HM APRIL 2025

ACCOR PACIFIC

ACCOR PACIFIC

THE RISE OF MIXED-USE DEVELOPMENTS

INNOVATION IN REVENUE MANAGEMENT TECHNOLOGY

SPOTLIGHT ON WOMEN IN LEADERSHIP IN

GRAND DEBUTS

Accor and Ennismore set the stage for a bumper year of bold new hotel openings.

Breaking the mould and setting a new benchmark for lifestyle, leisure and urban experiences, Accor and Ennismore are thrilled to unveil their highly anticipated 2025 hotel openings across Australia and New Zealand.

With five celebrated international brands making their regional debut – alongside the expansion of Accor’s well-known established brands – this year marks a defining moment for the Group in the Pacific region.

These exciting additions highlight the Group’s commitment to delivering innovative, personality-led hotels that redefine the guest experience.

“From lifestyle to luxury and premium to midscale, our latest openings are a statement of confidence in our region and mark an exciting shift to a new era of travel that’s all about personality, connection, and standout design,” said Accor Pacific Chief Operating Officer PM&E, Adrian Williams.

Inspired by Western Australia’s rich palette of colours and influences, Hyde Perth will bring the vibes to Pier Street in the heart of the CBD. The hotel offers bohemian-inspired guest rooms and suites, two dedicated meetings and events spaces, a destination restaurant and bar, and a lively speciality café that opens onto an outdoor pool area surrounded by lush, tropical landscaping.

Inspired by the eclectic spirit of Burleigh and set within an architectural masterpiece, Mondrian Gold Coast marks the brand’s Australian debut. The hotel introduces a visionary new take on luxury coastal hospitality, offering fully contained studios, suites, and homes, as well as twoand three- bedroom Beach Houses and the pinnacle Sky House, alongside two vibrant restaurant and bar concepts, an innovative spa, and 20 event spaces.

MONDRIAN GOLD COAST

HYDE PERTH

TRIBE AUCKLAND FORT STREET

TRIBE Auckland Fort Street will be the brand’s first location in the country – a vibrant destination where guests and locals can work, play, and relax with like-minded entrepreneurs and adventurous travelers. The hotel will bring a bold design edit to Auckland’s hotel scene with 60 compact but ultra-comfy guestrooms featuring the latest technologies, a lobby bar and social hub. As a design-driven hotel, common areas are the focal point with iconic design objects, contrasting colors, and surprising details selected with comfort and style in mind.

25HOURS HOTEL

SYDNEY THE OLYMPIA

JO&JOE AUCKLAND

Located in the heart of Fort Street, JO&JOE Auckland brings the brand’s signature open-house concept to New Zealand. Designed for adventurous spirits and social travellers, the hotel features 274 beds across 73 rooms, including shared and private options. Guests can connect in vibrant common areas like the Happy House or take in the city views from the Rooftop Bar. With bold interiors, a playful atmosphere, and a prime downtown location, JO&JOE Auckland is set to redefine hybrid hospitality.

25hours Hotel The Olympia is for dreamers and renegades, a place for cinema lovers where the aesthetic pays tribute to the building’s art house beginning as the Olympia Theatre. The hotel will feature over 100 guest rooms with exclusive artwork by Sydney artist Kubi Vasak, including three themed concept suites, four food and beverage outlets, and a rooftop bar with inspiring views of Sydney.

NOVOTEL SYDNEY CABRAMATTA

Novotel Sydney Cabramatta is just 30km southwest of Sydney CBD, an ideal base for both business and leisure travelers. With 140 rooms and suites, guests can start their day with breakfast at Primitivo, enjoy premium steaks and fine wines at Dany’s Kitchen, indulge in modern Asian cuisine at District 8, and unwind by the hotel’s outdoor pool and pool bar. The hotel also boasts a well-equipped gymnasium, a business lounge, and 24-hour room service.

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46

Leading suppliers share their top performing products in hotel guest rooms.

Your recap of the second edition of AHICE South East Asia.

62

International keynotes and global hotel executives to speak at AHICE Asia Pacific.

Australia’s top hotel projects under the spotlight at Design Inn Symposium.

What are the missed opportunities in revenue management for hotels?

Development experts discuss the power in mixed-use and dual-branded developments.

74 SOUTHERLY GROWTH

Victoria and South Australia’s hotel markets under the microscope.

76 INNOVATIVE INDEPENDENTS

Legal experts unpack the rise of white-label management groups.

78 WOMEN IN OPERATIONS

General Managers from the industry discuss the importance of diversity and inclusion.

HM Q&A

Langham Hospitality Group CEO Bob van den Oord talks people and performance.

42 CONSIDERED GROWTH

1834 Hotels CEO Andrew Bullock has eyes on continued, but considered, growth.

REGULARS

James Wilkinson reflects on Acccor’s global growth. 12 EDITOR’S LETTER

Ruth Hogan discusses female leadership in the hotel industry.

14 NEED TO KNOW

The essential stories you need to know this month.

18 COVER STORY

Accor is elevating hospitality in the Pacific with the introduction of exciting new brands.

82 ON THE MOVE

Your roundup of the key hotel industry appointments.

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Accor delivers unprecedented growth globally

There was a bumper crowd again at the 2025 International Hospitality Investment Forum (IHIF) EMEA in Berlin at the end of March and a lot of the conversation was firmly around growth and performance.

One company creating a lot of attention was Accor, with the Paris-based chain revealing some incredibly impressive growth figures and it’s certainly fitting the Australian team are on the cover of HM this month.

In 2024, Accor expanded its portfolio across the globe with the opening of 293 hotels and resorts, adding 50,000 rooms, with a lot of the activity in the MEA and APAC regions.

Impressively, 58% of Accor’s new hotel projects in 2024 were conversions with brands like Emblems, MGallery, Mondrian, Handwritten Collection, Mercure and TRIBE leading the way, according to the company.

The Middle East and Asian markets in particular continue to grow at pace for Accor and that’s expected to continue in 2025 with over 60% of Accor’s planned openings for the year focused within those regions.

Accor continues to strengthen its Premium, Midscale and Economy (PM&E) sector with a targeted approach to growth focused on iconic brands such as Pullman, Novotel and ibis and expansion opportunities in sought-after destinations, according to the company’s Chief Development Officer for the Division, Camil Yazbeck.

He said with Mercure reaching the 1,000-hotel milestone in 2024, upcoming 2025 breakthroughs include ibis opening in its 80th country and ibis Styles surpassing the 700-hotel mark.

“Accor’s premium, midscale and economy brands experienced exceptional momentum in 2024, with strong demand fuelling expansion across key markets,” Yazbeck said.

“Considering current industry fundamentals, hotel conversion is also a major focus of our strategy with many of our most conversion-friendly brands like Handwritten Collection, Mercure and TRIBE leading the way.”

With a strong pipeline, a diversified brand portfolio and an owner-centric approach, Yazbeck says, “Accor is best positioned to drive the next wave of hospitality growth in 2025 and beyond. ”

London-based Yazbeck is one several global keynote speakers during the Adelaide event and he will once more provide a fantastic insight to hotel markets and brand segments across the world.

AHICE Asia Pacific is shaping up fantastically well and I hope to see you there in early May.

Enjoy the issue and I look forward to your feedback as always.

Yours in hospitality,

James Wilkinson Editor-In-Chief, HM magazine Chair & Convenor, AHICE global conferences

The HM global hot list

Hotels around the world capturing our attention this month.

ONE: Four Seasons Hualalai, Hawaii @fshualalai

TWO: The Prince Akatoki London @theprinceakatokilondon

THREE: Mondrian Cannes, France @mondriancannes

FOUR: The Regent Santa Monica, California @regentsantamonica

Accor’s Camil Yazbeck will take to the stage at AHICE Asia Pacific

AHICE is gearing up for another succesful event in Adelaide this May

Beyond one day a year

When International Women’s Day rolls around – as it did on Saturday March 8 – it’s a reminder to reflect on the powerful role women play in our personal and professional lives. It’s also a time for industry to think about gender equity, pay parity and representation of women in leadership roles.

While the hotel industry has a long way to go to achieve gender balance at the top level, we can see growing numbers of women rising through the ranks, in corporate roles and in hotel operations.

Take Barbara Muckermann, for example. Last year, Muckermann took over as the Chief Executive of Kempinski Hotels, marking the first time in the 127-year history of the group that a female has been at the helm of the business. Don’t miss James Wilkinson’s story (p35) chartering Muckermann’s rise and the significant impact she has had on the business in her first 12 months.

Also, in this edition of HM, we spoke to a broad spectrum of women in operations – from the Kimberley, Southbank Melbourne, Surfers Paradise and Sydney to Singapore, Danang, London and more. One consistent theme that emerged from the leaders profiled, is a willingness to pay it forward, to drive diversity and inclusion in their own teams, and support young leaders to carve their own path to success (p78).

On a similar theme, I recently had the great pleasure of attending one of IHG’s RISE gatherings in Sydney. RISE is an IHG program designed to support female leaders with aspirations to become General Managers.

A group of about 20 women – including several who had flown in from Fiji – gathered at the group’s corporate office to engage with mentors, undertake group challenges and problem solve crisis scenarios.

What was particularly significant about this gathering was that it was attended by Wallaroos players Brianna Hoy, Desiree Miller and Piper Duck.

These inspiring players spoke candidly about their life experiences on and off the rugby field, including leadership – the team last year welcomed its first full-time coach, Jo Yapp – managing mental health and the battle between personal and professional identity. Issues that clearly resonated with so many people in the room.

It was particularly encouraging to see IHG senior leaders Matthew Tripolone, Emma Hynes, Gareth Long, Lisa Rangitutia and Sam Davies be the ultimate champions of this programme, with genuine interest and engagement in the success of these team members.

I look forward to continuing to witness, and support, the rise of these, and the many more, incredible women in this industry – every day of the year.

Wallaroos players Brianna Hoy, Desiree Miller and Piper Duck joined IHG’s RISE participants in Sydney recently for an engaging discussion on leadership and life learnings

MEET THE HM TEAM…

Managing Director Simon Grover

Publisher James Wells

Editor–In–Chief James Wilkinson jwilkinson@intermedia.com.au

Editor Ruth Hogan rhogan@intermedia.com.au

Group Commercial Manager Tara Ducrou tducrou@intermedia.com.au

Production Manager Jacqui Cooper jacqui@intermedia.com.au

Graphic Designer Ryan Vizcarra

Photography Cover photography by O’Neill Photographics.

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Barbara Muckermann is shaking things up in her first year as Kempinski Hotels CEO

NEED TO KNOW

The essential hotel and travel industry news and trends from across the globe. Read more at HotelManagement.com.au

Hyatt House readies for Australian debut

Australia’s first Hyatt House is coming to South Melbourne this May.

HYATT HOTELS EXTENDED-STAY brand Hyatt House is gearing up for an Australian debut in May following the completion of Holder East’s AU$280 million Oasis Residences development in South Melbourne.

The 19-storey development at 30-32 Palmerston Crescent, designed by Hayball Architects and constructed by Roberts Co., will be home to the 97key Hyatt House South Melbourne, complete with all-day lounge on the ground floor.

“We are very excited for Hyatt House South Melbourne to open in May this year as the brand’s first location in Australia and in the Pacific region,”

Hyatt Senior Vice President – Commercial, Asia Pacific, Carina Chorengel, told HM.

“Hyatt House caters to extended-stay travellers, who are a growing segment across markets. In 2025, we expect to see more people booking longer stays than ever before. Often, they do so to fully immerse themselves in a culture or a place and seek to make a home wherever they go.”

Chorengel said the new hotel will feature “thoughtfully designed family-friendly spaces for apartment-style living” with amenities such as kitchenettes. “It ensures guests have everything they need to feel at home,” she said.

Adina Town Hall reopens with a contemporary look

The 144-room hotel is the latest to join an upgraded network of Adina hotels.

ADINA TOWN HALL has officially reopened following an extensive refurbishment led by designers Bates Smart.

The 144-room hotel has been reimagined to deliver a refined, apartment-style accommodation experience in line with TFE Hotels’ revitalised network of first-generation Adina Hotels.

“We wanted the rooms at Adina Town Hall to feel like a home away from home,” said Bates Smart Interior Design Director, Brenton Smith.

“In the layouts, we opted for simple solutions that are attractive, like removing walls and joinery and adding portals to create height and visual focal points.”

Soft, high-quality materials have been used to create a warm homely environment with contemporary style.

“Less is definitely more with these designs,” he adds. “And the result is a space that exudes elegance and makes guests feel at home.”

The Town Hall hotel has unveiled modern, apartmentstyle accommodation

Adina Town Hall’s lobby offers a welcoming arrival experience with a lounge-style setting, curved furniture and bespoke joinery.

TFE Hotels Regional General Manager, Emma Soutter, says early feedback has been overwhelmingly positive.

“The kitchen is the heart of the home, and Bates Smart has designed spaces where guests can entertain, relax, and feel at ease, whether in their apartment or in the hotel’s lobby lounge,” Soutter said.

“It’s an approach that is really resonating with our guests.”

Adina Darling Harbour is among the Adina hotels in the network to be refurbished in the coming months.

Hilton Adelaide has changed hands after more than 30 years

Amora acquires five-star Adelaide Hilton hotel

Amora Hotels and Resorts has purchased the Victoria Square hotel for an undisclosed amount.

AMORA HOTELS AND Resorts has acquired Adelaide’s Hilton hotel at 233 Victoria Square for an undisclosed sum.

The 377-room luxury hotel, located in the heart of the city’s entertainment, dining, shopping, and business precincts, features 20 conference and meeting rooms, two food and beverage venues, a business lounge, tennis court, gym and swimming pool.

The sale marks the first time the hotel has changed hands in more than 30 years.

“We are delighted to welcome the iconic Hilton Adelaide into the Amora Hotels and Resorts portfolio, marking a significant milestone in our expansion strategy,” said Amora Hotels and Resorts Owner, Earp Siriphatrawan.

“This acquisition aligns with our vision of establishing a strong presence in key Australian cities while delivering world-class hospitality experiences.

“Adelaide, with its vibrant tourism and business landscape, presents an exciting opportunity for growth.

“This addition will bring immense value to our guests, stakeholders, and the broader Amora community.”

The family-run hospitality group operates a range of hotels across Australia and Thailand.

While Hilton confirmed the sale, no timeline has been given for the transition of the property.

“The owner of Hilton Adelaide has informed us of the sale the property,” a Hilton spokesperson told HM

“The hotel continues to welcome guests and we’re working to support team members during the planned transition.

“Transactions of this nature are not uncommon in our industry, and reflect a buoyant and dynamic market, driven by strong investor confidence.”

Hilton said Adelaide continues to be an important market for the business.

“Our robust pipeline in Australia will see Hilton grow its portfolio by around a third in coming years, and Hilton’s footprint includes an upcoming luxury hotel in Sydney, and a recent opened lifestyle hotel in Melbourne,” the spokesperson said.

“We’re actively exploring opportunities to grow our presence in Adelaide.”

CBRE Hotels’ Michael Simpson, Vasso Zographou, Tom Gibson and Nick Hill negotiated the sale on behalf of the vendor, 233 Victoria Square Hotel Pty Ltd.

“The sale of this flagship five-star asset represents a truly generational acquisition of an institutional-grade hotel in one of Australia’s thriving markets, which has been supported by a rich pipeline of private and public infrastructure projects,” said CBRE Head of Hotels and Hospitality, Pacific, Michael Simpson.

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ELEVATING PREMIUM HOSPITALITY

Camil Yazbeck, Global Chief Development Officer for Accor’s Premium, Midscale & Economy division, will visit Australia to speak at AHICE Asia Pacific 2025. Here, we ask him about Accor’s market outlook and opportunities for the Pacific.

In today’s evolving hotel management landscape, what key trends are you observing?

Collection brands continue to attract independent hotel owners. They are drawn to the benefits and scale that an internationally leading hotel group, such as Accor, can deliver, while retaining the unique attributes that have already made their hotels successful. For example, the Hotel Woolstore 1888, SydneyHandwritten Collection is a brilliant example of a unique property that now has a global platform and loyalty ecosystem through its connection to Accor.

Branded residences is another category that continues to make big waves. Once dominated exclusively by classic luxury brands, the last several years have seen new offerings from lifestyle brands – such as the wildly successful Mondrian Residences Burleigh Heads on Gold Coast that is part of our Group’s Ennismore

collective – and now premium hospitality brands. For example, in Dubai, the Group has Mama Shelter Residences and the first standalone branded residence by 25hours Hotels, which are both part of Ennismore. Other standalone branded residence projects we have underway include Pullman Residences Newton Singapore and Swissôtel Waterfront Residences at Dubai Islands.

Overall, hotels have evolved into so much more than places to stay. Accor has always said our success comes from choosing the right brand for the right location, and today we are building and converting hotels that are so dialed into their communities that they are as appealing to locals – popping in with friends or co-workers – as they are to visiting guests. In fact, it is that local buzz that makes our hotels even more attractive to travellers. By weaving in a dynamic restaurant and bar scene, a topnotch fitness facility, and a series of exclusive

Camil Yazbeck, Global Chief Development Officer, PM&E, Accor

Pullman Singapore Orchard is elevating the guest experience for bleisure travellers

events through our platform ALL, Accor excels at delivering an augmented hospitality experience that goes beyond traditional stays.

What are the consistent themes or demands you are hearing from owners?

Hotel owners continue to seek affordable and innovative solutions, which is the core expertise of Accor’s development teams. We not only drive the performance of our partners’ hotel assets, we also successfully extend their management solutions and brands to include elements such as residential, coworking, flexible office space solutions, extended stay options, and compelling F&B.

For an existing property, this might mean rethinking spaces and selectively upgrading visual appeal with an eye to diversify revenue streams and provide more augmented hospitality experiences. By transforming an underutilised lobby into a vibrant café or coworking space, we can create inviting spaces that serve as community hubs, broadening the clientele and driving additional revenue streams. For example, we have installed dynamic workspaces with WOJO at Pullman Abidjan and Mercure Nairobi; and created a vibrant dining destination with Birdie Bar & Brasserie at Novotel Sydney City Center. Our first Novotel Living destinations are now open in Singapore and Bangkok.

For new hotels, there is great demand for the conversion of existing hotels and buildings

– including offices, institutions, or private mansions. Not only is this typically more cost-effective than a new build for developers, it supports the environmental, social and governance (ESG) commitments that we share with many of our owning partners.

What are the biggest challenges you see in hotel development landscape today?

The global hotel development momentum remains strong. Accor had another record year in signings and openings, with nearly one hotel opening per day. Here in the Pacific, our hotels enjoy a 45% market share with more

than 400 hotels (nearly 64,000 keys) making us number one in the region, and we have a 28% market share in Asia with nearly 500 hotels (around 113,000 keys). This resilience persists despite high interest rates in many regions, which impact lending, as well as geopolitical risks and rising construction costs. Hospitality continues to be a highly attractive asset class. In 2024, transaction volumes showed solid growth, and Deloitte’s Commercial Real Estate Outlook revealed that hotels have moved up from the eighth to the fifth most preferred asset type for investors.

Most importantly, Accor has demonstrated

Accor Pacific’s development powerhouse (top l-r): Danesh Bamji, JingJing Zheng, Flore-Anne Carlet, Nick Lockyer, (front l-r) Taylor O’Brien Lindsay Leeser, Adrian Williams and Brett Forer

Hotel Woolstore 1888 joined Accor’s Handwritten Collection last year

its ability to navigate market volatility with resilience. Our brands are strong, our pipeline remains robust, and we are executing our global strategy with confidence.

What emerging markets for development are on your radar currently?

Accor is always exploring markets that can offer size, growth, and profitability, targeting development opportunities in high potential markets such as Japan, India, Saudi Arabia, as well broader regions such as The Americas, including Mexico and the Caribbean. We recently converted some 23 Grand Mercure and Mercure properties totaling over 6,000 rooms in Japan, as part of a conversion of hotels from Daiwa Resorts to Accor.

On a regional level, Tasmania is a booming location that we are prioritising, along with Fiji for our resort properties. We are continuing to see high demand for high-quality accommodation around Australia’s airports, wave parks, and key tourist destinations.

Generally speaking, the emerging global middle class and their travel aspirations will have a huge impact on shaping the growth of the hospitality market. Over the last decade, the world’s middle-class population has grown by more than a billion people, with the expectation of another 1.3 billion over the next 10 years. Perhaps a quarter will come from India, along with significant populations from Southeast Asia, Mexico and South America – these will be the world travellers driving demand for hospitality in the coming years.

Accor has been actively expanding its premium portfolio – what are the reasons behind this push to premium? Indeed, signings for Accor’s premium brands - Pullman, Swissôtel, Mövenpick, and Grand Mercure – have increased 150% over the past five years (since 2019). These powerful brands – as well as our popular regional brand, Mantra – deliver high-end guest experiences and strong ROI, making them the top choice for investors. The resurgence of leisure travel and the resilience of business travel are also driving more premium hospitality experiences, along with increasing interest in resort investments. With growing demand for modern ‘bleisure’ experiences, we are introducing new concepts such as ‘The Transforming Room’ that we created at Pullman Singapore Orchard. This high-tech, multifunctional guestroom transitions seamlessly to accommodate guests as they shift between work, wellness, socialising or relaxation.

Pullman, with around 160 hotels globally, is Accor’s flagship premium brand and the world’s first hospitality brand – originating in 1867. Today, Pullman is among the top five premium brands in terms of market share outside the US and we are opening on average 10 new Pullman hotels every year. Across the Pacific, some of our new Pullman destinations underway include Launceston, Perth Airport, and Hamilton, New Zealand. Meanwhile, Mövenpick is ideally positioned as a premium brand poised for high-volume expansion across many geographies, including Greater China, where we signed a master franchise agreement in 2023 to develop 400+ hotels and resorts.

Handwritten Collection has seen strong growth since its launch – what has been key to its success, and how do you see it evolving in the coming years?

Collection brands such as Handwritten Collection represent one of the highest growth rates in the industry today. Designed with owners in mind, Accor’s collection brands, which also include Emblems Collection and MGallery Hotel Collection, are adaptable, light, and respectful of each hotels’ unique identity while offering immediate access to the power of Accor’s sales, distribution, and loyalty platforms. Handwritten Collection – an anthology of carefully curated hotels, each resonating with the warmth and character of its dedicated hosts – was created in 2023 and is already one of world’s fastest growing collection brands, with a portfolio of over 20 hotels globally and more than 30 in development. This year we will open the brand’s second Italian destination, Hotel Giacomo Morra Alba - Handwritten Collection, in the Piedmont region. We are very pleased with the strong start of Handwritten Collection and the response from owners and we look forward to the expansion of this collection for years to come.

Tell us about some of the most exciting developments we can expect from Accor in 2025.

We are very excited about opening several new premium resorts across the Asia Pacific region this year, including Pullman Chennai Anna Salai in India; Mövenpick Resort & Spa Bintan Lagoon and Novotel Jakarta Pulo Mas in Indonesia; Grand Mercure Krabi Ao Nang in Thailand; and Grand Mercure Kuala Lumpur Bukit Bintang in Malaysia. These resorts – which integrate wellness, outstanding cuisine, and entertainment – are strategically located in high-growth leisure markets, benefiting from strong international tourism demand and favorable investment conditions. Other key properties we are looking forward to opening include, ibis Mumbai BKC, Swissôtel Doha Corniche Park Towers, and TRIBE Auckland Fort Street which will mark the debut of the brand in New Zealand.

What is your outlook for the hotels industry more broadly in 2025?

Accor is approaching 2025 with confidence and the ambition to once again turn in a record year. There continues to be huge growth potential in the travel and tourism sector, which currently accounts for over 10% of global GDP. We are in an excellent position, with demand historically outpacing supply. Our ambition, discipline, and high standards are driving us to capture this potential, paired with the strength of our brands and our digital capabilities. Our teams bring global scale and local market knowledge to every project, and whether it’s a conversion or a new build, we find the most direct path to achieving our partners’ financial goals. Working in true partnership, together we are opening the doors to untapped opportunities and building the experiences that shape the places travelers and locals want to visit. n

Accor’s Novotel brand continues to prove popular with travellers

Minor Hotels secures three Oaks hotels in Victoria

Minor Hotels has bolstered its Oaks network with the addition of three Victorian properties.

MINOR HOTELS IS expanding the Oaks Hotels, Resorts and Suites network with the addition of three Victorian properties.

Oaks Vue Suites Geelong and Oaks R Suites Geelong opened under the brand in early March, with Oaks Melbourne Flemington Suites also joining the hotel group.

“As we continue to expand our footprint in Australasia, the portfolio additions of Oaks Vue Suites Geelong, Oaks R Suites Geelong and Oaks Melbourne Flemington Suites marks a key milestone in our growth strategy,” said Minor Hotels Chief Operating Officer, Craig Hooley.

“These properties not only enhance our diverse portfolio but also underscore our commitment to delivering high-quality, unique experiences for travellers in prime locations.

“We are excited about the future, with a strong pipeline ahead and many more developments to come as we strengthen our presence across the region.”

Oaks R Suites Geelong dates back to the 1850s, when it was one of Geelong’s most iconic and grand buildings, and was

redeveloped in 2017. Now it serves as a 128room contemporary apartment hotel that blends modern design with its rich heritage.

A range of room types are available including hotel rooms and one- and two-bedroom apartments, including loft apartments, with expansive living areas, fully equipped kitchens and laundry facilities and private balconies. The property also offers an on-site café which serves breakfast and lunch.

The 60-key Oaks Vue Suites Geelong is situated next to Oaks R Suites in the heart of Geelong. Many of the rooms – including studio, one, and two-bedroom apartments as well as family-friendly rooms with bunk –offer park or bay views.

Oaks Melbourne Flemington Suites is set in part of the 25-storey Alexander Lombard Tower at Travancore, designed by renowned architects Fender Katsalidis, with a modern Sky Garden on the 8th floor by acclaimed landscape architect Steve Calhoun for guests to relax.

On-site facilities include a fully equipped gym and a range of meeting room spaces for corporate events.

The latest additions strengthen Minor Hotels’ presence in Australasia, ahead of the upcoming launch of Queen’s Wharf Residences Brisbane set to open later this year, the 2026 brand debuts of NH Collection and NH Hotels on Wentworth Street and Mascot, Sydney respectively, and the region’s first full-service Avani Hotel in Mooloolaba on Queensland’s Sunshine Coast.

Oaks Melbourne Flemington Suites joined the group in March

Oaks Vue Suites Geelong is situated next to Oaks R Suites in the heart of Geelong

REVENUE DRIVER

At Novotel Sydney Brighton Le Sands and Novotel Wollongong Northbeach, parking management solution DRIVO is yielding strong results.

DRIVO is a parking management solution designed to simplify access control, revenue control, and inventory management for hotels through technology. Founded in 2018, DRIVO has partnered with leading hotel operators such as Accor, EVT, TFE, IHG, and Marriott. Combined with license plate recognition cameras, the platform streamlines guest check-in, boosts revenue, and prevents leakage through features like real-time reservation confirmation and adaptive dashboards.

Historically treated as a minor department, hotel car parks are now fully integrated with broader hotel operations, enhancing asset yields. Here, Ajay Vaid, Cluster General Manager for Novotel Sydney Brighton Le Sands and Novotel Wollongong Northbeach, shares how DRIVO has transformed their parking operations using the sophisticated revenue management tool.

Ajay, you’ve worked with DRIVO for years. How has it impacted revenue?

Since partnering with DRIVO, our parking revenue has soared by 600%- not from higher occupancy or steep rate hikes, but from smarter systems. DRIVO curbs front-desk revenue leakage, simplifies team management, and reduces foot traffic at reception, letting us prioritise guest experience. Beyond revenue, our parking NPS scores have climbed, which we didn’t expect.

How has DRIVO supported Novotel Sydney Brighton Le Sands, a conference-focused property?

Brighton is a busy hotel with a large conference centre hosting over 1,000 delegates daily, multiple dining options, a commercial office tower, and limited street parking. DRIVO’s conference booking portal gives our team a competitive edge by allowing flexible parking rates for groups on the same day. It’s been a game-changer for managing high demand efficiently.

What about Novotel Wollongong Northbeach, how does DRIVO adapt there?

At Wollongong, a leisure-focused hotel with fewer parking spaces relative to rooms, DRIVO shines in inventory management. Knowing exactly how many spots are booked, when we’ll hit capacity, and communicating alternatives to guests before arrival has been vital for satisfaction and planning.

How has this collaboration evolved?

DRIVO feels like a true partner, always putting guest experience first. Our incentives align: boosting property revenue. I’ve known Nick (from DRIVO) for years, and one of our ideas – dynamic pricing for public hourly rates – has been rolled out across multiple hotels. They use

technology to amplify what we do well, adapting as our needs evolve. The team even sets KPIs on themselves to quickly fix damaged hardware, ensuring uptime.

What about reporting and analytics?

With our focus on fiscal performance, I’m impressed by DRIVO’s dashboards and benchmarking tools giving us clear insights to optimise operations. The DRIVO tech simplifies inventory and revenue management, tailored perfectly for hotels. n

drivo.com.au nick@drivo.com.au

DRIVO’s Nick Russell and Ajay Vaid, Cluster General Manager for Novotel Sydney Brighton Le Sands and Novotel Wollongong Northbeach

Starwood makes global return

Barry Sternlicht ushers in a new era of an iconic global hospitality brand.

SH HOTELS AND Resorts, the parent company of 1 Hotels, Baccarat Hotels, and Treehouse Hotels, has officially rebranded to Starwood Hotels, marking a revival of the iconic global brand.

Created by influential hospitality leader Barry Sternlicht nearly 30 years ago, the Starwood brand became the largest hotel company in the world measured by EBITDA under Sternlicht’s leadership as Chairman and CEO and established high-performing global brands.

Starwood is poised for a new era of growth in 2025, with more than 40 properties open or in development across its three brands on four continents.

“Reintroducing the Starwood Hotels name is personally very exciting for me. It’s a tribute to a legacy that millions of people know and trust – and it comes at a decisive moment in our company’s history,” said Sternlicht, Founder and Chairman of Starwood Hotels and Chairman of Starwood Capital Group.

“Over the past decade, SH Hotels and Resorts has built three extraordinary brands, including the mission-driven 1 Hotels, which demonstrates how guests can live a luxurious, sustainable life without sacrifice.

“I didn’t want to do another typical hotel brand after W. The world doesn’t need another brand, it needs a better one.

“By reviving the Starwood Hotels name, we aim to marry this trusted legacy of

youth, innovation, and guest focus with our modern, tech-enabled, personalised approach to hospitality.

“As we take this next step, we’re doubling down on our mission to inspire, innovate, and make a difference – for our guests, our partners, and the planet.”

This year, Starwood Hotels will introduce flagship properties in Tokyo, Melbourne, and Copenhagen, and expand into new markets such as the Middle East and Southern Europe.

“Starwood Hotels once disrupted the industry under Barry’s leadership. On the 10th anniversary of SH Hotels & Resorts, we will build on that legacy and become an even more innovative and forward-thinking company,” said Starwood Hotels CEO, Raul Leal.

“Our [collection] of unique brands with distinctive offerings, brought to life by the best team members in the industry, will delight and surprise experience seekers of all ages around the globe.”

In 2025, 1 Hotels and Homes will open

Treehouse Hotels is set to open properties in Manchester (pictured) and Adelaide in the coming years

Baccarat Hotels will expand into much-loved destinations in the coming years

new properties in Melbourne (mid-2025), Seattle, Copenhagen and Tokyo. Beyond 2025, properties will open in Cabo San Lucas (Mexico), Paris, Elounda Hills (Crete), Austin (Texas), Riyadh (Saudi Arabia), and San Miguel de Allende (Mexico).

Baccarat Hotels will expand into iconic destinations in the coming years, including Rome, Florence, Riyadh (Saudi Arabia), Dubai, and the Maldives; while Treehouse Hotels will open in Manchester, Silicon Valley, Adelaide, Riyadh (Saudi Arabia), and Brickell (Miami).

As part of the growth strategy of 1 Hotels and Homes and Baccarat Hotels and Residences, several new branded residences are in development. New 1 Homes locations are launching alongside hotels in Melbourne, Crete, and San Miguel de Allende. Baccarat Brickell is planned as a standalone development.

“Our journey has just begun,” said Sternlicht.

“As we embrace bold ideas, expand into new markets, and continue to reinvent the hospitality landscape, we hope to build a legacy that will inspire future generations. The best is yet to come.”

1 Hotels is recognised for its

Hospitality trio unite to form white-label group

Former Selina executives Gadi Hassin, Lisa Zakharka and May Pendraat Kredner have joined forces to establish a new hospitality management company.

SEASONED HOSPITALITY EXECUTIVES

Gadi Hassin, Lisa Zakharka and May Pendraat Kredner have joined forces to introduce a global hospitality management company specialising in experiential lifestyle hotels and hostels for Millennial and Gen Z travellers. Helios Hospitality Management launches with operations in Thailand and Portugal, having secured its first investment, and plans to expand its portfolio to 1,000 rooms under management across Central and South America, Southeast Asia and Australia within the coming year.

Led by Gadi Hassin – formerly Global Chief Operating Officer at Selina Hotels – as CEO, Helios intends to deliver management solutions that maximise returns for hotel owners, real estate developers, property investors, and asset managers, from costeffective conversions to space optimisation.

“Our vision is to build upon the legacy of innovative lifestyle and experiential hospitality concepts targeting the Millennial and Gen Z nomadic travellers and their needs and preferences,” said Hassin.

Helios Hospitality Management launched in February 2025

Helios Hospitality Management CEO Gadi Hassin

NEED TO KNOW

“We are committed to transforming ordinary and under-performing assets into Destinations and Experience Hubs that extend beyond traditional accommodations, creating spaces designed to foster curated experiences

and connections for the ever-growing digital nomads travel community.”

The trio of founders all share diverse career backgrounds with globally recognized lifestyle and luxury brands such as The

Ritz-Carlton, Rosewood Hotels and Resorts, Park Hyatt, Niccolo by Marco Polo, as well as experiential brands like Ovolo, Aticco and Selina – where all three held senior leadership roles.

“Our mission is to leverage the expertise and know-how of our diverse, innovative, and passionate leadership team,” said Helios Hospitality Management Chief Operating Officer, Lisa Zakharka.

“We drive new demand through strategic repositioning and targeted marketing, and executing fast and cost-effective conversions of spaces.

“Our approach is to curate experience programmes centred around music, art, wellness, impact and food/beverage that bring people together.”

The company’s suite of services includes hotel management, experiential destination development, repositioning and redevelopment of existing properties, as well as technical services, pre-opening support and asset management.

Cultivating Talent

May Pendraat Kredner is Chief Commercial Officer at Helios

Lisa Zakharka takes up the role of Chief Operating Officer

EVT strikes a deal with Oscars on Brisbane hotel

A 186-key hotel in Brisbane’s Fortitude  Valley will be rebranded as  Ivory Lane Brisbane.

EVT HOTELS AND Resorts is partnering with Oscars Group for the first time, under a service deal for a 186-key hotel in Brisbane’s Fortitude Valley.

The property at 15 Ivory Lane, formerly Oakwood Brisbane, will be rebranded as Ivory Lane Brisbane, following an extensive refurbishment project.

Slated to open in August, the luxury lifestyle hotel aims to set a new standard for hospitality in Brisbane, with thoughtfully designed rooms, contemporary dining options, and a suite of recreational amenities.

“We are incredibly excited to partner with Oscars Group on Ivory Lane, which will undoubtedly become a premier destination in Brisbane,” said EVT Hotels and Resorts Director, Norman Arundel.

“EVT’s commitment to excellence and driving guest loyalty aligns perfectly with the vision for this luxurious hotel. We look forward to delivering strong occupancy for the property, supporting a world-class stay.”

Virgin, Qatar deal gets government sign off

Virgin Australia and Qatar Airways investment deal has received government approval, paving the way for the Australian carrier’s return to long-haul flights.

THE PROPOSED STRATEGIC investment partnership between Virgin Australia and Qatar Airways Group has been given the green light by the Australian Government, Qatar Airways Group’s minority 25% investment in Virgin Australia has now received Foreign Investment Review Board (FIRB) approval following the Federal Treasurer’s approval.

Subject to final ACCC and IASC approval, Virgin Australia will return to long-haul flying in June 2025, with flights from Sydney, Brisbane, and Perth to Doha, while flights from Melbourne to Doha are scheduled to commence in December 2025.

These flights will be operated utilising aircraft wet-leased from Qatar Airways featuring the Doha-based carrier’s cockpit and cabin crew.

“Qatar Airways’ investment is a huge vote of confidence in our business and

Australian aviation more broadly,” said outgoing Virgin Australia Group CEO, Jayne Hrdlicka.

“It sets us up for long-term success and adds fuel to our bold transformation agenda.”

Oscars Group CEO, Damien Cameron, said partnering with EVT represents a “significant milestone” for the business.

“[EVT’s] expertise and reputation in the hotel sector make them the ideal choice to bring our vision for Ivory Lane Brisbane to life.

“As owner-operators, we are confident that their involvement will elevate the hotel to new heights, particularly through their established loyalty platform.”

Qatar Airways Group Chief Executive Officer, Engr. Badr Mohammed Al-Meer, added: “This latest development is a significant step towards solidifying the strong and enduring relationship that continues to evolve between Qatar Airways Group and Virgin Australia.

“It is also a huge boost to our shared ambition to create even greater choice and value for all Australian passengers, with healthy competition and world-class service at the very core of our collective offering.”

Virgin Australia is expected to recommence long-haul flights from June 2025

The Brisbane hotel marks a first-time partnership between EVT and Oscars Group

IHG signs luxury Barossa Valley resort

IHG Hotels and Resorts has partnered with Strategic Alliance to bring a global luxury brand to South Australia’s wine region.

IHG HOTELS AND Resorts is set to bring its luxury InterContinental brand to South Australia’s celebrated wine country through a partnership with Strategic Alliance.

Slated to open in 2028, InterContinental Barossa Resort and Spa will be the first luxury international-branded hotel in a South Australia wine region.

Set amidst rolling hills and vineyards, the 150-room property will offer guests views of the local landscape and access to an array of dining options as well as a cellar door.

“We are exceptionally excited to bring our iconic InterContinental brand to the Barossa and would like to thank the Strategic Alliance team for partnering with us to invest in the future of South Australian tourism,” said IHG Hotels and Resorts Managing Director, Australasia and Pacific, Matt Tripolone.

“For the first time, the Barossa will boast a globally branded luxury hotel that will serve as an indelible beacon for guests seeking an unparalleled level of luxury and sophistication.

“Underpinned by stunning architecture and complemented by one of the world’s most recognised brands, InterContinental Barossa Resort and Spa will be the perfect destination for wine lovers, gastronomes, and luxury escapists.”

Commenting on the signing, Strategic Alliance Director, David Cook, said, “We are very pleased to be partnering with the iconic InterContinental brand and thank them for their shared vision in our Barossa project”.

“We look forward to our continued positive engagement with IHG and the Barossa, as our team works closely with them in unlocking this opportunity and bringing this project to fruition,” Cook added.

On completion, the InterContinental Barossa Resort and Spa will feature a 130-seat signature restaurant offering a contemporary Australian dining experience, a lounge bar, outdoor garden terrace and signature Club InterContinental.

IHG Hotels and Resorts Director of Development, Australasia and Pacific, Cameron Burke, said the property will be a “crown jewel” for South Australia.

“We’re delighted to partner with Strategic Alliance, and through the confluence of our iconic InterContinental brand and commitment to performance optimisation, deliver a crown jewel for South Australia and the regional accommodation landscape in Australia more broadly,” Burke said.

The resort’s wellness offering will include a pool, day spa and well-equipped fitness centre – as well as access to scenic walking trails, and the region’s many outdoor activities – while extensive conference and meeting spaces will cater to corporate and social events.

InterContinental Barossa is the latest in IHG’s fast-growing luxury and lifestyle portfolio, which currently stands at 22 open hotels and nine in the pipeline for Australasia Pacific.

Executives from Strategic Alliance and IHG celebrating the South Australia signing

With the right procure-to-pay system, suppliers can easily update their products, manage catalogues and prices

COMPETITIVE EDGE

Empowering suppliers through software: the competitive edge behind exceptional hospitality.

In the 1980s, American firms turned to the Big Four consultants to uncover why Japanese businesses were outperforming their competitors. The consultants discovered that Japanese managers treated their suppliers not merely as vendors but as essential business partners – a practice that birthed the field of Supplier Relationship Management. By investing in strong supplier partnerships, these firms gained a competitive edge, a lesson that remains critical today.

Hotels now understand that the secret to delivering great, brandconsistent guest experiences lies in carefully selecting and nurturing their supplier relationships. When suppliers are empowered, they become more agile, responsive, and aligned with a hotel’s vision. Conversely, making your suppliers’ lives more difficult – for example, by implementing a procure-to-pay system that complicates a supplier’s job – can undo years of relationship-building, jeopardising a hotel’s competitive advantage.

That’s why the modern hotel must offer digital tools that simplify, rather than complicate, their supplier’s experience where possible. With the right procure-to-pay system (like PurchasePlus), suppliers can easily update their products, manage catalogues and prices, and transact in a modern, digital way that supports efficiency and scalability. Suppliers enjoy using PurchasePlus’ user-friendly interface, but they love integrating their systems directly to streamline catalogue updates and avoid double handling documents (e.g. Purchase Orders, Invoices) altogether. PurchasePlus’ market-leading Supplier API is tailor-made for empowering suppliers in this manner and adds tremendous value to purchasers through efficiency.

While these are indeed powerful features in a software platform, this isn’t just about cutting down on administrative tasks or ensuring price accuracy for purchase orders – it’s about building lasting partnerships that drive hotel success.

To complement PurchasePlus’ market-leading software, a dedicated Supplier Success Team works together with suppliers, offering robust

support, tailored training, and efficient Catalogue Management services that delight Suppliers. As Anton Vsiljev at Aquanas Foods puts it: “As a hospitality industry supplier for over 30 years, I’ve worked with numerous procurement platforms for our customers. PurchasePlus has for 17 years been by far my personal favourite and is light years ahead of its competition. Thank you to the PurchasePlus Team for setting the industry benchmark with their exceptional product and value-added service”.

Carla Capuano, Marketing Manager at Livingstone International echoes these sentiments. “Partnering with PurchasePlus has been a seamless experience as a trusted supplier on their procurement platform,” she says.

“Partnering with PurchasePlus has been a seamless experience.”

Carla Capuano, Livingstone International

“By streamlining procurement between us and PurchasePlus customers, we deliver reliable, high-quality solutions that businesses can count on.”

PurchasePlus believes that empowering suppliers isn’t just good practice – it’s a strategic imperative that leads to lower procurement costs and better overall guest experiences. By embracing supplierfriendly solutions like PurchasePlus, hospitality businesses create an ecosystem where empowered suppliers drive innovation and operational excellence, bringing success to both sides of the supply chain. n

purchaseplus.com

Monarto Safari Resort to open in May

Journey Beyond has secured the contract to operate and manage luxury accommodation at the South Australia safari park.

SOUTH AUSTRALIA’S MONARTO Safari Resort is set to open in late May 2025 as part of Journey Beyond’s portfolio of luxury accommodation and lodges.

The multi-million-dollar development, which will be managed and operated by Journey Beyond, will feature 78 guest rooms in the hotel as well as 20 luxury tents in the safari lodge, overlooking the expansive plains of the park’s new Wild Africa precinct.

Located within an hour’s drive of Adelaide, the luxury resort will feature a world-class spa, including treatment rooms, thermal plunge pool, ice bath and sauna, conference, function and restaurant spaces, two swimming pools. The hotel will also feature a dedicated events space to cater to business events, conferences and weddings.

Led by CEO Chris Tallent, Journey Beyond has many years of expertise in managing unique tourism operations in remote destinations across Australia, from train journeys such as The Ghan to cruises, tours, camps and lodges.

Owner of the resort, Gerry Ryan OAM, said Journey Beyond is ideally suited to manage the resort, which is slated to open on Wednesday May 28, 2025.

“With their expertise in crafting exceptional travel experiences and their proven track record in managing high-end properties, they are ideally suited to oversee this iconic resort,” he said.

“Renowned for their outstanding guest service and meticulous attention to detail,

I am confident they will uphold the high standards we all aspire to.

“Our mission has always been to offer guests an unparalleled experience that connects them with the natural beauty and conservation efforts of the area, and I am excited to see how Journey Beyond will bring this vision to life.”

Guests will be able to view southern white rhinoceros, cheetah, hippopotamus, zebra, giraffe, antelope and ostriches roaming around the plains, as well as native and exotic animals within metres of the resort.

Guests can tailor their stay with bespoke experiences onboard custom-made safari vehicles and guided dawn and dusk safaris.

For every stay at the hotel a portion of the room rate will be donated to Monarto Safari Park’s conservation programs.

“Monarto Safari Resort will add another unique attraction to our state giving visitors more reasons to choose South Australia for their next holiday,” said South Australian Minister for Tourism, Zoe Bettison.

“Australia’s largest safari park already welcomes visitors from around Australia and the world. Monarto Safari Resort is an outstanding addition to the park and our state.”

Guests at Monarto Safari Park will be able to view exotic and native wildlife within metres of the resort

For every hotel stay, a portion of the room rate will be donated to Monarto Safari Park’s conservation programs

Minor Hotels Evoluti

Discover our world with eight global brands, now unified under Minor Hotels.

Exciting things are happening at Minor Hotels. For the first time we are bringing together what matters most, all in one place. One website, one loyalty program and one streamlined experience for our guests. While we evolve, the heart of each brand endures, as we continue to deliver our memorable service and the experiences our guests love.

Let’s inspire international tourism

Tourism demand is high on the agenda this election cycle.

By James Goodwin, Chief Executive Officer, Accommodation Australia

INTERNATIONAL TOURISM IS the life blood of the accommodation sector.

More overseas visitors equal more jobs, more investment and more certainty.

But years on from the global pandemic we are still yet to return to 2019 levels of international tourism.

International holiday visitor nights are still 11% less than pre-pandemic levels and total international visitor arrivals are still 12% lower.

And this comes at a time when Australians are directing more of their tourist spend overseas rather than here.

According to the latest ABS data for January 2025, short term trips by Australians overseas were the highest on record ever.

This is why ‘Tourism Demand’ is one of the five key priorities as we move into the federal election cycle.

Along with Training and Skills, Migration, Short-Term Rental Accommodation and Energy and Tax and Small Business Support, it is one of the issues we are pressing all political parties on.

International tourism grows when travellers are inspired to come – for example by increasing Tourism Australia’s funding to $200 million per year plus $20 million for events.

We also need to facilitate an increase and diversification of international and domestic aviation capacity and competition. We should also freeze the Passenger Movement Charge and invest more of its proceeds into improving the traveller and border processing experience.

Rest assured that boosting tourism demand, and our other focus areas, will be front and centre as we tread the corridors of power ahead of the May Federal Election.

National tourism solution needed

Industry wants a national solution to longstanding tourism funding problem.

By James Doolan, Strategic Director, Hotel Council Aotearoa

IN MARCH, AUCKLAND Council consulted with ratepayers about hotel bed taxes, something they have no power to implement. This strange consultation exercise is yet another sign of the ongoing struggle in New Zealand to resolve the nationwide “tourism funding problem”.

In Australia, state governments receive a share of GST, but that doesn’t happen in New Zealand. Some councils here argue that they bear the costs of tourism but don’t receive enough of the benefits. Meanwhile, central government collected $4.1 billion in GST from domestic and international tourists in the year to March 2024 and is the main beneficiary of volume strategies.

The tourism funding problem is real, but Auckland Council is still wrong when it says it has no funding mechanism to support event attraction and destination marketing. Auckland Council’s existing annual revenues are approaching $7 billion, an increase of

almost 70% over the past decade. Council already collects geographic targeted rates on city-centre businesses. It also recently sold $2.13 billion worth of Auckland Airport shares, but chose not to reinvest any of that windfall to support recovery of the visitor economy.

The hotel sector is firmly against regional bed taxes, whether in Auckland or anywhere else. However, HCA has repeatedly indicated to central and local government that we are not against the idea of a new tourism development contribution attaching to accommodation, provided it is done once and done right across the entire country. This is a completely fair and reasonable position to take. Accommodation providers are trying to end a three-way tourism funding deadlock between industry, central government and local government and we have already offered major concessions.

It’s time now for Auckland Council to collaborate in good faith with the hotel sector to help solve the tourism funding problem.

KEMPINSKI’S GLOBAL MOVES

KEMPINSKI’S FIRST FEMALE CHIEF EXECUTIVE IN THE COMPANY’S 127-YEAR HISTORY IS QUICKLY SHAKING THINGS UP IN THE LUXURY HOTEL CHAIN, HIRING KEY EXECUTIVES AND AIMING FOR SOLID GROWTH. JAMES  WILKINSON REPORTS FROM BERLIN.

Just under 12 months ago, there was a changing of the guard at Europe’s oldest luxury hotel group Kempinski when former Silversea Cruises executive Barbara Muckermann took over as the Chief Executive, marking the first time in the 127-year history of the group that a female has been at the helm of the business.

Since May last year, Muckermann has certainly been making moves to strengthen and expand the brand, which currently has 79 hotels in 35 countries, spanning Germany to China, Singapore and the Middle East.

Muckermann, who has 25 years of hospitality experience, has successfully expanded sales and profitability in her career,

as well as significantly upgraded the guest and customer experience for leading global brands in luxury and travel including Silversea (part of the publicly listed Royal Caribbean Group), Loro Piana, MSC Cruises and NCL.

What you can now expect with Kempinski is an elevation of the brand further into the luxury realm, assisted by a robust pipeline of 38 hotels and residences that will join the group in Europe, the Middle East, Asia and Africa.

To assist with that, Muckermann has already made some significant changes at the organisation, particularly at the C-Suite level, signalling that Kempinski is extremely invested in hiring top talent globally. New hires include experienced hotelier Gordon Drake from The Doyle Collection as new Chief Financial Officer, Massimo Brancaleoni from Silversea Cruises as Chief Commercial Officer, Rasha Lababidi from Emaar and Hyatt International as Chief Product Officer and scoring a major coup in hiring LVMH executive Karin Raguin as new Chief Human Resources Officer.

In a speech to the Europe’s luxury media at ITB Berlin, Muckermann said: “This moment marks the beginning of a new era for Kempinski Hotels. In the future, the company will focus on even greater excellence and redefine its standards.

Kempinski currently has 79 hotels in 35 countries

Barbara Muckermann, Kempinski

“Asia is an area of strength for Kempinski.”

Barbara Muckermann, Kempinski

“In the course of this strategic reorientation, significant changes are imminent,” she said.

Muckermann said there are several key points of the company’s reorganisation, including setting higher quality standards for the group as it aims to take a stronger play for the global luxury traveller.

“Kempinski is setting new standards in the luxury segment in order to offer guests an exceptional experience worldwide,” she said.

While no changes have been announced yet, new management of properties like the stunning Royal Residence at Nymphenburg Palace in Munich are helping the upscaling of the brand further in the luxury space.

The company is also aiming to add more properties firmly targeted at the luxury leisure traveller. With 77% of the current portfolio consisting of city hotels, Kempinski looks ahead to specifically add new resorts and leisure destinations to its portfolio to meet increasing demand in the luxury leisure segment.

Speaking exclusively to HM and Wayfarer, Muckermann said there are a number of destinations around the globe where there is immense potential, particularly across Asia Pacific, where the portfolio can be further expanded in order to utilise the regional market strength.

“Asia is an area of strength for Kempinski with huge opportunity in two areas, SouthEast Asia and China,” she said. “In South-East Asia, we can leverage on our collection of best-in-class hotels – The Apurva Kempinski Bali, The Capitol Kempinski Hotel Singapore and our two properties in Bangkok - Siam Kempinski Hotel and Sindhorn Kempinski Hotel – there is significant opportunity to add more hotels to the ecosystem in Thailand, Indonesia, Vietnam and beyond.

Additionally in China, thanks to the privileged and close relationship between Kempinski and the Beijing Tourism Group, there is a significant growth opportunity for the group in China. China is the second largest economy in the world and will become more and more important for international travel in the near future.

“Kempinski is uniquely positioned to leverage its Chinese leadership for this next phase,” Muckermann told HM and Wayfarer.

While the United States might not be top of the list due to 95% of luxury hotels in America already being flagged, Muckermann has stated that it makes sense to look at alternative strategies to enter this market, with the growth of the robust luxury market in recent years creating unique opportunities for adding properties.

Across the Atlantic in Kempinski’s home market of Germany, growth opportunities are much stronger for the luxury brand.

“Kempinski was born in Germany and has an abundance of opportunities, which will be prioritised,” Muckermann said.

“We want to strengthen our position in Germany by acquiring other key assets and in return support significant growth in Europe.”

That tighter focus in Germany could also see some properties exit the portfolio as Muckermann flagged.

“Kempinski will remain active in Germany, but only with properties that fit perfectly with the brand strategy,” she said.

Alongside growth in Germany with the right properties, there will also be a particular focus in Europe on Italy, France – notably Paris and the Côte d’Azur – alongside metropolises on the continent, plus the United Kingdom, Africa and across the GCC states, where the brand has had significant success thanks to partnerships with leading owners.

“With this strategic reorientation, Kempinski is setting new standards in the luxury hotel industry and remaining true to its

tradition of the highest quality and excellence,” Muckermann said.

What Muckermann and the executive leadership team bring to the table with Kempinski is a unique mix of experience in luxury brands, hospitality and travel, and plenty of learnings from cruising, an industry that’s firmly seen immense growth with highnet-worth travel.

“Hotel operations are significantly simpler than cruise operations,” Muckermann told HM and Wayfarer. “It’s very similar, but also very different.

“We can learn a lot from the cruise industry to be more demand driven. Cruise ships ‘follow the sun’ while hotels always stay in the same place, so, understandably, hotels don’t have the same average occupancy as cruise ships. But we can still do a lot to achieve an optimal occupancy rate [and] I believe there is great space in the hotel industry to be more distinctive on the product,” she said.

Bringing in Muckermann from outside the hotel industry was a big call by Kempinski, and one that’s quickly turning to success and momentum for the company. Muckermann brings an incredible wealth of knowledge and skills to the hotel industry and the luxury segment is primed and ready for a rebirth of Kempinski in key markets across the globe.

We’ll be eagerly watching to see what moves Kempinski makes next in elevating the brand and where the new destinations will be, whether it’s major cities, ski fields or beach destinations. One thing is for sure – Kempinski is a brand to watch, now and in years to come. n

Kempinski continues to strengthen its position in its home country of Germany

The Langham Huntington, Pasadena is one of a growing collection of resort properties in the LHG portfolio

APPROACHABLE Luxury

ON A RECENT VISIT TO AUSTRALIA, LANGHAM HOSPITALITY GROUP CEO BOB VAN DEN OORD SAT DOWN WITH RUTH  HOGAN TO DISCUSS PACIFIC GROWTH, APPROACHABLE LUXURY, AND THE MOST IMPORTANT QUALITY HE LOOKS FOR IN INTERVIEW CANDIDATES.

When Bob van den Oord first joined Langham Hospitality Group (LHG) over 20 years ago, the group had five hotels and a handful of people working out of its Hong Kong office.

“Today, we have 32 hotels around the world, four brands, over four continents, with another 15 hotels in the pipeline,” van den Oord shares.

At The Langham, Sydney, where this interview takes place, the hotel is fully booked, and the restaurant is packed with people – an indication that luxury demand remains strong in this market.

“The Pacific is posting some really strong numbers for us and looking at the forecast for the next three to six months, the teams in our hotels are quietly confident that will continue.”

Originally from Holland, van den Oord began his hospitality career as a chef after discovering a passion for cooking at a young age.

“I love cooking. My friend and I had a little outside catering company. On weekends, we would go and cook for doctors and lawyers and wealthy people. That’s how we made a bit of extra money. I enjoyed that so much that I wanted to do more and so I went to hotel school.”

His early hospitality career took him to Belgium, Paris, London and Boston.

Since joining LHG, he has held numerous roles including head of hotel operations, head of brands, head of sales and marketing and regional leadership roles, before taking on the top job as CEO, based in Hong Kong, in August 2023.

GROWTH AND EXPANSION

Van den Oord’s trip to the Pacific is focused on people, performance and growth, with discussions underway to bring new hotels and brands to the market.

“We’re pitching for hotels here in Australia and in New Zealand. Hopefully we can get some agreements here, and I can announce some new projects later in the year. We’d love to have a resort in Fiji too.”

Van den Oord is eyeing Sydney and Perth as possible locations for the group’s Eaton brand.

“Eaton is very much targeted at the younger

“Our British heart, Asian soul, and global mindset is something that we’re very proud of.”

Bob van den Oord, Langham Hospitality Group

– or young-at-heart – generation. It’s a mission-driven brand that was started by our Chairman’s daughter, who really wanted to do good in the world through great hospitality – standing up for women’s rights, gay rights, the environment – through different programming in the hotels.”

Asia continues to be important for LHG with the company eyeing opportunities in resorts in Southeast Asia, and further expansion in China.

“China’s economy is not as strong at the moment, but we’re very confident that’s going to come back. We feel that, at some point, China will be the number one economy in the world. We want to be there.”

LHG has five hotels in Hong Kong alone, as well as a presence in Beijing, Shanghai, Shenzhen and Guangzhou.

“I think we’ll grow to a good 50 hotels in China,” van den Oord says.

“We’re opening two additional Cordis hotels in September – one in Xian and the other one in Kunshan – and we have a Langham opening later in the year at Nanjing, China.

“The more hotels we open, the better for our overall brand awareness and our positioning. And of course, when these 1.4 billion people start traveling abroad to other destinations, we want to make sure that they want to stay with us.”

As the business grows, van den Oord is eager to reduce the percentage of owned hotels in the portfolio – which currently stands at 60%.

“We want to bring that down a little bit. I’d like to half that figure at some point.

“We’re going to do that by focusing more on Hotel Management Agreements. ➤

Bob van den Oord, Langham Hospitality Group

“My goal is to get to 100 hotels over the next 10 years. Based on what I’m seeing currently with what we have in the pipeline, I think that’s very much within our sight.

EVOLVING BRANDS

160 years on from the establishment of its first hotel, The Langham, London, in 1865, LHG is leveraging the power of this enduring luxury brand, while modernising its offering for a new generation of travellers.

“The Langham, London was the first purposebuilt grand hotel in Europe. It had elevators – they called them ‘rising rooms’ in those days. And it had running hot and cold water in the rooms and air conditioning.

“We’ve got a lot of history with that hotel, and I think that heritage, combined with our luxury focus, really sets us apart in many different ways.

“Our British heart, Asian soul, and global mindset is something that we’re very proud of and it differentiates us from other luxury brands that are out there.

“Whilst we have that heritage and that legacy that we’re known for, we have been able to ‘sex it up’, if I may, with some of our great food and beverage concepts.”

One such example is at The Langham, London, where The Wigmore, a quintessential English pub, designed by Martin Brudnizki, offers hearty pub food reimagined by acclaimed chef Michel Roux Jr.

“You can have a Guinness with a toasty, but also a martini or a glass of champagne.

“We have put in a cooking school there too, where people can learn some of the tricks of the trade from Michel Roux Jr.

“We also have Artesian, which is an awardwinning mixology bar. It’s been number one best bar in the world for four years running.”

Van den Oord says the modern luxury hotel experience is about creating environments that make people feel comfortable and welcome.

“We’ve all been to theses amazing hotels with gorgeous lobbies, the marble and the chandeliers – everything is picture perfect –however, they’re very quiet and there’s not necessarily life and soul to these lobbies.

“I want to make sure that our hotels are accessible, approachable, with great food and beverage, where people feel comfortable, where they can have fun, enjoy themselves, and not take life too seriously. Where you can have a delicious meal, and you’re still very happy, even when you get the bill – which is not always the case in a lot of restaurants around the world.”

In proving its commitment to make its hotels and restaurants more approachable and

affordable, The Langham, London opened its doors to Netflix show Five Star Chef, which debuted in 2023. The cooking competition sees seven professional chefs compete to bring their fine-dining concept to the Palm Court restaurant at The Langham, London.

Caribbean restaurant, The Good Front Room, opened in July 2023 for a six-month pop-up, which was extended to April 2024 due to its popularity.

“We had a lot of great responses from that show, really high viewership, and the winner did an amazing job for us. The restaurant was fully booked for a year, and there was a waiting list.

“The feedback has been amazing. We are in discussions with Netflix for another, but in another location.”

THE RIGHT PEOPLE

As at any hotel or restaurant, the guest experience is led by team members.

The Langham has numerous training programs and academies to ensure a consistently high standard across everything from its Afternoon Tea to Chuan Spa. But finding the right people is essential to both their success and that of the hotel.

“When I interview people, first and foremost, I’m asking myself, ‘Are they nice people?’

“I want to find people that have that social nature from within, that they enjoy hospitality, that they enjoy engaging with our guests and with their colleagues. That’s really important.

“When my mother goes to a supermarket, it takes her an hour because she talks to everyone. That’s the kind of people I want working for us.”

Then, it’s about teaching them ‘The Langham way of doing things’.

“It’s very authentic, it’s unpretentious, it’s unscripted… so staff can be themselves and tell their story.” n

The Langham, Kuala Lumpur is set to open in 2027

Opened in 1865, The Langham, London remains as an iconic heritage property

Considered Growth

AS THE WHITE-LABEL MANAGEMENT MODEL GAINS MOMENTUM IN AUSTRALIA, 1834 HOTELS CEO ANDREW BULLOCK HAS EYES ON CONTINUED, BUT CONSIDERED, GROWTH.

Australia’s white-label landscape has evolved significantly in the last 12–18 months. What are owners enjoying most about this model, based on your conversations?

We’re seeing more owners embrace the flexibility and performance focus that white-label management offers. What a number of those owners value most is having a partner that operates as an extension of their team – without enforcing a set brand or rigid structure. It gives them the freedom to shape their asset while still having access to deep expertise, structured systems, and national-level capability.

Last year, 1834 Hotels secured management of Elanor Investors’ portfolio. Can you tell us about plans for these properties under 1834 Hotels?

We’re proud to have been appointed to manage the Elanor Hotel Accommodation Fund, which includes 18 properties across Australia. These assets align well with the 1834 Hotels model, and many were previously in the 1834 management structure. Fortuitously, many of the operational foundations were in place, and we were able to also have a number of the core management team join 1834 as part of the appointment, so we’re in a strong position to step in and drive performance. Our plan is to continue to bring these properties into the 1834 framework, focus on operational improvement, and support Elanor through a structured divestment process.

Peppers Cradle Mountain Lodge is now managed by 1834 Hotels

Andrew Bullock, 1834 Hotels

“One of the first things we do when taking over a hotel is assess how every space is being used.”

Andrew Bullock, 1834 Hotels

Can you share some examples of how you are maximising underutilised spaces across the network?

One of the first things we do when taking over a hotel is assess how every space is being used – and more often than not, we find rooms or areas that aren’t contributing to revenue. That could be an old office, storage area, or even an underperforming F&B outlet.

In several cases, we’ve successfully converted these non-income-producing spaces into additional accommodation rooms or new F&B concepts. We’ve also reactivated ‘dead’ spaces – like unused corners or closed bars – and turned them into high-yield café, bar, or event areas. This kind of asset-specific thinking is one of the reasons we’re engaged by owners. We identify, adapt, and implement solutions quickly – and that directly translates into new revenue streams and improved returns.

Technology has been an important focus for 1834 Hotels. How are you advancing in that space this year?

Technology remains a core focus for us, both in terms of operational efficiency and guest experience. This year, we’ve continued to invest in our internal team to enhance the business intelligence and reporting capabilities that sit at the heart of how we manage our

portfolio. Our in-house business intelligence tools are market-leading and give us a real edge in decisionmaking and performance management.

We’re also rolling out our own mobile app under the Digital Hotel brand, which will support contactless check-in and mobile key access across our network. It’s an exciting step forward for 1834 and our hotels, and one that will further enhance convenience for guests while streamlining processes for our teams.

There’s plenty more in development, and we’re looking forward to bringing even more innovation to the portfolio in 2025.

What’s your market outlook for 2025?

We’re cautiously optimistic. Demand across both leisure and corporate segments continues to be steady, and we expect regional markets to hold strong while CBD locations benefit from further recovery in international and event-driven business. That said, costs remain a challenge – particularly around wages and utilities – so operational discipline will be more important than ever. Hotels that can keep a close eye on expenses while staying guest-focused will perform well.

What can we expect from 1834 Hotels in the next 12–18 months?

Continued growth, but always considered. We’re focused on working with owners who align with our values and want a genuine partnership. We’ll be adding some exciting new properties to the network, expanding our reach in key markets, and continuing to strengthen our internal systems and support teams.

There’s a lot of opportunity ahead – but what matters most to us is delivering consistently strong results and supporting our owners in building long-term asset value. n

1834 Hotels secured management of Parklands Resort Mudgee

and

WHERE HERITAGE MEETS HOSPITALITY

Sealy Commercial and Adelaide Marriott deliver on comfort and quality.

In the heart of Adelaide’s CBD, a landmark has been reborn. The new Adelaide Marriott Hotel, set within the iconic General Post Office (GPO) building, is the first Marriott Hotel in South Australia and marked the 600th property in Asia Pacific (excluding China) for the brand. For us at Sealy Commercial, it reflects a valued partnership – one that supports better sleep and guest comfort as key parts of the hotel experience.

As hoteliers continue to raise the bar on design, dining, and service, there’s growing recognition that great sleep is a cornerstone of guest wellbeing. It’s something we’re passionate about, and we were honoured to partner with Marriott to bring their signature experience to life in Adelaide.

Adelaide Marriott

Sealy Posturepedic partnered to better the sleep experience for guests

A THOUGHTFUL APPROACH TO REST

From the outset, Marriott’s team approached sleep as a key part of their brand promise – not just a detail, but a defining feature of a guest’s stay. That aligned perfectly with our philosophy at Sealy Commercial.

Together, we developed bespoke mattresses tailored specifically to the Adelaide Marriott Hotel, considering everything from comfort and durability to brand consistency and guest expectations. Each mattress had to meet the high standards Marriott is known for globally – while also reflecting the unique character of this beautiful new hotel.

“We are proud to have partnered with Sealy to create bespoke beds tailored to our brand’s exacting standards,” said Paul Gallop, General Manager, Adelaide Marriott Hotel. “The exceptional craftsmanship and comfort have exceeded our expectations, and our guests consistently praise the quality of their sleep experience.”

That kind of feedback means everything to us. It reinforces what we know to be true: when guests sleep well, everything else falls into place.

A HOTEL THAT FEELS LIKE ADELAIDE

Of course, sleep is just one part of what makes this hotel so special. The Adelaide Marriott brings together the grandeur of the GPO’s original 19th Century façade with a modern 14-storey tower, offering stunning views across the city and Victoria Square. Inside, the design draws inspiration from South Australian heritage – sandstone textures, corrugated iron, and warm tones that echo the grapevines of the Barossa Valley and McLaren Vale.

There’s a strong sense of place throughout, supported by local artworks – including pieces from First Nations artists of the APY Arts Centre Collective – and storytelling elements that honour the legacy of Sir Charles Todd, the visionary behind the Overland Telegraph Line.

Whether it’s the Great Room lobby, the contemporary dining at Penny Blue, or the refined buzz of Exchange Lane, the Adelaide Marriott is built with today’s traveller in mind – balancing comfort, connectivity, and character in every space.

Guests also enjoy access to an 18-metre indoor pool, state-of-theart fitness studio, and the M Club Lounge, alongside over 760 square metres of flexible event space.

A PARTNERSHIP WE’RE PROUD OF

At Sealy Commercial, we work with hotels of all sizes, but collaborations like this one remind us why we do what we do. It’s not just about mattresses – it’s about the experience we help create.

Our role is often behind the scenes, but we know how important it is. The right sleep solution doesn’t just deliver comfort – it supports operational efficiency, withstands years of use, and ultimately contributes to what matters most: happy, well-rested guests.

We’re especially proud that the mattresses for Adelaide Marriott were designed and manufactured right here in Australia, with support from our local team who understand the specific needs of the hospitality sector. It’s this blend of local care and global quality that makes partnerships like this work.

If you’re looking for a sleep solution that reflects your hotel’s unique identity and meets the demands of everyday operations, we’d love to talk. We offer customised bedding options that prioritise guest comfort, long-term durability, and brand consistency – designed to enhance every guest experience from the ground up.

Because at the end of the day, we believe great sleep should be the one thing guests never have to think about – but always remember. n

sealy.com.au/commercial marriott.com/adlmc

Sealy developed bespoke mattresses for Adelaide Marriott

BEST IN Bed & Bath

WHEN IT COMES TO A HOTEL STAY, THE LITTLE DETAILS MAKE A BIG DIFFERENCE.

LEADING HOTEL SUPPLIERS AND MANUFACTURERS UNCOVER SOME OF THE TOP PERFORMING PRODUCTS IN HOTEL BEDROOMS AND BATHROOMS.

STATEMENT RUGS & CARPETS

Modieus offers a portfolio of carpet and rug designs and works with hotels to create custom solutions. At Hotel Indigo Adelaide, Modieus worked with Loucas Zahos Architects and developers GuavaLime to create a bespoke design. The tessellated tiles of South Australia’s 19th Century houses inspired the colourful geometric rugs, shapeshifting and colour-swapping from room to room to reflect the neighbourhood’s diversity. At Voco Melbourne Central, Modieus designed a combination of Axminster and hand-tufted carpets and rugs. The result is a sophisticated 3D effect in the corridor and guestroom carpets in soft pastels and blue/greys.

No two Hotel Indigo properties are the same, with each drawing on the story of its local area to inspire every aspect of the hotel

Celebrating 15 years of Support for the Hotel Industry’s Largest Conference.

LUXURY COMFORTS

In recent years, hotels have embraced more luxurious beds and bedding options in line with consumer buying habits to exceed expectations of the high-quality beds in their homes.

Advanced comfort materials like Talalay Latex and Memory foams, as well as Pocket Coil support systems are proving popular, according to A.H. Beard.

DUAL-PURPOSE AMENITIES

Clean Charge, the world’s first dual purpose amenity format, is set to make an impact at hotels following its global launch by Vanity Group.

The large format solution delivers up to a 93% reduction in plastic waste and marks game-changing improvements in operational efficiency and hygiene.

Hoteliers can choose a pouch or inner-bottle replacement system which are both 100% recyclable and made from recycled materials. The pouch contains only 5g plastic, the lightest in the market today and surpasses traditional refillable options when it comes to plastic waste. The innerreplacement system and tamperproof bottle ensures that there is no cross contamination, making it the most hygienic refillable offering.

“Models like our Executive Penthouse and Platinum Experience which features our advanced Reflex Pocket Coil, combined with a durable and extremely comfortable Talalay Latex comfort layer are amongst the bestselling models in our hospitality range and continue to generate extremely positive guest reviews,” said A.H. Beard Group Commercial Manager, Peter Deveny.

Clean Charge can accommodate a pouch or inner-bottle replacement

UNIQUE TOUCHES

Swisstrade is partnering with Australia’s top hotels to deliver memorable touchpoints in the guest experience.

Swisstrade, a leading provider of Guest Amenities and Operating Supplies and Equipment (OS&E), is making its mark on the guest experience at some of Australia’s most significant hotel projects in 2025. Principal Peter Weingartner shares his insights on establishing unique guest touchpoints and offers advice for hoteliers navigating new-build and refurbishment projects.

Peter, what are some of the top trends that you have your eye on for 2025?

As it becomes increasingly harder to create points of difference in guest touchpoints, owners and operators look to bespoke design guest room and bathroom accessories, as well as quirky retail items with a degree of exclusivity.

We see product customisation, branding, and selecting trusted retail brands that deliver those ‘never-seen-before’ moments as the standout trends this year.

Swisstrade has supplied the new Mondrian Hotel and Residences on the Gold Coast. Can you tell us about some of the interesting touches we can expect at that property?

Swisstrade is fortunate to have been the Mondrian Gold Coast’s main Guestroom OS&E partner, coordinating design services and manufacturing of Mondrian-branded merchandise, operational items, and retail products. We also created a customised collection of guestroom accessories and a gorgeous linen-look robe designed to suit the climate.

1 Hotel and Homes makes its Australian debut this year. How did the brand’s heavy focus on sustainability influence the products supplied by Swisstrade?

1Hotel has been a hero collaborative project where the sustainable values between 1Hotel, Swisstrade, and our partners aligned. For example, we reclaimed timber from the original construction site to manufacture a variety of beautiful Australian-made timber products for public areas, conference and event spaces, F&B outlets, and guestrooms. Many new manufacturing partners we’ve brought to this project are entering the Australian hotel scene for the very first time.

At what point do you recommend hoteliers engage with a hotel supplier like Swisstrade, and what’s your best piece of advice when it comes to choosing project suppliers in 2025?

Early engagement is key. We see the best project outcomes when we’re involved with the ability to commence procurement at least 12 months in advance. Given a hotel requires thousands of operational items, many of which originate overseas, the more time we have to provide insight and, ideally, sit by your side from the design phase, the better the project, product, and pricing outcomes. There is no substitute for time when it comes to making informed and commercially sound decisions.

“Partner with experience, and partner early” is the best advice I can give. When choosing suppliers for a new-build or refurbishment, it’s vital to get it right from the start. At Swisstrade, we sit alongside developers, owners, and operators, just as the project manager, architect, and interior designers do. We provide product, design and manufacturing, sourcing (both offshore and local), and freight advice, all bundled with our hotel operational and opening experience. It’s a combination that ultimately saves time and money. We’re an extension of your business and add value throughout the entire OS&E journey.

Visit swisstrade.com.au to learn more or enquire now.

Swisstrade is the OS&E supplier for the new Mondrian Gold Coast

PLUSH FLOORING

In 2025, colour continues to define hospitality design, and Signature Floors is meeting this demand with 30 stocked colours, from tranquil neutrals that create a serene retreat to rich, expressive hues that add personality.

Hotels are embracing Signature Floors’ Axminster Woven carpets, which offer the perfect blend of luxury with design flexibility, Available in both deep solid colours and intricate custom patterns, hoteliers can tailor their flooring to any interior concept.

Score Axminster delivers a selection of refined solid hues, perfect for elevating guest rooms to executive suites. Crafted from 80% wool and 20% nylon, Axminster woven carpet offers the added benefit of thermal and acoustic properties.

INSTANT HOT WATER

Revolutionising in-room beverage service, the JVD Royce Hot Water Dispenser delivers instant filtered water, boiled to 97°C or ambient, at the touch of a button. Designed as a more sustainable approach to replace kettles and disposable water bottles, Royce claims to cut energy consumption by up to 60 times compared to traditional kettles.

With its sleek, compact design, Royce streamlines housekeeping while impressing guests with effortless use and eco-friendly benefits.

HEAVY LIFTER

Great guest experiences start with exceptional housekeeping, but who’s supporting the team that does the heavy lifting? Ezi-Maid Bed Lifting Systems are transforming hotel housekeeping with a smart, efficient, and ergonomic solution that boosts staff motivation, improves retention, and raises cleanliness standards. EziMaid ensures every detail is spotless while making life easier for the unsung heroes of hospitality.

Royce offers an energyefficient hot water solution in guest rooms

Ezi-Maid Bed Lifting Systems allows housekeepers to lift beds and access hardto-reach areas with the touch of a button

SUPPORTIVE MATTRESSES

Sealy Commercial has recently seen a shift with hotels moving away from traditional TightTop mattresses to embracing Sealy Posturepedic Supportive built-in PillowTop models, like the top-performing Knightsbridge Plush and Ultra Plush. This plush yet supportive design offers pressure relief and targeted spinal support, delivering a luxurious, hotel-worthy sleep experience night after night. And Sealy says guest feedback has been exceptional.

“Guests consistently rave about the plush, cloud-like comfort, describing their beds as ‘super comfy’, ‘like sleeping on a cloud’, and ‘luxurious’,” according to Sealy.

“Beyond the perfect comfort, investing in Sealy Posturepedic means investing in longevity. Our durable, hospitality-designed mattresses hold their shape and comfort longer, reducing replacement cycles and offering long-term cost savings.

“With deep cushioning and high-density support foams, Sealy Commercial helps hotels deliver exceptional sleep, happy guests, and a smarter investment in hospitality.”

Hotels are embracing Sealy’s plush yet supportive mattresses

Delegates gathered at JW Marriott Singapore South Beach for a stellar networking event

IN THE SPOTLIGHT South East Asia

THE SECOND EDITION OF AHICE SOUTH EAST ASIA DREW A RECORD CROWD AND SAW THE LAUNCH OF TWO NEW EVENTS.

Over 650 delegates gathered at Pan Pacific Singapore in February for the return of the Asia Hotel Industry Conference and Exhibition (AHICE) South East Asia.

Following a successful debut event last year, AHICE South East Asia drew an impressive delegate list including Asia’s top owners and investors including Blackstone, Starwood Capital, High Street Holdings, Ares Asia, Mulpha, Invictus, Ascott, Ark Capital Partners, UOL, Pro-Invest Group, GuocoLand Group, ALTA Capital, TCC Land, TriO Capital, EXS Capital, Royal Group of Companies, Lodgis Hospitality and more, many of which took to the stage over the course of the conference program.

Top operators in the speaker line up included executives at Nobu Hospitality, SH Hotels and Resorts (rebranding as Starwood), Six Senses, Travel + Leisure, Amara Hotels, Capella Hotel Group, Ennismore, IHG Hotels and Resorts, Pan Pacific Hotels Group, Marriott International, Artyzen, Far East Hospitality, BWH Hotels, Concorde Hotels, Outrigger Hospitality Group, Accor, Radisson Hotel

Over 650 delegates were in attendance at AHICE South East Asia in February

Group, Hilton, Ascott, Aryaduta Hotels, Seibu Prince Hotels, Interval International, 1834 Hotels, La Vie Hotels, Trilogy Hotels, Hind Management, Shangri-La Hotels, Wyndham Hotels and Resorts, EVT Hotels and Resorts, The Lux Collective, Cross Hotels and Resorts, Marina Bay Sands, HyperHotels, Tablet Hotels, Topotels Hotels & Resorts, Mad Monkey Hostels and more.

AHICE South East Asia drew support from over 60 sponsors in 2025, including Agilysys, Hilton, IHG, Marriott International, Pan Pacific Hotels Group and Travel + Leisure Co. as Principal Partners.

Stellar exhibitors included Agilysys, Cendyn, Fever-Tree, FutureLog, Grab For Business, Hastens, HotelKey, Hub OS and IDEAS, Johnsonville Foods, King Koil,

Nespresso and Shiji, who showcased their products and services to top executives over the course of the two-day conference.

There was ample opportunity to mingle with industry leaders at morning, lunch and afternoon breaks, and networking events each evening. On Monday evening, the AHICE ‘After

Dark’ Networking Bar at Pan Pacific Singapore, presented by Global Hotel Alliance, Outrigger, Pan Pacific, Vanity Group, and Westward Whiskey, provided the first opportunity for delegates to come together in advance of the conference program.

On Tuesday, delegates enjoyed a Gala

Networking event at JW Marriott Singapore South Beach, presented by APRDO and Marriott International, to discuss the day’s events over top quality food and beverages. The conference closed with an evening of stellar food and beverages at Pan Pacific Singapore, presented by Global Hotel Alliance, Outrigger, Pan Pacific, Vanity Group, and Westward Whiskey.

HOT TOPICS

In an opening session led by STR Senior Director Asia Pacific, Jesper Palmqvist, JLL Hotels & Hospitality Group Head of Hotels Research – Asia Pacific, Marina Bracciani, and CBRE Hotels & Hospitality Asia, Director, Stella Blythe, a positive market outlook emerged, with opportunity in the upper and upper midscale segments, as well as co-living, talk of a resurgence in investment activity in Bali and Jakarta, and high rate growth.

Franchising was a hot topic, with many key operators including Accor, Hilton and Ascott embracing this option to expand in South East Asia and Asia Pacific more broadly.

For all sponsorship and ticketing enquiries, please contact the AHICE team at info@ahiceconference.com

The two-day conference featured insightful panel discussions, Q&A sessions and inspiring keynote presentations

CONFERENCES

Hilton announced three hotel signings under its Hilton Garden Inn brand, adding over 560 rooms to its South East Asia portfolio.

Trilogy Hotels’ Tony Ryan was joined by executives from 1834 Hotels, JLL, Helios Hospitality Management, Mulpha and Marriott International for the South East Asia Property Outlook

“Malaysia, Indonesia and Vietnam are experiencing record tourism arrivals as some of the most-visited destinations in South East Asia,” said Hilton Area Vice President and Regional Head of South East Asia, Alexandra Murray.

“We are growing our focused service presence to cater to rising intra-regional travel and an upwardly mobile middle class arriving from all over the region, looking to deliver everything our customers want where they want it.”

White label management was another widely discussed topic, with executives from Trilogy Hotels and La Vie Hotels and Resorts eager to tap into rising demand for white-label solutions in this region.

Panel discussions also highlighted the importance lifestyle brands in South East Asia, as well as traditional corporate hotel offerings. Asset management strategies were also discussed, stressing the importance of collaboration with partners, including General Managers.

Hoteliers such as Pan Pacific Hotels Group CEO Choe Peng Sum, Pro-invest Group, IHG Hotels and Resorts’ SVP & MD EAPAC, Rajit Sukumaran, Accor Chief Development Officer Asia, Andrew Langdon, and Outrigger Hospitality Group President & CEO, Jeff Wagoner, took to the stage to share their insights into the market as well as their strategies for growth.

In a keynote session, AllSaints Founder Stuart Trevor shared how he is turning his back on fast fashion with a clothing collection made from pre-loved clothes. Pan Pacific Singapore staff took to the stage to model some of the items in the sustainable collection.

Also flying in from London was health and wellness leader Harry Jameson. A former PT to the stars and powerful politicians – including former UK Prime Minister, Borris Johnson – Jameson revealed how he is taking his learnings from his 20+ years in the wellness world to create wellness offerings for luxury hotel brands such as Raffles to meet the evolving needs of health-conscious consumers.

NEW EVENTS DEBUT

Day 2 saw the debut of the new INN Tech Hotel Technology Summit and first-ever South East

Asia Design INN Symposium, which took place simultaneously in adjoining ballrooms, allowing delegates to take advantage of the opportunity to delve into important discussions on both technology and design over nearly three hours.

At INN Tech, leading experts from top technology companies including Agilysys, FutureLog, Mews and more discussed the rise of artificial intelligence (AI) and ways that hotels can leverage its powers for greater results; procurement software, in-room entertainment, door locking tech, PMS and RMS systems, digital marketing, robots and more.

Agilysys Vice President & Managing Director of APAC, Tony Marshall, said the conference provided “an exceptional platform to connect with industry leaders and showcase solutions that can empower hotels to enhance guest experiences and streamline operations”.

“The introduction of the INN Tech Hotel Technology Summit was particularly insightful, highlighting the rapid evolution of technology within the hospitality sector,” said Marshall.

“The networking opportunities were outstanding, and we left with a renewed sense of the dynamic growth and innovation happening across the region.

“The insights gained and connections made at AHICE reinforce our commitment to supporting the dynamic growth of the hospitality sector in South East Asia.”

The first-ever South East Asia Design Inn Symposium saw a keynote presentation led by WOHA Design Co-Founding Director, Richard Hassell, which explored sustainable design strategies implemented at iconic properties such as Pan Pacific Orchard Singapore.

Leaders from the worlds of architecture, interior design, investment and operations discussed the creative ways design can improve guest experience, and how brands must evolve to stay relevant, while retaining their core values.

When the AHICE sessions returned in the main ballroom, discussions included the importance of attracting and retaining talent in the hospitality industry, with strategies including flexibility, growth opportunities, and community involvement.

The final session focused on luxury and lifestyle outlooks, noting the resilience of luxury travellers and the potential for branded residences to finance luxury projects. n

ahiceconference.com/southeastasia

AHICE South East Asia offered numerous networking opportunities

The inaugural South East Asia Design Inn Symposium took place at this year’s event

Last year AHICE welcomed over 1,500 delegates and registrations are showing high attendance again this year

See you in Adelaide

THE ASIA PACIFIC HOTEL INDUSTRY CONFERENCE AND EXHIBITION (AHICE) PROMISES ANOTHER SPECTACULAR WEEK FOR THE HOTEL INDUSTRY WITH TOP NOTCH SPEAKERS, IN-DEPTH INSIGHTS AND STELLAR NETWORKING AT THE ADELAIDE OVAL THIS MAY.

Acollection of global hotel leaders and international keynotes have been announced for the upcoming Asia Pacific Hotel Industry Conference and Exhibition (AHICE) which returns to the Adelaide Oval on May 7-8, 2025.

Last year AHICE welcomed over 1,500 delegates and registrations are showing high attendance again this year.

The event has garnered support from over 60 sponsors including 1834 Hotels, Accor, Agilysys, EVT, Hilton, Hostplus, IHG Hotels and Resorts, JLL, Marriott International, Minor Hotels, Radisson Hotel Group and Travel and Leisure, as Principal partners.

INTERNATIONAL AND LOCAL KEYNOTES

Flying in from Los Angeles is lead singer of Ashenmoon, RadioXX and Juke Kartel, Toby Rand. Having started his music career in Melbourne, Rand has gone on to be an acclaimed artist in the United States and Australia. He shot to fame on the TV show Rockstar: Supernova and now has residencies in Las Vegas and Los Angeles.

Having regularly performed in hotels like Four Seasons Los Angeles at Beverly Hills, Rand is a strong advocate of the power of supporting local artists. In this enlightening discussion he will look at the opportunity hotels have to support local artists and in turn provide guests with fantastic entertainment, night-in, night-out.

Flying in from the UK is All Saints Founder, Stuart Trevor, who will deliver a keynote address on shaking up the world of fashion in hotels. Combining his love for fashion, having fun and protecting the planet, Trevor has developed a mission-drive clothing line using only existing clothing. Now, he’s launching into the world of hotels with creative ranges like never before.

Minor Hotels CEO Dillip Rajakarier will return to speak at AHICE in 2025

AHICE brings together hotel and tourism leaders from across Asia Pacific and beyond

Trevor’s high energy and passion for combating the high-waste fast fashion industry with a more sustainable alternative is set to inspire delegates to take action in their own way.

Following on the theme of businesses doing good, AHICE will feature a keynote presentation by ReLove Founders Renuka Fernando and Ben Stammer.

Since its launch in 2019, ReLove has quickly grown to be one of Australia’s leading support services for people in crisis who need to create homes from scratch. The not-for-profit association works with causes supporting families impacted by domestic violence, people experiencing homelessness and people seeking asylum. A number of hotels in Australia have been involved with ReLove by donating furniture when they are refurbishing and it’s having a major impact already.

GLOBAL HOTELIERS

A selection of global hotel leaders will also take to the stage including IHG Hotels and Resorts’ SVP & MD EAPAC, Rajit Sukumaran, Minor Hotels Chief Executive Officer, Dillip Rajakarier; and Travel + Leisure Co President and Managing Director International Operations, Barry Robinson.

Several global development leaders will also take to the stage at this year’s conference, including Accor Premium, Midscale & Economy Brands Global Chief Development Officer, Camil Yazbeck; Accor Global Chief Development Officer – Luxury, Europe and Sofitel, MGallery & Emblems, Xavier Grange; Minor Hotels Global Chief Development and Luxury Officer, Omar Romero; and Radisson Hotel Group Global Head of Development, Elie Younes.

LOCAL LEADERS

Premier of South Australia, The Hon Peter Malinauskas MP, will take to the stage for a Q&A interview covering the hotel and tourism landscape. The Premier returns following his 2024 appearance at AHICE, in which he candidly shared stories about his memories in hotels.

Local and regional hotel, aviation and tourism leaders from companies such as EVT, Hilton, Luxury Escapes, Salter Brothers Hospitality and many more will also share their market insights with delegates.

The conference will feature panel sessions on a range of topics from hotel development and investment to people and culture

ALL-NEW INN TECH SUMMIT

An all-new addition to AHICE this year, is the INN Tech Hotel Technology Summit, presented by Agilysys. This mini summit will feature power sessions on revenue management, the intelligent guest journey, on-property technology and OTAs, as well as a Q&A with Agilysys, Sales Engineer, Asia Pacific, Chris Ormiston, on boosting profitability and guest satisfaction.

Booking.com, Canary Technologies, Expedia Group, IDeaS Revenue Solutions, Emekeli Research, Foxtel, FutureLog and Mews are among the industry giants that will share insights into emerging technologies with hoteliers.

OWNERS AND INVESTORS

Leading investors including Schwartz Family Co Director, Dr Jerry Schwartz; Lancemore Group CEO, Julian Clark; and Hotel Capital Partners Chief Investment Officer & Head of Asset Management, Lucia Grambalova; will take to the stage to look at the segments, destinations, and brands that are fuelling growth.

Also, on the investment front, JLL Hotels & Hospitality Group Executive Vice President, Adam Bury; Serene Capital Fund Manager, Andrew Brandon; Ark Capital Partners Chief Financial Officer, Ed Faraguna; and CapitaLand Australia Director, Investment & Business Development, Ivy Cheng, will discuss expectations of capital flow, debt and hot segments in demand for 2025 and beyond.

AHICE is a great opportunity to network with industry executives

WHITE LABEL MANAGEMENT

Growth in white label management continues to be a hot topic with third party management companies all seeing increased demand.

Watson Farley & Williams Head of Hotels & Hospitality Asia Pacific, Robert Williams, will lead a discussion with leaders from white label operators including, Capstone Hotel Management Managing Director Clare Davies; La Vie Hotels and Resorts CEO Jerry Xu; 1834 Hotels Director of Development, Scott Armstrong, Trilogy Hotels CEO Scott Boyes; and Panache Hotel Group CEO, Wilson Bao.

STELLAR NETWORKING

As is the case with every AHICE, networking is high on the agenda, with numerous breaks and evening events to connect over stellar food and beverages. On the evening of Wednesday May 7, delegates will enjoy local food, wine and spectacular entertainment at the AHICE 2025 Gala Reception, presented by the South Australian Tourism Commission.

New this year, is an AHICE ‘Apero’ hour with cocktails, keynotes and hot topics presented by Nespresso Professional on Day 1 and Cin Cin on Day 2. n ahiceconference.com/asiapacific

Leading suppliers will showcase their products and services at AHICE APAC 2025

A gala welcome event hosted by South Australian Tourism Commission will offer quality local food and wine

Design Inn Symposium will feature a project showcase of 1 Hotel Melbourne

MASTERCLASS IN Design

DESIGN INN SYMPOSIUM WILL GIVE DELEGATES AN EXCLUSIVE LOOK INSIDE AUSTRALIA’S TOP HOTEL PROJECTS.

Design Inn Symposium will pull back the curtain on several of Australia’s top hotel openings of 2025 and beyond, including the Australian debut of two major global brands.

Taking place on Tuesday May 6 at Hilton Adelaide, Design Inn Symposium will offer delegates an exclusive in-depth look into key projects including 1 Hotel Melbourne, Mondrian Gold Coast, The Eve Hotel Sydney, Adelaide Marriott, and the just-announced InterContinental Barossa Resort and Spa, presented by the acclaimed architects and interior designers involved.

1 HOTEL MELBOURNE

Slated to open in May 2025, 1 Hotel Melbourne marks the Australian debut of Barry Sternlicht’s renowned

Design Inn Symposium will take place at Hilton Adelaide this year

sustainable luxury brand. Described as a mission-driven, luxury lifestyle hotel, 1 Hotel Melbourne promises to be a feat of sustainable, biophilic design.

“Throughout the hotel over 2,000 living plants create the feeling of bringing the ‘outside-in’, with each room and suite lush with plant life and sunlight, due to every room enjoying enviable river or city views,” according to 1 Hotels.

Presenting at Design Inn Symposium, Lead Architect on the project, Fender Katsalidis Principal, Falk Peuser, will share detailed insights into 1 Hotel Melbourne’s cutting-edge design, its celebration of heritage and respect for the natural environment.

MONDRIAN GOLD COAST

Also opening in May 2025, is Mondrian Gold Coast, which is set to bring a bold new vision of coastal luxury.

Marking the Australian debut of this modern, designled Ennismore brand, Mondrian Gold Coast is inspired by the eclectic spirit of Burleigh and set within a beachfront architectural masterpiece overlooking the ocean.

Mondrian Gold Coast Lead Architect, Fraser & Partners, Founder, Callum Fraser will present on this project, talking Design Inn delegates through the creative design process.

THE EVE HOTEL SYDNEY

Recently opened luxury boutique hotel The Eve Hotel Sydney, will also be showcased at this year’s event, with SJB’s Senior Associate, Interior Design, Charlotte Wilson, among the designers to take to the stage.

The Redfern hotel has been highly commended for its modern boutique design since opening in February 2025.

ADELAIDE MARRIOTT

South Australian hotels will also be in the spotlight at this year’s Design Inn Symposium. Woods Bagot Principal, Tracey Wiles, will present an interior design showcase of the Adelaide Marriott, which opened last year, within the city’s iconic GPO building.

INTERCONTINENTAL BARROSSA RESORT & SPA

Hot off the press, the InterContinental Barossa Resort and Spa, which was recently announced by IHG alongside owner partners Strategic Alliance, will be under the microscope in a Q&A session.

IHG Hotels and Resorts Snr Director, Design and Engineering – Australasia, Jonathan Conroy, will be joined by Baukultur Director, Chris Watkins, to talk

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CONFERENCES

through the origins and evolution of the statesignificant hotel design.

REFURBISHMENTS, CONVERSIONS, LIGHTING, AI AND MORE

Design Inn Symposium will also feature panel sessions on important and timely topics impacting hotel design and development, from smart strategies in refurbishment projects to office-to-hotel conversions, the changing management landscape and its impact on creative control, as well as an illuminating Lighting Masterclass and a lively debate on the impact of artificial intelligence on the future of hotel design.

2025 AUSTRALASIA-PACIFIC HOTEL DESIGN AWARDS

The top hotel designs in the region will also be honoured at the AustralasiaPacific Hotel Design Awards, with winners announced across new-build, conversion and refurbishment projects as well as an overall winner of the Paul Davis Award for the Australasia-Pacific Hotel of the Year. n

designinnsymposium.com

Mondrian Gold Coast’s bold vision of coastal luxury will be presented at Design Inn Symposium

Design Inn Symposium will delve into the most creative hotel designs of 2025

Hoteliers are examining all aspects of operations to further boost revenue

Untapped opportunities

IN A RAPIDLY EVOLVING TECHNOLOGY LANDSCAPE, EXPERTS IN REVENUE MANAGEMENT AND TECHNOLOGY

SHARE THE MANY WAYS THAT HOTELS CAN CAPITALISE ON UNTAPPED REVENUE OPPORTUNITIES.

TONY MARSHALL Vice President and Managing Director, APAC, Agilysys

Hotels often overlook the power of personalisation in revenue management. Despite 86% guest satisfaction in APAC, 63% of travellers don’t rebook the same hotel. By leveraging AI to unify guest data and create personalised itineraries – like tailored spa packages or room upgrades – hotels can foster customer loyalty and encourage repeat bookings. Investing in integrated technology ecosystems that unify data across touchpoints not only helps hotels capitalise on opportunities which drive revenue beyond the room but also enhances guest experience.

We’re eager to see how the industry embraces AI-driven dynamic pricing and upgrade engines to craft personalised guest experiences. Tools like Guestsense.AI use real-time data – guest preferences, demand, and capacity – to optimise pricing and upsell opportunities, like adjusting spa rates or offering tailored room upgrades at check-in. Another exciting advancement is the use of generative AI-powered conversational booking, delivering 24/7 concierge services. These innovations don’t just boost revenue but redefine guest satisfaction with hyper-personalised touches.

A recent success story is Hamilton Island Enterprises, which has completely reimagined guest experiences with Agilysys’ Versa PMS. By integrating a suite of cloud-native solutions, they are able to provide a single guest profile which allows them to unlock additional revenue streams and create a seamless digital experience for guest and employees alike. With repetitive tasks automated, staff could focus on delivering exceptional service to the guests.

MELISSA KALAN Executive Chair, Australian Revenue Management

Association (ARMA)

Maximising the profitability of idle assets is crucial for hotels looking to enhance their revenue. This strategy involves creatively utilising empty spaces to generate income. For example, day-use rooms can be marketed as private corporate work suites, and underutilised areas can be transformed into fee-based co-working spaces.

Adopting sharing economy practices can also significantly enhance a property’s appeal and revenue, such as offering amenities without the high overheads associated with traditional in-house services. Car park spaces are another potential source of untapped revenue, especially during certain days of the week, seasons, or times of the day.

There is also a significant untapped opportunity in subscriptionbased revenue models that cater to the needs and wants of different customer segments, enhancing customer loyalty and engagement, particularly with local communities.

An essential aspect of revenue management is adopting advanced metrics for deeper analytical insights. My enhancement of the RevPASH metric for dining outlets, published in the Journal of Revenue and Pricing Management, separates capacity and service hours and integrates seat utilisation, allowing for greater refinement in pricing and resource allocation, thus driving improved revenue and profit outcomes.

Maintaining rate integrity is essential. This involves regularly checking property rates across multiple channels, testing various stay durations, and utilising rate disparity alert tools to minimise rate leakage. Understanding demand across channels and analysing marginal revenue contributions are key to strategically selling inventory to the highest-margin bookers, thus maximising profitability. Improving forecasting accuracy goes hand-in-hand.

Revenue management has long benefited from AI-driven solutions. Yet, the potential of AI to enhance operational efficiency and reduce administrative burdens remains largely untapped, allowing staff to focus more on revenue-generating activities.

Finally, continuous professional development is crucial. Investing in accredited training not only aids in succession planning but also equips staff with the necessary competencies to improve strategy recommendations and drive better outcomes for the business.

NICK RUSSELL Director, Drivo

In doing what other platforms did to maximise room occupancy rates, Drivo shows you how to achieve the maximum revenue, with a heightened guest experience, from your existing parking asset. Building on the principle of products such as Siteminder, channel management allows hotels with excess inventory to exclusively offer rates to other chosen hotels, without onsite parking, in the immediate area. Rydges Sydney Central generated 7% of its parking revenue in January from the guests at Hotel 57 and Little Albion. Not only does this increase overall parking occupancy, it maintains parking rates and avoids steep discounting offered to casual parkers.

In place for a number of years with The Esplanade Hotel by Rydges Fremantle and recently deployed at a number of other Drivo implemented properties, dynamic pricing has allowed surges in public rates based on available inventory and during special events. Public car parking rates are displayed on dynamic digital displays that automatically update based on a predetermined schedule of fees.

The largest hotels within the Drivo portfolio welcome thousands of guests to conferences daily, and with them come complicated parking needs. The Drivo platform offers a custom parking rate for each conference booking, making online reservations simple for the attendee and automated for the hotel team. Real-time inventory management ensures that we can provide conferences with space even during times of high occupancy.

Expanding beyond existing hotel guests and daytime conference attendees, Drivo offers channel management for hotels wanting to offer their car parks to the general public. Integrated directly with leading parking aggregators such as Parkhound, there is no need for validation at the front-desk or additional training/responsibilities for staff. Drivo allows the hotel to offer custom prices across several aggregators while having complete control from the one platform. Initially being rolled out across the Pro-invest Group hotel portfolio, we recommend this feature for properties with consistent excess parking inventory.

MICHAEL HEYWARD

CEO and Founder, Emekeli Research

For many hotels their greatest untapped opportunity is in Meetings and Events. As an industry, we have not applied Revenue Management disciplines and processes to this part of our business to the same extent that we do on the accommodation side. When you think of the revenue growth achieved in the early 2000s, when Revenue Management made the greatest strides forward in hotels, off the back of the widespread adoption of on-line distribution and pricing. There is the opportunity for revenue growth in the order of 8% (based on the Accor and Infor study of benefit from Revenue Management adoption).

We are taking the lead in the industry by establishing the metrics needed for the development of a Revenue Management culture in the Meetings and Events side of our businesses. There are no standards for measuring performance and the average spend, while we do have a measure equivalent to RevPAR, with Revenue Per Available Square Metre (RevPASqm). As selling Meetings and Events is more complex than selling a bedroom, we need measures that encompass both the selling of space and delegates. Our solution is to use Space Sold as a percentage of Space Available and Delegate Density as the two measures of capacity utilisation, the equivalent of Occupancy. The average spend is based on Revenue per Space Sold and Revenue per Delegate, the equivalent of Average Room Rate.

Having agreed the metrics with a group of Industry Leaders in Australia, we are now implementing benchmarking in key markets. This approach provides the industry with the basic measures to develop the culture of Revenue Management in Meetings and Events in the same way that STR has provided the ability for Hoteliers to measure the impact and benefits of Revenue Management strategies being used. This is even more valuable in Meetings and Events as we have fewer rooms to sell, it is more difficult to get a clear picture of historical demand. Gaining insights from demand across the market and with specific competitor sets, allows hotels to make better business decisions particularly on demand-based pricing and revenue management strategies. n

Technology is giving hoteliers more opportunities to increase revenue

EXPANDEDofferings

MIXED-USE AND DUAL-BRANDED HOTEL DEVELOPMENTS ARE HAVING A MOMENT.

Kimpton will be the cornerstone hotel for the highly-anticipated

Banks lifestyle precinct

ACCOR

Brett Forer, Vice President Development, Pacific

As the hospitality landscape evolves, mixed-use and dual-branded hotel developments are emerging as powerful strategies to maximise investment returns, enhance guest experiences, and create vibrant urban hubs. At Accor, we see these models as key to unlocking value for owners, guests, and communities alike.

Mixed-use developments are at the forefront of this transformation. By seamlessly integrating hospitality with residential, retail, and commercial spaces, they generate diverse revenue streams, enhance urban liveability, and strengthen long-term resilience. Ennismore’s upcoming Mondrian Gold Coast at Burleigh Heads exemplifies this approach by blending hotel, branded residences, and lifestyle offerings to create an immersive destination for both locals and travellers.

Similarly, dual-branded hotels offer significant operational efficiencies while delivering distinct guest experiences. Shared infrastructure and back-of-house operations reduce costs, optimising profitability without compromising brand identity. Success in this space hinges on maintaining clear differentiation between brands while ensuring a seamless yet tailored guest journey. A great example is Novotel and ibis Styles Melbourne Airport, where two iconic brands cater to different traveller segments while benefiting from shared

amenities and resources. Meanwhile, Auckland Airport’s Pullman, Novotel, and ibis budget hotels demonstrate how a multi-brand precinct can meet varied guest needs within a single, strategically positioned hub.

As demand for flexible, experience-driven spaces continues to grow, mixed-use and dual-branded developments will continue to shape the future of hospitality. By leveraging our diverse brand portfolio, strategic partnerships, and market intelligence, Accor will continue to lead in the space.

IHG HOTELS AND RESORTS

Cameron Burke, Director of Development – Australasia & Pacific

Mixed-use developments are reshaping Australia’s hospitality and real estate landscape, offering a compelling model that integrates hotel, commercial, residential and retail components into a single synergistic precinct. The increasing prevalence of these projects is underpinned by positive feasibility fundamentals – including leveraging multiple asset classes to deliver diversified revenue streams, stronger debt servicing capabilities, and increased planning support from both local councils and State governments alike.

IHG Hotels and Resorts is at the forefront of this trend, with several landmark projects currently under development across Australia. voco Gosford, opening in 2025, will anchor the transformative ‘Archibald’

Teneriffe

urban precinct by leveraging our flexible upscale brand that lends itself to seamlessly blending hospitality, entertainment and retail in the heart of the Central Coast. In Brisbane, our ardently-followed Kimpton brand made headlines as the cornerstone hotel for the highly-anticipated ‘Teneriffe Banks’ lifestyle precinct – which will boast an abundance of riverfront residential, hospitality, retail and commercial amenity. In regional Victoria, our 200-key Crowne Plaza Geelong will impressively form a fully-integrated part of the Geelong Convention and Event Centre when it opens in 2026.

Each of these developments, including the 181-key Crowne Plaza Shell Cove Marina opening later this year, have allowed project stakeholders to collectively balance their risk profile and unlock valuable construction efficiencies whilst ultimately prioritising economic activation and placemaking creation through IHG’s powerful brands and sophisticated operational expertise.

As the boundaries between travel, living and lifestyle continue to blur, IHG remains committed to shaping Australia’s next generation of integrated destinations – bringing global hospitality standards to deliver high-quality, mixed-use environments that importantly connect people and place.

RADISSON HOTEL GROUP

Ramzy Fenianos, Chief Development Officer, Development, Asia Pacific Mixed-use and dual-branded hotel developments are transforming the hospitality landscape across the region, driven by evolving consumer demands, urban density, and the search for operational efficiency. At Radisson Hotel Group, we’re actively embracing this dynamic trend, recognizing both the opportunities and challenges inherent in such developments.

Our market insights reveal strong investor and consumer appetite for mixed-use spaces that integrate hospitality, residential, retail, and office components. Research indicates that mixed-use developments

consistently outperform single-use properties, offering enhanced resilience to market fluctuations and diversified revenue streams. However, these developments are not without complexities. They require sophisticated planning, rigorous market analysis, and strategic brand alignment to ensure harmonious coexistence and mutual reinforcement of each element. Operational integration, service consistency, and differentiated brand experiences are critical to success.

Radisson Hotel Group has strategically positioned itself at the forefront of this evolution with prominent developments such as the signing of Radisson Blu Hotel & Residences, Cagayan de Oro, a stylish upper-upscale property that will become the first internationally branded mixed-use development in Northern Mindanao, Philippines. We also marked our debut in Cambodia with the signing of the Radisson Blu Hotel & Residences and Radisson RED Hotel in Phnom Penh, set to open in 2026, these properties will be integrated within Prince Happiness Plaza, showcasing the potential and versatility of mixed-use and dual-branded hospitality concepts.

Looking ahead, we’ll continue to rely on deep market insights, flexible strategies, and our diverse portfolio of 10 brands, from the upperupscale Radisson Blu to our luxury lifestyle brand Radisson Collection, to effectively navigate these challenges, drive sustainable growth, and deliver strong returns for our partners.

TFE HOTELS

John Sutcliffe, Director of Development Mixed-use developments have been part of TFE Hotels’ DNA for decades, with hotels such as Adina Apartment Hotel Bondi and Adina/Vibe Darwin Waterfront Hotel serving as integral parts of larger precincts that include residential, retail, F&B and commercial neighbours. Fast forward to today, and our most recent opening – The Eve Hotel Sydney – is the epitome of a hotel set in a successful mixeduse precinct. The newly created Wunderlich Lane – with The Eve at its

Radisson Red sits alongside Radisson Blu Hotel and Residences in Phnom Penh

heart – is a vibrant hub of dining and event destinations by Sydney’s finest hospitality teams. This sits alongside a thoughtful mix of wellness and beauty offerings, and boutique shopping. Visitors are a guest of the precinct, not a single venue, and are able to enjoy seamless interactions with all offerings.

The mixed-use approach can be key to the success and viability of new developments, enabling maximum returns from the hotel, residential sales and commercial leasing. In today’s climate of challenging construction costs, this surety of fixed income - along with added value for residents and hotel guests – is proving itself in a number of our new developments. In order to ensure the success of mixed-use precincts, a holistic planning approach is required to ensure complementary offerings that each align with, and enhance, the wider precinct.

Another viable option, for both new developments and value-add opportunities, is dual-branded hotels, which can appeal to wider markets as well as deliver operational efficiencies to maximise owner’s returns. TFE Hotels will be announcing new mixed-use developments, as well as additions to current hotels, in the coming weeks. Comprehensive market research is essential here to ensure that the brands are suitable for the location based on demand drivers, and considerable consideration needs to be given to the hotel design in order that both guest experience and operational efficiencies are capitalised.

Excitingly, the success of TFE Hotels’ mixed-use and dual branded hotels is set to continue for decades to come.

TRAVEL & LEISURE CO.

Warren Cullum, Senior Vice President Operations, APAC

For a long time, mixed-use has been a commonsense way of getting developments off the ground. However, the concept is evolving, and the mix of facets continues to change.

Branded residences are now a favoured method to provide reliable capital and meet high construction costs. However, our vacation ownership model remains an even better alternative – we purchase

apartments upfront for our clubs and provide a cash injection for the developer, without involving them in selling.

As the mixed-use concept evolves, it is tempting to make developments grander and more multi-faceted, which can impact their ability to gain approvals and finance.

We often acquire smaller developments and convert these to mixeduse by adding vacation ownership. For example, Club Wyndham Airlie Beach was a mothballed hotel that we made financially viable through the higher occupancy provided by vacation ownership. We have a history of elevating similar acquisitions over time through the sensible use of ongoing member levies and body corporate funds.

Guests at our resorts would be familiar with our dual branding – for example, our Club Wyndham branded vacation ownership apartments are usually found in a Ramada or Wyndham property. An obvious challenge for dual-branded developments is a unique value proposition for both target markets at the same resort.

The experiences we offer club members and hotel guests are our point of difference. Our club members have complimentary access to amenities and onsite experiences, and free hire of equipment, which makes exploration easier. We handpick our team for their ability to differentiate our brands, and provide intelligent service that treats club members like family.

TRILOGY HOTELS

Scott Boyes, Chief Executive Officer

As the hospitality landscape continues to evolve at an accelerated pace, mixed-use and dual-branded developments are emerging as transformative trends. These innovative models offer compelling opportunities for developers, owners, and operators by defining project viability, enhancing space utilisation, elevating guest experiences, and improving operational efficiency.

Mixed-use developments integrate hotels with residential, retail, and office spaces, creating vibrant hubs that attract diverse visitor demographics. By sharing amenities such as parking facilities, fitness

Ramada Resort by Wyndham Golden Beach offers a range of amenities for families

centres, and dining venues, these developments effectively reduce operating costs while enhancing guest experiences. Strategic partnerships with on-site businesses can further drive revenue through curated offerings, such as combining accommodation packages with spa treatments or dining experiences. However, developers must thoughtfully manage the tenant and guest mix, ensuring brand alignment to deliver a cohesive and consistent experience.

Dual-branded hotels operate multiple brands under a single ownership and within one property. Under the third-party operating model, with consistent management, this approach allows owners to leverage different parent brands and distribution platforms. For example, a Marriott and a Novotel may coexist within the same building, thus maximising the global distribution platforms of Marriott and Accor.

This model optimises the ‘highest and best use’ of the land and appeals to a wider range of travellers by offering distinct price points and service levels. Consequently, the property can deliver a broader rate spread, while offering amenities typically aligned with the superior brand to enhance the overall guest experience. Efficiencies are achieved through shared back-of-house operations, including housekeeping, maintenance, and administrative support, improving cost control and profitability. For example, a dual-branded property may simultaneously cater to business travellers seeking efficiency and leisure guests seeking boutique luxury. The challenge lies in preserving each brand’s unique identity while ensuring seamless operational delivery.

Both mixed-use and dual-branded developments provide compelling opportunities to optimise resources, diversify revenue streams, and enhance guest experiences. As available land becomes increasingly

limited and development costs continue to rise, these innovative models are well-positioned to drive the next phase of growth in the hospitality sector.

WYNDHAM HOTELS & RESORTS

Matt Holmes, VP of Business Development, SEAPR

Mixed-use hotels are becoming more and more prevalent. These hotels offer diverse revenue streams and operational efficiencies. Residential pre-sales can secure upfront capital, reducing financing risks, while anchor office tenants provide stable income streams. Shared services between hotel and residential components can streamline operational costs, and commercial tenants boost hotel revenue through increased room and food and beverage demand.

Dual-branded hotels allow hotels to target multiple market segments simultaneously, maximising space efficiency and offering varied experiences. Shared resources can enhance operational efficiencies and reduce costs. For instance, dual-branded hotels can share backof-house and front of house facilities and staff, leading to significant savings. They also provide opportunities for cross-selling and upselling between brands.

However, maintaining brand differentiation is crucial, especially for premium guests who expect premium service and amenities. Physical separation of amenities and clear communication of guest experiences are necessary to avoid confusion. Thorough market research, design detailing, and project planning are essential for success. n

Wyndham Shanxi Xiaohe Xincheng and La Quinta by Wyndham Shanxi Xiaohe Xincheng are located in the same building on different levels

Southerly growth

VICTORIA AND SOUTH AUSTRALIA’S HOTEL MARKETS CONTINUE TO PERFORM WELL, ACCORDING TO TOP REAL ESTATE EXPERTS.

CBRE

Ally Gibson, Head of Hotels Research; Michael Simpson, Managing Director

Melbourne’s hotel market saw a 3% y-o-y occupancy increase to 71% in the 12 months to January 2025, the highest annual rate since 2020. A continued recovery in inbound travel has driven higher occupancy and supported the absorption of new room supply. As a result, RevPAR recorded a 4% gain, while ADR remained stable at $219, up 17% from pre-pandemic levels. Domestic tourism has now surpassed pre-pandemic levels, while international visitation increased by 60% over the year to record the highest growth of any Australian major market.

Tourism to Melbourne is set to strengthen further, with a diverse calendar of events and conferences attracting visitors. International visitation is expected to fully recover by 2025/2026, supported by new flight routes and enhanced connectivity via Melbourne Airport’s planned third runway and the Melbourne Metro Tunnel. This sustained growth, along with premium room supply, will help maintain higher baseline room rates, driving strong investor interest.

In 2024, four new CBD hotels added 502 rooms, down from 1,100 in 2023. With 1,800 more rooms set for delivery by 2026, Melbourne’s incumbent room supply is expected to be absorbed steadily given high construction costs slowing new projects.

Recent transactions include the $170 million sale of the Novotel and Ibis Melbourne to Singaporean investors Worldwide Hotels, and the new Melbourne Place Hotel to local investment manager Ark Capital Partners for a rumoured $143 million.

Adelaide has seen a strong rebound in both domestic and international visitation, supported by an active events and conference calendar and strategic investment in major projects. As a result,

occupancy was up 2% to 73%, offsetting a slight dip in ADR and lifting RevPAR by 1% to $149 over the 12 months to January 2025.

Two new hotels opened in the past year, with three more under construction and expected to deliver 505 rooms by 2027. However, increasing barriers to new developments will slow future supply growth. This, coupled with Adelaide’s tightly held market, continues to support strong investor confidence. Recent major transactions include the recently opened Sofitel Adelaide, which was the State’s largest single asset hotel transaction acquired by Salter Brothers with Singaporean capital, and the 377 room Hilton Adelaide sold to Thai investor Amora Hotels and Resorts, reinforcing the city’s global appeal.

Major investments in the Lot Fourteen and BioMed City innovation districts, alongside government initiatives, are set to drive corporate and event related demand. Adelaide’s rising profile as a premier leisure destination and a strong events and business market should see the hotel sector well-positioned for continued growth.

Melbourne and Adelaide have experienced strong market growth in recent years

JLL HOTELS & HOSPITALITY

Peter Harper, Managing Director & Head of Investment Sales

Melbourne and Adelaide experienced some of the largest growth levels of Australia’s key markets throughout the country’s new supply cycle, which occurred in earnest over the past five years. One key benefit was the introduction of upscale and luxury brands, including the likes of the W, Hilton and Ritz-Carlton in Melbourne, and Marriott, Sofitel and Crowne Plaza in Adelaide. The new supply cycle in both markets is now nearing its end and will be characterised by some exciting openings such as the 1 Hotel, Hyatt House and Shangri-La in Melbourne, and the Treehouse Market Square, Crystalbrook Sam and Little National in Adelaide.

While both cities’ market wide occupancy remains below prepandemic levels, they are strong by global standards, demonstrating

an extraordinary ability to absorb this supply, while at the same time taking advantage of the rate growth these new hotels offered. Year-onyear occupancy improvements are a result of strong leisure demand, increased inbound visitation and improvement in business travel, especially for Adelaide which has seen its economy evolve and diversify considerably in recent years. Both markets lead Australia for their calendar of major events which continue to draw record attendances, such as the Australian Open, Formula 1 and international concerts such as Taylor Swift and Coldplay in Melbourne, and LIV Golf, AFL Gather Round, Adelaide Fringe Festival and the Tour Down Under in Adelaide. Both markets have recorded full RevPAR recoveries, and we expect the pace of growth to continue over the near term, especially as Melbourne cements its place as a global city and gateway market, and Adelaide thrives on a leisure and business renaissance. Most importantly, this sentiment is shared by domestic and international capital which continues to acquire key assets in both cities. n

INNOVATIVE INDEPENDENTS

WHITE-LABEL HOTEL OPERATORS ARE SHAKING UP THE HOTEL MANAGEMENT LANDSCAPE IN AUSTRALIA AND BEYOND, WITH INNOVATIVE PLAYERS RISING TO THE TOP.

GRAEME DICKSON Of Counsel, Baker & McKenzie

The words “innovation” and “hotel industry” are rarely uttered in the same breath. Well, not until recently. Along with the many new and transformative ideas bursting onto the scene, the emergence of white label management in Australia is genuinely innovative and deserves serious consideration.

White label managers (think the likes of LaVie, 1834 Hotels, Trilogy and Gatehouse Hospitality) arguably offer a different value proposition to the traditional hotel managers who have been longstanding participants in the Australian market (think the likes of Marriott, Accor and InterContinental Hotel Group).

White label management gets its name from the fact that the hotel manager’s involvement in day-to-day hotel operations is largely invisible to the public and the hotel’s guests. The hotel will usually carry

a prestigious brand which can be licenced by a third-party licensor (which may also be a traditional operator).

The white label managers assert that they potentially differ from traditional managers in respects such as shorter-term agreements, lower management fees, more relaxed owner financier requirements; a greater willingness to provide termination on sale; and, perhaps most importantly, a more hotel specific focus on marketing and cost control.

The presence of white label managers in the mix gives hotel owners and prospective owners greater scope to identify the management proposition best suited for a particular hotel. It also assists owners to press traditional managers to agree to more owner friendly agreements.

In a world where the available capital for hotel ownership and development is in scarce supply and highly sought after, it makes sense for the hotel industry to provide as much flexibility as possible in relation to management options. This surely is a compelling proposition not only for owners but white label and traditional managers as well.

Trilogy Hotels commenced operations of the five-star Pullman Sydney Penrith in 2024

ROBERT WILLIAMS Head of Hotels & Hospitality Asia Pacific, Watson Farley & Williams

The best independent hotel managers are now getting serious traction across Australia. 1834 landed the Elanor portfolio on top of an already well scaled platform, La Vie Hotels & Resorts have 21 hotels under management across APAC, and Trilogy Hotels have bagged 14, covering 2,600 rooms. That represents significant recent growth from long-standing players 1834 and La Vie, and some real market-impact at Trilogy, a December 2023 start-up. They will all have solid pipelines too, and these numbers will be out of date I am sure by the time this article is printed.

It is hard to understate what an achievement that is. Over the last 20 years or so, I have seen many existing and well regarded regional and domestic branded operators, and a few would-be independent managers who saw the opportunity perhaps too early, struggle to get traction in what is one of the most competitive HMA markets in the world.

Independent operators are now being routinely included in hotel operator selection processes as an option for owners, alongside brands with full management, and importantly, are getting the nod as custodians of the hotel asset from both bank and non-bank lenders. Also, we have moved beyond independent management (which I prefer to white-label!) being tied to a particular segment – it’s not

just suited to select-service, or regional. I’m sure all the best independent operators have the case studies that demonstrate how they can deliver on CBD, luxury and boutique/lifestyle assets alike. Likewise, the model is seeing traction across capital sources, with HNW/private owners and institutions signing up.

One has to think it will be the right solution for some assets, and some owners. Branded operators are embracing that reality, at the same time as pushing their full management solutions, which on our current deal flow seems to be remaining attractive for others.

The operators with existing franchised networks locally were early adopters, and most of the rest are now hurrying to join the party, open for business on franchising. That has required them to get through some volume of work internally, not least on franchising documentation, compliance and systems.

The deal flow and adoption of independent management is seeing the model evolve rapidly. Looking forward, I think we’ll see a push for shorter, more standardised management agreements from the independent operators, and I do see performance related requirements finding their way into franchise agreements. Franchise fees are not insubstantial, and with more benchmarking data, I expect to see a focus on what those fees are buying – system delivery and procurement savings are very measurable. If it is not already, it will become clear quite quickly, that not all franchisors are equal. n

1834 hotels recently introduced the boutique Kar-Rama Hotel to Mildura

WOMEN IN operations

MEET THE FEMALE GENERAL MANAGERS DRIVING DIVERSE TEAMS, INSPIRING INCLUSION AND EMPOWERING YOUNG LEADERS TO THRIVE IN HOTEL OPERATIONS.

BUILD A NETWORK

JODIE MOTT General Manager, El Questro

I have found that the diversity and number of women in leadership roles in the corporate team can directly influence the experience of a property manager in a remote location. I really like to focus on building a diverse team, particularly when working in remote destinations. With everyone living onsite, it is really important to have an inclusive culture. This includes age, gender, and various nationalities. This is of particular importance for us at El Questro as we are engaging with our First Peoples to create mutually beneficial career opportunities and share their rich culture with our broader team. There are some great associations such as NAWO (National Association of Women in Operations) that offer great support and really help to build members’ networks outside of the tourism industry. Supporting and encouraging women to attend networking events like these is really important.

EXPECT EQUALITY

SILVIA KYPRIOTIS

General Manager, Pullman Quay Grand Sydney Harbour

As a General Manager, I make it a priority to create a workplace where everyone feels valued, supported, and empowered to grow. I remove assumed knowledge, mentor young women, and encourage open conversations about career progression, work-life balance, and leadership opportunities. I’m also incredibly grateful to have a supportive husband who understands the industry. Having met him in hotels, he knows firsthand the demands of the job. My family’s support has been invaluable in allowing me to thrive in my career while raising our three boys. Role models matter, and I hope that by sharing my journey balancing career and family, I can show others that it’s possible. You don’t have to choose between career and family – you can have both – and the right workplace will support you in making it work. Just expect equality.

PAY IT FORWARD

RUBY GARCIA

LEAD BY EXAMPLE

JOANNA CARRUTHERS

General Manager, Rydges Sydney Airport; Area General Manager for NSW, EVT

During my 33 years in the hospitality industry, all of which has been with EVT Hotels & Resorts, I have been supported and nurtured into who I am today. Supporting women in operations begins with a commitment from leadership to create an atmosphere where all individuals feel valued. This means ensuring everyone has the opportunity to develop their skills and talents, contribute towards our goals, and receive recognition for their efforts. I believe in leading by example. I am always open to new opinions and thoughts, that’s where some of the best ideas come from, whilst at the same time ensuring I am respectful to others. In our industry, strong relationships are the foundation to success so networking is key. It’s important to be self-aware, know your personal brand and your worth, it’s a wonderfully dynamic industry to be a part of.

General Manager, COMO Metropolitan Singapore

I believe in nurturing talent by offering mentorship, encouraging an open dialogue, and creating opportunities for growth at every stage of a woman’s career. Whether it’s guiding young associates or supporting women stepping into leadership roles, I have seen firsthand how confidence grows when women feel seen, heard, and supported. The hospitality industry can further enhance this by ensuring operational roles are not seen as gendered, but rather opportunities for all. Flexible work arrangements, mentorship programs, and clear pathways to leadership are vital in attracting and retaining female talent, particularly in operational roles where women are underrepresented. The industry rewards passion, resilience, and authenticity – traits I see in so many aspiring female leaders. My own journey has been shaped by strong mentors, supportive teams, and the belief that leadership is not defined by title, but by the ability to uplift others. I’m proud to pay that forward.

EMBRACE SUPPORTS

NICOLE WEITSZ

General Manager, Radisson Red Danang

The hospitality industry used to be known for extremely long hours and very little time off. The industry is much more aware of the need to regulate hours, look after mental health and have a work life balance, which is a positive step for all. I also think that creating support groups with peer-to-peer sharing is extremely helpful. We have an incredible group called the Lean in Circle which links female colleagues across the SEAP region on a monthly call where we discuss challenges in our daily roles bridging topics that are both personal and professional. I believe in open communication, taking risks and bringing on qualified women in non-traditional roles. My advice is: know your worth, be confident, say what you want and move towards your goals. It is also very important to build relationships and ask for help.

SHARED RESPONSIBILITY

RACHAEL HARMAN

General Manager, The Ritz Carlton, Melbourne

Like many women, I faced minor challenges in my earlier career, particularly around gender bias whilst working in South East Asia as hotel leadership positions were largely held by men. I’d like to see continued progress to see more women in leadership positions, and a greater emphasis on creating inclusive, supportive environments for all employees. It’s also crucial to address unconscious bias and introduce policies that prioritise work-life balance. These steps would go a long way in ensuring women can thrive and succeed in operations. Training and development are fundamental to my approach. Through coaching, mentorship, and networking, I aim to support female colleagues in their own professional journeys and ensure they have the tools and opportunities to succeed. Gender equality isn’t just the responsibility of women, it’s something we all contribute to. Being an ally, standing up against discrimination, and challenging stereotypes are all actions we can take to create a more inclusive culture.

THRIVE IN DIVERSITY

SUSANNE HATJE

General Manager, Mandarin Oriental Mayfair, London

The industry has made great progress in embracing flexible working arrangements, promoting workplace diversity, and encouraging inclusive leadership. However, there is still more to be done. To truly support women in operations, we must continue to challenge outdated perceptions, invest in leadership development, and create clear pathways for career progression without compromising work-life balance. It is essential to move away from traditional gender stereotypes and actively champion diversity in all roles. I am proud to have strong female representation on my leadership committee, and we actively celebrate the diverse perspectives each team member brings. Hospitality thrives on its multicultural and inclusive workforce, and by cultivating an environment where everyone feels valued, heard, and empowered, we drive meaningful change. Through mentorship, training, and leadership initiatives, I strive to create a workplace where talent flourishes.

INSPIRE CONFIDENCE

SOPHIA RODWELL

Area Manager – NSW & QLD, Travel & Leisure Co.

My experience is that the industry supports, and encourages, women’s career growth. If you are open to new opportunities and committed to hard work, there is a wealth of encouragement, mentorship, and development available. The industry can enhance support for women in operations by implementing targeted training programs to build confidence, leadership skills and strategic thinking. Investing in mentorship and development opportunities will also ensure women are equipped to thrive in operational roles. I strive to role-model the behaviours that foster a positive and welcoming environment for all. Encouraging teamwork, mentorship, and mutual respect ensures that everyone feels valued and empowered to succeed. I also believe in the importance of visibility – after all, you can’t be what you can’t see. By demonstrating leadership and advocating for inclusivity, I hope to inspire others to pursue their ambitions with confidence.

FOCUS ON RESULTS

KAYTE STARAJ

General Manager, InterContinental Hayman Great Barrier Reef

Women are masters of balancing multiple priorities, and when given the freedom and flexibility to organise their responsibilities, they thrive – driving both personal and professional success. But family responsibilities are no longer just a woman’s domain. By shifting the focus from rigid rosters to outcome driven work, we can create an environment where both mums and dads achieve their aspirations – at home and in the workplace. When people feel valued and aligned with the mission, they naturally create a more inclusive, supportive, and highperforming environment. My advice for anyone starting out in the hotel industry is, choose to build your career with organisations that not only share your values but also recognise and invest in your potential. In return for your hard work, commitment, and curiosity, the right company will offer growth opportunities, professional development, and a culture that truly values your contributions.

PUSH FOR INCLUSION

EMMA JARRETT

Hotel Manager, Adina Apartment Hotel Melbourne Southbank

There is still a widespread belief that certain roles in the operation are better suited for men. However, for me, my success has been built off the back of relationships I’ve forged throughout my career. As a leader, I am dedicated to mentoring and empowering the next generation of passionate hoteliers. I strive to create a safe and supportive environment where everyone feels valued and heard. By promoting work-life balance and equal opportunities within my team, I aim to foster a culture of collaboration and respect. I also actively seek guidance from my peers and work to advocate for diversity and inclusion across all areas of the business. The hotel industry is dynamic and rewarding, offering endless opportunities for personal and professional growth. While challenges exist, the progress we’ve seen in the industry supporting women is encouraging. By continuing to push for equality and inclusion, we can create an industry that empowers future female leaders.

ADVOCATE FOR ALL

FIONA PRYDE

General Manager, Hilton Surfers Paradise

Every team member, of any gender, has unique career aspirations and challenges, so tailored solutions are key. Flexible work arrangements, structured mentorship programs, and clear leadership pathways should be designed to support diverse career goals. By fostering an inclusive, flexible culture and ensuring equitable access to opportunities, the industry can better empower all individuals to excel in operations. Women may face bias and barriers such as being overlooked for promotions or having their leadership styles unfairly scrutinised. Addressing these issues requires a proactive approach – through bias training, inclusive policies, and a company culture that champions fairness and accountability. Mentoring young professionals, advocating for fair opportunities, and actively addressing bias contribute to a more supportive workplace. Encouraging open conversations and fostering an environment where all voices are heard and valued helps drive meaningful change.

PEOPLE ON THE

M ove

YOUR ROUNDUP OF THE LATEST KEY APPOINTMENTS ACROSS THE HOTEL INDUSTRY.

THE FULLERTON HOTEL SYDNEY EXPERIENCED AUSTRALIAN HOTELIER John O’Shea has taken up the General Manager position at The Fullerton Hotel Sydney, joining the team in February 2025.

O’Shea brings more than 40 years of experience in the hospitality industry, during which time he has managed significant hotel openings and renovations in Australia and across the Asia Pacific, including China, Japan, Thailand, Malaysia and Fiji.

He joins from The Langham Gold Coast, where he has served since 2022, leading the hotel’s successful opening, marking his return to Australia after 30 years overseas.

“I look forward to working with the talented Fullerton team and getting to know our loyal guests and visitors,” said O’Shea.

SHERATON GRAND MIRAGE RESORT PORT DOUGLAS

SHERATON GRAND MIRAGE Resort

Port Douglas has appointed Kate Leff as Director of Marketing and promoted Alina Polishuk to the position of Marketing Manager.

Leff takes over from Deb McDiarmid, who relocated to Sydney to take on the executive leadership role of Area Director of Marketing, Australia New Zealand and Pacific for Marriott International.

Leff has spent more than a decade representing some of the industry’s most distinctive wellness properties in South East Asia, including Kamalaya, Amatara, The Barai and Revivo.

“Kate’s career journey has been marked by her dedication and passion, and we are confident that she will inspire our team and elevate our marketing initiatives to drive solid results for the business,” said Sheraton Grand Mirage Resort Port Douglas General Manager, Steve Molnar.

HYATT HOTEL CANBERRA

HYATT HOTEL CANBERRA – A Park Hyatt Hotel is ushering in a new chapter under the leadership of Shane Jolly as General Manager.

Commencing the role on March 11, Jolly oversees all hotel operations, bringing a wealth of expertise leading luxury hotels and driving operational excellence.

Prior to this position, Jolly held senior leadership roles with several prestigious brands under the Hyatt, The Langham and The Peninsula portfolios.

“This hotel is a true landmark, not only in Canberra but within the entire Hyatt brand,” Jolly said.

“I look forward to continuing the legacy of excellence that Hyatt Hotel Canberra is known for, leveraging the heritage of this 100-year-old hotel and ensuring our guests continue to enjoy exceptional stays.”

CRYSTALBROOK COLLECTION

CRYSTALBROOK COLLECTION HAS appointed Tara Sullivan as Group Director of Food and Beverage, overseeing its 17 restaurants and bars.

Sullivan brings over 25 years of experience leading hospitality teams including as Chief Operating Officer at Lotus Dining Group, The Grounds Group and Solotel, and shares a committment to forging strong relationships with local producers and reducing food waste.

“Tara’s energy, expertise and passion for people make her the perfect addition to our leadership team,” said Crystalbrook Collection CEO, Geoff York.

“With her at the helm, we’re looking forward to enhancing our food and beverage experience in a way that feels fresh, thoughtful and always welcoming.”

Kate Leff

John O’Shea

Shane Jolly

Tara Sullivan