

T h e e x p e r t v i e w o n k e y lo c at i o n s ac r o s s the Middle East and Africa


Markets to watch

Qatar Hamad Al-Mulla, CEO at Katara Hospitality shares an overview of the Qatari market as the firm continues to pursue ambitious pipeline plans

I

n light of Qatar Tourism Authority’s ambition to attract 7 million visitors per year to Qatar by 2030, Qatar’s government and key hospitality stakeholders continue to bolster the nation’s tourism sector. We have witnessed an upsurge in the number of hotel rooms being availed to guests from Qatar’s dominant source markets of the Middle East, Europe and North America. Katara has several projects under development in Qatar under Murwab Hotel Group, our standalone operating arm - with the goal being to introduce four new properties locally under the Murwab brand in the coming year. We will also recently witnessed the rebranding of Sealine Beach Resort to Sealine, a Murwab Resort. A significant industry trend we anticipate will be Qatar’s focus on the continued diversification of the nation’s revenue base from sole reliance on the hydrocarbons industry, into an economy driven by growth across multiple sectors. Qatar’s tourism and hospitality sector is experiencing rapid growth at present, with numerous mega projects currently under development or breaking ground in the coming months. The Katara Towers Lusail Marina District development is one such project that is set to contribute to Qatar’s hospitality landscape through a vibrant mix of luxurious hotels, serviced apartments, world-class food and beverage outlets as well as unrivalled water sports and leisure facilities. In line with Qa-

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Pipe l i n e y e a r b o o k 20 16

Hamad Al-Mulla

Katara currently owns eight properties in Qatar: •

Katara currently owns eight properties in Qatar:

Doha Marriott Hotel

The Ritz-Carlton, Doha

Mövenpick Hotel Doha

Sharq Village and Spa

Somerset West Bay Doha

Sealine Beach Resort

Sheraton Doha Resort and Convention Hotel

Saraya Corniche, operated by Murwab Hotel Group.

tar National Vision 2030, Qatar’s hospitality market is booming as it works towards contributing to the nation’s socio-economic, environmental and human capital development goals that will continue to position the nation as one of the most prosperous the world over. Using our position as Qatar’s flagship hospitality organisation, Doha-based global hotel developer, owner and operator, we are committed to strengthening the nation’s economy through the growth of the hospitality sector. A key area of focus for the hospitality sector lies in diversification of the overall product offering to cater to both the business and leisure traveler. This means that not only are hotels looking at rooms capacity as more hotels open, but the combination of food, beverage and conferencing venues, as well as upgrading and development of retail and additional entertainment channels which will contribute to bolstering the rooms’ divisions of hotels throughout Qatar. Also, in light of Qatar Tourism Authority’s announcement to target attracting 7 million visitors per year to Qatar by 2030, Qatar’s government and key hospitality stakeholders are embarking on multiple initiatives designed to promote Qatar’s tourism and hospitality landscape. Visitors to Qatar can expect the ultimate guest experience that includes world-class contemporary yet luxurious hotel and dining offerings, an emersion into the culture of Qatar through an innovative interpreta-


tion of the local heritage through architecture, festivals, theatres and souks, as well as experiencing the natural outdoors from our pristine beaches and desert safaris. The various stakeholders in the tourism industry are ultimately pulling together to contribute to Qatar’s positioning as a global tourism destination. We already surpassed our goal of expanding the portfolio to 30 properties by 2016, and achieved this two years ahead of schedule. As an organisation, we remain optimistic of our ability to achieve our goal of 60 properties across the globe by 2026. In line with our drive to invest in and redevelop a collection of unrivalled hotels in key global destinations, Katara Hospitality’s differentiation strategy is to invest in the future; pioneering new spectacular projects while also redeveloping iconic, historical properties locally and in other territories, such as Europe and Asia.

Sheraton Doha Resort and Convention Hotel

Tel: +971 4 347 9949 www.directhotelsupplies.com Pipeline year book 201 6

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Markets to watch

Iraq Elie Milky senior director business development, Middle East and Africa, for the Rezidor Hotel Group explains why Iraq is one of the group’s most anticipated markets

T

he hotel investment arena offers attractive returns in Erbil and the whole Kurdistan region given the demand for quality accommodation coupled with limited supply as well as a relatively stable economic and political environment. Kurdistan is considered to be a safe haven in Iraq and has managed to remain stable despite the fluctuating security environment in the rest of the country. The number of international hotels are limited in the Kurdistan region today, creating an opportunity for further growth. We understand the market is strong as demand is largely driven by corporate/business demand along with meetings and events. The leisure segment is primarily driven by domestic demand as Iraqis and Kurds travel across the country. Iraq is one of our recent, long awaited and much celebrated market entries as Kurdistan as a whole and Erbil in particular offer enormous potential for Carlson Rezidor Hotel Group. The opening of the Radisson Blu Hotel in Erbil, followed a signing with South Kurdistan Group (SKG) in Dubai on September 6, 2015. Signing the contract with chairperson of SKG, Kawa Faeq Ali and CEO of Coral Hotels and Tourism Consultancy, Ibrahim Saady, Mark Willis, regional president, Rezidor Hotel Group, said: “It has taken nearly a year to get to the point we are at today but it’s a positive step for the business and we look forward to opening this hotel. The majority of hotels in Kurdistan are locally owned and unbranded and fall short of international traveller expectation.” 16

P ip e l i n e y e a r b o o k 20 16

Elie Milky

Erbil, Iraq

The strategic signing of the 290-room Radisson Blu hotel in Erbil’s developing hub, and in close proximity to the airport, will pave the way for other opportunities across Iraq’s semi-autonomous region as we look to pursue hotel and serviced apartments projects, particularly under our midscale Park Inn by Radisson brand, within Erbil and other cities such as Sulaimaniyah. Our expansion remains strategic as we continue to operate hotels on behalf of the right partners under management agreements. The Radisson Blu will open by 2018 to a much anticipated start. The hotel is expected to perform strongly given the strength and attractiveness of the hotel market in Erbil to cater to a lucrative business clientele as well as increasing leisure demand primarily from the domestic market. The property’s food and beverage offering as well conference and events space are expected to diversify the revenue stream and increase the overall value of the asset for our owners.


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Markets to watch

Saudi Arabia Carlos Khneisser, VP of development, Middle East, Hilton Worldwide, gives a rundown of the operator’s Saudi Arabia pipeline

H

ilton Worldwide celebrated 20 years of operations in Saudi Arabia in 2015, at a time when the global hospitality company’s growth in the Kingdom reached new heights. Currently featuring 27 hotels under development, with 10 operating, the latest additions to the portfolio have been the upscale DoubleTree by Hilton Riyadh Al Muroj Business Gate, and most recently the mid-market Hilton Garden Inn Tabuk. Hilton Worldwide’s confirmed pipeline, with the majority being under-construction, will triple the company’s presence in the next three years to approximately 40 hotels in locations across Saudi Arabia. In Q1 2016, the company will begin welcoming guests to the luxury of Conrad Makkah. With 438 guest rooms this is Hilton’s second property within its luxury portfolio in Saudi Arabia – joining Waldorf Astoria Jeddah – Qasr Al Sharq, which opened as one of the first Waldorf Astoria branded properties globally. Hilton’s development strategy is focused on the mid-market, and upscale to luxury brands in Saudi Arabia, with a significant opportunity to develop the Hilton Garden Inn and Hampton by Hilton brands in regional centres, as well as Riyadh itself. With rising levels of domestic travel, as well as religious tourism to the Kingdom – Hilton Worldwide is well placed to continue to service this demand, with its world-renowned brands; Hilton HHonors loyalty programme which features more than 45 million members; and from 18

P ip e l i n e y e a r b o o k 20 16

Carlos Khneisser

an investor standpoint, the Hilton management advantage – which sees experienced management teams in place, as well as the benefits of a significant global distribution system. Hilton Worldwide are approaching their 100th anniversary

Across the 27 properties and 8,370 rooms in the pipeline in Saudi Arabia, ensuring a pool of talented team members is a priority for Hilton – the company has therefore deployed various learning and development programmes in the Kingdom, some of which are tailored specifically to Saudi including the Manager of the Future programme and the Saudi Youth@Work initiative which has helped establish Passport to Success programme. Team Members graduating from the Passport to Success programme, through training, will be armed with the tools and skills needed to provide current and future Hilton Worldwide Team Members with comprehensive life skills training relevant to the hospitality sector, such as teamwork, customer-service, and communication. With 20 years of success in Saudi Arabia, and Hilton fast approaching its 100th anniversary – there is a promising future for the company in Saudi – offering world renowned service across a growing portfolio, and opening doors to careers and professional development opportunity for people living in the Kingdom.


— Ask us how!


Markets to watch

Africa Alan O’Dea, SVP for Africa, Mövenpick Hotels and Resorts, details the where and why behind the brand’s ambitious African expansion plan Mövenpick Hotel and Residences Nairobi, 2016 The first MÖvenpick property in Kenya is owned by prominent regional real estate developer, Golf Course Hotel (K) Ltd., Visitor numbers to Kenya are expected to increase from 1.9 million in 2012 to 2.4 million in 2017 with growth driven by China, Russia, the Middle East, India and neighbouring African nations, the country’s National Bureau of Statistics has revealed, so the timing of our entry into this market could not be better. Our debut in Kenya will also be a springboard for possible expansion into other East African nations as we strengthen our brand presence across the Sub-Saharan region. The hospitality landscape in Nairobi is evolving with the arrival of new design-led upscale hotels giving legacy properties a run for their money. While this has put pressure on RevPAR performance in the short term, the forecast upswing in inbound arrivals and the Kenyan government’s proactive approach to promoting business tourism set the scene for strong market growth and we are well placed to capitalise on this positive trend.

Abidjan Cote d’Ivoire, 2018 Cote d’Ivoire is the second largest economy in West Africa with GDP growth hitting the double digits at 10% in 2014, according to the World Bank, which says the country has great economic potential. Abidjan is Cote d’Ivoire’s largest city, its most important commercial and banking centre, and its biggest seaport, known for mass 2 0 Pipe l i n e y e a r b o o k 20 16

Alan O’Dea

agricultural exports from coffee to cocoa, and opening a property here is a strategic move that capitalises on the city’s growing prosperity as a major business hub. It also reinforces Mövenpick Hotels and Resorts’ presence in West Africa as part of our ambitious expansion plans for the Sub-Saharan region. The hotel is a joint venture between land owner Société Abidjanese de Promotion Industrielles et Immobilières (SAPRIM), a private company that owns the office complex and mall adjacent to the property, and construction firm Bouygues Batiment International, which is listed in France. According to WTTC, travel and tourism’s direct contribution to Cote d’Ivoire’s GDP is expected to increase by 8.2% in 2015 and by 4.8% per annum until 2025, with leisure and

Movenpick Abuja complex.


business travel spend growing to reach $1.13bn and $1.61bn respectively that year.

Mövenpick Hotel and Conference Centre Abuja, 2019 MÖvenpick signed a management deal with Queen Amina Garden Ventures Ltd., a wholly owned subsidiary of Urban Shelter Ltd. in conjunction with Occel Engineering Ltd. in September 2015. Nigeria is Africa’s economic powerhouse with a GDP of $568.5 billion and a population of 177.5 million in 2014, according The World Bank. It is the world’s 20th largest economy, its eighth largest oil exporter and by 2050, will become the third most populated nation after China and India with an estimated 440 million inhabitants. Opening a property in the thriving modern capital, Abuja, the country’s political hub, home to foreign embassies, global oil exporting companies as well as OPEC’s regional headquarters,

is a strategic move that truly capitalises on the city’s strong growth in trade and business. Mövenpick Hotel and Conference Centre Abuja will also cater to the capital’s swelling population with some areas of the city witnessing growth of between 20% and 30% annually. One million people live in Abuja, rising to four million if you take into account its suburban areas. Getting a strong foothold in Sub-Saharan Africa is a key goal for Mövenpick and Abuja takes us another step closer to establishing a presence in every key market this region encapsulates.

Mövenpick Hotel & Palais Des Congrès, Marrakech, Q4 2015 Marrakech was recently voted the world’s top travel destination for 2015 by TripAdvisor users. According to statistics of the Regional Tourism Council of Marrakech, 2014 tourism arrivals recorded year-on-year growth of 6%. Last year’s announcement of a proposed

new airport for the city, capacity expansion at Marrakech Menara Airport, and the growing number of international luxury hotel brands entering the market, are indicative of the city’s long-term tourism potential. Development of the city’s tourism proposition is key to the successful realisation of His Majesty King Mohammed VI of Morocco’s Vision 2020 plan, which calls for an increase to 20 million tourists per year. Marrakech has long been the ‘poster child’ for the country, with tourists attracted by its rich history, stunning old town and proximity to Western Europe. Although it is usually associated with leisure tourism, Marrakech continues to be a hub for business and incentive travel. Owned by Kuwait’s Al Ajial Asset Fund, the 501-room 5-star property completed an extensive renovation and expansion programme, costing approximately $69 million, before reopening under the Mövenpick Hotels and Resorts brand.

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AS15332a-DubaiOffice-HNME2016Yearbook.indd 1

Pipeline year book 20110:14 6 21 12/22/15 AM


Markets to watch

United Arab Emirates With a record-setting 14 hotels due to open in 2016, Rotana president and CEO Omer Kaddouri, shares his outlook for the UAE hospitality industry

S

ince its inception in 1992 Rotana Hotel Management Corporation has grown to include a portfolio of more than 13,000 rooms and has 59 hotels under development. Of the UAE’s indigenous hotel brands, it was the first to diversify from the 5-star product and has been the most successful in expanding its reach internationally, with 65% of total business currently in the UAE today. In 2016 the group will open its highest number of hotels since 2010, with a pipeline of 14 new properties across Turkey, Qatar, Bahrain, Saudi Arabia, Democratic Republic of the Congo, Jordan, Iraq and the UAE. The group will also embark on an extensive refurbishment project with new F&B concepts introduced to existing properties, including the conversion of Dubai’s Amwaj Rotana ballroom into a gastro pub, and the introduction of a new F&B concept across the Arjaan brand. These and other developments come during a period of rapid growth in hotel stock across the UAE, which have caused a sustained period of negative performance, which Rotana CEO and president Omer Kaddouri predicts will last into 2016. He says: “It’s going to be tough across all the emirates for the next two years. We are expecting some difficult times but times a mature market have to go through and the current situation is a sign that the markets are mature. Elaborating, he continues: “I think we are going to see Abu Dhabi post flat to a slight positive on RevPAR, as the emirate doesn’t have the influx of rooms Dubai has. Supported by Etihad’s 2 2 Pipe l i n e y e a r b o o k 20 16

Omar Kaddouri

airlift and the work of Abu Dhabi TCA driving room nights, YoY growth may be positive, although marginally. “In Dubai the 2016 outlook is flat, if not slightly negative because of the increase in rooms. We are looking at 28,000 hotel rooms coming into the market compounded by ongoing problems with the Russian market and oil prices remaining low. “In Ras Al Khaimah, new inventory this year has put pressure on existing hotels, even though there are lots of new USPs from the local tourism authority and there is positivity for 2016.” Far from reacting to the current situation with a knee-jerk roll back in operations, Kaddouri says the plan is to use the current period of low performance to refresh existing products, roll out new properties, and update established concepts because, as he reasons: “The custom-

Salalah Rotana, Oman


er today is looking for the best in a competitive market, that is what you have to do.”

Beach Rotana

Competing in a changing landscape Today’s customer is also affected by recent economic activity, such as the declining Euro and Ruble prices, and corporate business is directly affected by the collapse in oil prices. But rather than dropping rates in existing 5-star properties, Kaddouri’s plan is to strengthen the mid-market portfolio. “Guests are keeping an eye on their money these days and we are seeing a definite in- UAE to maximize ROI. The new signing on crease in occupancies in the Centro brand. Dubai’s Sheikh Zayed Road will comprise a We have five across the region and over the 400 room 5-star hotel and a 200 room Arjaan next two to three years, the growth in our apartments and at Dubai Creek, a 5-star Rocompany is positioned in Centro, with 18 tana product will stand side by side with the under development and two of those open- Creek Arjaan, allowing flexibility and economies of scale for management. ing in 2016,” he says. Kaddouri adds: “The UAE is becoming a In supporting owners, Rotana is also convery modern and mature market and although tinuing its horizontal trend ofadvert co-locating brands in the 180X111 RS.pdf 1 15/12/2015 14:00:15

revenues are down currently, it is still fifth in the world for REVPar after New York, London, Hong Kong and Paris. “Although revenues have come down YoY they are still competitive. I think the UAE has a lot to be proud of and will grow in strength moving forwards. We are in the right region for hospitality and there is lots more to come; it’s a great place to be right now.”

C

M

Y

CM

MY

CY

CMY

K

Pipeline year book 201 6

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Markets to watch

In focus: Dubai Guy Wilkinson, managing partner of Viability, a hospitality and property consulting firm in Dubai, analyses the staggering number of hotels in the pipeline for Dubai and his views on things yet to come

D

ubai’s confirmed future pipeline of chain-operated hotels and hotel apartment buildings at the beginning of December 2015 comprised no less than 118 properties with 37,624 keys, according to the latest research from hospitality consulting firm Viability Management Consultants, who are based in the city. This data can be compared with the Dubai Department of Tourism and Commerce Marketing’s figures for the total existing supply in the first half of 2015, which comprised 632 properties with 88,815 keys (both chain-run hotels and independents). That translates into a total growth in properties over the next four years of 19% against a much more significant increase in keys of 42%, attributable to the chains alone. Independent properties, which are rarely publicised before they open, are likely to swell these numbers still further. In rounded terms, almost 13,000 or 34% of the known pipeline keys will open in 2016 alone, with 11,000 coming up in 2017, 10,000 in 2018 and 3,500 in 2019. Some 22,000 keys or almost 60% of the Dubai pipeline will be rated 5-star, with 10,000 4-star keys and 5,000 3-star units. Geographically, the Sheikh Zayed Road district, which includes the Downtown and Business Bay areas, accounted for the main concentration of pipeline keys, with around 12,500 units or 34% of the total. Al Barsha was next, with more than 6,000 keys or 17%, followed by Bur Dubai with 5,500 keys or 15% and Jebel Ali with 5,000 units or 13%. Altogether, 52 hotel chains confirmed pipe-

2 4 Pipe l i n e y e a r b o o k 20 16

Guy Wilkinson

Pipeline by years YR 2019 - 3,542*

27

Pipeline by Stars YR 2016 - 12,886*

9

%

line properties in Dubai, including an impressive 14 companies each confirming more than 1,000 keys under development, of which four had more than 2,000. The top five places in the ranking by keys went to Hilton with 3,607 keys in eight properties; The Address with 2,868 in eight properties; Starwood 2,206 in seven hotels; Paramount 2,095 keys over three properties; and Jumeirah with 1,746 keys over four properties. The city is gaining a number of large hotels, including no less than 20 new properties with inventories of 500 keys and above. Exceptionally large hotels will comprise the Rosemont Hotel and Residences by Curio, a Hilton hotel in Al Barsha with 730 keys; a Kempinski Hotel in Business Bay with 701 keys; The Royal Atlantis Resort and Residences with 1,050 keys; the Studio M a Millennium hotel at Dubai World Central, comprising 750 keys; Damac Towers

5-Star 22,221*

3-Star 5,184

14

34

27

%

59

30 YR 2018 - 10,110*

YR 2017 - 11,086*

4-Star 10,219*

* = number of keys

Source: Viability

* = number of keys

Source: Viability


Chain Ranking

by Paramount Dubai with 840 keys and Paramount Tower and Residences with 826; Rixos The Walk with 800 keys; The Westin Dubai Al Habtoor City with 929; and The Address The BLVD with 742. Dubai is making major investments at the luxury end of the ‘lifestyle’ hotel sector. Cool new brands entering the market span both those of the major chains and some of the hippest boutique operators. Big league lifestyle brands include Starwood’s W and Aloft (two hotels each), Marriott’s Autograph and Bvlgari, InterContinental’s Hotel Indigo (two properties), ME by Melia, Venu by Jumeirah, Vida by The Address (two more) and Vivanta by Taj. Boutique specialists include Paramount (a new Dubai-based chain licenced by the famous US studios), Delano by Morgans, Dukes from London, Hard Rock Hotel, Nikki Beach and Palazzo Versace (recently soft opened). Dubai’s hotel market was negatively impacted during 2015 as a result of pipeline growth combined with weakened demand from key markets. Viability expects this trend to continue over the next few years, until demand growth resumes in the run-up to Expo 2020, which is expected to attract 25 million visitors over its six-month duration. Many other more permanent demand drivers support developers’ faith in the future strength of Dubai’s market, not least the large numbers of visitors expected at Al Maktoum International, the world’s future largest airport with a capacity of 200 million passengers.

Pipeline by District Al Barsha 6,298*

Sheikh Zayed Road 12,689*

34 Jumeirah 4,706*

17

%

12 13 Jebel Ali 5,017*

Bur Dubai 5,496*

15

K e ys

R a n k i n g by K e ys

Hilton

8

3607

1

The Address

8

2868

2 3

Starwood

7

2206

Paramount

3

2095

4

Jumeirah

4

1746

5

Wyndham

3

1639

6

Marriott

7

1521

7

IHG

5

1455

8

Millennium

4

1444

9

Rotana

3

1240

10

Accor

3

1187

11

Auris

4

1149

12

Kempinski

2

1060

13

Kerzner

1

1050

14

Rezidor

4

951

15 16

Rixos

1

800

Langham

2

759

17

Viceroy

2

725

18

Premier Inn

2

714

19

Yotel

1

565

20

Landmark

3

530

21

Dukes

1

500

22 23

Movenpick

2

497

Citymax

2

495

24

Melia

3

483

25

Flora

2

442

26

Time

2

410

27

Dusit

2

380

28

Habtoor

1

334

29

Gloria

1

311

30

Anantara

1

290

31

Frasers

2

281

32 33

Hard Rock

1

281

Ramee

1

265

34

Fairmont Raffles

1

260

35 36

Rosewood

1

250

Cosmopolitan

1

240

37

Gulf Hotels

1

230

38

Palazzo Versace

1

217

39

Steigenberger

1

215

40

Mandarin Oriental

1

212

41

Taj Hotels

1

207

42 43

Staywell

1

204

Golden Tulip

2

200

44

Ascott

2

198

45 46

Hyatt

1

172

Bin Majid

1

168

47

Byblos

1

144

48

Deira - 5% 1,955*

Nikki Beach

1

132

49

Morgans

1

110

50

Dubailand - 4% 1,463*

Four Seasons

1

107

51

Blue Bay

1

78

52

Totals

118

37624

* = number of keys

Source: Viability

H ot e l s

Source: Viability

Pipeline year book 201 6

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Markets to watch

Iran

The expert view on the next big market

“In late 2013, President Hossein Rouhani revealed plans to attract 20 million visitors to Iran by 2025. This is an ambitious target given 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 the potential to become a leading business and leisure tourism destination regionally and globally,”

Christopher Hewett, TRI Consulting Middle East, associate director

2 6 P ip e l i n e y e a r b o o k 20 16

“Across our 13 brands, we want to take a large share of the development pipeline. All of Iran’s big cities with a population of more than 1.5 million inhabitants can support a few hospitality market segments, from economy to upscale,”

Christophe Landais, managing director, Accor Middle East “There are many opportunities in Iran for so many companies, it could be the largest market in the region for a number of years.”

Omer Kaddouri, CEO, Rotana Hotels

“One could argue that Iran is one of the largest concentrations of millennial guests who are keen to travel and learn, and their needs and tastes are very different to those of their parents. Therefore the biggest opportunity is in trendy, modern and well managed 3-star and 4-star properties with a progressive and minimalist ambience along with connectivity, amenities, strong F&B offerings and sports-related activities,”

Ali Borhani, founder and CEO of Incubeemea


30 Suppliers to know T h e b u s i n e s s pa r t n e r s s u p p o r t i n g t h e h o s p i ta l i t y i n d u s t r y i n 2 0 1 6


30 suppliers to know

360Wellness

Get in touch +971 4 333 2175 www.360-wellness.com

Arif Abdulkhader, director, 360Wellness talks about keeping business fighting fit How did the business perform in 2015? Our performance in 2015 was excellent and our achievements were admirable. What drove this performance? Largely this was driven by the burgeoning SPA industry, the emerging African market, the huge number of new hotel projects in the GCC states and the continued refurbishment of 5-star hotels, particularly in the UAE and Oman. These have all added more opportunities throughout 2015 and it is due to our dedicated and passionate team, that it is possible to reach these standards. What were the driving trends in your sector this year? The ongoing construction of facilities in the hospitality and wellness sectors. How will these trends shape business operations in 2016? Without a doubt, the growth will continue in 2016, despite the low oil prices, as the projects declared and ongoing are mainly dependent on the travel and tourism sectors. New facilities have increased 360’s business

Arif Abdulkhader

About 360 Wellness Areas of Operation: 360Wellness is one of the leading names in the field of wellness, spa, bath, hydrotherapy, leisure and health club solutions, offering innovative and superior products across the GCC. From the modest beginnings in 2006, 360Wellness has made remarkable progress into becoming a world class wellness product provider has been built with an uncompromising adherence to dedication and quality. Operating across the GCC, Africa and Indian Sub-continent 360Wellness specialises in spa solutions, spa furniture, spa essentials and spa interiors.

Which regional country markets are you paying the most attention to in 2016? Our primary focus will be on Oman, Qatar and the UAE, where the lion’s share of our business comes from. We will also have a focus on Africa in 2016. What are your business objectives for 2016 and how will these be achieved? Our top priority is to providing world class wellness solutions, which exceed the expectations of our customers. We are pursuing business through innovation and technology advancement to build long term relationship with the clients. The company is excited to run a profitable and efficient operation to develop an easy going perception to increase productivity and nurture a strong client base. From your perspective as an industry supplier, what one piece of advice would you give your hotel/ hospitality clients for the year ahead? Design and develop SPAs that suit the demands and expectations of the customer, who is mainly looking for innovative and effective solutions rather than over done and futile design for design’s sake.

Years of Operation: 10 years Home market: UAE 2 8 Pipe l i n e y e a r b o o k 20 16

360 provides world class wellness solutions


30 suppliers to know

Key fact: 1765 Gemini was established in the uAE

1765 Gemini

Get in touch +971 4 388 4773 www.1765gemini.com

Clive Piper from 1765 Gemini talks about how to use colour and creativity to market F&B products How did the business perform in 2015? 2015 was an extremely good year for us, we out performed on previous years and looking forward to the challenges that 2016 will bring‌.

Clive Piper

What are your business objectives for 2016 and how will these be achieved? Continue to support our clients, by delivering a reliable and efficient service whenever it is possible, also tap into our creative side to bring new products and ideas to the market. Build new relationships with new clients.

What drove this performance? Project work mainly in the UAE, Palazzo Versace and Habtoor City Developments project, along with several independent restaurant openings. What were the driving trends in your sector this year? More casual approach to fine dining, more colourful plates and cutlery along with a general more rustic approach to the tabletop How will these shape business operations in 2016? I believe that the trends will follow a similar pattern to 2015, there will not be any real changes in the trends that have occurred last year, we as a company will continue in the same manor. Which regional country markets are you paying the most attention to in 2016? Apart from the growing trends in the UAE, we will be looking at both Oman and Qatar in 2016. Which markets does the bulk of your business come from and how do you expect that to develop? By far and away the biggest market for us is the UAE, it accounts for at least 75% of our

business, I expect this to continue to develop at a similar rate over the next few years, although I am hoping that the figure as a percentage will drop to nearer 60%.

About 1765 Gemini Areas of Operation: Mainly the UAE, Oman and Qatar, however we have worked on projects in other GCC countries and in Africa and the surrounding Island nations, Mauritius, Seychelles, Maldives etc‌ Years of Operation: Established in June 2009 Country of Establishment: UAE

From your perspective as an industry supplier, what one piece of advice would you give your hotel / hospitality clients for the year ahead? Plan ahead and take stock earlier on in the year, so many hotels rush to get refurbishments and new outlets to market, they waste a lot of money in flying product in, with better careful and timely planning this cost can be reduced drastically, also consider consolidating orders wherever possible to further reduce costs. Churchill Bamboo Range

Churchill Stonecast Range Pipeline year book 201 6

29


30 suppliers to know

Key fact: Alto-Shaam was founded in 1955

Get in touch

Alto-Shaam

+971 4 321 9712 www.alto-shaam.ae

Gabriel Estrella Talentti, sales director of Alto-Shaam Middle East and Africa, reflects on a strong 2015, driven by the world’s love of eating out How did the business perform in 2015? Business in 2015 remained strong. We’ve seen positive growth in our equipment offerings, including our Cook & Hold ovens and our Combitherm® ovens. We continue to see positive growth throughout the entire company and are one of the few manufacturers in our area to be adding jobs to our workforce. What drove this performance? Consumers lead busier lives and have less time to cook meals at home. This year, consumers are spending more eating out than they are on groceries each year. As foodservice operations prepare for this growth, whether it is in a small bistro restaurant or a large banqueting facility, there is more emphasis on quality food that can be cooked quickly while reducing labour costs. Our reputation as a premier cooking equipment manufacturer and our post-sale support has helped drive sales as chefs, restaurant owners and other decision makers depend on the value they receive from Alto-Shaam. What were the driving trends in your sector this year? Our driving trends are no different than what the rest of the industry is seeing. Foodservice operators are looking for quality equipment that performs to expectations, that is easy for anyone to use, and is energy efficient. Our solutions meet all of those needs; we listen to our customers so we can provide them with the tools they need to make the perfect plate every time. 30 Pipe l i n e y e a r b o o k 20 16

Gabriel Estrella Talentti

About Alto-Shaam Alto-Shaam was founded in 1955 by Jerry Maahs, who recognised hot holding needs within his own business. Today the firm specializes in the original Cook & Hold oven, Combitherm®, QuickchillerTM, smokers, rotisserie ovens, holding cabinets, heated display cases, merchandisers and food wells. Founding year: 1955 Home market: America

Which regional country markets are you paying the most attention to in 2016? In the Middle East, we are seeing growth in the hotel industry and are prepared to support the tourism industry. That’s why we invested heavily in our office in Dubai, which

opened in December. Our trained chefs and support staff are able to provide the regional resources to foodservice operators to ensure they are receiving the maximum equipment support. Whether it is pre-sale testing or post-sale training, we work together with our customers to ensure they are getting the most out of their investment. Which markets does the bulk of your business come from and how do you expect that to develop? We have a strong presence in our native US market, but we are gaining additional market share throughout the world. We expect to have an even stronger presence in the Middle East and Africa with the new office and culinary support based in Dubai. Our service sets our company apart in the industry, and we will be able to offer even additional resources to this region in 2016. What are your business objectives for 2016 and how will these be achieved? We recently updated our company’s vision: To inspire our customers with innovative products and services in every kitchen around the world. We will do that by continuing to improve our innovative foodservice equipment and supporting culinary teams throughout the world one kitchen at a time. With having a dedicated team in major markets, like the Middle East and Africa, we are able to make significant steps toward our vision each and every day.


From your perspective as an industry supplier, what one piece of advice would you give your hotel/ hospitality clients for the year ahead? Take the time to research your options before purchasing equipment. There may be a better way of doing things than what you have previously done. Education is key; we suggest taking the time to meet with chefs and attend demos.

Schedule a demo with our chefs today at the Alto-Shaam Middle East & Africa Culinary Institute by contacting Gabriel Estrella Talentti at +971.50.8531707 or gabriele@alto-shaam.com

Hospitality Procurement Specialists

Tel: +9714 4343 237

Website: www.orsini-spi.com Pipeline year book 201 6

31


30 suppliers to know

Key fact: The company was founded in 1989

Al Rawabi Company

Get in touch +971 4 289 2123 www.alrawabidairy.com

CEO Dr Ahmed Eltigani speaks about meeting demand for dairy and staying ahead of competition How did the business perform in 2015? We had a double digit growth, both in sales volumes and revenues, at more than 15%, and we have entered Kuwait; we launched multivitamin juice, coffee SKUs, Latte Macchiato and Cappuccino, and long life milk, both plain and flavoured. We are also launching a range of cheeses, and hope to further expand the portfolio. What drove this performance? When we started 2015, our goal was to promote our 25 year heritage. We invested in training of our sales staff, worked very hard to increase the customer base, and started building multiple relationships with the stores by providing the branding and category support. We invested a lot this year in reaching out to the community, opening the farm tour visits both for schools and families and hosting a record breaking two day farm festival with over 120,000 visitors to the company premises, with special tours of the farm and the plants. We have also built the first dairy museum in the region, to pay homage to the history of the world dairy industry and our footprint in the region’s food industry. We have raised the level of communication with consumers through toll free numbers, website queries, social media, and we have supported over 2,000 different events and initiatives throughout the UAE, Oman and Qatar. What were the driving trends in your sector this year? The demand for dairy products means we are increasing our distribution. It is a big challenge to achieve this as our products are short life products, and consumers are looking for the fresh date every day. 32 P ip e l i n e y e a r b o o k 20 16

Dr Ahmed Eltigani

About Al Rawabi Company Al Rawabi Company produces a wide range of dairy products – fresh milk to yoghurts, laban, functional healthy products – and is the only company in the UAE to produce 15 flavours of fresh juices in the market to complement the nation’s wide variety of choices. Al Rawabi sells its products across the UAE, Oman and Qatar, and recently has started distribution of juice to Kuwait, as well as setting out plans for further geographical expansion of the company across the MENA region. The farm began production with just 500 Holstein and Friesian cattle and today owns more than 12,000 cows and is still growing. Years in operation: Since 1989 Home market: UAE

How will these shape business operations in 2016? We will continue increasing our presence, both locally in the UAE, and expand into more markets with our products. Also, we are working very hard on new products development, as we try to stay competitive both with pricing and the portfolio. We are investing heavily into the launch of healthy products for 2016, and we are the first dairy company to be focusing on this area. Which market does the bulk of your business come from? Dubai remains our key market, with Abu Dhabi and Northern Emirates, too. We expect the market to be stable, with no dramatic changes happening on the scene externally, and we expect Al Rawabi will be noticed heavily in 2016. What are your business objectives for 2016 and how do you plan to achieve them? We are already setting our battles on different fields and plan to hit new directions by introducing more products, to focus on the urgent health issues of the region. As always we have been pioneers; 2016 should be one the most innovative years in company history. We also target to reach a customer base of over 15,000 increase the market share to become the number one player in all regions where we are currently present. What one piece of advice would you offer your hospitality customers? Focus on the quality both of the products and service they offer. Continuous improvement in that will help them long term to grow and increase the occupancy rate.



30 suppliers to know

Key fact: Arecont Vision are from California, usa

Arecont Vision

Get in touch +971 4 286 3449 www.arecontvision.com

Tom Tazey, Arecont Vision’s regional manager, talks about keeping an eye on innovation How did the business perform in 2015? 2015 was a challenging year for the surveillance industry as a whole. In this part of the world, the plummeting oil price has contributed to a delay in project execution and budget constraints have forced customers to seek more value for money from their investment is surveillance technology. Having said that, 2015 has been a successful year for Arecont Vision in the Middle East and our business has grown over 20%. What drove this performance? Our continued success in the hospitality industry as well as an expansion into the oil, gas and industrial market sectors. Large scale private enterprise, as well as the finance sector, have also contributed significantly. What were the driving trends in your sector this year? I would say that multi sensor 180 and 360 degree panoramic cameras have been a driving trend in 2015. This is technology that Arecont Vision have led the way in since the release of our first SurroundVideo product back in 2006 however, we’ve seen many of our competitors launch their first generation multi sensor products this year. How will these shape business operations in 2016? Multi sensor cameras are a great tool for covering large areas with less hardware without compromising on scene resolution. They provide what we call Situational Plus awareness, meaning users can effectively monitor large areas and because of the high camera resolution, identify individuals within a given scene. Multi sensor technology is a great 34 P ip e l i n e y e a r b o o k 20 16

Tom Tazey

About Arecont Vision Arecont Vision is focused on megapixel technology and, as the industry leader, has contributed more to the advancement of megapixel imaging for professional security applications than any other company in the security market. As a result of our best-in-class product architecture, we typically introduce new imaging technology years ahead of competitors and our founders are pioneers in CMOS and imaging technology hold over 90 patents. Home market: California, USA

Surround Video G5

tool to reduce total cost of ownership and provide users with a superior ROI. Which regional country markets are you paying the most attention to in 2016? We’re very optimistic about 2016. We’ll be heavily focused on the UAE, KSA, Kuwait and Bahrain markets. Surveillance spend in these countries will remain consistent in key market sectors and in some cases, will sharply increase. We’ll be looking to position our unique product offering to deliver enhanced value to customers in these areas. Which markets does the bulk of your business come from and how do you expect that to develop? The retail and hospitality sectors are big contributors to our business in the region as well across the globe. Investment in both of these sectors is set increase, particularly in the UAE and we are confident that the superior price performance ratio that our products offer will help us retain existing customers and welcome new ones. From your perspective as an industry supplier, what one piece of advice would you give your clients for the year ahead? Rather than simply meet legislative requirements, we advise our hospitality customers to view surveillance as a tool to aid operations as well as secure their facilities. Working with manufacturers that supply, innovative, reliable, quality products may slightly increase initial CAPEX however, this will pay off in the future and contribute to significantly reduce OPEX and increased the life cycle of their surveillance system.



30 suppliers to know

Key fact: Assa Abloy Hospitality have 7 million Rooms installed with VingCard locks and Elsafe safes

Assa Abloy hospitality

Get in touch +971 4 326 2136 www.assaabloyhospitality.com mea.hospitality@assaabloy.com

Manit Narang of Assa Abloy Hospitality talks about mobile access technology for the hospitality industry How did the business perform in 2015? With hotel occupancy and industry growth continuing to do well through much of 2015, the year proved to be likewise very successful for ASSA ABLOY Hospitality in markets around the globe. Increased revenues have provided many hoteliers with the resources necessary to implement vital upgrades increasingly required by today’s guests. Topping that list of requirements are solutions enhance security and convenience. What drove this performance? As previously mentioned, increased profits have allowed properties to seek out ways to improve services and functionality. Significantly, as millennials continue to gain greater influence due to their growing numbers and spending power, hotels understand that the need to upgrade technology and guest services is of critical importance if they wish to remain competitive. What were the driving trends in your sector this year? The greatest and most attention-grabbing trend has undoubtedly been Mobile Access and its ability to allow guests to use their own smart devices as guestroom keys. Much more than a mere novelty, Mobile Access caters to the rapid growth in demand for instant service and satisfaction. This has resulted in Mobile Access already having been installed on more than 100,000 guestroom door locks to date. How will these shape business operations in 2016? We are strongly confident that the trend toward adopting Mobile Access technology will only grow stronger in 2016. Already, several large mul36 P ip e l i n e y e a r b o o k 20 16

allows us to take advantage of emerging opportunities that benefit customers as well as ASSA ABLOY Hospitality, emerging markets continue to garner interest due to their fast growing markets.

Manit Narang

About Assa Abloy hospitality ASSA ABLOY Hospitality has products installed in more than 42,000 properties worldwide, securing in excess of 7 million hotel rooms. We continue to use advanced technology to offer security and peace of mind to both hospitality providers and their guests. ASSA ABLOY Hospitality’s extensive international network covers more than 166 countries. Years in operation: Over 40 years Home market: Norway ti-properties around the world have rolled out a form of digital key functionality, while others are no doubt interested in attaining the technology themselves in order to remain competitive. Which regional country markets are you paying the most attention to in 2016? While paying attention to all markets equally

Which markets does the bulk of your business come from and how do you expect that to develop? We cater mainly to Hospitality market & major business comes from there though we are present in other verticals also but Hospitality remains the core business. What are your business objectives for 2016 and how will these be achieved? As in past years, we continue to stress a priority on ensuring that our products and services remain easily accessible to any hotelier regardless of global location. This is consistently accomplished thanks to a strong customer support and service structure that is in place in more than 166 countries. From your perspective as an industry supplier, what one piece of advice would you give your hotel/ hospitality clients for the year ahead? Above all, hoteliers should ensure that they work with a reliable and trusted provider who has a strong reputation in the market place, and who is recognized for quality and the ability to provide a local support structure. When it comes to seeking out new solutions, Hoteliers should look to modular/ upgradeable products that allow them to sidestep the need to fully reinvest again when technology changes.



30 suppliers to know

Key fact: Baal also offers Calligraphy services

Baal

Get in touch +971 50 503 4143 www.baal.com.lb

Khajak Krikorian, managing director, Baal, talks about quality and innovation How did the business perform in 2015? The business performed very well in 2015, with specific focus on the performance of wider geographical regions and the choice of products, ranging from guest room items to bathroom to banqueting and F&B. We made these achievements while controlling quality, delivering on solid dates and proposing creative ideas and solutions. These principles are the priority for us, rather than numbers. What drove this performance? The main driver of this performance is our reputation in the luxury hospitality industry and the consistent results we achieve beyond the expectations of our clients. What were the driving trends in your sector this year? The driving trends in our sector that we predict for 2016, will be new textures and colours, matching with the new decor of the guestrooms that we negotiate with the interior design companies. BAAL creates everything according to each property new materials used and operational new items in operation play a major role How will these trends shape business operations in 2016? Once you achieve high perform and become consistent in your service and results, the shaping of the coming year will be pretty much similar to 2015, if not better. 38 Pipe l i n e y e a r b o o k 20 16

Khajak Krikorian

About Baal BAAL strives to provide select clients with custom designed, eco-friendly products which highlight their identity through high quality craftsmanship. BAAL is striving to be one of the leading companies internationally in design, production and delivery of operational supplies and equipment for hotels, spas, resorts, restaurants, and corporate companies. BAAL’s geographical areas include all emerging markets like GCC Middle East and Africa, they also include Europe on the west, with items supplied to Russia, China and the Philippines in the East. However the geographical areas might be much defined by BAAL’s corporate preferred supplier agreements which are held with major 5-star operational companies. Years in operation: 15 years Home market: Lebanon


Which regional country markets are you paying the most attention to in 2016? Our focus will be on the regional markets across the GCC, as well as the emerging markets and Africa. Which markets does the bulk of your business come from and how do you expect that to develop? The bulk of our business comes from the GCC countries, predominantly Abu Dhabi

and Dubai in the UAE, as well as Saudi Arabia. In addition, we receive a lot of business from Africa, and we are looking ahead for more in 2016 from all these markets. What are your business objectives for 2016 and how will these be achieved? Our objectives are to maintain the same level of quality, lead on new trends as our clients expect us to, and perform more in the governmental sector. Competition is no match to us, but we need to continue innovating

in order to create original items, which are attractive, superior in quality and fitting to the needs of our clients. From your perspective as an industry supplier, what one piece of advice would you give your hotel/ hospitality clients for the year ahead? Work always and only with the best. Not everything is price oriented; in fact, in luxury markets price comes on a later stage. Identity, quality and finishing come first. Pipeline year book 201 6

39


30 suppliers to know

Key fact: Bahraja General Trading LLC have been in operation for 20 years

Bahraja General Trading LLC PARESH SHAH, MD, reveals details of the firm’s increased product offering for 2016 How did the business perform in 2015? 2015 has been a good year for business and we have seen considerable growth in our sales and geographical reach. What drove this performance? It was probably a combination of factors that brought about this growth. Primarily as the competition in the hospitality industry is getting keener we find that our clients are looking for better quality products with more appealing design to be used in their properties as a tool to attract customers. This fits in well with our product portfolio which is built with exclusive brands and manufacturers from around the world who produce interesting products with an eye on quality and design. Apart from this what has pushed our business is the fact that clients are increasingly looking for trusted suppliers who can deliver what they commit to. The third and most important fact is that the market has grown considerably and continues to grow at a phenomenal pace with many more projects in the pipeline. What were the driving trends in your sector this year? To put it in a nutshell, greater emphasis on quality, design and reliability. How will these shape business operations in 2016? 2016 promises to be challenging year as the stage is set now for the projects to be completed prior to 2020. We will be looking at expanding our infrastructure to cope with the growth both in terms of facilities and personnel. 4 0 Pipe l i n e y e a r b o o k 20 16

Which regional country markets are you paying the most attention to in 2016? The UAE, Qatar, Saudi Arabia

Paresh Shah

About Bahraja Bahraja General Trading L.L.C. was established in Dubai, United Arab Emirates in 1995. It started with the goal of bringing high quality products from around the world, to the market. Bahraja General Trading markets and sell these products to the institutional buyers like hotels, resorts, shopping malls, airports, healthcare sector and in any area where importance is placed on service, customer satisfaction and aesthetics. Today the company sells products in the GCC, Africa, Indian Ocean islands, India. Years in operation: 20 years Home market: UAE

Get in touch +971 4 267 2353 www.bahrajageneraltrading. blogspot.ae

bahraja@eim.ae

Which markets does the bulk of your business come from and how do you expect that to develop? The bulk of the business is still from the UAE and that will continue to grow for the next several years as there are many projects in the pipeline. However we expect high growth from Qatar as well as it prepares itself for the 2022 FIFA World Cup. What are your business objectives for 2016 and how will these be achieved? We plan to increase our offering across the board to the hospitality industry, with an increased product offering to all sectors of the luxury hotels and catering establishments. This would involve more products for the rooms, and increased array of products for the F&B sector and specialised solutions for the kitchen in terms of temperature controlled food logistics and some unique cooking equipment. From your perspective as an industry supplier, what one piece of advice would you give your hotel/ hospitality clients for the year ahead? Do your diligence to choose the right supplier not just based on prices offered.


30 suppliers to know

Boncafé

Key fact Boncafé have been in operation for

12 years

Get in touch +971 4 282 8742 www.boncafeme.ae

Tony Billingham, CEO of Boncafé Middle East, explains the business of coffee and reveals details of the new products launching at Gulf Food 2016 How did the business perform in 2015? This was our first year post acquisition by the Massimo Zanetti Beverage Group, our company IPO launched on the Milan Stock Exchange and we are proud to say we once again achieved double digit annual growth. Coffee prices remained stable this year along with currency exchange rates, hence there were no real adversities or challenges that presented themselves throughout the year. With the opening and contracting of several new hotels within the UAE, along with several other F&B chains opening specifically in Dubai, this indeed was another good year for our Middle East operation. What drove this performance? Innovative thinking, the introduction of a second-to-none top-of-the-range after sales service and maintenance software to support our field technicians, plus expansion of our exclusive range of Boncafé Gourmet coffees. These developments, coupled with the integration of Segafredo products into the company portfolio, all supported by the ‘revolutionary’ Thermoplan coffee machines and Barista loving La Marzocco machines, helped drive the company’s good performance. I give immense due credit to our human resources which is the back bone and most important driving force behind our great performances. What were the driving trends in your sector this year? Innovation for the barista coffee lovers in terms of machine technology, grinders, compatible capsules, a number of flavoured syrup innovations, signature drinks, the organic and fair trade coffee culture and the launch of the profession-

and this is a revolution for the coffee lovers who want the perfect cup of coffee and the Barista quality product now at home.

Tony Billingham, CEO

About BonCafé Boncafé Middle East LLC was incorporated in Dubai in 2003 and has active distributors across the GCC and Middle East region. The parent company in Singapore was started in 1962 and has a strong presence in Thailand and other South East Asian countries. Years in operation: 12 years Home market: Incorporated in Singapore in 1962, and in UAE in 2003 al coffee machine La Marzocco Linea Mini for home use. How will these factors shape business operations in 2016? Boncafé has placed extensive efforts into developing a high quality compatible capsules for the UAE and GCC markets. The procedure has been testing but extremely worth the efforts and we are pleased to announce that it will be launched Gulf Food 2016 in February. We have launched the professional barista machine for domestic use, La Marzocco Linea Mini,

Which regional country markets are you paying the most attention to in 2016? Boncafé Middle East will be paying attention to all the GCC countries but mainly concentrating in Saudi Arabia where we have identified the potential to provide our high quality range of products and unique after sales service and maintenance support for this hugely untapped market. Which markets does the bulk of your business come from and how do you expect that to develop? Boncafé Middle East has major business within the UAE and neighbouring countries Oman, Kuwait, Saudi Arabia and Bahrain. We anticipate this to be developed immediately with our sub distributors and where necessary through development of Boncafé branch offices. What are your business objectives for 2016 and how will these be achieved? Boncafé has ambitious plans in 2016 to set up in all the major GCC countries, operations to match the same standards of quality and service support as our operation here in the UAE. From your perspective as an industry supplier, what one piece of advice would you give your hotel/ hospitality clients for the year ahead? A clean machine is a working machine. Pipeline year book 201 6

41


30 suppliers to know

Key fact: Cambro Manufacturing has 14,000 products

Cambro Manufacturing Aymeric Flipo, EMEA director of sales, Cambro Manufacturing, reflects on the Cambro story and the journey from one to 14,000 products How did the business perform in 2015? We had a good year in 2015, especially the first half, thanks to a well-balanced customer portfolio, new products and strong local distribution. We could feel a slowdown in our hotel business due to a few projects being postponed and fewer high-income visitors coming from Russia, namely. We do expect 2016 and the next few years to be good years, with important events in the region like the Word Expo or the 2022 FIFA World Cup. What drove this performance? First of all, Cambro is a strong brand on the market, bringing food safety, efficiency and sustainability to foodservice operators, and they do recognise how important these three golden words are in their daily operations. Also, new products, and more specifically our rust-free shelving lines, have received great support from the market, leading to getting many new customers. Gulfood has also been very successful for us, bringing new contacts; and last but not least, a permanent field presence and support to strategic food service operators, consultants and local partners have also largely helped. What were the driving trends in your sector this year? Food safety is definitely something that is on the mind of all operators, as well as local service and availability of goods in strategic countries throughout the region, at competitive prices. The search for trouble-free solutions is constant and we see an increasing interest for sustainability. Cambro can help there in many ways also, with unique solutions like the 4-in-1 warewashing solutions, helping saving water and labour. 4 2 Pipe l i n e y e a r b o o k 20 16

Aymeric Flipo

Camshelving Premium

Emre Aksoy, regional sales manager ME

Cambro products support food safety regulations


About Cambro Manufacturing

Get in touch www.cambro.com +90 549 419 09 10

Cambro Manufacturing is based in Huntington Beach, California, USA, and is a leading manufacturer and supplier of equipment and supplies to the foodservice industry worldwide. Founders William and Argyle Campbell first opened the doors at Cambro Manufacturing in 1951, offering a single product, the hospital

Camtray速 and today has 14,000 products. From a single factory in California, Cambro has grown to become an international presence with production facilities and sales offices in the United States, Europe, the Middle East and Asia. Years in operation: 65 years Home market: USA

Cambro shelving rust free solutions

Which regional country markets are you paying the most attention to in 2016? All countries are important, with the UAE a regional hub due to Expo 2020 coming up, but our focus also needs to be on Qatar with the 2022 FIFA World Cup. Last but not least Saudi Arabia and Egypt who seems to be rebounding nicely after the recent events.

What are your business objectives for 2016 and how will these be achieved? To continue to grow and support our long time and loyal partners and customers. Also we want to continue bringing operators reliable solutions that will make their lives easier; we also want to continue launching new products for and with them and we want to explore new markets, helping operators service their customers in the best conditions.

From your perspective as an industry supplier, what one piece of advice would you give your hotel/ hospitality clients for the year ahead? Have food safety, efficiency and sustainability as top priorities, and look for Cambro products and solutions! If it is not Cambro it is not the same. Pipeline year book 201 6

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30 suppliers to know

Key fact: Over 5 million cups of coffee planet coffee enjoyed every month!

Coffee Planet

Get in touch +971 4 341 5537 www.coffeeplanet-fs.com

Robert Jones reveals the secret behind the morning wake up and the big plans for 2016 How did the business perform in 2015? 2015 has been a strong year for Coffee Planet: we have expanded our customer base, recorded our best ever sales and helped improve the experience for thousands of coffee drinkers in the Middle East and beyond. Last year we invested over $3m in expanding our roastery from 6,000 sqft. to 14,000 sqft., which allows us to roast more than 100 tonnes of coffee per month. What drove this performance? Our 2015 performance has been driven by winning new accounts in the HORECA arena and continuing to provide our customers with class-leading support, through a diverse business model that allows more of our customers to enjoy Coffee Planet via a number of different channels. We have continued to develop our product offering and we now offer customers whole bean, ground coffee and capsule options across premium blend and single origin coffees. Our differentiating factor is that all Coffee Planet branded coffees are made with 100% Arabica beans and we refuse to compromise on that. We have built on our previous success in retail and vending solutions by increasing distribution and expanding our coffee portfolio for customers. Our vision is to provide the best quality product in each channel we operate in. What were the driving trends in your sector this year? The Middle East is the fastest growing market in the world for coffee consumption. Consumers’ tastes are also becoming 4 4 Pipe l i n e y e a r b o o k 20 16

Robert Jones

About Coffee Planet Coffee Planet, one of the top SMEs, is the result of two business partners wanting to improve the coffee experience. Having developed their own fresh milk coffee vending machines, they moved into roasting their own premium 100% Arabica coffee and supplying leading HORECA companies around the Middle East. With a growing retail and franchise presence across Asia, they plan to take the brand global in 2016. Years in operation: 10 years Home market: UAE

Key fact:

Coffee Planet is the only

halal certified

roaster in UAE and the only UTZ certified roaster in the region

more sophisticated, with an increased desire to try new flavours and blend profiles. As a dynamic and agile coffee business, we can quickly adapt to trends and enable our customers to get the blends they require. The most notable trend is the increased demand for freshly-roasted coffee. This is great for Coffee Planet as we roast and pack our own coffee in Dubai. We can minimise lag in the supply chain and ensure that customers get the freshest possible coffee. How will these shape business operations in 2016? Our business strategy has always been aligned with the need to provide our exist-


ing and potential customers with a coffee experience that satisfies them completely; in fact our entire business was developed with the need to overcome the lack of fresh and great tasting coffee in the region. As well as focusing on our core USPs of having ethically sourced and locally roasted coffee, we are confident that we will continue to support and nurture the trend in demand for delicious tasting coffee. Additionally, we will be introducing a new range of single origin blends in 2016 and will focus on supporting the ever-growing hospitality industry to grow our brand presence within that sector. We will also continue to enhance our retail presence (both online and within retailers) and keep abreast of the blends and flavours our customers crave, to maintain our positioning as one of the UAE’s most successful homegrown brands.

Which regional country markets are you paying the most attention to in 2016? As we are headquartered in the UAE, it will naturally remain the hub of our operations. However we will continue to further develop our GCC and wider Asia operations. Which markets does the bulk of your business come from and how do you expect that to develop? Over the next 12 months you will increasingly see Coffee Planet globally so keep an eye out for us! What are your business objectives for 2016? Our main business objective is to continue satisfying the demand of our customers. Without them we do not have a business and

we are always mindful of that. Our new business will come from a combination of foodservice, retail and vending solutions plus we will promote our online consumer store. From your perspective as an industry supplier, what one piece of advice would you give your hotel / hospitality clients for the year ahead? We appreciate that many of our hotel and hospitality clients face a lot of competition and must work effectively and efficiently to gain and retain guests. We think that coffee quality is one of the measures that guests use when considering how good their overall hospitality experience was. Our advice would be work with a coffee company that ensures that guests get a great coffee experience. We believe Coffee Planet is the number one choice.

Our Brands

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336 Sultan Business Centre Oud Metha Road, Dubai, UAE t: 04 3341040 f: 04 3341203 web: www.procurio-me.com e-mail: info@procurio-me.com

Pipeline year book 201 6

45


30 suppliers to know

Key fact: Desert River is now in oman

Get in touch

Desert River

+971 4 323 3636 www.desertriver.com

Claudia van der Werf, MD, reflects on Desert Rivers’ 11th year, which included sales growth, a camper van called Elvis and an expansion to Oman How did the business perform in 2015? In 2015, Desert River consolidated its decade of successful business in the region by expanding its operations into Oman by forming a partnership with Muscat-based SME, m co, for its first franchise agreement for the Desert River Event Rentals brand. We experienced a 20% growth in sales of cordless table lamps compared to 2014; we have expanded our range of LED, rechargeable table lamps; and we have also seen a 30% increase in our outdoor furniture sales and I think this is led by the increase in the completion of housing projects across the emirates. Over the past year, we introduced a number of iconic vehicles for event rental in the UAE. We also have a lovingly restored Volkswagen camper van, Lola, which converts into a multi-purpose mobile bar and DJ booth, plus an aluminium caravan, Elvis, which can be branded for any event.

sional turn-key service at an affordable cost and this will increase in the run up to 2020. Which regional country markets are you paying the most attention to in 2016? With the growing success of our fledgling operations in Oman we are looking at more ambitious plans and hope to turn our attention to Qatar and Saudi Arabia. Claudia Van Der Werf

About Desert River With offices in the UAE and Oman and operations spanning the GCC, Maldives and Seychelles, Desert River is a furniture sales and rental business, specialised in catering to events. Years in operation: 11 years Home market: UAE

What are your business objectives for 2016 and how will these be achieved? Following the successful launch of our event rentals in Oman, we are planning to build on this to firmly establish ourselves in the Sultanate.

Lola - the mobile bar and DJ booth

What were the driving trends in your sector this year? We are seeing an increase in the staging of events, both corporate and private and, with the speed of business in the UAE, most companies and individuals don’t have time to look after the events themselves and so are relying on suppliers, such as Desert River, to give them a profes4 6 P ip e l i n e y e a r b o o k 20 16

Which markets does the bulk of your business come from and how do you expect that to develop? We have built a loyal customer base across the UAE over the past 11 years and we continually strive to bring in new products and services to ensure our customers will come back to us for new innovations. We are keeping our plans for 2016 close to our chest but we guarantee they will continue to delight and surpass the expectations of our customers!

Fatboy, supplied by Desert River

From your perspective as an industry supplier, what one piece of advice would you give your hotel/ hospitality clients for the year ahead? Come talk to us for ideas and designs long before the actual project planning date, to ensure concepts can be realised in a timely manner.


La Marquise International is one of the leading distributors in Professional Equipment, F&B Products and Ingredients for Cafes, Coffee Shops, Gelato Parlors, Pastry and Bakery Outlets in the UAE. We pride to provide our customers with full after-sales service, including 24/7 technical support and academic product training in our facilities.


30 suppliers to know

Key fact: Dometic’s home market is Sweden

Get in touch

Dometic

+971 4 883 3858 www.dometic.ae +971 50 4432170 mohammed.muwafi@dometic.com info@dometic.ae

Mohammed Muwafi, regional sales manager, lodging MENA, explains the design principles behind the hotel miniBar How did the business perform in 2015? We have had a good performance, driving growth in line with our strategy. What drove this performance? We are the only absorption miniBar manufacturer in the world who is still producing in Europe, in our own factories. Out of one hand: R&D, quality control, engineering and design, fulfilling operational as well as environmental requirements of the highest order. Our products offer the lowest, certified energy consumption, through our patented Fuzzy Logic features, along with our CUC technology, a unique development from Dometic Group. This ensures our miniBars perform reliably over many years, protecting the value of the investment. What were the driving trends in your sector this year? We see a trend towards more design driven products. Be it miniBars or safes, hotels are looking to create a unique guest experience. The room needs to offer something which is different from what people are used to seeing. This will make hotel guests talk about their positive experience in a specific hotel. Our products will support this strategy. Examples of outstanding design are our HiPro Vision miniBars with transparent doors in several colours and the innovative drawer miniBars DM50 and DM20, creating a positive guest experience. How will these shape business operations in 2016? One priority is to understand what innovations our customers desire and value most. Another 4 8 Pipe l i n e y e a r b o o k 20 16

Mohammed Muwafi

About Dometic Dometic Group is a publicly listed company at Nasdaq Sweden, where its HQ is located. There is a network of Dometic sales companies and distributors across Europe, Americas, Asia, Middle East and Africa. Dometic, as a former Electrolux division, has manufactured miniBars since the 1970s and the regional office in Dubai was established in 1991. The product range includes miniBars, fully automatic miniBars, wine cellars and electronic safes. Dometic’s factories are certified according to ISO9001 and the international environmental management system ISO14001 and the European EMAS system since 1998. Years in operation: 46 years Home market: Sweden

to ensure we design and deliver the best product quality and after sales support in our respective areas in the world. Delivery on time to customers and being responsive to them belongs in the same category of high priority. We are known as a highly innovative company owning various patents and a unique absorption refrigeration know how, continuously developing our technology. Another aspect is the increasing number of new mid-scale hotels and refurbishments of existing properties, where our product range is created to offer all a solution from Dometic within the budget. Which regional country markets are you paying the most attention to in 2016? The GCC, Jordan, Morocco, Algeria and up and coming African markets. Which markets does the bulk of your business come from and how do you expect that to develop? The GCC where we expect continued strong growth. What are your business objectives for 2016 and how will these be achieved? Dometic is a pioneer company as regards noiseless absorption miniBar technology and with every new generation of Dometic miniBars we have offered an energy reduction potential between 20 to 30%. Today’s HiPro range offers proven and independently verified lowest energy consumption for absorption miniBars. But this is one chapter in our design books. The other one is customer focused design.


Listening to our customers, following their needs and discussing new products with them has resulted in miniBars which are highly flexible as regards interior design. Furniture integration and latest hotel room design trends are implemented into our own design guidelines. The latest result is the first Dometic pull out drawer miniBar. Being a Swedish company we have a strict policy on environmental improvement processes. We are working according to an environmental focused Product Design Guideline when launching new products.

potential weakness is that most suppliers purchase products from third party manufacturers with little or no influence over quality, design and production. Dometic offers only products made in-house, benefitting from our R&D, production knowhow and after sales network. The Dometic quality you have come to trust over the years is secure - you buy a brand standard where we are fully responsible regardless of the production location.

From your perspective as an industry supplier, what one piece of advice would you give your hotel/ hospitality clients for the year ahead? There are many brands in the market, originating from different countries, I stress we have no issues with any country of origin. Instead the

Coming together to share the same ingredient: passion.

P.O. Box 74044 Dubai, U.A.E • Tel.:+971 4 2828742 • Fax:+971 4 2828743 • info.bme@boncafeme.ae • www.boncafeme.ae

Boncafé Group of Companies: Singapore • Malaysia • Thailand • Cambodia • Hong Kong • United Arab Emirates Pipeline year book 201 6

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30 suppliers to know

Key fact: Horeca is focussing on new markets in 2016

Horeca TRADE

Get in touch +971 4 338 8772 www.Horecatrade.com

Wael Al Jamil, HORECA marketing director, talking about going online and the new markets for 2016 How did the business perform in 2015? HORECA trade delivered positive results in 2015 with increasing the number of brands we represent, widening our reach to new territories and more outlets and improving our offering to customers. What drove this performance? Several external and internal factors drove the growth. Political stability and continually high tourism numbers in the UAE; government commitment to improve quality of life; and our launch of four leading brands: Balade and Bridel (both dairy), Bridor (bakery) and Sohat (still water). What were the driving trends in your sector this year? We are seeing online and mobile orders, new cuisines and heavy international influence. How will these shape business operations in 2016? Companies have to ride on these trends and adjust their strategies accordingly. From HORECA’s side, we have already embarked on the online journey; we started with our online ordering store shop.horecatrade.com where customers can order any of our 1,500 items at any time and view promotions. Which regional country markets are you paying the most attention to in 2016? Markets where we don’t exist like Qatar, Kuwait and Egypt, while we continue deepening our existence in like the UAE, Saudi Arabia, Lebanon, Oman and Bahrain. 5 0 P ip e l i n e y e a r b o o k 20 16

Wael Al Jamil

From your perspective as an industry supplier, what one piece of advice would you give your hotel/ hospitality clients for the year ahead? Focus on quality and the value proposition because quality drives more long term profitability and sustainability and, even more importantly, differentiation.



30 suppliers to know

Key fact: Ideal Standard have been operating for 100 years

Ideal Standard

Get in touch +971 4 804 2400 www.idealstandardgulf.com

Kamel Chehade demonstrates why history is just as important as the present How did the business perform in 2015? Our business in Middle East and Gulf region has had a very successful year with an increase of over 15%. We are very pleased with our results, especially considering the oil crisis that has taken place over past months, as also the prevalent political situation. What drove this performance? We have constantly strived towards the goal of reinventing the customer experience through constantly improving our products and our service. We have also been involved in identifying and following up on market needs. Ideal Standard heritage is in understanding how bathroom works in totality. What were the driving trends in your sector this year? “Water saving”, as well as a functional and aesthetically pleasing product offering, have allowed up to apply technologies that limit water and energy consumption to all our product categories, while at the same time help reducing bills, without compromising on comfort. Hygiene is also gaining in awareness. Innovation is a key driver for us, and we are extremely proud of all our sector defining innovations in all product categories. Our latest development – launched this year - is the AquabladeTM flushing technology, a high performance system of unrivalled hygiene. How will these shape business operations in 2016? We envisage that we will maintain and increase our Market Share as the leader in sanitary ware and total bathroom solutions provider in MENA region. In 2016, the emphatic focus will continue to be on 5 2 P ip e l i n e y e a r b o o k 20 16

Kamel Chehade

About Ideal Standard With total bathroom solutions as the core business for over 100 years, and with presence in the MENA region since the 1960s, Ideal Standard designs, manufactures and supplies ceramic products, bathroom mixers, furniture and accessories, bathing and showering solutions for residential, commercial and institutional buildings. By using the best materials and skilled craftsmanship, we ensure every product is made to the highest quality standards. Years in operation: 100 years Head offices: Dubai and Brussels sustainability, water saving and hygiene, as well as providing product solutions of impeccable design and performance. There is, of course, a fierce competition at play between brand names. But we are confident that we can meet the challenge with our high quality, innovative, beautiful products.

Which regional country markets are you paying the most attention to in 2016? That would be the Big three, namely, Saudi Arabia, Qatar and the UAE, but not excluding the Levant and smaller Gulf countries. Which markets does the bulk of your business come from and how do you expect that to develop? Saudi Arabia and the UAE lead growth and Qatar maintains the lion’s share in the market. The scale of construction in Saudi Arabia is providing the right kind of growth opportunities, while events are key drivers for development and expansion. What are your business objectives for 2016 and how will these be achieved? We are looking to establish growth in major markets and increase our market share. Our definite advantages will be the arrows in the Ideal Standard crossbow, targeting mega projects. There are already projects in the pipeline for next year. We have signed up to work with some of the most prestigious projects in the region. We’re expecting to see growth as Middle East continues its expansion in preparation for events, such as Expo 2020, Mundial (World Cup) 2022. From your perspective as an industry supplier, what one piece of advice would you give your hotel/ hospitality clients for the year ahead? One of our primary values in Ideal Standard is quality, so we would say that the best way forward is to continue to seek the highest level of quality in all aspects of the business.


Unique Precise International (UPI) was established in the summer of 2005 with the aim of providing superior service in the area ofhotel-supply solutions. The business has evolved over the past ten years, which is why, in addition to optimal manufacturing capabilities,we offer brands that global travelers recognize and trust. At UPI, we endeavor to source and manufacture products that are appealing to your guests and enhance their stay. As Jose LuisMogollon said: “To me Luxury is defined as the best that life has to offer: an endless supply of amenities, a legendary setting, wondroustranquility, spectacular scenery and the opportunity to embrace each moment because every need has been satisfied.” As we say in the trade, “Enjoy your stay.”


30 suppliers to know

Key fact: Karcher has a network of 40,000 distributors

Karcher

Get in touch +971 4 886 1177 www.karcher.ae

Richard Nouira of Karcher talks about their push for environmental sustainability How did the business perform in 2015? 2015 has been another year of growth for Karcher in both the professional division and retail. We have opened two new dedicated Karcher centre in Qatar with our partner Qatar Trading Company (QTC), and in Bahrain with our partners Al Mahroos. The Karcher centers allow us to be closer to our customers and provide best after sales support. In terms of professional machines business growth, we are witnessing double digits year on year improvement, with strong performance on our Floor care solutions and outdoor cleaning solutions. What drove this performance? Our High Pressure Cleaners, Vacuum Cleaners, Steam Machines, Floor Scrubbing Machines, accessories and chemical detergents have gained year-on-year market share. In the hospitality and hotel sectors, the professional steam machines are increasingly popular and do not require chemicals or detergents allowing their usage in areas where food and beverages are prepared. Other specific machines such as the special solutions for vacuuming ovens during operation are also gaining popularity in the sector. What were the driving trends in your sector this year? A major driving trend has been the push towards eco-friendly and sustainable products. At Karcher we specialize in this trend through our eco!efficiency function in our machines which reduces the overall operating cost for the operator. Also, the popularity of our steam machines which do not require additional detergents reduces environmental contaminants and increases safety, hygiene, and overall environmental sustainability. 5 4 P ip e l i n e y e a r b o o k 20 16

How will these shape business operations in 2016? We are witnessing a push towards sustainable and eco-friendly products. So premium machines that can deliver clean spaces in a shorter period of time with maximum efficiency are becoming the better choice. For 2016, we are also continuing our efforts to open more Karcher center throughout the region in order to provide efficient after sales support and service.

Richard Nouira

About Karcher Geographical areas of operation: Karcher brand operates globally through over 100 subsidiaries and a network of 40000 distributors. Karcher Middle East FZE, based our of Jebel Ali free zone in Dubai operates in the UAE, Qatar, Oman, Kuwait, Bahrain, Egypt, Jordan, Lebanon, Yemen, Irak, Iran and Syria Years of operation: Karcher Middle East FZE subsidiary was established in 1998 Country of establishment: Karcher global headquarters are located in Germany, the Middle East head quarter is located in Dubai, UAE

Which regional country markets are you paying the most attention to in 2016? The entire region is important to us and we are progressing in all markets. From your perspective as an industry supplier, what one piece of advice would you give your hotel/ hospitality clients for the year ahead? Based on our interactions with clients in the sector, we know there is a tendency to opt for more affordable solutions. However, we would like suggest two main criteria for evaluation when choosing a supplier. Firstly, make sure the cleaning solution is what you want and can give you quick and efficient results. We understand the need for quick cleaning solutions in high-traffic areas such as lobbies, and hallways and have engineered our products, personalize our service contracts and after sales support to meet these requirements. Secondly, weigh fixed and running costs. For example, we are mindful of the added costs in cleaning such as power, water and detergent consumption even though our machines may seem more expensive, the savings using our eco!efficieny machines are considerable over time.



30 suppliers to know

Key fact: La Marquise International was established in the uAE

Get in touch

La Marquise international

+971 4 343 3478 www.lamarquise.ae

Olga Mirtova - marketing manager of La Marquise international talks about growing trends in the regional market for 2016 How did the business perform in 2015? We experienced revenue growth of 22% in 2015.

Olga Mirtova

How will these shape business operations in 2016? It will support sales growth and market penetration for these new brands and products.

What drove this performance? New hotels, cafes and restaurants opening in the UAE and GCC region, and new unique brands/products brought into portfolio. What were the driving trends in your sector this year? • As a response to trends La Marquise has brought to the region Healthy Baking Concept: Gluten free, Lactose free, AZO colors, GMO and Palm Oil free ready mixes for Pastry, Bakery and Gelato from Italy. Palais du Chef line is dedicated to professions, while Madame Loulou is devoted to retail market. • Cost effectiveness of hotels and F&B outlets operations. Here La Marquise has sourced unique patent and eco-friendly water filtration system from Sweden – Nordaq Fresh. It allows to achieve Michelin Star quality water locally by saving environment and saving cost to the hotel and F&B outlets operators. • Easy to use sophisticated technologies. As a result WMF, represented by La Marquise in the region, has launched new espresso range, which contains all of the features of an automatic machine inside the form of a traditional espresso machine. The WMF ESPRESSO represents a revolutionary type of coffee making. Users can now make the perfect espresso and café crème even with little technical know-how. The whole process is characterized by complete reliability and constantly high-quality coffee – without the need for any time-consuming and cost5 6 P ip e l i n e y e a r b o o k 20 16

ly training. Therefore, WMF doesn’t afraid to say “Hire Who You Want” with the new WMF ESPRESSO.

Which regional country markets are you paying the most attention to in 2016? Our focus will be equally divided into all operating areas.

About La Marquise international La Marquise International has been operated in the UAE, since 2002. Main office is in Dubai, however, in 2015 we have opened additional office in Abu Dhabi to service our customers better and to enlarge the market presence. In the first quarter of 2016 La Marquise will start its operations in Qatar and Oman. Years in operation: 13 years Home market: Dubai, UAE WMF ESPRESSO

Which markets does the bulk of your business come from and how do you expect that to develop? Still the UAE is the leading market at the moment. However, without any established offices in Oman and Qatar, these two markets will follow the success of the UAE. As a result La Marquise has taken decision to start full on operations in Oman and Qatar in 2016. What are your business objectives for 2016 and how will these be achieved? Our business objective for 2016 is to double our turnover of 2015. This will be achieved through newly established office in Abu Dhabi and opening of La Marquise in Qatar and Oman during the first quarter of 2016. Establishing full operations in these markets will allow La Marquise to service better our existing customers there as well as to enlarge our clientele, and therefore, company revenue.



30 suppliers to know

Key fact: Innovation is one of Legrand’s two growth engines, alongside acquisitions

Legrand

Get in touch +971 4 382 1821 www.legrand.ae

Legrand regional GM Amelie Zegmout, talks about sustainability, technology and innovation in cabling solutions HOW DID THE BUSINESS PERFORM IN 2015? Overall the business performed very well in UAE, Qatar and Oman and we strengthen considerably our position in different segments. WHAT DROVE THIS PERFORMANCE? Definitely the number of new exciting projects such as the 1,600 room Habtoor City Dubai, the Fairmont in Abu Dhabi which boasts more than 800 rooms, and large residential projects. The overall economic environment has been fostering growth, projects have been revived in the UAE and the 2022 FIFA World Cup in Qatar is driving progress. The Expo 2020 projects are not yet at execution stage but we are closely monitoring the plans which are truly exciting. WHAT WERE THE DRIVING TRENDS IN YOUR SECTOR THIS YEAR? The recent development real estate projects despite decline in prices. Fit out projects are also a driving trend due to expansion and establishment of new businesses, particularly in the UAE. The hospitality sector constitutes more of a long term potential, driven by government willingness to position the region as a touristic hot spot. HOW WILL THESE SHAPE BUSINESS OPERATIONS IN 2016? Specification is key. We like to provide the right solutions for the right projects as opposed to over specifying for one project. One of our key strength is that we work with developers and have invested more time in our customers to find out their needs. We have been busy organizing workshops and focus groups to understand hoteliers’ and developers’ needs as we wish to ensure that our solutions are relevant to the projects. 5 8 P ip e l i n e y e a r b o o k 20 16

Amelie Zegmout

About Legrand French based Legrand became global in the 1970s and has been active in the Middle East from its Dubai office, since 1996 and has two manufacturing facilities in Saudi Arabia and further manufacturing facilities Egypt. Today the company employs close to 70 employees in the Gulf with plans to grow further in 2016, to meet the needs of the UAE, Iraq, Pakistan, Kuwait, Oman and Qatar. Years in operation: 20 years in the Middle East Home market: France

WHICH REGIONAL COUNTRY MARKETS ARE YOU PAYING THE MOST ATTENTION TO IN 2016? The UAE remains a strong focus. The second market is Qatar, and despite the fact that Iraq is facing issues at the moment, we are now building foundations ready for a hopeful future.

WHICH SEGMENTS DOES THE BULK OF YOUR BUSINESS COME FROM AND HOW DO YOU EXPECT THAT TO DEVELOP? Hospitality has been an increasing part of our business performance and will continue to be so for some time. We are an innovative, technology design-focused company, which suits the hospitality industry perfectly. I don’t foresee exponen¬tial growth in 2016, but 2017 – 8 will boom. WHAT ARE YOUR BUSINESS OBJECTIVES FOR 2016 AND HOW WILL THESE BE ACHIEVED? We remain very ambitious despite market challenges, we are looking into our product offering, service offering and building relevant relationships. We have focused a lot of time on guest room management and structure cabling solu¬tions for the hospitality industry and our aim is to be the leading player in the hospitality sector in the region. FROM YOUR PERSPECTIVE AS AN INDUSTRY SUPPLIER, WHAT ONE PIECE OF ADVICE WOULD YOU GIVE YOUR HOTEL/ HOSPITALITY CLIENTS FOR THE YEAR AHEAD? Make sure everything is considered in the design stage, the hotel operator can sometimes get involved too late and this creates many challenges as the guests perspective needs to be the key consideration. Secondly, look at technology and how a building can be built sustainably today with¬out the need to be renovated five years down the line. Hotels are also a great platform to display green initiatives, and this could potentially drive more sustainable behavior from guest, impact positively the community we live in.


360Wellness

Design + Build SPAs Oud metha 99, Dubai,United Arab Emirates

Contact us on +9714 333 2175

info@360-wellness.com www.360-wellness.com


30 suppliers to know

Key fact: Meiko’s home market is Germany

Meiko

Get in touch +971 4 341 5172 www.meiko.ae

Tim Walsh of Meiko talks about warewashing trends and how to cut overheads through efficiency How did the business perform in 2015?

Tim Walsh

Great I can say: my nature is to expect the worst but hope for the best. As a company, we had our best year growing in turnover and to cope with this extra demand, hiring extra staff.

What drove your strong performance? It’s hard to pin point one driving factor; I like to think that we support the product and brand better than most in that we have a local office, a local technical training centre, finished product and spare parts stock plus technical and project management support; we are here to support the market and we are lucky in that we get to work with the best people.

What were the driving trends in your sector this year? Speed. In the Middle East, it is a last minute society so whatever you do, do it well and do it FAST. So the trend if you like, is to drive fast!

What is the most popular product? Most popular in terms of client satisfaction is the new MiQ Rack and Flight type machines. Several customers have reported a 70% true reduction in running cost savings. MiQ is in a class of its own at the moment. Meiko is definitely the technological leader in the professional ware-washing market: we have a huge product launch coming in April 2016 which means that we will have renewed the complete product range in less than 5 years – not many companies can say that. 6 0 Pipe l i n e y e a r b o o k 20 16

The new MiClean

Which markets are you paying the most attention to in 2016? I assume for most equipment manufacturers the big markets are UAE and Saudi, followed by Qatar and then followed by the other neighbouring countries Iran is an unknown quantity with huge potential. The current low oil prices may create a temporary slowdown but that’s the challenge: to find new business. Growth depends on many aspects out of our control but the Middle East is definitely growing as a whole. Probably the “mix” will change as many stand-alone restaurants are in development as well as many 3-star and 4-star hotels, rather than just 5-star luxury. We have seen an increased awareness in green requirements and increased knowledge of how much a dishwasher costs to run: I am not exaggerating when I tell you that some 10 year old American dishwashers still in use today consume three times more than some of today’s German machines; that is how much technology has moved on. This is general but the more and more appliances in the market, the more and more service will become important.

About Meiko Meiko is a leading German warewashing and waste management manufacturer specialising in heavy duty equipment and systems for establishments that run around the clock. With equipment achieving 70% true running cost savings, Meiko also provides a new Technical Training Centre to increase the knowledge of the local service technicians. Home market: Germany


Super Heavy Duty MiQ Rack Type dishwasher – ideal for All Day Dining restaurants

Super Heavy Duty MiQ Flight Type dishwasher – ideal for Banquetting and Pot washing Pipeline year book 201 6

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30 suppliers to know

Key fact: Julius Meinl was founded in 1862

Julius Meinl

Get in touch +971 4 3888 700 www.merchantstar.ae

Ali Elyaderani explains how Julius Meinl coffee is reinventing Viennese café culture What is new in your portfolio of products? In addition to new tea varieties Julius Meinl just launched the Julius Meinl French Press. Although simple at first sight, the French Press offers the consumer the pleasure of a sophisticated ritual, worthy of a connoisseur. By its method of brewing, the French Press preserves the volatile and delicate aromas in a unique and special way. What is the latest trend in design? Good design is timeless and it plays an important role for Julius Meinl. We work since years with the renowned designer Matteo Thun for our design of cups, our packaging and he has also worked on the current version of our logo. Around the world, people let themselves be inspired by the Viennese coffee house culture. Julius Meinl has been closely linked to the Viennese coffee house culture for more than 150 years. Every day, five million cups of Julius Meinl coffee allow for creative downtime and poetic moments. What are the most important specifications for your catering clients when placing new orders? For outdoor catering, their specifications include: - Water Source: Machines should have water tanks. Direct water connection is not suitable in these kinds of operations. - Mobility: Machines should be light weight and easy to transport. - Durability: Machines should be heavy duty. What is the USP of your company and how do you differentiate yourselves? Julius Meinl is an Austrian family company, found6 2 P ip e l i n e y e a r b o o k 20 16

culture based on Viennese tradition. Since 1862, Julius Meinl has been spreading quality, tradition and poetry to the everyday poets; everyone is a poet in their own way. 40,000 customers in gastronomy, and businesses in 70 countries, rely on Julius Meinl coffee, named after its founder Julius Meinl.

Ali K. Elyaderani,

About Julius Meinl Merchant Star International supplies Julius Meinl coffee to over 240 properties and outlets in the hotel, restaurant and café market, exclusively supplying all Jumeirah Group, including Burj Al Arab, Hilton and Rotana hotels in the UAE - making it the largest hot beverage distributor to the MENA region. Due to its reach with new products in the region, the Julius Meinl brand has spread throughout the Middle East, forging partnerships in Iraq, Jordan, Qatar, Bahrain, Kuwait, Egypt, Lebanon, KSA and Oman. Years in operation: 8 years Home market: UAE ed in 1862. Julius Meinl is proud to be the ambassador of Viennese coffeehouse culture and is dedicated to serve customers pleasurable and poetic timeouts. As the first industrial roaster in Europe and throughout constant innovation, Julius Meinl has built a unique and highly successful coffee

What is your market share in the GCC? We are very well positioned in the GCC market. Revenue is constantly growing year by year; we have provided our products to over 300 properties and have the major property groups such as Jumeirah Group, Hilton International and others. What is your largest market geographically and what are the global trends in terms of supply and demand? Central Europe, Italy and Russia are traditionally our strongest markets. Yet, the Middle East as well as the Asia-Pacific region have become key markets for Julius Meinl given these markets increasing demand for premium quality coffee. Where are your products manufactured? Vienna, Austria and Vicenza and Italy. How do you see your market changing in the future? Clients are always looking for more innovations and modern branded designs. Similar to what Julius Meinl currently has. We have coffee machines that cater to each and every client’s needs in terms of design, functionality, and capacity offering better quality output. (My Barista, Prem break) Developing the coffee culture in each property is also beginning to be essential.


Cambro is a leading global manufacturer of foodservice equipment and supplies. From receiving to storing to serving, Cambro offers solutions such as: shelving, storage containers, insulated transport containers and carts, dishracks, dish caddies, trays, healthcare carts, display items, and drinkware. Cambro products allow food service operators to save time and money while reducing the risk of foodborne illnesses. www.cambro.com


30 suppliers to know

MKN

Key fact MKN has operations in more than

100

Get in touch +971 50 558 7477 www.mkn.de

countries

Elias rached, export department regional director, from cooking technology specialist MKN talks new products and record breaking performance How did the business perform in 2015? Very good. Due to innovation and highest quality, MKN is a fast growing company and in the last 10 years, has nearly tripled its turnover. 2015 was a new record year, our ninth in a row, with increased success and new employees. In the last months we invested intensively to optimise its production processes, with a new 1,500m² production hall, accommodating a 45m long, automatic stainless steel processing line. We also have a new MKN office in Dubai, with strong internationalisation due to innovative products.

Elias Rached

What drove your strong performance? Our full range of modern thermal professional cooking technology. And our latest products such as the FlexiCombi and the SpaceCombi combi steamer with their touch and slide operating concept which is just as simple to use as a Smartphone or tablet computer.

Maschinenfabrik Kurt Neubauer (MKN) is a German specialist for the development, manufacture and sale of premium professional thermal cooking technology. MKN looks back on almost 70 years of special expertise which has given rise to a comprehensive product range covering all thermal processes applied in professional kitchens as well as being geared towards user-friendly optimisation of kitchen workflows. MKN is today one of the industry’s global players and is still owned by Kurt’s family.

What were the driving trends in your sector this year? Ease of use; no matter how skilled the staff are. An intuitive and easy operation system like the MKN MagicPilot, makes it possible to increase the possibilities of a modern combi steamer by 100%. Which regional country markets are you paying the most attention to in 2016? We are moving from one country to another according to the demand required, keeping as priority the training and support for our existing partners. 6 4 P ip e l i n e y e a r b o o k 20 16

About MKN

Years in operation: 70 years Home market: Germany, with operations in more than 100 countries globally and strong performance in Asia, the UK and Middle East

Flexi Combi oven being used in industry

What are your business objectives for 2016 and how will these be achieved? We always aim to improve our products for our customers around the world and of course our business objective is to raise our turnover and keep growing. Our vision is to sell cooking technology for all different requirements in professional kitchens and to optimise processes in kitchens. From your perspective as an industry supplier, what one piece of advice would you give your hotel/ hospitality clients for the year ahead? Look at the whole kitchen process and don’t forget that it is worth investing in good planning before spending money.


www.dometic.ae

DOMETIC HOTEL SYSTEMS miniBars and proSafes from the innovation expert

From noiseless miniBars to innovative room safes

First class comfort products from Dometic. More than 45 years of experience in the global hotel industry Comprehensive product range: from classic to automatic miniBars and room safes

Made in Europe

All products are made in Dometic owned factories Cutting-edge technology paired with trendsetting innovations Global customer support in more than 100 countries

A product for every hotel: HiPro miniBars – Design Line – Classic Line – Basic Line – HiPromatic automatic miniBars – proSafes – wine cellars.

Please contact your nearest Dometic Hotel Systems expert. Dometic Middle East, Phone: +971 4 8833858, Fax: +971 4 8833868, info@dometic.ae


30 suppliers to know

Key fact: The company was founded in 2011

Muddle ME

Get in touch +971 4 517 8111 www.muddle-me.com

Simon chabowski, managing partner, muddle me talks about the shift away from barware staples How did the business perform in 2015? 2015 proved a good year with strong growth in our sales divisions and some excellent brand exposure. We set an ambitious growth percentage for the year and achieved our target by the end of October, which we were obviously delighted with. What drove this performance? The GCC market as a whole has been very busy. Lots of projects are being developed and individual venues are opening across all sectors. We are lucky enough to work across a range of sectors and with a variety of development sizes, from large hotel openings to individual food trucks. With this scale of diversity it allowed us a stable growth overall. What were the driving trends in your sector this year? Differentiation. And this is really what we specialise in. With so many new openings and refurbishments going on within the UAE and the GCC as a whole, everyone is trying to stand out from the crowd and draw in existing as well as new clientele. As a result, we’ve seen a big focus on the latest technology, new service methods, customised items - anything that gives you that edge. We are also seeing a shift away from some of the entry level products that have been a staple for decades (for example barware). Venues are now looking for premium ranges to go with their premium cocktails and highly trained teams. How will these trends shape business operations in 2016? As more and more venues and retailers enter the market in 2016 our clients will continue to search for products to enhance their USP and draw attention to what they have to offer. As a 6 6 Pipe l i n e y e a r b o o k 20 16

Simon Chabowski

About muddle me geographical areas of operation Muddle ME trades in and supplies to the whole of the GCC years in operation The company was founded in 2011. Country of establishment United Arab Emirates result we will continue to provide and source high end products with the “wow factor”, and products that are new to the industry using innovative technology. We will also look at enhancing our portfolio with some household brands that are a “must have” in any successful operation. Which regional country markets are you paying the most attention to in 2016? Our focus continues to be the GCC as a whole. Each country is unique and has something to offer, so we are constantly adapting and tailoring our offering and approach for each of them.

Which markets does the bulk of your business come from and how do you expect that to develop? Considering a large percentage of all GCC business is done through the UAE, I would have to say UAE is our main market. A lot of the regional operators, project management offices and procurement companies are based in the UAE. So while our business is widespread geographically, a lot of the trading is carried out within the UAE itself. What are your business objectives for 2016 and how will these be achieved? First and foremost we plan on continuing to do what’s in our DNA: Innovate and represent the best brands in the world without compromise. I wouldn’t be surprised if you see one or two new major brands join the group. We are also hard at work improving and expanding our technical support team as this is a crucial part of our business model. In terms of numbers we see the growth in the region continuing to be on an upward trend, so would expect to continue our financial growth as we have done consecutively for the last four years. From your perspective as an industry supplier, what one piece of advice would you give your hotel/ hospitality clients for the year ahead? Maintain your distinctive edge and keep up with what is hot and what is new. Identify what sets you apart and seek to enhance it. And if you are looking for some unique products, do get in touch with us and we would be happy to help out!


30 suppliers to know

Key fact: Orsini SPI’s revenue has grown by 10% since 2014

Orsini-SPI

Get in touch +971 4 4343 237 www.orsini-spi.com

Manesh Balani, founder of Orsini-SPI and Direct Hotel Supplies has increased revenue 10% in 2015 and is looking to strengthen client support in 2016. Manesh How did the business perform in 2015? At Orsini SPI we saw a continued increase in projects in the GCC and renewed interest by developers for projects in the UAE. Direct Hotel Supplies (DHS) saw a great improvement in our core brand of Infinity porcelain as many hotels moved away from branded chinaware. Overall company revenue has grown by 10% compared to 2014. What drove this performance? The majority of Orsini-SPI’s business comes from repeat clients who re-engage us for new projects. Our dedicated team, quick response time and flexible approach allow us to maintain client confidence in our ability to handle fast track projects. We have added the new service of asset tagging and have launched “SPIsys”, our online proprietary procurement software. For DHS the drive was from hotels looking to refresh their F&B presentation and the addition of new brands to our product offering – Eisch, Falken Porzellen, Crystalex and Moderne. New products ranges were introduced to Infinity chinaware. What are the driving trends in your sector? Renewed confidence in hotel development within the GCC as new major projects in tourism development are kicked off, were one of the primary trends of 2015. Clients looking to change their food presentation to keep in line with the changing trend of F&B presentation to the “grandma’s kitchen” concept, was the other.

Balani

About Orsini Orsini SPI offers its clients a number of key services that distinguish it as a reliable partner for procurement of FF+E and OS+E, while Direct Hotel Supplies (DHS) is a stockist of hotel operating equipment. The firms are active in the GCC and Africa and are currently working on projects including Anantara, Salalah, Oman; Radisson Blu, Kigali, Rwanda; Ibis Styles, Dragon Mart, Dubai; and many more. Years in operation: 13 years Home market: UAE How will these shape business in 2016? For Orsini-SPI, we will strengthen our project team to support client and project demands, whereas with DHS we will see a continued increase in stock on hand to service clients’ immediate requirements. Which regional markets are you paying the most attention to in 2016? UAE, Oman, Qatar, and Africa as a whole

for Orsini-SPI and the UAE, Qatar and Saudi Arabia for DHS. Which market does the bulk of your business come from and how do you expect that to develop? The UAE, Oman and Qatar are our main markets for Orsini-SPI. As semi-government entities continue with their hospitality developments, we see further growth in these markets. Already we have seen an increase in hotel developments in the UAE and Dubai primarily. At DHS, the UAE is still our strongest market being our home market. We are targeting to grow our export business in the GCC by developing a network of distributors for Infinity, our home brand of porcelain. What are your business objectives for 2016 and how will these be achieved? Winning more projects in the UAE by extending the services we offer our clients, and launching a new DHS range of stoneware and bed and bath linen. Overall business growth through increasing the size of the sales team and our network of distributors in the region, also remains a focus. Form your perspective as an industry supplier, what one piece of advice would you give your hotel/hospitality clients for the year ahead? Look at long term reliability when selecting a partner to manage your procurement services price isn’t always the deciding factor! Pipeline year book 201 6

67


30 suppliers to know

Key fact: Procurio’s home market is Dubai, uAE

Procurio

Get in touch +971 4 334 1040 www.procurio-me.com

Ghizlane Benzakour, from Procurio, explains why quality is worth the price tag How did the business perform in 2015? 2015 was a very good year for us, we have achieved an interesting growth with a double turnover compared to 2014. What drove this performance? Our performance was driven by the nice brands we represent and the excellent combination between high quality and prices, as well as the nice projects we secured such as Cleveland Clinic Abu Dhabi, Intercon marina, Steinberger Hotel. What were the driving trends in your sector this year? The driving trends were mainly the opening of new stand alone restaurants. Most of them requesting rustic ranges and fast deliveries. How will these trends shape business operations in 2016? With the good results of 2015 and the expectations of 2016, we will be working this year on increasing our stock levels in order to service the fast demands. Our company already holds a big stock of glasses from Schott Zwiesel, the new ‘Purity’ Line from Bauscher and flatware from Hepp. We are looking for adding a wider stock range in 2016 Which regional country markets are you paying the most attention to in 2016? The main market for us is the UAE, nevertheless we are looking at business opportunities in Oman, Qatar and Saudi Arabia. 6 8 P ip e l i n e y e a r b o o k 20 16

Which markets does the bulk of your business come from and how do you expect that to develop? With the present development in the hospitality sector and the preparations for Expo 2020, we believe that UAE will remain the strongest market.

Ghizlane Benzakour

About Procurio Procurio General Trading LLC is specialised in offering the best European table top brands to the hospitality industry. Our company was established in Dubai since 36 years. We are one of the first hotel suppliers in the market. We are proud today to be servicing most of the 5-star hotels in UAE. Years in operation: 36 years Home market: Dubai, UAE

What are your business objectives for 2016 and how will these be achieved? Some of our objectives for the year 2016 can be briefed as follows: Growth in sales, entering the retail business market, developing our range of products, improving our customer service and most importantly, meeting our customers’ satisfaction. A clear strategy is being built in order to meet our objectives. From your perspective as an industry supplier, what one piece of advice would you give your hotel/ hospitality clients for the year ahead? Never compromise on quality. It might cost a little more for, but this additional cost will be less than a fast replacement of inferior quality products. Procurio will always be available to offer its clients the highest quality of the European professional producers at competitive prices. Schott Zwiesel - Glassware Line Grace

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30 suppliers to know

Pulsar foodstuff

Get in touch +971 4 346 7494 www.pulsarfoodstuff.com

Flying in the face of recent dips in global markets, stephen bennett, general manager and ross hassard, brand manager, Pulsar Foodstuff is preparing for another big year with diversifications, new launches and a retail venture How did the business perform in 2015? Pulsar Foodstuff saw strong growth in the first half of 2015. The second half of the year slowed down somewhat, which was felt across the industry. In response to this we developed several new product lines which we will carry into 2016, these are the Italian coffee, Caffe Dell Emporio and Hotel Emporium amenities. We saw excellent growth in our Gourmet Olive Market brand across not only the hospitality sector but also within the retail sector as well. Renewal of contracts with some of our biggest customers including, Emirates, Jumeirah and the Rotana Group, ensured continued business throughout the year. One thing is for sure, we have put ourselves in line to start strongly in 2016.

What drove mance?

this

What were the driving trends in your sector this year? The hospitality sector has had a testing year once

their share of the business. We have also noticed people becoming more food savvy and requiring more information and trace-ability on their food choices. We focus on providing all product information and are always available to assist with customer queries.

How will these shape business operations in 2016?

Ross Hassard, brand manager

perfor-

We were able to secure several new hotel clients this year: St Regis, Palazzo Versace, Sheraton Sharjah and Intercontinental Dubai Marina. Exposure of our Gourmet Olive Market brand at many of the top hotel events throughout the year contributed to the growth of the brand. With the introduction of new staff at the beginning of the year, upgrading our facilities, improving after sales service and excellent product knowledge, we ensure we go above and beyond our customers’ expectations.

7 0 Pipe l i n e y e a r b o o k 20 16

Stephen Bennett, general manager

again. The falling oil and gas prices has led to a slowdown in the global market and this has resulted in a weaker Euro and Russian Ruble, hence as a result visitors to the region have had less free expenditure. The growth rate of hotels has continued to expand with more hotel rooms and outlets coming on stream throughout the year. This has meant that even though the sector has grown and the wheels of business have continued to turn, companies have had to fight harder for

A lot of companies are talking of a bleak 2016. Suggestions of reducing expenditure and preparing for the worst have been muted. Not at Pulsar Foodstuff though, we are preparing for another big year and to do this we are introducing some new products. The first product, Caffe Dell Emporio - one of the finest Italian coffees available. Amenity products from Hotel Emporium including shampoos, conditioners and shower gels. As an extremely reliable distributor, we are going to add these premium products to our already impressive portfolio. The Gourmet Olive Market is in discussions to open its first retail unit in 2016. This will allow us to expand our olive range and associated products.

Which regional markets are you paying the most attention to in 2016?

Home focus is always a top priority, where you are based should be what you aim to look after. With this in mind we have put a plan together to better serve our customers throughout our entire region, paying particular attention to Qatar and Oman in the beginning. We have the tools and partners in place to ensure that the service the UAE has


Key fact Pulsar Foodstuff have been in operation for

18 years

enjoyed over the years can now be received by those in all regions.

What are your business objectives for 2016 and how will these be achieved? We are working to ensure our new products are entered into the range smoothly and that all of our customers can receive them. The Gourmet Olive Market will continue its positive growth by focusing on a retail setting where we can offer our wide range of gourmet olives and related products to the wider public.

From your perspective as an industry supplier, what one piece of advice would you give your hotel/ hospitality clients for the year ahead? Maintain good lines of communication between supplier and customer. The ability to pick up the phone and deal directly allows queries to be answered and ensures all parties are working in synergy with one another.

About Pulsar Pulsar Foodstuff is the number one supplier to the hotel industry for personalised minibar and snack items, and in 2016 will introduce two new lines: one of the finest Italian coffees available, Caffe Dell Emporio, and hotel amenities, including the distribution of Hotel Emporium shampoos, conditioners and shower gels; in addition to a new retail venture and continued growth of the Gourmet Olive Market. Years in operation: 18 years Home market: Dubai UAE, with operations across the Middle East and the Maldives, Seychelles and now Mauritius. Pipeline year book 201 6

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30 suppliers to know

Key fact: Raqtan was founded in 1976

Raqtan

Get in touch +966 92000 5015 www.raqtan.com

Raqtan Sales General manager Moutasem Shebli lifts the lid on what to expect in 2016 How did the business perform in 2015? The business in 2015 was very good, we had 30% growth in turnover and established new partnerships with major international and local chains. What drove this performance? The main growth driver was the total solutions we provide to our clients. Al Raqtan company provides its partners with turnkey solutions for central and industrial kitchens starting by using the best quality equipments, locally fabricated stainless steel with the latest technology in the industry, cold storage rooms, water filtration and ANSUL System. All this backed up with experienced engineering, after sales service and consulting teams. What were the driving trends in your sector this year? The food service industry is booming in the kingdom and concepts like Burger Joints, coffee business and pizza were getting a lot of attention from investors. How will these shape business operations in 2016? Our partners always “expect more� from us, so in 2016 we will introduce many new services and positions in the company that will make sure our partners enjoy a great experience building and operating their kitchen with us in addition to the new company showroom and office launch. Which regional country /segments markets are you paying the most attention to in 2016? We have completed a string of major mega 7 2 P ip e l i n e y e a r b o o k 20 16

Moutasem Shebli

About Raqtan Since its inception in 1976, Raqtan has grown into a leading supplier of commercial kitchen equipment in the region. Keeping up with the constantly evolving nature of this business, Raqtan has been able to meet the increasing needs and demands of clients from its headquarters in Saudi Arabia. The firm is supported by regional offices in Riyadh, Khobar, Jeddah and Madina and current projects in Dubai and Bahrain. Years in operation: 40 years Home market: Saudi Arabia

projects in the last few years like JW Marriott in Makkah, Sheraton Madina, and Sheraton Jeddah in addition to the largest industrial kitchen in the Middle East so far in Princess Nora University in 2010. In 2016 we are going to focus more on the mega projects business as the region looks into major growth in hotel rooms. With regards to regional markets, we will be opening new offices in new countries soon. Which markets does the bulk of your business come from and how do you expect that to develop? Riyadh region is main source of business in the kingdom being the capital and the food service market is very stable and growing, we expect this growth to continue next year and affect other areas like the western and eastern region of the kingdom. What are your business objectives for 2016 and how will these be achieved? Our main objective is to keep adding value to our partners in the region and introduce new services and material to our portfolio of solution and services we offer. From your perspective as an industry supplier, what one piece of advice would you give your hotel/ hospitality clients for the year ahead? We always advice our partners to always look for the best service provider in the market you are working in, budgets are important but having the best service at the right value will make all the difference to your operation.


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30 suppliers to know

Key fact: Rational has been in operation for 42 years

Rational

Get in touch +971 4 338 6615 www.rational-online.com

Simon Parke-Davis, vice president for business development at RATIONAL International Middle East, talks about delivering inventive products that cater to the customer How did the business perform in 2015? The sustainable business success of RATIONAL is based on our clear strategic orientation, which is also defined in our philosophy on one single page comprehensible to all employees. It describes our primary business objective, not sales or profit, but rather the highest possible customer benefit. Given our business performance to date, we can confirm our previous outlook of a continued positive performance for 2016. What drove this performance? A particularly positive factor for us is that growth is primarily driven by broadly based core business with small and medium-sized customers, who account for the main part of our sales. But we are also pleased to be cooperating successfully with chain customers. What were the driving trends in your sector this year? There is a visible trend where the automated cooking industry is moving towards a more efficient production while quality has to remain constantly high. It is also important that a cooking appliance can be used internationally, providing different chefs with different challenges the same high food quality all over the world. Additionally, most hotels, restaurants, bakeries or fast food chains are struggling with a limitation of space and are forced to work more efficiently. How will these shape business operations in 2016? Instead of using numerous cooking appliances at the same time, chefs can now cook everything in just one square metre of space with the Self7 4 Pipe l i n e y e a r b o o k 20 16

CookingCenterÂŽ 5 Senses, replacing up to 50% of standard appliances and reducing the kitchen footprint by at least 30%. It not only produces an excellent quality of food but even cleans itself automatically and is significantly faster than its counterparts as well as being multifunctional.

Simon Parke-Davis

About Rational RATIONAL is a specialist in hot food preparation. For more than 40 years, the company has been developing cooking appliances for large and commercial kitchens. The market and technology leader RATIONAL has sold more than 600,000 appliances in over 100 countries and holds a 54% share of the market worldwide. YEARS IN OPERATION: 42 years HOME MARKET: Landsberg am Lech in Bavaria, Germany

Which regional country markets are you paying the most attention to in 2016? Middle East is an important market, currently we mainly focus on UAE, Saudi Arabia and Oman. What are your business objectives for 2016 and how will these be achieved? We will be investing in extra team members in all areas of application with chefs and service technicians to consistently excel with supporting the customer’s needs and wants though any direct contact or indirect contact with us or any of our excellent intermediaries. From your perspective as an industry supplier, what one piece of advice would you give your hotel/ hospitality clients for the year ahead? My advice would be to make sure that every part of your operation, including your suppliers and product manufacturers, is aligned with the same goals and vision of your organisation.

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30 suppliers to know

Key fact: Rikan General Trading’s first major hotel project was in 2001 Get in touch

Rikan General Trading

+971 4 3252500 www.rikandubai.com

Rikan director Riaz Khimani advises hoteliers to keep relationships local How did the business perform in 2015? Very well. It was as good as 2014. There was no significant rise but no drop at all, which is a healthy sign.

Riaz Khimani

What drove this performance? New projects and the growth in current hotels. What were the driving trends in your sector this year? Emerging overseas markets and steady growth in the local business due to the buildup for the EXPO 2020. How will these shape business operations in 2016? With current speculation of markets showing potential in 2016 in the GCC and other regions, business prospects in the hospitality industry are lucrative.

About Rikan General Trading A family business, Rikan made its name with its first major hotel project in 2001. Since then the company has increased its operations to serve almost every major hospitality project and today holds a majority market share, with close to 800 hotels in the ever growing portfolio. The firm’s supplies meet the needs of guest rooms, FoH, conference and banqueting and F&B. Years in operation: Since 2001 Home market: UAE

Rikan supplies products for the entire guest room including bathroom

Which regional country markets are you paying the most attention to in 2016? The GCC and Africa are our focus areas, though we are also concentrating simultaneously on other APAC countries as well. Which markets does the bulk of your business come from and how do you expect that to develop? The UAE and other regions in the GCC like Qatar and Saudi Arabia constitute a major portion of our business, predominantly due to the forthcoming global events taking place in the respective markets and emerging trends. What are your business objectives for 2016 and how will these be achieved? A key business objective is to increase market share in other GCC and African countries on a revenue potential basis. Secondly, to expand the Rikan team in areas of production sales and support and develop a more aggressive and focused marketing approach vis-Ă -vis social networking sites and events sponsorship. From your perspective as an industry supplier, what one piece of advice would you give your hotel/ hospitality clients for the year ahead? To keep business with established suppliers based locally; saving initially by going to cheaper supplier overseas will not help in the long run. Replenishing stocks and after sales service are very important and services which only local established companies, like ourselves, can offer. This eventually leads to big savings and is cost effective in the long run. Pipeline year book 201 6

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30 suppliers to know

Key fact: RS Group’s home market is UAE

RS Group

Get in touch +971 4 339 1331 www.raymondsport.com www.rsfitness.ae

Raymond Kelly, RS Fitness and raymond sport, talks about running two businesses side by side and the outlook for 2016 How did the businesses perform in 2015? We operate two businesses, each focusing on the hospitality sector. Both of the businesses performed very well in 2015. They benefit from having longevity, good track records with clients and good reputations both personal and professional. What drove this performance? Different trends drove the performance in the two companies. In RS Fitness the Worldwide phenomenon, Crossfit, made its impact felt in the hospitality sector. We see savvy hotel operators move away from their brand standards, choosing less traditional equipment, and buying more unique functional fitness equipment. Hats off to the recreation professionals employed in hotels; they know exercise trends. It’s refreshing to see hotel managers listening to them and supporting them. TripAdvisor has played a hand in this as, after WiFi, gym facilities are the second most asked about hotel feature. In our Raymond Sport business outdoor climbing boulders for hotel garden playgrounds with attendant safety surface was strong as were the construction of Padel tennis courts. Padel is a real popular compact version of tennis played on a court less than one third the size of a traditional tennis court, and perfect for a leisure hotel. How will the trends affecting your sector shape business operations in 2016? Both our companies are agile and geared to respond quickly to market trends. We incentivise and train the two sales teams to contin7 6 Pipe l i n e y e a r b o o k 20 16

Raymond Kelly

About RS group RS Group is comprised of two companies. The first, Raymond Sport the sport facilities construction company established in 1987. The second, RS Fitness broke out of the original business in 2012 and was positioned as a World Class Fitness Equipment supplier. Years in operation: 28 years Home market: UAE

Indoor/Outdoor Padel Tennis Court, Minimum size, Maximum Fun.

uously up-skill and improve their product and market knowledge. This continuous learning process is part of our business culture and has shaped and will continues to shape the business in 2016 and beyond. Which regional country markets are you paying the most attention to in 2016? We are a home-grown group and the UAE will always be our first and most important market. The surrounding countries in the GCC currently account for 30% of combined sales revenue. In 2015 we did business in Japan, Nigeria, Armenia and Mauritius. We did something right when we picked Dubai in 1987 as a place to start businesses! What are your business objectives for 2016 and how will these be achieved? Our primary business objectives in both companies are one and the same and that is: Customer satisfaction and loyalty through marketing and promoting only world class products from only world class suppliers. From your perspective as an industry supplier, what one piece of advice would you give your hotel/ hospitality clients for the year ahead? My father once said to me, “never give advice unless asked for it”. Well you have asked so …… As purveyors of World Class products and services, we have to be experts in what we do. In our businesses we have a policy of employing people who if not experts, have the capacity and the desire to become experts.


30 suppliers to know

Key fact: Unique Precise International have been in operation for 11 years

Unique Precise international Vinayak C Mahtani, CEO of Unique Precise International on the importance of confidence in luxury How did the business perform in 2015? 2015 was our best year since our incorporation in 2005 and this was due to the introduction of new brands such as Standard Textile and Majestic. Despite the strong performance, we are looking for an even better 2016. What drove this performance? Customer confidence in our services drives all our success. Because we deliver what we promise customers are comfortable sticking with us and our products.

Vinayak C Mahtani, CEO

What were the driving trends in your sector this year? Without a doubt, the factors driving our successful performance were reliability, value for money and exceptional service. How will these factors shape business operations in 2016? It will make the competition even tougher, which is a situation we like. We expect 2016 to be even better than 2015. At UPI, we endeavor to source and manufacture products that are appealing to hotel guests and enhance their stay. As Jose Luis Mogollon said: “To me, luxury is defined as the best that life has to offer: an endless supply of amenities, a legendary setting, wondrous tranquility, spectacular scenery and the opportunity to embrace each moment because every need has been satisfied.” Which regional country markets are you paying the most attention to in 2016? The GCC although this year we also did some business with Africa and India.

About Unique Precise Unique Precise International (UPI) was established in the summer of 2005 with the aim of providing superior service in the area of hotel-supply solutions. The business has evolved over the past ten years, which is why, in addition to optimal manufacturing capabilities, we offer brands that global travellers recognize and trust. Years in operation: 11 years Home market: UAE

Which markets does the bulk of your business come from and how do you expect that to develop? Without a doubt the focus is on the UAE, and it’s going to grow. What are your business objectives for 2016 and how will these be achieved? We aim to be the leader in the products we supply hotels across the Gulf countries, which are amenities, bed and bath linen, bedding, bathrobes and wooden items. What one piece of advice would you give your hotel/ hospitality clients for the year ahead? “The bitterness of poor quality remains long after the sweetness of low price is forgotten,” Benjamin Franklin

Get in touch +971 4 457 2012 www.uniqueprecise.com Pipeline year book 201 6

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Hospitality Leaders T h e y e a r a h e a d ac c o r d i n g t o t h e i n d u s t r y ’ s k e y i n f lu e n c e r s


Hotel Leaders

Angela Anthonisz Senior lecturer at Emirates Academy of Hospitality Management Can you share a brief overview of the hospitality market currently, from your perspective? The hotel industry here in Dubai has continued to diversify over the course of the year with a large number of hotel rooms still in the pipeline for 2016/17. This creates significant challenges for both existing and new operators in the market in terms of developing and maintaining their competitive advantage. Recent developments such as the Marriott purchase of Starwood Hotels also creates an interesting dynamic going forward as the major hotel brands continue to dominate the industry. This provides a fantastic environment for potential students looking at a career in the hospitality industry and for our graduates keen to take on their first role after completing their studies. We anticipate that the current growth will be reflected in student numbers over the course of 2016.

How will industry trends drive business in 2016? It is important to provide our students with the underpinning knowledge and skills that are required by industry in terms of increasing their employability in the workplace. In continuing to review our curriculum in line with government initiatives and current industry trends we expect to see continued growth in applications in 2016, particularly at the MBA level.

What are your business objectives for 2016? The DTCM wants to increase the number of 8 0 Pipe l i n e y e a r b o o k 20 16

Angela Anthonisz

New courses for 2016 Recently, subjects in Food Media and Sustainable Hospitality have been added to the EAHM curriculum. In 2016, new modules will include events management and the possible development of additional tourism subjects later in the year. The academy is also very aware of the latest government agenda and the fact that 2015 was the year of innovation in Dubai. Subsequently new courses in Entrepreneurship and Innovation have been high on the agenda at both undergraduate and post graduate level and these are likely to come on line towards the end of 2016.

Emiratis in the sector by 15% a year until 2020 and hotel groups, like the Jumeirah Group, would like to see at least 40% of their top management to be Emirati. EAHM is focusing on proving UAE nationals with a gateway into hospitality through university level education, on both undergraduate and postgraduate programmes with scholarships. The plan is to provide Emirati high school leavers with an accredited degree programme which includes a mandatory 22 week internship in hotels across the UAE. This gives them the awareness in terms of what opportunities are available in this growing industry and they then can apply for mid-management positions and graduate management training programmes which would allow them to grow and move into senior positions in hotels in the UAE.

What is the one piece of advice you would give to your hospitality industry partners for next year? Well, as an academic institution our advice is to make sure that you invest in your employees as much as you possibly can. As the hotel industry in Dubai, and the rest of the world continues to expand and diversify the focus is very much on customer service and engagement as a means of developing customer loyalty and lifetime value. This can only be achieved through the provision of well trained staff who have the right skills and the right attitude to meet with increasing customer expectations.


About Emirates Academy The Emirates Academy of Hospitality Management (EAHM) in Dubai is one of the world’s leading hospitality business management schools and an integral part of the global luxury hotel company, Jumeirah Group. It is a leading provider of University-level hospitality business education and offers both undergraduate and postgraduate degrees designed to develop the hospitality leaders of the future. EAHM works in academic association with Ecole hôtelière de Lausanne and all programmes of study are fully accredited by the Ministry of Higher Education and Scientific Research in the United Arab Emirates, the Institute of Hospitality in the United Kingdom and THE-ICE (International Centre of Excellence in Tourism and Hospitality Education) in Australia. It is also a higher education member of the Council of International Schools (CIS).

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Hotel Leaders

Michael Scully Michael Scully, MD of First and Foremost HOTELS Ltd talks about changing markets and the impact of theme parks Can you share a brief overview of the hospitality market currently, from your perspective? We have noticed a major swing in the travel industry in recent years with highly lucrative markets disappearing overnight and a scramble for new markets with far lower spend and in turn profitability. Our objective is to assist these hotels, whether business or leisure, in securing ways of attracting higher yield customers by adapting their product to suite the new trends and in turn attract the top end of the respective market segments by offering a product which stands out from the competition. In today’s world of large corporations and brands it is sometimes difficult for quick changes to suite a dynamic market. We are in a position to assist with these changes, and implementation.

Michael Scully

Ernie Els wins the Open Championship

The family market is a significant driver

What were the driving trends in your sector this year? Certainly we see the family market as a huge diver over the next number of years. This has been emphasised by the government and we can see the results with the number of theme parks being constructed. Traditionally Dubai has been known as a sun destination for the European leisure traveler however now we will see a whole new emphasis of entertainment leisure aimed at the Middle Eastern and Asian market.

How will these trends drive business in 2016? 2016 is probably a little early for major market movement however I feel from 2017 we should 8 2 Pipe l i n e y e a r b o o k 20 16

see significant increase in rooms for “entertainment” and “edutainment” leisure

can offer specialised services and attract their own market that will be the most successful.

What are your business objectives for 2016?

What is the one piece of advice you would give to your hospitality industry partners for 2016?

Our objective is to assist owners of properties in the region to prepare themselves for this new market with our knowledge of the region having developed and managed a number of extremely successful properties over the last 25 years. With so many hotels offering the same product with almost no differential it is those properties that

Prepare yourselves to be flexible and adapt to market conditions as they present themselves. We are in a highly volatile world and particularly region and it is those who are flexible and imaginative that will drive he most profitable business.


Hotel Leaders

Abdul Kader Saadi Managing Director, Glee Hospitality Solutions How did the business perform in 2015?

Abdul Kader Saadi

We are seeing YoY double digit growth, with an increase of about 10% in terms of revenue at holding level in 2015. Profit margins increased and we have invested in manpower and IT infrastructure.

What drove this performance? Glee is now in its sixth year of operation and we have gained a solid reputation in the food and beverage market, which is growing in line with the new developments. More and more people want to create home grown concepts as opposed to franchising, and investing in the right people and infrastructure is what drives the performance gradually every year.

What were the driving trends in your sector in 2015? I would say Emirati and Peruvian foods are now the hot items. Other trends such as home grown concepts and food trucks are growing year on year especially with support from the likes of the Khalifa Fund and other SME funds. Thanks to the various delivery portals, like Talabat or Zomato, there has been a great impact on our business and how it is done.

The interior of The Gramercy

Business objectives for 2016

Which markets does the bulk of your business come from and how do you expect that to develop?

• Increase operations from 17 to 25 outlets under management • Increase operational staff from 400 to 700 • Expansion of Rice Creamery in Saudi Arabia and Kuwait and Molten Me in Saudi Arabia

Most of our business currently comes from Abu Dhabi and Dubai. Most of our work is based on developing new concepts and on operating these outlets on behalf of the investors. I do see a lot more demand coming from existing concepts that require operational support. That would entail auditing the existing businesses or taking them on board in terms of operational management.

level in various outlets, but this is normal as in many major economies.

From your perspective what one piece of advice would you give your clients for the year ahead?

How will these shape business operations in 2016?

Which regional country markets are you paying the most attention to in 2016?

Technology and mobile apps will continue playing a major part in our business. Predictions for 2016 aren’t very optimistic due to many factors, including the socio-political environment, as people are worried about a recession. We are already experiencing lower spending at the operational

We have to continue focusing on the UAE but keeping our eyes on Saudi Arabia and Egypt. We have something in the pipeline for Egypt. In 2016 we have four new projects coming up in Abu Dhabi, three in Dubai, one in Sharjah and one in Oman.

Do not underestimate how difficult it is to achieve success, especially in this industry. Seeing a full restaurant on the weekend in Dubai Mall for instance doesn’t immediately mean they are making profits. It takes hard work, dedication, passion and the right team, as well as large investments to compete in this market. Pipeline year book 201 6

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Hotel Leaders

Kai Schukowski Hotel manager, Kempinski Hotel Ajman Did the hotel perform as anticipated in 2015? 2015 has been a volatile year. It was a challenging first quarter, which essentially impacted 80% of our key-feeder markets due to the political situation in Russia and Ukraine, as well as economic challenges leading to the devaluation of the Euro vs. Dollar. Speaking about the numbers, at the end of the year, the rooms budget at Kempinski Hotel Ajman will be down by less than 10%, while the increase in volume has given a great boost to our F&B operations, which accounts for more than 50% of our total revenues.

Did your business strategy change during 2015 due to any unforeseen circumstances? While in previous years we were the only 5-star hotel in Ajman, the goal in 2015 was to maintain leadership in the market despite the influx of competitors. Nevertheless, we had to shift and adopt a volume-driven approach in line with market conditions to reduce the budget gap.

What was the biggest achievement of the property in 2015? Year to date, Kempinski Hotel Ajman has organised more than 200 weddings. At the end of August, we launched our highly popular Friday Garden Brunch, rebranded our Italian restaurant to serve 100% organic food and opened the first, and so far the only, Tchaba Tea Boutique in the Northern Emirates. 8 4 P ip e l i n e y e a r b o o k 20 16

Kai Schukowski

Trend Drivers IT: Seamless “use-your-owndevice” integration. F&B: Vanishing of all-day diners. Front of House: “On-the-go” check-in process via smartphone or tablet. Procurement: Faster, more responsive and more transparent bidding process. Lastly, I was very privileged to have had the honour of being recognised for my work in my current position as the acting general manager and was awarded hotel manager of the year in the MEA region at the end of October.

How will the property develop in 2016? Our goal is to consistently upgrade the overall product, while at the same time maintaining its charm and the atmosphere. At the end of the day, it’s not the strongest or biggest hotel operator who survives, but the one that is the most responsive to change. For the next year, we will be introducing a

state-of-art IPTV system in all guestrooms. We are also looking at building the first rooftop bar in Ajman, which offers spectacular panoramic views overlooking the heights of the Burj Khalifa. In 2016, we will also launch the Kempinski Gourmet – a deli shop offering fresh, handmade delicacies by our German head baker.

Which industry trend do you predict will demand your attention in 2016? We see a continuous demand of outsourcing F&B to third party operators, which delivers a guaranteed return for the operator and can leverage the restaurant’s name to drive volume into the hotel. I also believe a well-crafted online e-commerce strategy is paramount and will ultimately decide the hotel’s overall success. There is a growing C-to-C economy, as we can see with Uber and AirBnB that is becoming increasingly popular, putting strong pressure on hotel rates.

What are your business objectives for 2016 and how will these be achieved? Kempinski Hotel Ajman is looking at becoming the most talked about and the most “buzzing” hotel in Ajman in 2016, focusing heavily on marketing, e-commerce and public relations. We are also looking at doubling the database of our loyalty programme K-Premium, which has been recently relaunched and is offering guests more opportunities than ever before, including the redemption of loyalty programme points in air miles.


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Hotel Leaders

Eleni Tsolakou General manager of Khalidiya Palace Rayhaan by Rotana Did the hotel perform as anticipated in 2015? In general, Khalidiya Palace Rayhaan by Rotana has had a good year in terms of guest arrivals, guest nights and revenues, and most importantly we managed to keep high standards of service and thus keep the guests satisfied. We successfully attracted visitors who come to the city for different purposes of stay, ranging from families to couples who wish to experience the modern and traditional ways of Arabian life with our Rayhaan brand.

What were the driving factors of these performance results? A lot of factors influence the hotel performance, starting from our highly trained and professional team, to planning and implementing many changes, and doing what we do best; like our well-known high-quality Kamoon Restaurant, or the stunning pool and beach. Also, we had an opening of the new Wellness and Massage, and we organised a lot of events, like the Ramadan tent, which was extremely successful.

Did your business strategy change during the year due to any unforeseen circumstances? There are currently certain challenges in overseas markets such as Russia and Ukraine that have in the past delivered healthy business to Abu Dhabi. In situations like this we look for alternative sources of business; the good thing is that there are plenty of other markets we can attract due to the safety and security of the UAE. We have ex8 6 Pipe l i n e y e a r b o o k 20 16

panded our market to Kazakhstan as well, which has proven to be a good decision. Also, the giant markets of China and India have only started to trickle into the Emirate and the potential just from these two countries alone is huge.

Eleni Tsolakou

Trend Drivers Housekeeping: The introduction of green policies and using eco-friendly products and working towards saving energy and staff training. IT: Integrated outlets, USB ports, and wireless technology integration with hotel TV systems, e-menus and mobile apps. F&B: Healthy menus - Vegetables will occupy the centre of the plate in 2016. People want less animal protein and are requesting variety of green and healthy food. It is a trend with an environmentally responsible edge to it. Front of House: Mobile enabled Management – the ability to make technology a part of all operations and to check-in quickly and easily via an app is surpassed by the most technologically advanced hotel in the world.

How will the property develop in 2016? We are focusing on our F&B sector, especially on our authentic Kamoon Restaurant. A focus on leisure is there as we strive to attract even more guests offering them relaxing Wellness and Massage offers, many sports activities and restaurant – food related events. This is an industry that never sleeps, and doesn’t allow setbacks, so here in Khalidiya Palace Rayhaan by Rotana we try to keep things interesting all the time.

Which industry trend do you predict will demand your attention in 2016? Changes are inevitable in our industry but the ones we believe are a must to follow are: Service via Smartphones and Millennials, who are helping the industry adopt technological innovations. Online marketing is certainly not new, but it is growing immensely every year. 2016 will be the year of social media brand management, on-the-spot real time marketing, and round the clock customer service. Health and Fitness: veganism, healthy eating and sports are all fast becoming the major demands from hotel guests. This trend will continue into 2016, as hotels invest in varied and expansive fitness facilities


Khalidiya Palace Rayhaan by Rotana

and in quality, nutritious menus. Analytics rule and everything is trackable now. Not only can we see how much attention a certain AD campaign is getting, but we can see the geographic location of the users interacting with it, their age, and a general idea on their income. This information helps us target our marketing efforts, by identifying a specific buyer persona and increasing the hotel’s Return on Investment.

What are your business objectives for 2016 and how will these be achieved? We will grow the number of returning guests as well as work on becoming number one luxury place for them by constantly improving our services, renovating and increasing our standards. Also, the innovation of customer driven smart technology is translating into a significant boost in business. Since launching the Rotana Mobile App two years ago, Rotana has posted a signifi-

cant increase in monthly mobile bookings, delivering a noteworthy return on investment in developing the mobility platform and we will strive to increase it even more. Furthermore, we have the Global Corporate Sustainability Platform “Rotana Earth�- a comprehensive framework that addresses environmental, economic and social sustainability that is already implemented and we will keep building it up. The year 2016 is looking very exciting - it will be interesting to see what happens. Pipeline year book 201 6

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Hotel Leaders

Ali Hamad Lakhraim Alzaabi Founder, president & CEO, Millennium and Copthorne Did the group’s hotels perform as anticipated in 2015? Overall our hotels experienced solid growth throughout the year, overcoming increased competition due to new hotel supply entering the market.

What were the driving factors of these performance results? We work hard to ensure our hotels stand out from our competitors and as a company with innovation embedded within our DNA, we continuously look forward to addressing the changing landscape and consumer expectations. We also seek to work closely with local tourism authorities. For example, we recently partnered with the Abu Dhabi Tourism & Culture Authority (TCA) to be their exclusive hotel partner for Abu Dhabi summer season. This along with exhibiting at shows like ATM, bring us exposure to the market and tour operators.

Did your business strategy change during 2015 due to any unforeseen circumstances? As with any business strategy we have to be agile to adapt to market changes both macro and micro environmental factors. Both the need to identify new source markets and increased competition as a result of increased hotel supply are both challenges and opportunities. As one of the largest international owner-operator groups we have 8 8 Pipe l i n e y e a r b o o k 20 16

Ali Hamad Lakhraim Alzaabi

a strong brand presence in other regions such as Asia that allows us to easily tap into new source markets through our global CRM platform and distribution channels, allowing us to react quickly to any market changes. We also recently introduced new brands Studio M and Millennium Executive Apartments to -the region, concepts that we believe will address the changing dynamics of travel.

What was the biggest achievement of the company in 2015? A milestone for Millennium & Copthorne this year was our entry into Saudi Arabia signaling the start of strategic expansion in the Kingdom that will see more than 20 hotels open within the next five years. With over 10,000 keys in the pipeline, we are looking to capitalise on the Kingdom’s booming corporate market as well as the

religious segment to become one of the fastest growing hospitality companies in the Kingdom. To support this growth and as a sign of our commitment to the market, we have obtained a KSA license and set-up a registered office in Riyadh, with another fully-fledged office due to open in Jeddah. We have recently made a number of high-profile executive appointments and now have a robust and talented leadership structure to drive expansion and support operational hotels.

How will the group develop in 2016? Key openings scheduled over the next twelve months include the luxurious 677room Bab Al Qasr as well as Millennium Hotel Hail, Grand Millennium Hotel Muscat, Millennium Tbilisi, M Hotel Makkah, and Copthorne Riyadh. We will also be announcing further hotel signings as we continue our major expansion in key regions such as Saudi Arabia as well as announcing new market entries.

Which industry trend do you predict will demand your attention in 2016? How we analyse and utilize data will be key to our marketing efforts and will drive many businesses over the next five years. The ability to more effectively target customers according to their personal preferences will be critical to our success. We have recently invested in new global


Key fact Millennium and Copthorne have over

10,000 keys in the pipeline

CRM platform that will help deliver these marketing efforts through improved customer communications and targeting our marketing more effectively. Technology will continue to have a major effect on the travel and hospitality industry and drives the latest trends. We have invested significant resources into our digital platforms in order to adapt to the changing distribution models for travel. We believe the increasing number of travellers making bookings through mobile devices will continue as consumer confidence increases in secured online payment processes and the use of desktop declines. Social media will continue to have powerful influence on travel purchasing behaviour. A consumer’s ability to share information with friends and followers creates a very interesting dynamic for the hotel industry. The challenge for us it to drive the “conversation” and build brand advocates through various channels.

Trend Drivers

What are your business objectives for 2016 and how will these be achieved?

Housekeeping: Eco practices: increased efforts towards saving energy and water by using eco-friendly amenities, commodities and practices.

Our aim is to continue to be the fastest growing hotel group in the Middle East. We are looking forward to developing our portfolio even further and building on our success. Our expectations for Millennium & Copthorne in 2016 are very optimistic as we rapidly move towards our goal of 100 hotels by 2020, making us one of the major hospitality players in the region.

IT: Mobile: The ability to check rates and availability and make bookings and check guests services through the touch of a button. F&B: Healthy and ‘free-from’ menus: ‘Clean’ food without additives, artificial colour and preservatives as well as gluten-free and allergen-free menus. Front of House: Technology eliminating the formal, time-consuming check-in process at a hotel’s front desk. Pipeline year book 201 6

89


Hotel leaders

Saurabh Rai With a corporate re-brand and 80 new properties added to the portfolio, Saurabh Rai, area MD for Preferred Hotels and Resorts, looks ahead to 2016 In 2015 phr added more than 80 hotels to the brand portfolio, including Palazzo Versace Dubai and entered into a master partnership agreement with Katara Hospitality for the launch of its standalone hotel operating arm Murwab Hotel Group. What were the driving factors behind these ambitious activities? The independent hotel space continues to gain momentum worldwide, feeding the desires of today’s travel consumer who wants a unique, authentic experience from their hotel. Asset owners with operating ability are now more confident in their pursuit of building distinctive and autonomous hotel brands that increase in value over time. The fact that most of the major hospitality brands have decided to enter the independent space by creating brand extensions that afford hotel owners a degree of flexibility is testament to this mindset. What was the greatest achievement of your company in 2015? In March 2015, the company transitioned from Preferred Hotel Group, Preferred Hotels and Resorts, one master brand with five distinct hotel collections: Legend, LVX, Lifestyle, Connect and Preferred Residences. The new brand architecture aligns each property with one of the five new collections, providing a more intuitive way for consumers to search, consider, and book their lodging based on the type of luxury experience they are seeking. By focusing on experiences versus brands, the company is better equipped to capture more guests for our member hotels and improve market share. 9 0 P ip e l i n e y e a r b o o k 20 16

Saurabh Rai

streams, and we are now keen to enter other key markets such as Saudi Arabia and Bahrain. On a global scale, we will implement a number of consumer-focused initiatives to drive brand awareness and demonstrate our value proposition with complete clarity. As an integral part of the company’s rebranding, we launched #ThePreferredLife as our consumer-facing campaign to represent our appeal and promise to providing authentic independent hotel experiences. In 2016 we will be introducing more interactive social campaigns to support this theme as a way to promote our hotels, engage consumers in our brand story, and encourage global travel. We will also introduce significant changes to our points-based loyalty programme iPrefer. Which industry trend do you predict will demand your attention in 2016? Hotels in the region need to pay close attention to continuity in service excellence. Access to quality human resources and investing in professional training and development will be the keys to success.

How will the company develop in 2016? Our regional efforts will be focused on establishing and expanding the aforementioned hotel partnerships. The Middle East has provided one of the company’s fastest growing revenue

What are your business objectives for 2016 and how will these be achieved? In addition to our development goals for 2016, we have a long-term objective to become one of the five best known hotel brands globally and the number one independent hotel brand in the world. To achieve this, we are committed to growing our worldwide portfolio to more than 1,000 hotels in over 100 countries.



Hotel leaders

Laurent Chaudet General manager, Pullman Dubai Creek City Centre Did the hotel perform as anticipated in 2015? 2015 was a challenging year. Although we were expecting an increase in hotel inventory in the city and a slight drop in demand, the effect was amplified by other political and economic factors that have impacted the average rate. In 2015, the market in our area has seen a drop in Revpar of 11%. Our hotel performed better than the market it is in, yet, we expected no more than a 3% drop. What were the driving factors of these performance results? The success of Pullman Dubai Creek City Centre can be traced to a number of factors: remaining adaptable, gathering in-depth information about the market, maintaining relationships and knowing the competition are among the most important. Having the right people in our team is also essential, as everyone works together. Did your business strategy change due to any unforeseen circumstances? Despite the current turmoil, our strategy remains the same yet with a few adjustments. We believe that quality of service is even more important in a downward market and that our customers are looking for value more than ever. Our increasing repeat business and brand loyalty is a token of our success. Yet exploring niche markets and widening our portfolio is a must to cope with the new competing hotel openings. What was the biggest achievement of the property in 2015? Being recognised as Dubai’s Leading Hotel 9 2 P ip e l i n e y e a r b o o k 20 16

Trend Drivers

Laurent Chaudet

Housekeeping: Outsourcing is in vogue in a volatile market for a variable manning cost. IT: High Internet speeds, IP TVs, the latest technologies in events and more importantly, the technical support to go with it all. F&B: Simplicity and value for price, keeping the basics right is the key to success. Front of House: Talented personnel empowered to make a difference in the customer’s experience. Procurement: Sourcing quality and professional partners is crucial.

Residence and the UAE’s Leading City Hotel by the World Travel Awards in May this year. How will the property develop in 2016? The Pullman Dubai Creek City Centre was fully renovated three years ago, so no major investments are planned for 2016. However, we will continue to promote our F&B offerings and Soma Spa and Fitness will introduce new treatments for men and women. Which industry trend do you predict will demand your attention in 2016? For the time being, our focus remains on

aviation, tradings, construction and pharmaceuticals. But also, several markets are expanding rapidly, offering exciting opportunities, like India and China. Preparation for Expo2020 continues and the oil and gas industry should grow stronger. What are your business objectives for 2016 and how will these be achieved? Our objective is to maintain the success stories we had in 2015 and build on them, remain strong player on Creek side, competing with existing and new hotels for local and international businesses.



Hotel leaders

Jason Harding General manager, Taj Dubai What were the driving factors behind your 2015 performance results? GCC and Indian markets have generated very positive levels of business. There were 241,000 Chinese visitors in Dubai in the first half of 2015, and we’ve been seeing year on year growth from China. With regards to the Indian market, India has long been a significant contributor with more than 1 million Indians now visiting the emirate annually for leisure or business tourism purposes, or to spend time with friends and relatives. Did your business strategy change during 2015 due to any unforeseen circumstances? Yes of course the world climate has changed, Russian and Chinese economies, weak Euro, strong Dollar and similar factors. We are continuously developing our product line and services, keeping in mind with the ever changing market forces. What was the biggest achievement of the property in 2015? Undoubtedly, it’s the opening of this beautiful property – Taj Group’s first luxury hotel in the Middle East, and the first among others. Taj Dubai is also the very first property outside of India to launch the exclusive members’ club Chambers. We’ve had a successful opening and we look forward to many years ahead. How will the property develop in 2016? Nothing is ever status quo in the hospitality industry. There are dynamic forces and 9 4 Pipe l i n e y e a r b o o k 20 16

Trend Drivers

Jason Harding

Housekeeping: Steering away from conventional focus and offering discreet personalised service IT: It’s all about keeping connectivity and trends at the forefront F&B: Constantly bringing dynamic and fun concepts to the F&B experience Front of House: The more welcome a guest feels, the more likely he/ she is, to return Procurement: The art of negotiating to the best of our ability changing tastes of consumers, and we will be constantly reviewing every area of the hotel to stay ahead of the game.

Which industry trend do you predict will demand your attention in 2016? All industry trends will demand attention. Big industry leaders and the new kids on the block, both must continuously keep an eye on the changing trends in hotels. What are your business objectives for 2016 and how will these be achieved? Taj Dubai heralds the growth of the hospitality giant Taj Hotels in the Middle East. We intend to keep growing the chain and increase our footprint in the region.

Taj Dubai lobby


Hotel leaders

David Wilson General manager, Waldorf Astoria The Palm Did the hotel perform as anticipated in 2015? Waldorf Astoria Dubai Palm Jumeirah will officially turn two on the 12 March 2016. It has been a dynamic and interesting journey and we are very proud of opening and establishing such a luxury resort in Dubai. What are the driving factors behind hotel performance? Location and product. Waldorf Astoria Dubai Palm Jumeirah is located on the iconic and world renowned Palm Jumeirah, the property boasts 360 degree view of The Palm, the Arabian Gulf coastline and some of Dubai’s most famous landmarks Waldorf Astoria Dubai Palm Jumeirah is an elegant beach resort with authentic Italian dining experience at Social by three Michelin star chef Heinz Beck and the Waldorf Astoria Spa, among other features. Waldorf Astoria, The Palm

David Wilson

The property is also home to the Royal Suite, the ultimate luxury experience, which takes the grand title of the largest suite in Dubai at a sprawling 1,567m², including balconies and indoor areas. As soon as the guest arrives they are greeted by the Personal Concierge, a key attribute of True Waldorf Service, and escorted to the suite in a private lift, located in the exclusive VIP arrival area adjacent to the lobby. What’s more, the panoramic, breath-taking sea views of Dubai can be enjoyed from each room and balcony. Did your business strategy change due to any unforeseen circumstances? The GCC traveller remains one of our strongest perfoming markets in addition to our British and German guests. We are always exploring new markets and opportunities, such as a focus on the Asian and the Scandinavian markets in 2016. What was the biggest achievement of the property in 2015? We had a busy year in 2015, with the Waldorf Astoria Driving Experience in November and December; the Dubai Tourism partnerships with the Dubai Motor Festival in November and hosting the first amphibious car race in the world. Being recognised during the prestigious World Travel Awards 2015 as Middle East’s Leading Luxury Resort and Dubai’s Leading Hotel Suite - Royal Suite, was also a highlight along with Social by Heinz Beck, which received the coveted International Five Star Diamond Award. Continued on pg 92 Pipeline year book 201 6

95


Hotel leaders Which industry trend do you predict will demand your attention in 2016? In 2016 the focus will be on provding unforgettable and unique guest experience through different concepts such as the Taste of Waldorf Astoria, providing our guests with a authentic culinary experience.

The view from Waldorf Astoria, The Palm

What are your business objectives for 2016 and how will these be achieved? The focus will remain on the luxury traveller from the GCC and Europe, while new markets to explore include Asian travellers. The objective will be achieved by continuing to create unforgettable and unique experiences for our guests, and personalizing and anticipating our guest needs with our True Waldorf Service. horizontal advert RSF180X111.pdf 1 15/12/2015 14:46:21

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S U P P L I E R S WO R L D C L ASS F I T N E SS E Q U I P M E N T 9 6 P ip e l i n e y e a r b o o k 20 16


Hotel openings

T h e i n d u s t r y ’ s o n ly c o m p r e h e n s i v e g u i d e t o w h i c h b r a n d w i l l o p e n w h e r e i n 2 0 1 6 , a s c o m p i l e d by H o t e l N e w s ME


INDUSTRY INTELLIGENCE

HOTEL OPENINGS Property Name

Keys

Opening

Property Name

Ibis Styles Dragon Mart

251

Q1, 2016

Marr i ot t E x e c u t i v e A part m e n t s

Ibis Dubai One Central

588

Q2, 2016

Ibis Styles Business Bay Park Inn by Radisson Dubai Al Jadaf

64

2016

A b u Dha b i

315

2016

Ba b A l Qas r H ot e l

677

2016

D ow n tow n A b u Dha b i

364 350 300

Q1, 2017 2018

B i lt m o r e Bat e e n Mar i n a

2017

Radisson Blu Residence, Dubai Marina Docks

Opening

Marr i ot t H ot e l D ow n tow n

Majlis Grand Mercure Dubai Sheikh Zayed Road

K e ys

243

2018

147

2017

A b u Dha b i

228

2018

Cap i ta l C e n t r e R ota n a

315

Q2, 2016

W A b u Dha b i

300

2018

Park Inn by Radisson Hotel Dubai Motor City

The St. Regis Dubai - The palm

Property Name

K e ys

Opening

Novotel Sharjah Expo Center

197

Q4, 2017

Pullman Sharjah

188

2018

156

2016 2018

Park Inn by Radisson Residence Jumeirah Village

261

2017

Radisson Blu Residence, Dubai Silicon Oasis

199

2017

Radisson Blu Hotel Ajman Millennium Golf Resort Al Ain

275

First

102

2017

Four Points by Sheraton Sharjah

220

2017

Radisson Blu Residence,Al Sufouh

264

2019

Aloft Sharjah

270

2018

Aloft Al Ain

172

Q4, 2016

Park Inn by Radisson Al Barsha

Wyndham Dubai Marina

497

2016

Wyndham The One Dubai Marina

465

2018

Tryp by Wyndham, Tecom, Dubai

672

2017 2018

Ramada Plaza JVC, Dubai

502

Renaissance Dubai Business Bay

298

Marriott Hotel Dubai City Walk

86

2016

68

2016

NO RT H E R N EMI R ATES DUB A I

Marriott Executive Apartments Dubai City Walk Studio M Barsha

154

2017

The Westin Dubai, SZR

929

Q1, 2016

W Dubai

423

Q1, 2016

W Dubai - The Palm

283

Q1, 2017

The St. Regis Polo Club & Resort

160

2017

TIME Royal Hotel and Spa

277

Q4, 2016

The St. Regis Dubai - The Palm

289

2018

Element Dubai Al Raffa

96

2018

Aloft Dubai Al Raffa

165

2018

Aloft Dubai Airport

256

2018

Element Dubai Airport

190

2018

Aloft Dubai IMPZ

221

2018

Element Dubai IMPZ

168

2018

TIME Express Hotel Al Jaddaf

113

Q1, 2017

A BU D H A BI

MUSC AT

Time royal hotel and spa, Dubai

9 8 Pipe l i n e y e a r b o o k 20 16

Property Name

K e ys

Mercure Muscat Azaiba

187

Opening 2018

Quorvus Muscat

250

2016 2016

Grand Millennium Hotel Muscat

328

Copthorne Falcon Hotel Muscat

164

2017

Aloft Muscat

175

2018

W Muscat

250

Q2, 2017

The Westin Muscat

350

2017


NEW PROPERTIES IN KEY CITIES 2016 AND BEYOND Property Name

K e ys

Opening

Ramada Manama City Centre

140

Q1, 2016

Ramada Hotel and Suites Amwaj

162

Park Inn by Radisson Hotel Manama

207

Ramada Hotel & Suites Amwaj Island – opening by March 31 2016 Property Name

K e ys

Opening

I b i s K h o b ar K i n g Fa i sa l R oa d

250

2018

Q1, 2016

A dag i o K h o b ar K i n g Fa i sa l R oa d

150

2018

2016

I b i s A l K h o b ar K i n g Sau d R oa d

254

2018

182

2018

A l A z i z i ya

186

2018

R a d i s s o n B lu H ot e l A l R akkah

150

2018

A dag i o A l K h o b ar Property Name

Keys

Opening

K i n g Sau d R oa d

Mercure Riyadh Olaya

130

Q1, 2017

R a d i s s o n B lu R e s o rt, A l K h o b ar

Sofitel Riyadh

388

Q2, 2017

Adagio Dhabab Street

150

2018

Ibis Riyadh Dhabab Street

200

2018

Ibis Riyadh King Fahd

378

2018

Novotel Olaya Street

215

2018

Park Inn by Radisson Riyadh Olaya

164

2016

Radisson Blu Hotel Riyadh RICEC

207

2017

Park Inn by Radisson Hotel Riyadh

170

2017

Diplomatic Quarter

110

2017

Courtyard by Marriott Olaya

238

Kingsgate Al Safa Hotel

364

2016

Kingsgate Al Henawy Hotel

195

2016

Copthorne Riyadh

143

2016 2016

Ramada Manama City Centre – opening by March 31 2016

Radisson Blu Residence Riyadh's

DO H A

Millennium Tabouk

218

Millennium Al Baha Hotel

248

2017

Millennium Riyadh

350

2018

Biltmore Hotel Riyadh

268

2019

Grand Millennium Riyadh

425 236

Q1, 2016

Centro Waha

290

Q2, 2016

Centro Olaya

156

Q3, 2016

Aloft Riyadh

281

Q2, 2016

Le Meridien Riyadh

232

2017

Aloft Riyadh King Fahd Road

110

2018

Property Name

K e ys

Opening

Pullman Zam Zam Madinah

834

Q1 2016

Ibis Madinah Quobaa

193

Q3, 2017

Adagio Madinah Quobaa

103

2018

Property Name

K e ys

Opening

Novotel Jizan Corniche

205

Q1, 2017

Adagio Jizan

120

2018

Millennium Hotel Jizan

202 276

M A DIN A H

2018 2017

SO H A R

R I YA D H

2019

Rosh Rayhaan by Rotana

Ibis Jizan

K h o b ar MANAMA

Property Name

Keys

Opening

M Gallery Doha Msheireb

215

Q1, 2017

Pullman Doha Bridge Towers

J IZ A N

(West Bay)

468

Q1, 2017

Adagio Doha C-Ring Road

153

Q3, 2017 Q3, 2017

Ibis Doha C-Ring Road

153

Majlis Grand Mercure Doha C-Ring Road

283

2018

Curio Mall of Qatar

207

H1, 2016

Centro Capital

229

Q1, 2016

TIME Rako Hotel

102

Q4, 2016

Le Meridien Doha

350

2017

Aloft Doha

240

2019

Westin Doha Hotel & Spa

372

Q1 2016

TIME Royal Doha

132

Q1 2017

Millennium Plaza Doha

232

2017

Property Name

K e ys

Opening

Mercure Sohar

145

Q1, 2017

Radisson Blu Hotel & Resort Sohar

179

2015

Pipeline year book 201 6

99


INDUSTRY INTELLIGENCE

HOTEL OPENINGS Property Name

K e ys

Property Name

K e ys

Opening

Er b i l A rjaa n by R ota n a

154

Q3, 2016

Opening

H i lto n D e a d S e a R e s o rt & Spa , S w e i m e h

285

Q3, 2016

S u l ay m a n i yah R ota n a

240

Q3 2016

A m m a n R ota n a

412

Q1, 2016

Sh e rato n Er b i l H ot e l

260

2017

W Amman

280

2017

Four Points by Sheraton Erbil

250

2017

A lo f t Er b i l

200

2018

E l e m e n t Er b i l

200

2018

Property Name

K e ys

Opening

156

2018

Property Name

K e ys

Opening

Mercure Kuwait

210

Q1, 2017

Novotel Sharq

160

2018

P r o p e r t y Na m e

K e ys

Op e n i n g

Ibis Styles Makkah

286

Q1, 2017

330

2016

The St Regis Amman & The Residences at The St Regis Amman

270

2017

Th e W e s t i n Aqa b a

300

2017

200

2017

A l Ma n ara H ot e l - Lu x u ry C o l l e c t i o n , Aqa b a

I R AQ

Park Inn by Radisson Jubail Industrial City

J O R DA N

K UWA IT CIT Y Property Name

Keys

Opening

Sofitel Jeddah Corniche

191

Q1, 2016

Novotel Jeddah Tahlia Street

139

Q2, 2016

Ibis Jeddah Madinah Road

300

Q1, 2017

Adagio Jeddah Malik Road

77

Q1, 2017

Ibis Jeddah Malik Road

177

Q1, 2017

Novotel Jeddah Prince Sultan

200

2018

Adagio Alesayi Plaza

193

2018

Ibis Jeddah Alesayi Plaza

286

2018

Adagio Jeddah Al Andalous

150

2018

Ibis Jeddah Al Andalous

250

2018

Novotel Jeddah Al Andalous

275

2018

142

2016

160

2017

The St. Regis Amman, Jordan J UB A IL

MAKKAH

J EDDA H

Radisson Blu Hotel & Residence Al Salamah Radisson Blu Hotel & Residence, Jeddah Corniche

Park Inn by Radisson Hotel Makkah

Park Inn by Radisson Hotel Jeddah Al Basateen

230

Aziziyah

2017

Park Inn by Radisson Makkah Al

Park Inn by Radisson Hotel & Residence Jeddah

350

2017

Radisson Blu Hotel & Residence Jeddah Gate

452

The Ritz-Carlton Jeddah

250

Copthorne by Millennium Jeddah

280

Millennium Hotel Jeddah Centro Shaheen

321

2018

10 0 P ip e l i n e y e a r b o o k 20 16

462

2016

438

H1, 2016

M Hotel Makkah

785

2016

2019

Millennium Hotel Makkah Umm Al 2018 2018

252

Q1, 2016

300

2017

Four Points by Sheraton, Mall of Arabia

Naseem Conrad Makkah

Conrad Makkah

Qurah

1324

Sheraton Makkah Hotel

532

2017

Four Points by Sheraton Makkah

451

2019

The Westin Makkah

513

2017

Four Points by Makkah Al Naseem

1139

2017


The art of great cooking

MKN – The german specialist in professional cooking technology

MKN Maschinenfabrik Kurt Neubauer GmbH & Co. KG P.O. Box 1662 D-38286 Wolfenbuettel, Germany

MKN Middle East & Africa Phone: +97 150 5 58 74 77 E-mail: rac@mkn-middle-east.com

www.mkn.eu


INDUSTRY INTELLIGENCE

HOTEL OPENINGS Property Name

K e ys

NEW PROPERTIES IN KEY african CITIES 2016 AND BEYOND

Opening

HILTON TANGER CITY CENTRE HOTEL & RESIDENCES

180

H4, 2016

FES MARRIOTT HOTEL

244

2016

Property Name

K e ys

Opening

MENA HOUSE, CAIRO

359

2016

MO R OCCO CAIRO

Movenpick hotel, Abuja, Nigeria

Protea Hotel Umhlanga, South Africa Property Name

K e ys

Opening

ACCRA MARRIOTT HOTEL

209

GHANA

Property Name

K e ys

Opening

RENAISSANCE AVALON HOTEL & SPA

155

2016

Property Name

K e ys

Opening

KINSHASA ARJAAN BY ROTANA

101

Q1, 2016

GHANA

NI G E R I A

U G A NDA DEMOC R ATIC R E P UBLIC O F T H E CON G O

Property Name

K e ys

Opening

KIGALI MARRIOTT HOTEL

254

2016

PROTEA HOTEL KIGALI

25

2016 Z A MBI A

Property Name

K e ys

Opening

PROTEA HOTEL NDOLA

80

2016

Opening

Property Name

K e ys

PROTEA HOTEL HOIMA

90

2016

HILTON KAMPALA

297

H3, 2016

Property Name

K e ys

Opening

PROTEA HOTEL UMHLANGA

120

2016

PROTEA HOTEL SELECT OWERRI

96

2016

GRAND MILLENNIUM BALLITO RESORT

255

2019

10 2 P ip e l i n e y e a r b o o k 20 16

SOUT H A F R IC A

R WA NDA