HM February 2021

IN THIS ISSUE

INDUSTRY LEADERS REFLECT AND EMBRACE 2021 PREPARING FOR THE ROAD TO RECOVERY ANTICIPATION BUILDING FOR BORDERS TO REOPEN THE BUSINESS OF ACCOMMODATION IN ASIA-PACIFIC Vol.25 No.1 Bi-monthly February 2021

The 2021 Industry Leaders Forum Over 50 leading execs exclusively reveal to HM their expectations for the year ahead

INTRODUCING

TFE Hotels powered into 2020 with a strong growth pipeline and a determination to future proof its hotel portfolio. Its brand story continues to evolve in 2021.

BY ADINA HOT THIS MONTH Hotel openings continue apace, bookings rebound, destinations ready and more

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CONTENTS

February

30 GLOBAL LEADERS

The 2021 Industry Leaders Forum kicks off with candid views from global C-Suite leaders and heavyweights across the hospitality spectrum.

With many different markets to oversee, the issues at hand are complex and polarising.

2021

Vol. 25 No.1

38 ASIA-PACIFIC LEADERS

The pandemic has failed to dent the potential of the Asia-Pacific among investors and owners, with significant levels of capital continuing to flow.

42 LEADING ASSOCIATIONS

The fighting forces of several different sub-sectors across hospitality and tourism continue to push for the wider industry at various levels of government.

47 LEADING SUPPLIERS

The products, services and systems enjoyed by guests around the world have their own unique challenges to address. Hear from a range of experts from various leading hotel suppliers.

57

LEADING OWNERS

The money men and women at the top continue to ensure their properties are always at their best, with eyes across new opportunities and ahead of the game in researching the next big things their guests will love.

60 A USTRALASIAN LEADERS

Leaders at the local and national level have their fingers on the pulse of local issues, with specific concerns, development opportunities, owner concerns and market trends to consider.

28 26

Hayman Island by InterContinental Hilton Garden Inn Albany is due to open later this year

HM Q&A

26 CHRIS NASSETTA

Like the rest of the industry, Hilton’s President and CEO is eager to resume travelling, to thank team members around the world for their amazing efforts during trying times.

Regulars

08 EDITOR’S LETTER

James Wilkinson on industry optimism for the year ahead.

10 NEED TO KNOW

The 16 essential news stories you need to know this month – spanning operations, development and tourism industry news.

On the cover

The TFE Hotels leadership team at the new A by Adina Sydney

24

25hours Hotel Bikini Berlin

16

COVER STORY

Presented this month by TFE Hotels. hotelmanagement.com.au 7

EDITOR’S LETTER

Uncertainty but plenty of positivity

Managing Director

A

Simon Grover

s we head into 2021, there’s plenty of optimism in the accommodation industry here in Australasia for a year that will be about recovery for a sector that was decimated over the past 12 months.

With significant pent up demand for the travelling public wanting to hit the skies, once state borders stay open with certainty and travel ‘bubbles’ are formed across the Pacific and Asia, we know plenty of people will want to go exploring.

Adding to the mix is a swathe of new properties that have opened across Australia and New Zealand – including W Melbourne, Park Hyatt Auckland, Crown Sydney, EOS in Adelaide, Vibe Hobart and more – that have attracted plenty of media attention.

While the appetite for wanderlust is certainly there, ongoing state border closures – many within hours, leaving travellers stranded – have limited business and leisure travel as people remain closer to home.

Also compounding the sector is the ongoing uncertainly about the JobKeeper program beyond March, which must be extended in a bespoke fashion for the travel sector in Australia, and the vaccine roll-out on both sides of the Tasman – and whether a vaccine will be enough for national borders to open without quarantine.

There is most certainty a light at the end of the tunnel for the sector as we hit what we all hope is a “final stretch” for the pandemic.

Our annual Industry Leaders Forum edition of HM was created in early 2002 following the 9/11 terror attacks and collapse of Ansett Australia to provide an outlook for the sector with the most comprehensive commentary ever put together for the sector.

This year, we again have over 50 leaders providing their outlook for our sector and as you’ll read over the next 76 pages, there is uncertainty but plenty of positivity.

A further outlook will come at AHICE in Adelaide in early May and mark your calendars as it will be a notto-be-missed event.

Leanne Harwood Enjoy the issue and I look forward to your feedback.

Managing Director Yours in hospitality, – Australasia & Japan, IHG

James Wilkinson Editor–In–Chief

James Wells

Editor–In–Chief

James Wilkinson jwilkinson@intermedia.com.au

Deputy Editor

Matt Lennon mlennon@intermedia.com.au

National Sales Manager Tara Ducrou tducrou@intermedia.com.au

Contributing Writers

Michael Johnson and Dean Long

Production Manager Jacqui Cooper jacqui@intermedia.com.au

Subscription enquiries

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In association with

Hilton President and CEO, Chris Nassetta

MEET THE HM TEAM…

James Wells Publisher

Publisher

Matt Lennon Deputy Editor

8 HM The Business of Accommodation

Tara Ducrou National Sales Manager

Adrian Tipper Creative Director

DISCLAIMER This publication is published by FAB Media Pty Ltd (the “Publisher”). Materials in this publication have been created by a variety of different entities and, to the extent permitted by law, the Publisher accepts no liability for materials created by others. All materials should be considered protected by Australian and international intellectual property laws. Unless you are authorised by law or the copyright owner to do so, you may not copy any of the materials. The mention of a product or service, person or company in this publication does not indicate the Publisher’s endorsement. The views expressed in this publication do not necessarily represent the opinion of the Publisher, its agents, company officers or employees. Any use of the information contained in this publication is at the sole risk of the person using that information. The user should make independent enquiries as to the accuracy of the information before relying on that information. All express or implied terms, conditions, warranties, statements, assurances and representations in relation to the Publisher, its publications and its services are expressly excluded save for those conditions and warranties which must be implied under the laws of any State of Australia or the provisions of Division 2 of Part V of the Trade Practices Act 1974 and any statutory modification or re–enactment thereof.

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Copyright © 2021 – FAB Media Pty Ltd.

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Things You Need To Know The essential hotel and travel industry news and trends from across the globe.

Read more at HotelManagement.com.au.

The hotel offers 292 well-appointed rooms 01

Hyatt makes emphatic Queensland return in Brisbane Hyatt Regency Brisbane moves in at former Next Hotel site HYATT HAS MADE its return to Queensland earlier than expected, with the company rebranding a Salter Brothers-owned property in the heart of Brisbane’s CBD at Fortitude Valley.

Hyatt Regency Brisbane is the company’s first property in the Queensland capital and marks the return of the chain to the Sunshine State after nine years.

Located at the former Next Hotel Brisbane, the 292-room Hyatt Regency Brisbane will undergo a full refurbishment that will see the guest rooms, public areas, event spaces and dining venues enhanced over the next few months.

The property is located in the heart of the city’s central business district and features an outdoor infinity pool and bar, 24-hour fitness centre, all-day restaurant and more than 100 square metres of flexible function space.

The refurbishment is set to enhance the hotel’s 292 rooms with modern décor and business-centric amenities such as comfortable workstations and bathrooms with walk-in showers.

Hyatt’s Group President of Asia-Pacific, David Udell, said the chain was thrilled to be working with Salter Brothers for the first time and was confident the hotel would be a success in the competitive Brisbane market.

10 HM The Business of Accommodation

Hyatt Regency has taken over at the Salter Brothers hotel

IHG NEWS

PROMOTION

WELCOME TO THE

NEIGHBOURHOOD IHG Hotels & Resorts is proud to open Australia’s first Hotel Indigo from 1 March 2021.

S

tep inside Hotel Indigo Adelaide Markets and discover a modern boutique hotel steeped in the stories of one of Adelaide’s most surprising neighbourhoods.

A place where history is alive and eclectic is expected, the Market District fosters a community spirit and diverse culture to which the hotel pays homage.

The area’s design, cuisines, people and places resonate within our walls, ready to spark your curiosity at every turn.

General Manager, Thomas Zinn, and the amazing hotel team are excited to welcome everyone to this most remarkable corner of Adelaide.

The momentum behind IHG’s boutique premium brand continues with upcoming openings in Melbourne and Auckland, as well as recent additions to the pipeline: Hotel Indigo Sydney Centre in the City Tattersalls Club development, and Hotel Indigo Brisbane Central, in the heart of Brisbane’s CBD.

For more detail on Hotel Indigo or IHG’s portfolio of global brands, contact Jael Fisher, Senior Manager, Development Australasia & South Pacific, on 0411 798 913 or jael.fischer@ihg.com hotelmanagement.com.au 11

THINGS YOU NEED TO KNOW

The lobby of Sheraton Grand Dubai

02

Marriott unveils Sheraton’s new warm community image Forty hotels globally on track for refurb by 2022

MARRIOTT INTERNATIONAL HAS opened the first six Sheraton hotels displaying the brand’s reimagined and community-inspired brand standards.

The new brand aims to amplify a modern public square and a sense of community and belonging, inviting locals and travellers from farther afield to feel at home within its public spaces. The message being portrayed to visitors is that they are welcome to participate, connect and feel part of something.

Signature elements surrounding the new brand configuration at each hotel is a purpose-built ‘Community Table’ – a communal space where guests can work, eat or relax.

Additionally, each hotel features a variety of flexible gathering spaces known as ‘Studios’, which serve as co-working hubs where guests can collaborate with colleagues and friends. A number of soundproof booths are also available for private phone calls.

03

25hours brand set for Sydney east debut European lifestyle brand due for completion in 2022

12 HM The Business of Accommodation

re nd eri ng of

A

ACCOR’S HIP 25HOURS Hotels brand is set to make its Sydney debut next year at a stunning project in the popular suburb of Paddington.

25hours Hotel Sydney will be located in the heritage building of 1-11 Oxford Street – which first opened in 1911 as the West’s Olympia Theatre – on the fringe of Paddington and a 10-minute walk to the city’s CBD. The 25hours Hotel will be constructed across a total area of approximately 5,550 square metres and encompass 105 guest rooms, a cafe, restaurant and rooftop bar overlooking Oxford Street, the Eastern Suburbs and Sydney Harbour.

e lav nc e ng the open-air dini

Accor Pacific CEO, Simon McGrath, said the chain was “delighted to be bringing 25hours to Sydney”.

“The building itself is in an incredible location and has enormous potential, and the open areas such as the rooftop bar and the central courtyard will allow us to truly bring our new hospitality concept to life,” he said.

The Ascott Limited Australia MD, David Mansfield 04

David Mansfield named Australia MD for Ascott Quest’s majority owner promotes from within for top job QUEST APARTMENT HOTEL’S Chief Operations Officer, David Mansfield, has been elevated to the role of Australian Managing Director for The Ascott Limited by owners CapitaLand.

The veteran hotelier joined Quest in July 2019, two years after Ascott’s 80% stake purchase in the serviced apartment operator.

CapitaLand says the move is in alignment with the merging of business operations in Australia.

Mansfield will be responsible for overseeing Ascott’s managed operations throughout Australia, in addition to ongoing global operations for Quest Apartment Hotels, which has over 170 properties in Australia, New Zealand, Fiji and the United Kingdom.

Ascott has five hotels in operation in Australia – Somerset on the Pier Hobart, Citadines on Bourke Melbourne, Somerset on Elizabeth Melbourne, Citadines St Georges Terrace Perth and Citadines Connect Sydney Airport – with two more in the development pipeline including Citadines Walker North Sydney and lyf Collingwood Melbourne.

The latter will mark the debut of the millennial-minded lyf co-living brand in Australia, while growth is also afoot for Quest across the Tasman, with a further five properties scheduled to open in New Zealand during 2021.

THINGS YOU NEED TO KNOW 05

Second tower set for The Star Gold Coast

el ot eh

ature a ‘sub-tropical ' re so fe cre l al l i a w

ti o

nd e

ck

Th

Development will be the fourth hotel at the Broadbeach site

CONSTRUCTION IS SET to begin on a second new tower at The Star Gold Coast, with 'final negotiations' currently underway with a major five-star international brand to manage the hotel component.

Initially slated for a mid-to-late 2024 opening, the new tower will sit on the south-eastern corner of the Broadbeach Island site. Once open, it will be the fourth hotel within The Star Gold Coast precinct alongside The Star Grand, The Darling and the rapidly progressing The Dorsett, on which construction work continues apace.

Dubbed the ‘Tower for Tourism’, the new 63-storey tower forms part of The Star Entertainment Group’s AUD$2 billion Master Plan unveiled in 2018. The new mixed-use development will sit atop a six-level podium, with 210 hotel rooms beginning from Levels 7-21, with a further 457 residential apartments occupying the upper levels. The company’s Master Plan allows and accounts for up to three additional towers on the site, with the plan being overseen by Destination Gold Coast Consortium.

Guest facilities within the new tower will include a day spa and wellness centre, multiple food and beverage options and specialty lifestyle services. It will include a 'sub-tropical' recreation deck which will connect directly to The Star Gold Coast’s main building. A lagoon-style swimming pool complete with sun deck, private cabanas, alfresco dining areas, landscapes gardens, a function lawn and other outdoor spaces will support the hotel’s outdoor offerings.

A comprehensive retail space will also feature within the podium levels, featuring a variety of high-end boutiques and luxury retailers. The overall project will provide for an additional 2,300 jobs in construction and ongoing operations.

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THINGS YOU NEED TO KNOW

Parmelia’s new-look lobby

07

IHG evolves with global rebrand New logo and brand reflects the company’s desire to welcome the world once again

06

Parmelia Hilton Perth transforms to touchless

The popular Hilton will re-open this month after an extensive makeover WESTERN AUSTRALIA’S PARMELIA Hilton Perth will reopen in February following a major 10-month renovation and refurbishment which has been completed both to the hotel and its surrounding public infrastructure.

Works completed at the hotel have included in addition of 32 new rooms and the addition of an Executive Lounge for eligible guests to unwind or relax prior to their onward journey. The hotel’s lobby has been completely reimagined, with interior designers opting for a selection of locally inspired artworks reflective of the coastal landscape and city’s cultural heritage.

Builders have also installed direct access from the hotel through to Brookfield Place – an adjacent shopping and dining precinct.

Technology has been significantly upgraded as part of the renovation with Hilton’s Digital Key systems being fully fitted at Parmelia Hilton Perth, allowing for contactless check-in and room access. The hotel has also aligned with the brand’s Hilton CleanStay Program and EventReady program of hygiene, cleanliness and disinfection, with rooms to be sealed to show guests it has not been accessed since being cleaned. Flexible housekeeping options and new disinfection technology has also been rolled out at the property.

14 HM The Business of Accommodation

H oli da y In

n Exp

i, ress Waikik

A US

EMBRACING THE NATURE of travel as a catalyst for positive change, InterContinental Hotels Group – or IHG as it was formally known – has launched a refreshed philosophy and identity as part of a global rebrand, with the company introducing itself as IHG Hotels & Resorts.

Backed by a new purpose of ‘True Hospitality For Good’, the all-encompassing change is the next chapter in the company’s evolving timeline, with the rebrand to spread its wings across nearly 6,000 hotels in 100 countries worldwide. Anchoring the company’s updated image is a new logo, with the former orange marque now exuding a bolder, edgy attitude, with younger traveller demographics the primary target, along with owners and future talent around the world.

Another element emerging from the brand surgeon’s knife is the company’s loyalty program, which has dropped the word ‘Club’ and is now known as ‘IHG Rewards’. Already one of the world’s largest loyalty programs, the change aims to remove any sense of exclusivity and firmly demonstrate that the door is open, with a warm welcome waiting inside.

APX Apartments Darling Harbour is now a member of Choice Hotels Asia-Pac

08

Six new properties join Choice network Franchise player adds Sydney apartments and quaint Adelaide inns SIX NEW HOTELS across the Sydney Metro and Adelaide regions have been plugged into the Choice Hotels Asia-Pac franchise system in order to take advantage of the group’s sales, marketing and distribution nous.

In Sydney, the company has brought onboard the APX Hotels Apartments group, which comprises three properties in Parramatta, World Square and Darling Harbour. APX says it has joined in order to boost the appeal of its apartment-style accommodation across the corporate and leisure markets. The group’s portfolio consists of apartments from studio up to threebedrooms in size, all located close to major attractions and transport options.

Choice’s second signing sees The Haus Group add its three Hahndorf properties to the franchise network, with The Lodge by Haus, The Studios by Haus and The Manna by Haus all linking in with Choice – the latter two becoming part of the group’s Ascend Hotel Collection brand.

Choice Hotels Asia-Pac CEO, Trent Fraser, said he was delighted to be partnering with two well-established organisations in the hotel industry.

“These new partnerships are significant for our organisation and demonstrate that the market is rebounding in line with eased travel and state borders restrictions,” he said.

THINGS YOU NEED TO KNOW

09

Fiji launches COVID traveller safety protocol program Training and technology form key pillars of the strategy

Hotels and resorts in Fiji are readying for tourists to return

NEARLY 200 TOURISM partners in Fiji including hotels and resorts, tour operators, attractions, restaurants and more have undertaken a comprehensive training program in adopting the destination’s new COVID-safe protocols ahead of the future border reopening.

The ‘Care Fiji Commitment’ from Tourism Fiji has been launched as a multi-pronged and destination-wide commitment and risk management strategy to ensure the safety of visitors and locals when international borders are reopened. The Pacific nation has successfully managed and eradicated COVID-19 within its islands, having had no community transmission since the first half of 2020.

Developed jointly by Fiji’s Ministry of Health and Medical Services, a COVID-19 Risk Mitigation Taskforce, the Fijian Government and tourism industry stakeholders, the strategy has been designed based on World Health Organisation guidelines to ensure risk management strategies are fluid and widely practiced.

Key pillars of the strategy include a new careFIJI smartphone app which utilised non-tracking Bluetooth technology to capture traveller details and help identify any potential COVID risks to other guests, workers or the wider community. The app operates under a strict privacy preserving framework to ensure identification information doesn’t reach unauthorised parties.

Further, each tourism business will take on a designated Wellness Ambassador, who will be on hand to answer any COVID-19 related questions or concerns raised by any visitor. Ambassadors are trained to uphold hygiene and distancing protocols and ensure compliance.

New Times New Services New Standards

When you're ready, we're ready

Call us on 1800 026 036 or visit our website at www.ahshospitality.com.au

hotelmanagement.com.au 15

Mövenpick Hotel Hobart features 221 guest rooms

THINGS YOU NEED TO KNOW 10

The new JW Marriott Gold Coast features six new dining outlets

JW Marriott makes Australian debut Luxury brand takes over Marriott’s flagship Surfers Paradise hotel

THE JW MARRIOTT brand has officially opened in Australia for the first time, following an extensive conversion of the former Marriott Surfers Paradise on the Gold Coast.

The new JW Marriott Gold Coast Resort & Spa marks the newest luxury brand arrival in Australia, building on the growing market desire for luxury accommodation in leisure destinations. The hotel’s new décor and design, which retains its tropical feel, aims to blend the Gold Coast’s nearby relaxed beach lifestyle with the natural hinterland, with soft colours dominating guest rooms and public spaces.

Guest facilities include a redesigned tropical pool area complete with sandy saltwater lagoon and freshwater pool, encircled by a cascading waterfall. A number of private cabanas are open for guests to book, while the Spa by JW features a holistic menu of health and wellness routines and the Family by JW Kids Club will offer a regular schedule of creative experiences for kids to indulge in.

The property has opened with a line-up of six new food and beverage options, led by the signature Japanese dining experience, Misono. Inspired by Harajiku laneways, the eatery features a sushi bar, tea room and whisky bar. Fresh and local produce features in other dining outlets, including Citrique, which includes a show kitchen offering live cooking demonstrations to guests. The hotel’s café, JW Market, and lobby bar, Chapter & Verse, showcase the hotel’s commitment to locally grown produce with healthy quick bites and a vibrant evening atmosphere. This ethos is cemented by the JW Garden farm-to-table experience, which will offer cooking classes and specialty drinks.

11

Hotel Council Aotearoa emerges for NZ advocacy A new, dedicated hotel association has pledged to fight harder for hoteliers

16 HM The Business of Accommodation

A

HC

Doolan, and has been working behind the scenes for some time, amassing an initial membership of more than 140 hotels and representing nearly 16,000 rooms.

The organisation’s initial push is to ensure improved outcomes for its members during the recovery from COVID-19. To assist with

this, the organisation has signed a relationship agreement with Tourism Industry Aotearoa (TIA), which will see it become an industry association member and to work together on matters of mutual interest.

l St oo rat sD egic e Director, Jam

an

A NEW NATIONAL organisation in New Zealand committed to fighting for a greater share of political voice and industry recognition has formally announced its launch, with membership expected to grow in coming months.

The newly-formed Hotel Council Aotearoa, incorporated in December 2020, will be led by Strategic Director, James

12

Accor opens Australia’s first Mövenpick hotel in Hobart Features a line-up of healthy and deliciously devilish treats

THE DOORS ARE now open at Mövenpick Hotel Hobart, the Swiss-born brand making its debut near the Tasmanian capital’s prized waterfront precinct in January.

The 221-room property features all the brand hallmarks, interspersed with elements of the local lifestyle including boutique interiors inspired by the Tasmanian wilderness. Designed by Jaws Architects, guest rooms feature a colour scheme reflecting the state’s natural landscapes. Rooms are located on floors 3-18, while public areas and facilities occupy the lower two levels.

Signature elements of the new Mövenpick Hotel Hobart include the daily Chocolate Hour for guests, which sees a complimentary éclair, brownie or truffle served alongside a purchased chocolate-inspired cocktail, mocktail or affogato. A range of special chocolate tasting packages are also available for guests to indulge in at the time of their choice. Mövenpick branded ice cream will also be on hand to purchase.

At the other end of the health scale, the hotel also offers a selection of energy shots blended with juice or yoghurt to help guests get their day off to an energetic start. Combined with an array of fresh fruit and vegetables, these will be available during breakfast service.

Healthy options will also be available across the menu, served as table service or an express ‘Grab and Go’ takeaway.

Separately for guests and business delegates, the hotel features a flexible function space capable of hosting up to 100. A pre-event area with full bar and fitness centre will also be available for guests to utilise at their leisure.

Hotel features Sydney’s first Nobu restaurant

THINGS YOU NEED TO KNOW

13

Crown Sydney makes spectacular harbourside debut New Barangaroo tower soars 275m above Sydney Harbour

CROWN RESORTS’ HIGHLYANTICIPATED Sydney hotel and dining precinct has made a spectacular debut at Barangaroo after four years of construction.

The new, luxurious Crown Towers hotel and several restaurants – a’Mare, Woodcut, Nobu and Yoshii’s Omakase – opened to the public on December 28.

Crown Sydney’s Chief Executive Officer, Peter Crinis, said Crown Towers and the restaurant and bar line-up was “a unique addition to Barangaroo’s already thriving food scene as well as provide Sydney with a world-class hotel that will allow the city to compete with other major global tourism hubs”.

“Sydney is one of the world’s great cities, and it deserves a great hotel. Crown Towers will deliver that and so much more,” he said.

“We have amazing bars and restaurants that will make this an incredible destination for Sydney.”

Rising 275 metres above Sydney Harbour, Crown Towers features luxurious rooms with stunning views of the city’s skyline, including some with a direct view across to the Harbour Bridge.

The property is also home to Crown Spa Sydney, which includes terraces for yoga and meditation, relaxation rooms, vitality pools, experience showers, infrared saunas, and more.

14

Guillaume Brahimi cooking up a storm at Crown Sydney Brand expands long-running partnership with celebrity chef THE NEWLY-OPENED CROWN Sydney is continuing to develop its food and beverage prowess following its announcement that it will expand its long-standing partnership with Chef Guillaume Brahimi to its new Barangaroo location.

The French-born chef has worked alongside Crown since 2009 and has opened his highly acclaimed Bistro Guillaume at Crown’s properties in both Melbourne and Perth. A third location opened in Sydney’s CBD in 2016. Brahimi trained in Paris under renowned French chef, Joel Robuchon, before relocating to Sydney in the 1990s.

In his newly expanded role with Crown Sydney, Brahimi will work alongside existing Culinary Director, Sarah Briegel, and local tourism partners to further promote the new hotel as a food destination to local, domestic and international visitors. Brahimi will also assist in designing the hotel’s culinary direction for high-end events and conferencing services, as well as contributing ideas to Crown Sydney’s executive team relating to festivals and major events to draw visitors throughout the year.

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THINGS YOU NEED TO KNOW 15

minutes with...

GILLIAN MILLAR Accor has been busy in New Zealand, with a number of new openings coming soon and renovated hotels welcoming guests back once again. HM checks in with Accor Senior Vice President Operations New Zealand, Fiji & French Polynesia, Gillian Millar, to get the latest word.

Has Auckland’s lockdowns allowed hotels a window to renovate and innovate?

The impact COVID-19 has had and continues to have on the travel and tourism industry is devastating. Some of our hotels have pivoted to assist the New Zealand Government with providing vital shelter for New Zealanders repatriating from overseas before they return into our communities. Many of our team members, and the country, were hugely impacted by our second lockdown and were quite fatigued. Together, we stay vigilant and are aware not to let our guard down. We cannot take our current freedoms for granted.

Some of our properties have used this time to refurbish their product and reimagine their offerings to enhance their overall guest experience. The domestic tourist has always been a significant part of our business – presently the only part. We all are looking forward to our significant feeder market of Australia opening up with a bubble. Hopefully, for our tourism industry, it isn’t too far away.

The newly-renovated Sofitel Auckland Viaduct Harbour

What has been the response seen so far to the new facilities at Sofitel Auckland Viaduct Harbour?

Both locals and visitors to Auckland are in awe of Sofitel Auckland Viaduct Harbour’s beautiful, elegant and stylish refreshed new look. As there are few other hotels so synonymous with luxury in the city, and no others that bring the essence of French flair to life, guests are choosing to stay at Sofitel Auckland Viaduct Harbour to experience personalised and bespoke service and stylish ambiance in luxurious surrounds.

Visitors and guests are also embracing the hotel’s many new features, including Club Millésime, an elevated range of privileges, services and rituals for guests reserving the hotel’s luxury rooms and suites – Restaurant La Marée, helmed by Michelin starred Chef Marc de Passorio and Chef de Cuisine Tim Read (former MasterChef NZ winner) and serving the best of New Zealand seafood and local produce with French culinary techniques; French Press, influenced by traditional Parisian sidewalk cafés; Sabrage celebrates the re-emergence of the classic Champagne bar, with a touch of effervescence to suit all palates, accompanied by dramatic sabrage experiences and the new look Sofitel Spa.

What else is Accor looking forward to across its NZ portfolio in the coming weeks and months?

Accor will open The Sebel Wellington Lower Hutt in mid-2021. The new-build hotel overlooks the Hutt River. Built in partnership with Hutt City Council’s project for the New Civic Centre, which includes a new Events Centre adjoining the City’s historic Town Hall, this apartment-style hotel boasts 60 fully serviced studios and 18 HM The Business of Accommodation

Gillian Millar one bedroom apartments and will provide a modern and convenient place for business and leisure visitors to stay.

Also slated to open its doors to guests in Q1 2021 is Mercure Auckland Queen Street, which will feature 96 guestrooms, a restaurant, conference room and fitness centre and will be located in the heart of Auckland’s CBD. The hotel is being created within an existing building, retrofitted as a hotel.

We have also just signed an MOU for a new project and hotel new build in Whangarei.

Accor is always in dialogue to increase the spread of our network into other regional locations – so watch this space.

Is the pressure to reopen borders as strong among South Pacific nations as it is in New Zealand?

It’s impossible to predict when the New Zealand and the Pacific borders will reopen.

In particular, our colleagues and properties in Fiji have been truly affected by this pandemic and we are working with them to look for opportunities and ways to support our teams.

Tourism is such a large employer and an important sector for these countries and it is critical to work towards border openings – one thing is for sure our teams will be ready with their friendly smiles.

It will take the entire industry to work together to rebound… but we have the energy and will strive to emerge with soul and fresh ideas.

THINGS YOU NEED TO KNOW 16

Industry welcomes Tehan as new Tourism Minister Experienced senior politician takes over portfolio following reshuffle

THE HOSPITALITY AND accommodation sectors have warmly welcomed Dan Tehan to the portfolio of Trade, Tourism and Investment following Prime Minister Scott Morrison’s late 2020 Cabinet reshuffle.

The appointment of Minister Tehan to oversee the ongoing management and development of Australia’s tourism industry comes following the elevation of Simon Birmingham to the Finance portfolio, replacing Mathias Cormann who has stepped down from his roles in the Senate.

“My electorate of Wannon is a popular tourist destination, so I have seen firsthand the jobs and businesses that it supports and its importance to the life of our nation and, in particular, regional communities,” Minister Tehan said.

“Australia is a world-leading tourist destination that offers incredible attractions, activities and services. I will be proud to represent Australian tourism to the world.”

Federal Trade, Tourism and Investment Minister, Dan Tehan

PROMOTION Katia Giurtalis, Allan Vidor, Antony Ritch and Amanda Cottome inspect A by Adina Sydney ahead of its opening

INTRODUCING

S

ome might say that TFE Hotels CEO, Antony Ritch, has had a baptism of fire, with the global pandemic and bushfires taking centre stage since he joined the hotel company in Feb 2019. But Ritch maintains that success in hospitality continues to be 100% underpinned by a genuine passion to look after people, understanding the individual needs of guests and by creating liveable spaces through thoughtful hotel design.

It’s this overarching notion that put TFE Hotels on a path to create a flagship brand for the international Adina family. To strengthen and grow their market position in an increasingly competitive marketplace, Ritch said TFE was focused on elevating the customer experience with a new premium offering.

Enter A by Adina. An elevated apartment hotel experience that launched onto the Australian market late last month with the opening of A by Adina Canberra. A by Adina Sydney is set to open in quick succession next month.

“Different stays shouldn’t need a different hotel each time,” says Ritch.

“So, our A by Adinas bring to life the idea of ‘hotel living’ by embracing the duality of a premium hotel stay with the familiarity that comes from an elevated away-from-home experience.”

20 HM The Business of Accommodation

TFE Hotels powered into 2020 with a strong growth pipeline and a determination to future proof its hotel portfolio. Its brand story continues to evolve in 2021.

BY ADINA Design, space, and personalised service all have their role to play.

“Guests can expect thoughtful contemporary Australian design, the quiet confidence of intuitive service that make every day a bit more special, details in the detail and, above all, the freedom to stay their own way,” Ritch added.

DETAILED SIMPLICITY: A BY ADINA CANBERRA

A by Adina Canberra, which opened last month, is the centrepiece of Capital Property Group’s eagerly anticipated AUD$300m mixed-use precinct in the nation’s capital – aptly named Constitution Place – and raises the first flag for A by Adina.

Guaranteed to win the public vote for comfort, accessibility and detailed simplicity, the 130-key Bates Smart-designed property sets a

COVER STORY The creative powerhouses from Sydney’s Maybe Sammy and Bondi Icebergs creating the hotel’s dining and bar concepts.

Ad ina w

by lob y k s tel ill fe ature Aus ralia’s first ho t

“A by Adina is the place where confident travellers choose to experience the best of both worlds, while also having access to world class dining and bars. We like to call it hotel living.”

Antony Ritch, TFE Hotels remarkable precedent in providing a ‘hotel living’ experience on the doorstep of Canberra’s famed Parliamentary Triangle, Lake Burley Griffin and a buzzing line-up of ‘must experience’ cultural landmarks.

What’s truly remarkable, according to Director of Marketing, Katia Giurtalis, is this new premium hotel experience delivers guests the ultimate freedom to arrange rooms into something that feels right for them. “Think rooms intuitively designed to change according to guests’ personality and style of travel,” she said.

The hotel, positioned on the illustrious Vernon Circle side of Canberra’s arts and cultural hub, London Circuit, is described by General Manager, Jelena Bojanic, as “contemporary Australian design at its best”.

“The real beauty about this hotel – aside from location – is the fact that its rooms set a new benchmark when it comes to exceptional use of space, including sliding panels that enable one-bedroom apartments to be opened into expansive spaces or enclosed into rooms within rooms for privacy.

“All apartments are artfully designed – whether studio, one or two-bedrooms. They share the same premium standard and simplicity of design, with floor to ceiling windows, stunning entry corridors punctuated by rendered concrete, and inclusion of walk-through robes instead of standard hotel closets,” says Bojanic.

A LANDMARK FOR SYDNEY: A BY ADINA SYDNEY

According to Hotel General Manager and Brand Experience Manager, Amanda Cottome, A by Adina Sydney – designed by JPW Architects, with interiors by Carr Design Group – is set to raise the bar on hotel

“You enter the hotel from the noise of the city through a sandstone colonnade flanked by a calming water feature, arriving at a peaceful and reflective lift lobby to take you to the crown.

“To me, it feels like you’re submerging into a quiet, calm space, taking you out of the hustle and bustle – a bit like a sensory cleanse – before you get into the lift and go up to the sky lobby for our ‘arrival’ moment,” she added.

In a first for TFE Hotels, A by Adina heroes an integrated control system that seamlessly readies any one of its 194 apartments (82 studio, 104 one-bedroom and eight two-bedroom apartments) the moment guests commence check in.

A bit like a high-tech butler, it goes to work and prepares the room by switching on the air conditioner and setting a comfortable room temperature, before closing the blinds and setting all the lights,” Amanda explained. n

A Chairman’s Vision

Like a father watching his children grow, the TFE Hotels Chairman reflects on the journey leading to the introduction of ‘A by Adina’.

ALLAN VIDOR, CHAIRMAN of TFE Hotels, said he was excited to watch the next phase of the Adina story play out.

“We’ve been on quite a journey since we first developed, built, and managed ‘Medina’ – Australia’s first purpose built serviced apartments in Randwick, back in 1982. This hotel became the genesis of our Adina Apartment Hotels.

“Fast forward to today, and we have or id 38 Adina hotels in five countries with another nine in development. In 2021, we are entering Switzerland and Austria for the first time and we are launching the elevated A

by Adina premium experience in Australia. I couldn’t be prouder.”

V

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All an

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check-ins with the introduction of Australia’s first sky lobby, perched atop the prestigious 2 Hunter Street address.

Guests have the option to then enjoy the piano and lounge bar on the mezzanine above the co-located lobby along with a swimming pool and fully equipped gym with knockout views, within the four-storey ‘golden crown’ enveloped in the city skyline. What’s more, the hotel’s lowerground entry foyer has its own surprise in store as the home of a new laneway restaurant concept, boasting indoor and outdoor dining.

“TFE has partnered with some of the best bar and restaurant operators in the country – Vince Lombardo, Stefano Cantino and Andrea Gualdi of Maybe Sammy fame and Maurice Terzini from Bondi Icebergs – to develop the dining and bar concepts for level 22 and the laneway,” Cottome said.

hotelmanagement.com.au 21

PRESENTS

A message from President, Julian Clark

As 2021 gets into full swing, Accommodation Association President, Julian Clark, sets the advocacy agenda and the major goals for the year.

THIS YEAR REPRESENTS my seventh year tourism to Australia and are COVID-safe. as the president of the Accommodation We must also see our governments, both Association, and the challenges we face as an at a Commonwealth and State level, support industry continue to drive innovation us through the impacts of the tail of and a survival mode for our COVID-19. Governments must industry. As I look at the year continue the JobKeeper ahead, the Board will be program. The mandatory focused on ensuring we code of conduct must be continue to deliver for matched with banking our members. relief, while working If we are to be visas and demand successful in 2021, stimulus measures we must see a return are both critical and of demand with fair for our specific domestic borders to be industry. reopened (and remain And finally, I am hopeful Julian Clark so) and business travel that the Accommodation to recommence. Further, and Association and AHA will when safe to do so (hopefully late 2021) complete a mutually beneficial merger international borders should be reopened, to improve our advocacy outcomes and deliver starting with countries that provide high net even greater member benefits.

Melbourne and Greater Melbourne Road to Recovery

A collaborative ‘Staycation’ campaign to kickstart Victoria’s short-haul tourism market was swiftly relaunched once lockdown ended.

OVER THE PAST 18 months, the Accommodation Association worked closely with the City of Melbourne to drive the leisure market into the city by developing a Staycation program – which was unfortunately suspended during the city’s lockdown. With restrictions lifted from December, the program was immediately reinstated in Melbourne properties with a dedicated marketing program in collaboration with Visit Victoria as part of its ‘Stay Close, Go Further’ drive campaign. The campaign is designed to help rebuild Victoria’s visitor economy by promoting visitation and expenditure within the state, following the easing of travel restrictions designed to slow the spread of COVID-19.

As part of the campaign, Visit Victoria developed a dedicated landing page to book a Melbourne Staycation. The City of Port Phillip also collaborated with the Accommodation Association to create a ‘Stay and Play Port Phillip’ to be promoted via its digital channels and also through Visit Victoria.

Contact the Accommodation Association for details on how to get involved and feature on the Visit Victoria ‘Staycation’ campaign.

22 HM The Business of Accommodation

Guest Experience Automation The Accommodation Association is pleased to introduce members to its newest partner, Review Pro, a cloud-based software solution offering integrated tools designed to improve guest reviews.

AMONG REVIEW PRO'S services and

plug-ins is a Guest Experience Automation messaging solution, online reputation management services and survey design kit to help you draw on guest feedback and respond in a timely manner.

Review Pro can also design surveys to send to your guests, allowing you to draw on guest feedback and respond to address any issues quickl;y and directly.

Victorians are being encouraged to enjoy Melbourne through the Staycation campaign.

KEY NEWS

BESydney CEO, Lyn Lewis-Smith

Business Events Sydney Briefing

Message from David Mansfield

The Association conducted a member briefing to share details of a new campaign promoting Business Events.

IN RESPONSE TO the impacts of COVID-19 on the Australian business events sector, Business Events Sydney (BESydney) has expanded its focus to promote the Sydney metropolitan region as a distinctive domestic business visitor destination. BESydney has since

Ascott's Australia MD, David Mansfield, champions the virtues of regular communication. launched the ‘It’s got to be Sydney’ campaign, which will run until 30 June 2021.

In support of BESydney, the Accommodation Association held a member briefing to discuss how the accommodation sector in Sydney and Greater Sydney can be part of this campaign.

THROUGHOUT 2020, IT was my privilege to unite with industry peers as together we grappled with the enormity of challenges imposed on our sector by the global pandemic. Bi-weekly calls among senior leaders from some of Australia’s biggest hotel operators hearteningly saw competitive interests set aside in the pursuit of a collective pathway forward.

In 2021, I am delighted to be joining

the National Board to continue those vital conversations and bring our emboldened industry into the new world together.

As MD Australia of The Ascott Limited, I intend to advocate for our franchise business network, ensure their voices are heard and celebrate the important role our people play in the Australian visitor economy. Collectively, we will address core challenges which include the renewal of our industry reputation, promote consumer confidence in the safety of our businesses, and re-inspire people looking to forge a career in our brilliant industry.

David Mansfield

The Association is engaged with the government on medium-term tourism challenges

Planning for the future of Melbourne The Accommodation Association represents the interests of the sector by actively working with key stakeholders in the Victorian Visitor economy.

THE ACCOMMODATION ASSOCIATION is represented on the City of Melbourne’s ‘Bring People Back to the City’ subcommittee, which identifies opportunities and challenges for the visitor economy’s recovery. We are also a participant in the newly formed ‘Greater

Melbourne Tourism Recovery Forum’. The Forum is created to provide a formal structure for Greater Melbourne to engage with the Victorian Government on recovery measures over the medium term. At this stage, that period is intended to cease from the end of June 2022. hotelmanagement.com.au 23

PROMOTION

25

WELCOME TO With news that 25hours Hotel Sydney and 25hours Hotel Melbourne are set to open in 2022 and 2023 respectively, we thought it would be a great opportunity to find out more about this fresh and contemporary brand.

HOURS

25hours Sydney will be housed inside the former West’s Olympia Theatre

A

ll 25hours hotels are shaped by the distinctive stories of their surroundings, offering guests an enriching experience and genuine insight into the local scene and culture. Located in vibrant metropolitan areas, the 25hours offering is based on innovation, service and design. The brand has been performing consistently well throughout all different market segments and holds huge appeal for those visitors searching for a true connection with a city.

The appeal, popularity and growth of the hotel is explained by its design and the high quality of its facilities and services.

Simon McGrath, Chief Executive Officer, Accor Pacific said: “We are bringing 25hours Hotels to the Pacific because it is what customers are asking for and has enormous potential, adding significant depth to the hotel offerings available in our region. It is impossible not to fall in love with this brand. Across the world, 25hours Hotels consistently ranks high as a must-visit destination for travellers and locals alike.”

Christophe Hoffman, CEO and Co-Founder of 25hours Hotels commented: “Courage played a major role when we opened our first 25hours hotel in 2003, and it fuelled our expansion in Germany’s most vibrant cities, and other German-speaking countries. Our concept was, and still is, as simple as it is singular. A 25hours hotel surprises, challenges and convinces you with an exciting interior, authentic gastronomy, cool bars, good service and whole lot of soul. However, our strength is, and will continue to be, the unique character of each individual hotel, the atmosphere and the ability to inspire our guests.”

24 HM The Business of Accommodation

The al fresco bar and dining area at 25hours Sydney “I am proud that we now have 13 hotels and over 1,100 members of our team, and that our concept works – whether in Berlin, Zurich or now, with our newest opening, in one of my favourite cities, Paris. It makes me particularly proud that it’s not just us who believe in our vision, but that we now have Accor as our strategic partner to support us in our global expansion.

Our next hotel projects in Florence and Dubai will open in 2021, with further plans to open a 25hours hotel in thrilling cities such as Melbourne, Sydney, London, Copenhagen and Athens. 25hours is more than just a hotel company – our neighbourhoods are integral to our success, and we are endlessly inspired by local and global heroes,” Hoffman added.

ACCOR NEWS

ey nk Mo The

Whether it’s a classic burger served at Burger De Ville from an Airstream food truck, Eastern Mediterranean fusion cuisine at NENI, or the tartare at The Paris Club – when it comes to dining at 25hours, it’s about having the total experience.

Ba rT The bars and restaurants at 25hours n i err erl ac e iB provide a high-quality, culinary experience n at 25 i k hours Hotel Bi without insisting on the formality typical of gourmet restaurants, and friendliness and a hearty welcome play a much more important role when it comes to making guests feel at home.

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WHAT DO 25HOURS HOTEL DEVELOPMENT PARTNERS SAY?

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UNFORGETTABLE FOOD AND DRINKS EXPERIENCE

25hours has a varied portfolio of restaurant concepts. The most fitting concept is carefully chosen for each hotel, considering the location and the guests’ needs. This strategy creates unique spaces for guests which not only enjoy tremendous popularity among hotel guests, but also quickly turn into regular hangouts for locals. The Heimat Restaurant, for example, became a cherished lunch spot in the busy HafenCity, while for dinner, locals are mingling with hotel guests over ‘Herzstück’ and Riesling. The Monkey Bar in Berlin became the hot spot for cocktails and views in the city’s west.

Art Invest Real Estate Managing Director, Dr. Peter Ebertz, says: “With a creative vision for every project and unceasing attention to detail, 25hours Hotels succeeds again and again in giving its hotels a special touch. In doing so, we have found the perfect partner for our unique project in downtown Florence.”

FREO Group Founder, Chairman and CEO, Matthias Lücker, is also a strong supporter of the brand. He says: “25hours Hotels have gained significant market presence, both as a highly successful design and lifestyle operators and also as an F&B market leader. As such, they are not only recognised, but also sought after, as business partners for lenders, investors, and high net worth individuals. This is a great asset to have for FREO, as an investor/developer. We are delighted to name them our partner.”

25hours Hotel Sydney will open at the end of 2022 and 25hours Hotel Melbourne will open in 2023. n

“It is impossible not to fall in love with this brand.”

Simon McGrath, Accor Pacific 25hours Hotel Vienna at Museums Quartier, with a bathtub on the balcony

hotelmanagement.com.au 25

HM Q&A

What lessons have you learned and what surprised you most?

2020 REFLECTIONS ON

HILTON PRESIDENT AND CEO, CHRIS NASSETTA, WEIGHS IN ON THE TURMOIL OF 2020 AND SHARES SOME PERSONAL REFLECTIONS ON THE YEAR THAT WAS AND THE JOURNEY TO RECOVERY.

I

What was your biggest challenge of 2020?

t’s so hard to pick just one challenge! 2020 was incredibly difficult for all of us at Hilton, on a professional and personal level. We had to make really heartbreaking decisions about our team while navigating our business through an unprecedented standstill in global travel. I think maybe the single largest challenge was managing all that professional stress – including the impact to our deeply valued Team Members – while simultaneously worrying about my own family and their health. Needless to say, I’m optimistic that we’re making important progress toward resolving the health crisis in the not-too-distant future.

26 HM The Business of Accommodation

You know, I’m kind of an old school guy. Before this, I worked on my phone and with hard copies of what I needed to review closely. I travelled so much that I never really worked from home, and my team didn’t either – we wanted to take advantage of my limited time in the office. This has shown me that there are some things we can do virtually and still be effective – and that the video technology I had been resisting does have its benefits! I’m still doing a lot on paper – I’ll never give up my lists on legal pads – but I am visiting with so many of our teams around the world virtually, and it’s working. It has also become clear that the flexibility people need right now is not massively diminishing our ability to get the work done. That part definitely surprised me a bit.

I’m still a huge believer in in-person connections.

Technology is a great tool when you can’t meet faceto-face, but at the end of the day, there is simply no replacement for the authentic relationship-building that happens when you’re in the same room as someone. And of course, the big exception to everything I just said is our hotel Team Members. They haven’t had the ability to work from home and have shown up every day to serve our guests under really difficult circumstances. Part of why I’m so eager to get on the road again is to thank them for everything they did in 2020.

What will the impact of the vaccine look like for the hospitality industry?

First of all, the vaccine is going to be a Godsend for the vulnerable populations most affected by COVID-19, as well as healthcare professionals and essential workers around the world. And as it is more widely distributed, it’ll be a major advancement for our industry, especially for our Team Members on the front lines in our hotels. A vaccine – in addition to ongoing common-sense safety precautions – will help people feel more confident in traveling domestically and internationally.

You evolved the Hilton Honors loyalty program significantly in 2020. How did you go about deciding to increase the flexibility? What changes will remain when we return to travel?

We always say our guests are part of our family, and if we’re going to say that, we have to back that up with our actions. It was an easy decision to provide greater flexibility to our Honors members – it was the empathetic thing to do, and it made business sense.

Offering flexibility and a faster path to status next year shows our members that we take their business seriously and have compassion for what’s going on in the world.

It undeniably built stronger loyalty with our members, which ultimately makes the program that much more valuable. I’ve always said that you’d have to be crazy to not be an Honors member and enjoy all the benefits the program offers – and that’s still true today.

HM Q&A

You’ve managed to maintain significant growth even in spite of 2020’s events. What development trends will we see going in 2021?

We’re fortunate to have great partners who are taking a long view of the industry and understand that being part of our global network will pay dividends for years to come. We work closely with our owners to develop the right hotels in the right markets at the right time and going into 2021, we expect to see additional growth in drive-to and resort locations with opportunities for new hotels up and down the chain scale. This year saw a mix of conversions and new builds, and we expect that to continue in 2021 as construction that was paused in 2020 picks up again and owners continue to seek out the benefits our system provides.

And of course, as exciting as new development is, we haven’t lost sight of the support needed by those owners who aren’t in a position to develop right now. That’s why we continue to invest significantly in their continued success through increased flexibility, advocacy on their behalf at the highest levels of government, and ensuring our operating model is as efficient as possible.

You’ve maintained your commitment to sustainability throughout all this. Why? How will you press forward as we go into 2021?

What should we expect to see from Hilton?

I have always believed that you can’t turn your back on commitments just because times get tough. We made a promise to the communities we serve to create a positive impact from both an environmental and a social perspective, and we aren’t letting up now. Through ‘Travel with Purpose’, which is our corporate responsibility platform, we are continuing to make progress against our 2030 goals of halving our environmental footprint and doubling our social impact investment over the next decade.

How do you anticipate guests’ expectations will have changed by the time they return to travel? How will you address this?

We know that our guests are really focused on cleanliness and safety as they get comfortable travelling again, and they have heightened expectations in that regard. Now more than ever, guests are looking for reliability, which is why our Hilton ‘CleanStay’ program will remain in place for the foreseeable future to ensure our hotels are as safe as possible. At the same time, guests are also looking for the friendly, memorable experiences they’ve missed out on over this past year – which is why I think the most important thing we can do is to remind them that our signature Hilton hospitality hasn’t gone anywhere.

Our Team Members are still creating unforgettable memories for our guests, just adjusted a bit to make sure we’re doing everything as safely as possible. I get messages from guests every day sharing our Team Members’ incredible creativity, and it’s such an inspiration. Generally, I think that travellers are still a bit hesitant about what their experience will look like, so we’re showing them that they can still count on us for reliable and friendly hospitality.

If you could have a conversation with the Chris Nassetta of January 2020, what would you tell him?

I’d tell him to hold on tight! In all seriousness, I’m proud of how we responded to a global black swan event – nobody saw this coming and our Team Members have managed through this crisis beautifully. I’d tell January 2020 Chris to get ready for a long slog but trust yourself and your team to get through it. I’d also probably tell him to ask his teenage daughters to teach him how to use Zoom!

Right now, there’s a student thinking he or she wants to be a hospitality CEO one day. What piece of advice would you give him or her?

“It was an easy decision to provide greater flexibility to our Honors members.”

Chris Nassetta, Hilton

Keep pushing toward your dreams – this is still the best industry in the world, full of passionate, committed people. Don’t be afraid to raise your hand for new opportunities, learn as much as you can about the business and give it your all. Hospitality offers incredible opportunities across countless disciplines and for people with all different skillsets, and the next generation of global leaders is just getting into the business now. I can’t wait to see what they’ll accomplish.

What are you most excited to start doing again as travel returns to full strength?

I can’t wait to visit our Team Members around the world and thank them for their hard work in 2020. I’ve made some trips to a few cities in North America, but I am really eager to get back to Asia and Europe. Our Team Members continued to show up for our guests and help create meaningful memories during a time when it really mattered – just as they’ve done for the last century and will continue doing for a hundred more years. As tough as 2020 has been, the human spirit is so resilient, and we still crave the connections only travel can offer. We will see a return of the Golden Age of Travel, and I can’t wait to be in our hotels to witness it. n

Hilton has partnered with hygiene brand Dettol for its ‘CleanStay’ program

Hilton Garden Inn will debut in Australia this year hotelmanagement.com.au 27

INDUSTRY LEADERS FORUM

INDUSTRY LEADERS FORUM

2021 WELCOME TO THE 2021 HM INDUSTRY LEADERS FORUM. AFTER A CHAOTIC AND DEVASTATING YEAR, THE MOOD AMONG THE SECTOR IS ONE OF OPTIMISM AND THE DAWN OF A NEW DAY. ONCE AGAIN, WE’VE GOT THE INDUSTRY COVERED WITH FIRST-HAND OPINIONS OF LEADERS FROM AUSTRALIA AND AROUND THE WORLD.

28 HM The Business of Accommodation

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The next decade: Planning for the Future of the Australasian Hotel Industry

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GLOBAL LEADERS

Sébastien Bazin Chairman and CEO, Accor

Travel is a resilient industry and innovated quickly to respond to the challenges of 2020.

IT IS LIKELY that the COVID-19 crisis is an accelerator of existing consumer trends and societal evolutions. For example, [the] transformation of ways of working and consumers seeking out more authentic and meaningful experiences.

Global travel restrictions mean that we are expecting the strong focus on domestic and local travel to continue and there will be a phased return of business travel.

There are high internet searches for leisure and travel, which indicates the high value that people place on travel – they want to travel again and enjoy their free time with unique experiences and socialising.

After lockdown or restricted movement, what people are looking for now are experiences – spa treatments to rejuvenate and relax, cocktails by the pool, kids club activities for their children, room service dinners, celebrating all those lost moments like weddings, birthdays, anniversaries – all things that can be enjoyed at a hotel, apartment or resort.

Asia-Pacific is showing early signs of recovery, which is testament to the vibrancy and strength of the region.

The development pipeline for luxury and lifestyle hotels is remarkable and customers will be delighted by the quality and range of choice available to them. n

“After lockdown or restricted movement, what people are looking for now are experiences.”

AC C

Sébastien Bazin, Accor

SNAPSHOT: ACCOR Number of hotels and rooms (Globally): 5,200 hotels and more than 800,000 rooms Number of hotels and rooms (Asia-Pacific): 1,250 hotels and more than 240,000 rooms Number of hotels and rooms (Australasia): 395 hotels and more than 52,000 rooms Year first hotel opened: 1967 Year the company was founded (Globally): 1967 Year the company was founded (Asia-Pacific): 1982 Year the company was founded (Australasia): 1991 Brands in the organisation: 43 brands Head office locations: Paris, Shanghai, Japan, South Korea, Singapore and Sydney

30 HM The Business of Accommodation

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GLOBAL LEADERS

David Kong

Global President and CEO, BWH Hotel Group As we have seen throughout history, crises have the ability to reveal a truth – in people, in organisations, and in ourselves.

THE COVID-19 PANDEMIC has wreaked havoc on our industry and global community with a human and economic toll that is truly catastrophic. Throughout this pandemic, our industry has stood shoulder-toshoulder, weathering this unrelenting storm together.

Additionally, hoteliers across the globe have shown their spirit of caring in profound ways from providing a safe home away from home for frontline workers, supporting their local communities, and caring for the wellbeing of their guests and associates.

From the earliest days of the pandemic, our industry came together to prioritise the safety and wellbeing of our guests and hotel teams. BWH Hotel Group, in concert with leading global health organisations and the scientific community, launched the ‘We Care Clean’ program. This program ensures an even higher level of cleaning standards and operational best practices at each of our properties across the globe. We Care Clean addresses everything from guest room and common area cleanliness, to streamlined processes that minimise contact between guests and associates while maintaining industry-leading customer service. I am grateful to our hoteliers for embracing this program at their hotels.

Despite their own professional and personal hardships, their top priority throughout this crisis remains the safety of their guests and employees.

As a global hotel company, the pandemic has had a significant impact on our development efforts. Many hotels have remained closed due to governmental restrictions and a loss of business. There is also a great deal of uncertainty in the current environment which is causing hotels to become more hesitant in their decision making. While there is a pressing need to recover from historic declines, hotels are also in many ways risk adverse. Nevertheless, we see great opportunities in the years ahead as hotels evaluate their situations. For example, independent hotels may be more inclined to seek the resources of a large hotel brand (for example, sales and marketing tools and staffing, a robust loyalty program, and strong booking engine) to help recover their losses. Likewise, hotels already branded may seek to reaffiliate with more proven brands that can assure them of their business recovery.

Despite this year’s challenging environment, as a brand we opened 350 new hotels globally and invested in two new construction projects which broke ground as new Vib properties – our urban, upscale boutique brand.

BWH Hotel Group also continues to receive top industry recognitions. Our brand was recently named the Best Midscale Hotel Chain in the 2020 Travel Weekly 32 HM The Business of Accommodation

“We have walked through the darkness, but we are seeing the first ray of dawn.”

David Kong, BWH Hotel Group

Asia Readers’ Choice Awards. This marks the sixth year we have achieved this remarkable recognition which celebrates leading hotel brands that continue to raise the bar for hospitality in the region. Additionally, SureStay Hotel Group was ranked No. 1 in the economy segment

by JD Power, with Best Western Premier ranking No. 1 in the upscale segment the year prior. We were also pleased that Best Western and Best Western Plus secured the top two spots in this year’s Business Travel News (BTN) reader survey, reflecting our brand’s appeal to today’s business travellers.

The pandemic has sparked innovation as brands have found new ways of connecting and adapting to evolving expectations. For example, COVID-19 has accelerated certain trends such as online training, touchless payment systems, and enhanced cleaning protocols.

Our brand has rolled out new online training courses for employees, general managers, and hotel staff, and held our first-ever Virtual Convention. The convention was an overwhelming success, with more than 4,000 attendees from around the world and our highest satisfaction results ever recorded.

As we begin the new year, we have cause for much hope and optimism. Individuals around the world are already receiving the vaccinations and we expect even wider distribution in the months to come. This pandemic may have temporarily impacted our ability to visit new and beloved destinations, but it did not diminish our inherent love of travel. We look forward to the months ahead with optimism as the pent-up demand to travel is unleashed. While our industry’s journey to recover will be uneven, we should all remain hopeful and confident in our future together. We have walked through the darkness, but we are seeing the first ray of dawn. n

BWH broke ground on two new Vib branded construction projects in 2020

SNAPSHOT: BWH HOTEL GROUP Number of hotels and rooms (Globally): 4,069 hotels and 372,189 rooms Number of hotels and rooms (Asia-Pacific): 182 hotels and 43,519 rooms Number of hotels and rooms (Australasia): 96 hotels and 5,709 rooms Year first hotel opened (Globally): 1946 Year first hotel opened (Asia-Pacific): 1993 Year first hotel opened (Australasia): 1975 Year the company was founded: 1946 Brands in the organisation: 18 (16 in Australasia) Head office locations: Phoenix, Bangkok and Sydney

GLOBAL LEADERS

In the current environment, hotel conversions will remain a strong theme, and it’s something we’re experiencing throughout our portfolio as some fantastic properties join IHG. It’s been encouraging to see the confidence owners hold in our brands, and their willingness to invest in new deals and existing properties.

Mulpha’s renovation of InterContinental Sydney is one in particular that we’re all excited to see.

While it’s great to talk about our beautiful hotels, they don’t run themselves and when people ask me what our greatest asset is, my answer is – without fail – our hotel colleagues; the incredible individuals who have performed so tirelessly over the past year. These great people need and deserve our support as they gear up for the different The new year brings fresh hope within our industry, after the toughest 12 stages of recovery, and we’ll provide it in what will months imaginable for our hotels, owners, guests and colleagues. continue to be a real team effort between our stakeholders.

It’s with this spirit of collaboration in mind that I want THIS SENSE OF optimism comes, of course, in the form to take the opportunity to thank the Australian Federal, of the COVID-19 vaccines. They are the light at the end State and Territory governments for the support they of the tunnel and, when administered at scale, will be the have provided to the tourism industry throughout the key to easing the travel restrictions which have impacted pandemic and mention the Accommodation Association us all so greatly. and Tourism and Transport Forum – both of which have We know a recovery will be gradual so, for the time been invaluable in helping our industry get through this. being, we remain heavily focused on domestic business.

It has been a real example of how working together can But vaccines will eventually lead to more borders help us succeed in difficult times. opening between countries and then we will be a giant So, as we kick off the new year, there is much step closer to international travel returning. reason for optimism. On a personal level, I cannot I am confident people will embrace the opportunity wait to return to Australia, to travel again as soon as they possibly can, and in the reconnect with owners meantime, our industry must continue to improve the face-to-face, and spend time stay experience against the context of the evolving with our teams as soon as it’s pandemic. Maintaining the highest standards of hygiene possible to do so. I’ve missed and cleanliness, enriching what is offered digitally, and your wonderful country ensuring each stay meets a guest’s expectations will and the chance to catch up remain key throughout the year ahead. with so many friends and Despite the crisis, we’ve continued to grow our business colleagues in person, rather in Australasia and are anticipating an even stronger 2021. than virtually. That moment I have been particularly heartened by the performance can’t come soon enough. n Kenneth Macpherson, IHG Hotels & Resorts of two of our brands – Crowne Plaza – and voco, where the number of hotels signed, its strength in the domestic leisure market, and its financial performance really shone.

Kenneth Macpherson Chief Executive Officer – EMEAA, IHG Hotels & Resorts

“When people ask me what our greatest asset is, my answer is – without fail – our hotel colleagues.”

SNAPSHOT: IHG HOTELS & RESORTS Number of hotels and rooms (Globally): 5,977 hotels and 889,582 rooms Number of hotels and rooms (EMEAA): 1,124 hotels and 222,486 rooms Number of hotels and rooms (Australasia): 56 hotels and 12,346 rooms Year first hotel opened (Globally): 1949 Year first hotel opened (Australia): 1962 Year the company was founded: 1777 (as Bass Hotels) Brands in the organisation: 16 Head office locations: Denham, UK and Sydney, Australia

New rooms and a new ballroom will soon be coming to InterContinental Sydney

hotelmanagement.com.au 33

GLOBAL LEADERS

The Langham, Jakarta will be the group’s first in Southeast Asia

Stefan Leser

Chief Executive Officer, Langham Hospitality Group The past year has been a bruising one for everyone, in particular for the travel and hospitality industry which was one of the hardest hit by the pandemic.

I AM VERY PROUD of my teams around the world who have risen up to the challenges, worked exceedingly hard and adapted quickly to turn the business around. Their resilience, hard work and outpour of care and concern for our guests and each other and the community is humbling and inspiring.

Very quickly, our hotels globally started engaging with our guests through video content online when we could not meet them face to face. Step-by-step cooking

demonstrations on how to create dishes at home by our Michelin starred Chefs in Hong Kong; colleagues sharing our well-loved scones usually enjoyed at afternoon teas at The Langham hotels; wellness tips to help ease anxiety and relax to fitness videos were created and shared on our social media platforms to make sure we continue to keep in touch with our guests and the community.

We were not able to celebrate The Langham’s 155th anniversary with our guests or each other but our hotels did not let the pandemic deter them but came together and produced The Langham’s very own 24-hour virtual global tea party and sent care packages, boxes of afternoon tea treats to frontline medical workers and those that needed help.

Langham Hospitality Group continues to be bullish and one of the key highlights is our expansion into Europe. We opened The Langham Nymphenburg Residence, Munich in September 2020. It is a stunning and exclusive one key property filled with beautiful artworks from the Porzellan Manufaktur Nymphenburg.

Following Munich, we also announced The Langham, Venice, which will add new lustre to the group’s collection as its first property in Italy. It is scheduled to be opened in 2023. We will continue to expand our footprint in Europe which include France and other cities in Germany.

Over in Australia, it is really heart-warming to see guests leaving comments on social media telling The Langham, Melbourne how much they miss the hotel and our colleagues when the hotel was closed during the prolonged period of lockdown in the city. And The Langham, Sydney created the ultimate pet staycation so guests and their pets could enjoy a luxurious getaway at the hotel, complete with pet spa and a specially curated in-room pet dining menu.

Pacific continues to be an important region for us and we continue to seek like-minded partners actively to increase our presence in this beautiful part of the world. We are extremely excited about The Langham, Gold Coast, which will open in 2022. In Auckland, we are 34 HM The Business of Accommodation

building a new tower, adding 650 rooms and suites in the third quarter of 2021 and making Cordis, Auckland into the largest hotel in New Zealand.

In addition to implementing training and developing the skills of our colleagues, we are taking good care of our assets and upgrading and enhancing our properties so we are prepared and ready to receive our guests when we can do so. The Langham, Boston (former the Federal Reserve Bank of Boston) will re-open in spring 2021

“Our hotels did not let the pandemic deter them but came together and produced The Langham’s very own 24hour virtual global tea party.”

Stefan Leser, Langham Hospitality Group

after a multi-million dollar renovation aiming to restore this iconic heritage hotel to its role as a New American Classic in Boston. I am confident it will not only be the best heritage luxury hotel in the city, but one of the best hotels in the United States of America.

Over in Southeast Asia, this year we will be opening our very first hotel in the region, The Langham, Jakarta.

This new luxury hotel and lifestyle destination is scheduled to open in April 2021. It is located within the prestigious complex of District 8, with direct access to the capital’s financial district, finest shopping malls, entertainment and recreation facilities. The hotel has 223 guestrooms and suites, but the crowning jewel, the Presidential Suite, has 336 square metres of exquisite space and an outdoor terrace.

China is an important market and we continue to grow steadily as domestic tourism is thriving with the locals while international borders are not yet open. In addition to the recent opening of Cordis, Hangzhou in December 2020, the group will also be opening Langham Place, Changsha in the first quarter of this year. As the world navigates through growth and change, we have learnt from this experience and consciously used this time to reset, review and rethink how we can do things differently and better. We miss taking care of our guests and the community where we operate in and eagerly look forward to moving towards normality and celebrate when we are travelling and meeting in person again. n

SNAPSHOT: LANGHAM HOSPITALITY GROUP Number of hotels & rooms (Globally): 23 hotels and 8,874 rooms Number of hotels & rooms (Asia-Pacific): 17 hotels and 5,670 rooms Number of hotels & rooms (Australasia): 3 hotels and 897 rooms Number of employees (Globally): 8,000-plus Year first hotel opened (Globally): 1865 (The Langham, London) Brands in the organisation: The Langham Hotels & Resorts, Cordis Hotels & Resorts Head office location: Hong Kong

GLOBAL LEADERS W Melbourne features a gold-roofed indoor pool with bar and dj booth

Craig Smith

Group President – International, Marriott International Marriott International added 75 properties to its portfolio in Asia Pacific in 2020, an estimated one hotel opening per week across the region.

I’M PLEASED TO share that the signing pace of new hotel deals in the Asia-Pacific region – up 30% year over year – continues to be a bright spot with China expected to lead the company’s global recovery. Looking ahead, approximately 100 properties are expected to open across Asia-Pacific in 2021.

As I transition to the role of leading Marriott’s new International Division, this success is illustrative, instructive and inspiring. I’m proud of the way we’ve continued to grow and quickly adapt to challenges arising from the pandemic – everything from new, global hygiene standards to hyper-local innovations. The depth and speed of what the team was able to accomplish is a true testament to the resilience and positivity of our associates and the confidence of our guests, Craig Smith, Marriott International owners and franchisees.

“We, and our guests, have a lot to look forward to.”

SNAPSHOT: MARRIOTT INTERNATIONAL Number of hotels and rooms (Australasia): 33 hotels and 7,800 rooms Number of employees (Australasia): 3,900 Year first hotel opened: 1957 Year the company was founded: 1927 Brands in the organisation: 30 Head office locations: Bethesda, Maryland, Hong Kong, Sydney and others

For the entire industry, it’s clear a nimble and forward-thinking approach will be required to lead us through the recovery. While overall business recovery will vary by geography, we’re broadly united by principles and empowered by best practices around the world sparking and accelerating progress of all kinds.

Here are three top line thoughts heading into 2021:

1: EXPECT HEADWINDS

Expect and prepare for turbulence. Current and fluctuating scenarios worldwide are challenging and humbling in multiple geographies. Human nature might cause us to retreat, hold our breath, hide and wait for a slow recovery. But that is, decidedly, what we should not do. Instead, understanding the inherent complexities of hundreds of different countries, cultures, languages, labour laws, strengths, weaknesses and business cycles, we must find ways to survive and thrive. Winning game plans must weather any winds and can’t be one-size-fits-all.

2: DEMAND PROGRESS

Turbocharging a performance culture is about clarity.

End-to-end alignment doesn’t just happen in an industry or organisation of any size, let alone one as vast as ours with so many moving pieces. We’re all in this together and we’re going to have to work at it. This is both challenging and liberating.

3. THINK AHEAD

What I’ve asked of my team and think is useful for anyone in our industry or adjacent businesses is something quite difficult – balancing the obstacles of today while lifting our eyes up to look toward the future. It is, after all, a seminal moment in global tourism and hospitality industry history. Let’s not waste a crisis. We should seize the moment and its potential in 2021 and beyond. We, and our guests, have a lot to look forward to. n hotelmanagement.com.au 35

GLOBAL LEADERS

Girish Jhunjhnuwala Founder and CEO, Ovolo Group

I can confidently say that the last 12 months were the most challenging, yet the most rewarding.

AS WE ENTER into 2021, it is with great gratification and enthusiasm – the former because we have continued to move forward with resilience, and the latter because we will continue embarking on our journey, the Ovolo way.

With the launch of our Quarantine Concierge package in Hong Kong, we dedicated most of our efforts to taking care of our returning Hong Kong family, even when quarantine was a taboo. Restaurant in Room, an equally popular initiative that took off in Australia, saw people

coming from near and far to enjoy a date night out of the house in their own private hotel room, allowing them to be socially distanced. Last, but definitely not least, we ended the year with a bang by going fully vegetarian at all Ovolo Hotels restaurants with our ‘Year of the Veg’ initiative – the first hotel group in the world to do so, and that comes with a lot of pride. We, as a group, continue to encourage ourselves and other business in our industry to make the right decision when it comes to sustainability and thinking of the future.

“Vaccines and travel bubbles are looking likely, which will revive the tourism industry.”

Girish Jhunjhnuwala, Ovolo Group Taking all our learnings into the New Year, we are going full steam ahead with two projects – very exciting in their own right. South Yarra, our new hotel in Melbourne, will open this year. Returning to our first home in Australia, the property will have a strong 1970s theme with a huge emphasis on music, which explains my excitement! We will also be officially open Mamaka

By Ovolo in Bali, our first property in South East Asia, and it is just the beginning.

As for my outlook on the coming year, I choose to remain positive. Vaccines and travel bubbles are looking likely, which will revive the tourism industry. And in the

meantime, we keep evolving and learning! The initiatives we have launched in the last year have captured our guests’ needs and desires while staying true to who we are. We continue to maintain a positive outlook; one that has resonated with the people of Ovolo since day one.

I want to end this by saying another huge thank you to my staff – lets rock 2021! n 36 HM The Business of Accommodation

Alibi can be found at Ovolo Woolloomooloo

SNAPSHOT: OVOLO GROUP Number of hotels and rooms (Globally): 12 hotels and 1,017 rooms Number of hotels and rooms (Asia-Pacific): Five hotels and 516 rooms Number of hotels and rooms (Australasia): Seven hotels and 501 rooms Year first hotel opened: 2010 Year the company was founded: 2010 Brands in the organisation: 2 – Ovolo Hotels and By Ovolo Collective Head office locations: Hong Kong and Sydney

GLOBAL LEADERS

Barry Robinson

President and Managing Director, International Operations, Wyndham Vacation Clubs, Wyndham Destinations We were one of the first movers when COVID-19 hit.

VERY EARLY ON, we made the difficult decision to shut down our entire resort portfolio across the Asia Pacific region along with our corporate offices. We optimised our teams for each site based on the size of the resort, led by the General Managers. This was the right move to keep everybody safe.

Hygiene was ramped up to the highest levels. We also took the opportunity of the enforced quiet time to look at efficiencies, make enhancements to our product offering and accelerate maintenance and refurbishments.

Throughout the crisis, transparency has been – and remains – a key element in communication with our customers. Our senior leadership team regularly updates club owners and guests via live Zoom addresses, social channels and email communications in line with state and federal health officials’ recommendations.

In the early stages of the pandemic, we also launched a COVID-19 hub featuring all the latest information, accessible from the front page of the club website.

Besides handling tens of thousands of cancellations efficiently and issuing our guests and Vacation Club owners with vouchers so they would not miss out on their holidays, we also focused on ways to continue to engage with our customers. One of these initiatives was the creation of Club Wyndham TV, which we are currently expanding into our mixed-use Ramada by Wyndham and Wyndham resorts.

At first, Club Wyndham TV was designed to provide our 71,000 Vacation Club members with entertainment and care while they were unable to travel. We delivered free, at-home fitness and yoga classes as well as resources

“In the early stages of the pandemic, we launched a COVID-19 hub featuring all the latest information.”

Barry Robinson, Wyndham Destinations

on nutrition and mindfulness to help them through those challenging weeks. We also provided light entertainment like hosted travel trivia nights on Zoom, along with fun family activities such as Lego and cooking competitions.

This was initially placed on our Lifestyle by Wyndham website, an e-commerce platform which provides discounts on every day and holiday purchases, set up exclusively for our club owners.

The enduring pandemic has been a challenging time for our staff, and we have attempted to go above and beyond in supporting them through our employee assistance program, and wherever possible by providing meals and care packages to our team members in Fiji.

We have also been trying to keep as many staff as engaged as possible through accelerated maintenance, refurbishment works and deep cleans.

In 2021, I’m excited about the potential of increased domestic tourism, provided we can continue to keep this pandemic under control, but I am concerned about our CBD properties, because without events and corporate activities, they will suffer. We’ve got a good opportunity to yield better in holiday resort destinations, but there are some destinations that are more geared to international markets that may not fare so well.

This year, we are excited to continue to impact the growth of regional markets with the success of our mixeduse model. An example of this is Club Wyndham Mt Hotham. In the past, this property was only ever open for the ski season. After we opened it as a mixed-use property, with both vacation club and resort inventory, the resort has enjoyed year-round occupancy. Even after enduring COVID-19, we only had to close our doors when we officially shut due to the aforementioned lockdowns. This hybrid resort model, which has both hotel and vacation ownership inventory, sees both business arms plus the local region benefit from year-round visitor spending.

This year, I hope to see the widespread roll-out of a successful vaccine so that international borders can open once more. Until then, our stringent hygiene practices, communication protocols and a host of new activities on offer have assisted in putting our guests at ease, so they can enjoy themselves and relax while holidaying at our resorts. n

Club

Wyndham Airlie

Bea ch,

Qu ee n

s la nd

SNAPSHOT: WYNDHAM DESTINATIONS Number of hotels and rooms (Globally): More than 4,200 properties Number of hotels and rooms (Asia-Pacific): 75 hotels and 4,500 rooms Number of hotels and rooms (Australasia): 44 hotels and 1,143 rooms Year first hotel opened (Globally): 2000 Year first hotel opened (Australasia): 2015 Year the company was founded: 2018 Brands in the organisation: 14 brands Head office locations: Orlando, Singapore and Gold Coast

hotelmanagement.com.au 37

ASIA-PACIFIC LEADERS

Trent Fraser

Chief Executive Officer, Choice Hotels Asia-Pac I’m proud of how our entire organisation has collectively handled the challenges of the last year.

“I’m encouraged by sharp uplifts in our business, and the increasing desire to travel.”

Trent Fraser, Choice Hotels Asia-Pac

THERE IS NO denying that the last 12 months have been challenging for the accommodation industry. However, as we move into 2021, our focus is on delivering strong results for our franchisees and focusing on continuing our recovery efforts. Pleasingly, we finished out 2020 with direct bookings 65% up in December, year-on-year, as well as a strategic organisational realignment to put us in the best position to achieve success in 2021.

Every one of our team members have shown the leadership qualities of resilience, collaboration, leading by example, striving to win, and driving success for our franchisee network. There has been times of challenge and uncertainty. At times, it has been a struggle, but what I am most proud of is that no one gave up – everyone persevered in accomplishing goals and continuing to deliver for our franchisee network.

We introduced several new initiatives in 2020, including our global, industry-leading ‘Commitment to Clean’ program to help our hotels maintain the highest standards of hygiene and look after their guests and staff.

There was extensive work with individual properties

to create and submit their COVID-Safe plans to local authorities and access government support. Importantly our team provided regular mental health support and resources too.

Flexibility continues to be a central theme for the way our team works. With most of us across the region working from home, and not connecting in person, it has forced us to rely on relationships that we’ve built up, our strong reputation, and our results. Video conferencing The Haus Group in Hahndorf, SA is a new has become the norm, and member of the Choice personally, I’m pleased to see it Hotels Asia-Pac family

SNAPSHOT: CHOICE HOTELS ASIA-PAC Number of hotels and rooms (Globally): 7,500 in more than 40 countries Number of hotels and rooms (Asia-Pacific): 300-plus Year first hotel opened (Globally): 1939 Year first hotel opened (Asia-Pacific): 2002 Year the company was founded: 1939 Brands in the organisation: Ascend Hotel Collection, Clarion, Quality, Comfort, Econo Lodge Head office locations: Rockville, Maryland and Melbourne, Australia

38 HM The Business of Accommodation

replace the traditional phone call, allowing us to increase personal, face-to-face interactions.

To highlight just how different our development team, in particular, has worked, in 2019, they spent an average of 20% of nights in the working year away from home, travelling to meet with owners. In 2020, this was entirely replaced by virtual interactions.

I’m feeling optimistic about the year ahead. We closed out 2020 with two new group partnerships, each with three properties. I’m thrilled to welcome The APX group based in Sydney, and The Haus Group based in Hahndorf in the Adelaide Hills to the Choice Hotels family.

We’re continuing our sharp focus on business delivery to our franchisees with the development of a Revenue Generation Unit (RGU), led by Kari Hunter after a promotion to Senior Director Strategy, Sales and Marketing. Additionally, a newly established Choice Hotels’ Franchise Performance Unit (FPU) combines our Franchise Services and Revenue Management and Distribution teams, headed by Director of Performance and Revenue Management, Anthony Stanley.

We’ve also made several other key appointments, including Cameron Burke, Director of Investor and Portfolio Growth, whose focus will be on growing our network of properties through strategic, investment led initiatives. Cameron brings his extensive corporate background to the role – he was previously Special Counsel with AJ and Co. Lawyers in Brisbane. We also welcomed Procurement Manager, Michael Thomas, previously Director of Procurement at Hyatt Hotels, who brings significant experience and relationships to our team. Katie Cage joined the marketing team as Manager Loyalty and Campaigns. Previously, Katie held the position of Marketing Manager at BIG4 Holiday Parks and brings a wealth of marketing experience across regional accommodation, leisure and franchising.

Each year brings us unique challenges and opportunities. I’m encouraged by sharp uplifts in our business, and people's increasing desire to travel. Our resilience, strength and determination are what will allow us to continue to grow, and drive results in this year, and beyond. n

ASIA-PACIFIC LEADERS

Stephen Ho

President – Growth & Operations Asia-Pacific, Hyatt We are grateful for the continued commitment of our owners and partners.

WHILE THE PANDEMIC undoubtedly brought unprecedented challenges to the industry in 2020, I am optimistic the newly approved vaccines that are beginning to be distributed globally will help countries manage this devastating virus and help put the hospitality industry on the path to recovery.

Through listening to our stakeholders, we have learned that our recovery efforts must go beyond enhanced and comprehensive hygiene protocols. We need to focus on a more holistic sense of wellbeing, preventing the spread of COVID-19 but also caring for people. With a focus on ‘Safety First and Wellbeing Always’, we have reimagined the hotel experience.

At the end of 2020, all our Asia-Pacific hotels completed the requirements to support Hyatt’s Global Care & Cleanliness Commitment goal and have a designated ‘Hygiene and Wellbeing Leader’ to oversee the execution of the Group’s commitment. All our hotels in the region also went through the GBAC STAR cleanliness and training accreditation process from the Global Bio-risk Advisory Council to help us further reinforce consumer and client confidence for our brand.

Our Food and Beverage teams recognised early on that domestic activities would be the first to recover until international travel resumed. They developed stringent operation guidelines, shared learnings and inspired each other to introduce new customer-friendly, customersafe ways to deliver exceptional dining experiences. For example, our hotels launched ‘contactless’ drive-through pick-ups, a la carte buffets, QR codes that redirect diners to digital menus and takeaway options for popular afternoon tea sets.

In addition, our teams identified new platforms to reach domestic audiences. For example, in China, we launched the Hyatt WeChat Mall and live-streamed promotions directly from our hotels to generate demand.

Across Asia Pacific, we are currently piloting a voucher program to give our hotels the flexibility to offer value for money packages.

We launched our ‘HY-brid’ offering last year, which came from proactive listening with event planners, professional conference organisers and corporate customers. We learned we needed to reimagine the event

and meeting experience with a focus on hygiene and wellbeing, cost-effective and seamless meeting solutions and flexible cancellation policies.

HY-brid provides seamless and sustainable small to large-scale global meetings that can simultaneously take place across multiple Hyatt venues – all while being neatly bundled and centrally billed. It has been the perfect solution for international meetings with the option to ‘mix and match’ in-person attendance in markets with eased restrictions and virtual attendance in markets with COVID-19 restrictions.

Despite the challenges of 2020, we opened 18 hotels spread across new markets in New Zealand, Japan, China, Vietnam and South Korea. They included the highly anticipated Park Hyatt Auckland – New Zealand’s first Park Hyatt hotel – overlooking Waitemata Harbour, and Park Hyatt Niseko Hanazono in Niseko Japan, one of the world’s premier ski destinations. We also re-entered Jeju in South Korea, opening the largest Hyatt property in Asia Pacific – Grand Hyatt Jeju, an integrated resort with 1,600 keys.

In the last 12 months, the Hyatt team has remained steadfast in our purpose of advancing care to our guests, customers, colleagues and owners. While there is still uncertainty when international travel will bounce back, I am confident that our agility and creativity will help us continue to navigate through these challenging times. n

The Park Hyatt brand made its debut in New Zealand in 2020 as Park Hyatt Auckland

“We have learned that our recovery efforts must go beyond enhanced and comprehensive hygiene protocols.”

Stephen Ho, Hyatt Asia Pacific SNAPSHOT: HYATT HOTELS CORPORATION Number of hotels and rooms (Globally): 950 hotels in 67 countries Number of hotels and rooms (Asia-Pacific): 159 hotels in 15 markets Year first hotel opened: 1967 Year the company was founded: 1957 Brands in the organisation: 20 brands – Park Hyatt, Miraval, Grand Hyatt, Alila, Andaz, The Unbound Collection by Hyatt, Destination, Hyatt Regency, Hyatt, Hyatt Ziva, Hyatt Zilara, Thompson Hotels, Hyatt Centric, Caption by Hyatt, Joie de Vivre, Hyatt House, Hyatt Place, tommie, UrCove and Hyatt Residence Club.

Head office locations: Chicago, Hong Kong and Melbourne

hotelmanagement.com.au 39

ASIA-PACIFIC LEADERS

Katerina Giannouka

President, Asia Pacific, Radisson Hotel Group In the face of a critical downturn, Radisson Hotel Group has been more active than ever.

AS 2020 HAS just drawn to a close, we can reflect that it was one of the most challenging years in the history of the hospitality industry. While we have experienced setbacks in the past, never before have we encountered an almost complete shutdown of cross-border travel.

Adversity drives innovation and action, and I am immensely proud of our team’s ability to demonstrate agility, positive mindset and create solutions to the shortterm challenges we faced, while simultaneously driving our long-term growth strategy forward.

With our customers as a priority, we successfully rolled out our Radisson Hotels Safety Protocol – a comprehensive program of health and hygiene procedures and worked with important partners including SGS and Safehotels to certify our hotels and provide peace-of-mind for guests. With sharing best practices in mind, we aligned with the World Travel and Tourism Council’s ‘Safe Travels’ initiative to help restart the global tourism industry. Our teams across hotels and corporate offices innovated and collaborated, organising virtual roadshows to offering home delivery services, showing a wonderful willingness to adapt and learn.

There is no disguising the fact that the world has suffered an immense setback, but it appears that Asia Pacific may well lead the global recovery. Regionwide hotel occupancy and RevPAR in October 2020 were the highest for any month since January, while ADR was the highest since March. In Mainland China, October’s occupancy was only 3% down year-on-year. This gives us renewed confidence as we enter 2021.

Radisson Hotel Group maintained strong portfolio growth in 2020, which is set to continue in 2021 with a series of development milestones.

In China, two landmark hotels were signed in Nanjing, the capital of Jiangsu province, under the Radisson Collection and Radisson Blu brands. We are also anticipating the launch of the exceptional Radisson Collection brand in China soon. Within the market, we have experienced a record growth of 72 new hotels through our master brand development agreements with Jin Jiang International and its subsidiaries for our uppermidscale, upscale and upper-upscale brands of Radisson Red, Park Plaza, Park Inn by Radisson as well as Country Inn & Suites by Radisson.

In Southeast Asia, we entered two new markets with the opening of Radisson Blu Resort Maldives and Park 40 HM The Business of Accommodation

Inn by Radisson Putrajaya, Malaysia. Looking ahead, we Ra diss expect to unveil our first two es on B l u Resort Maldiv locations in Sri Lanka this year, and four new properties in Vietnam.

Our South Asia portfolio has also grown with two new hotels, including Radisson Blu Mumbai International Airport.

Our midterm goal is to triple the size of our Asia Pacific portfolio and to achieve even stronger growth beyond that. We will achieve this through a combination of flexible business models, including organic growth, strategic partnership agreements, joint ventures and selective acquisitions.

Our portfolio expansion will be paired with fresh guest experiences, including new spa and fitness concepts, and a focus on resorts and serviced apartments. The launch of Radisson Individuals – a soft brand for upscale and upper-upscale hotels – will allow independent hotels and small chains to become part of our global network.

At Radisson Hotel Group, we remain fully committed to our five-year plan. We will continue to provide exceptional experiences for every guest and plenty of options to owners and developers through our diverse collection of brands.

As part of the world’s second largest hotel group, we are perfectly positioned to meet any challenges head-on and lead the rebound of the hospitality industry in the Katerina Giannouka, Radisson Hotel Group post-COVID era and beyond. n

“Our portfolio expansion will be paired with fresh guest experiences.”

SNAPSHOT: RADISSON HOTEL GROUP Number of hotels and rooms (Globally): 1,508 hotels and 240,192 rooms Number of hotels and rooms (Asia-Pacific): 270 hotels and 42,081 rooms Number of hotels and rooms (Australasia): 12 hotels and 2,073 rooms Number of employees (Globally): 100,000+ Number of employees (Asia-Pacific): 22,374 Number of employees (Australasia): 661 Year first hotel opened: 1960 Year the company was founded: 1960 Brands in the organisation: Radisson Collection, Radisson Blu, Radisson, Radisson Red, Radisson Individuals, Park Plaza, Park Inn by Radisson, Country Inn & Suites by Radisson, Prizeotel Head office locations: Brussels, Singapore and Minneapolis

ASIA-PACIFIC LEADERS

Joon Aun Ooi

President, Asia-Pacific, Wyndham Hotels and Resorts Last year was a pivotal year for Wyndham Hotels & Resorts and the hospitality industry, with COVID-19 as a strong catalyst for change.

THERE IS NO doubt that the global pandemic caused unprecedented upheaval, but while we shifted our shortterm priorities, we never lost sight of our long-term goal – to provide the very best service and support to our guests, partners, owners and team members.

One of the most significant developments for Wyndham Hotels & Resorts in 2020 was the integration of two of our fastest-growing sub-regions – Greater China and South East Asia and Pacific Rim (SEAPR) – into the AsiaPacific (APAC) division. This integration helps us unlock the huge potential of both subregions by achieving even greater synergies and operational efficiencies.

Across Asia-Pacific, we opened over 70 hotels and signed over 100 hotels through Q3 2020, which I consider to be an amazing achievement given the overall market situation. This growth is a wonderful reflection of the power of Wyndham’s family of brands and the enduring confidence of our owners and development partners.

We reached several major milestones last year. Within Australasia, this includes the launch of the La Quinta

by Wyndham and TRYP by Wyndham brands in New Zealand, and the announcement of the first Wyndham Grand hotel in Australia – a stunning skyscraper that will become one of Adelaide’s tallest buildings when it opens in 2024.

We also introduced the APAC region’s first Dolce by Wyndham hotel in Vietnam, opened our first Wyndham Grand and Wyndham Garden brands in Japan and welcomed our first Ramada Encore by Wyndham hotel in Taiwan. China continues to be a key growth

TRYP by Wyndham Remarkables Queenstown

“The pandemic highlighted the importance for intuitive and userfriendly technology.”

Joon Aun Ooi, Wyndham Hotels and Resorts SNAPSHOT: WYNDHAM HOTELS AND RESORTS Number of hotels and rooms (Globally): 9,000 hotels and 804,000 rooms Number of hotels and rooms (Asia-Pacific): Over 1,500 hotels Year the company was founded: 2018 Brands in the organisation: 20 brands Head office locations: Parsippany, New Jersey; Singapore and Shanghai

driver for Wyndham and one of our strongest performing markets where our expanding collection of over 1,400 hotels have seen occupancies recovering to nearnormal levels.

In response to the pandemic, Wyndham rolled out ‘Count on Us’ – a series of highly effective health and safety protocols, which builds on the already high operational standards at our hotels, to deliver an elevated and more consistent cleaning experience.

This allowed us to welcome back guests safely and build confidence among our team members, customers and partners alike. We also extended significant support to our hotel owners, including fee relief and recovery playbooks.

The pandemic highlighted the importance for intuitive and user-friendly technology, and we have made moves to enhance our digital capabilities, including a refreshed mobile app.

Looking ahead, I expect bilateral travel bubbles to enable the gradual resumption of international travel in the short-term, and the roll-out of COVID-19 vaccines to stimulate the industry’s long-term revival. The impact of 2020 will still be felt however, as guests demand enhanced sanitation, contactless solutions and other ways to make their stays as safe and seamless as possible. At Wyndham, we always anticipate and respond to the latest market trends to provide the best possible guest experiences.

Wyndham will strive to continue our positive momentum in 2021. The long-term viability of our business is strong, and we are looking forward to reaching many more milestones, including the expansion of our industry-leading brands in many more established and emerging markets across Asia-Pacific.

Whatever the future brings, Wyndham will continue to work tirelessly to provide the very best support to our hotels, franchisees, owners and partners all across Asia-Pacific. n hotelmanagement.com.au 41

INDUSTRY LEADERS

“It has been encouraging to see the patches of recovery that have resulted across tourism regions.”

Phillipa Harrison, Tourism Australia

Phillipa Harrison

Managing Director, Tourism Australia Without a doubt, 2020 was a year of unprecedented challenges for our tourism sector.

DESPITE THIS, AND the ongoing uncertainties, I am optimistic about the longer term prospects for Australian tourism and the bright spots emerging in the shortterm as Australians embrace opportunities to travel domestically when they are able.

With the easing of some travel restrictions across the country, it has been encouraging to see the patches of recovery that have resulted across tourism regions, highlighting this pent-up demand for travel which is good news for airlines, hotels, tourism operators and communities that rely on Australians travelling.

However, there is still a long way to go before we get back to pre-pandemic levels of tourism activity and return to AUD$126 billion in overnight spend generated annually from 117 million domestic trips and 9.5 million international visitors. While this lost tourism spend continues to impact our entire sector, we know that those regions that are particularly reliant on international visitors will bear the brunt of this decline.

With Australia’s international borders likely to remain closed for the foreseeable future, Tourism Australia continues to prioritise its recovery effort towards stimulating domestic demand and supporting our industry through these challenging times. Getting 42 HM The Business of Accommodation

more Australians to travel in their own backyard has the potential to deliver billions of dollars in much needed revenue to our industry and helping to support the 1 in 13 jobs that tourism creates.

In the last quarter of 2020, we kicked off the next phase of our ‘Holiday Here This Year’ domestic recovery campaign, which was first launched in the wake of last summer’s devastating bushfires. The campaign, which urges those Australians who can, to support their country by not just holidaying domestically, has been performing well.

In the first two weeks alone, the campaign reached over eight million Australians via our social media channels, four million through our TV advertisements, and generated 1,300 pieces of media coverage worth AUD$8.3m million in equivalent advertising value.

Importantly, 56% of Australians said the campaign made them more likely to consider taking a holiday this year.

Plans are in place to support the domestic business events industry through campaign activity over the coming months; while our efforts to work with industry to secure longer-term international business continues.

We know that domestic tourism alone cannot lift our industry back to pre-crisis levels and as soon as it is safe to do so, attracting international travellers will form a critical part of our recovery. That’s why we are continuing to maintain a visible presence in all of our 15 international markets through content partnerships, PR initiatives and retaining critical relationships with our commercial and distribution partners.

Having a strong presence internationally is vital for maintaining interest in Australia as a destination among travellers until they can visit again. As international borders reopen and we move into recovery, competition will be fierce, and we’ll switch the focus to brand and partnership activity aimed at driving conversion and visitation. Our recovery plans also include reactivating aviation capacity, getting the global distribution system firing again and ensuring we roll out the right type of campaign activities to compete for vital international tourism dollars.

So while we expect the road to recovery will be bumpy, we are buoyed by the fact that we know Australia remains a highly sought-after destination globally with world-class tourism product and an incredibly resilient tourism industry that I know will recover and grow again in time. n

INDUSTRY LEADERS A sign seen too often in recent months, and hitting hotels hard each time

Dean Long

Chief Executive Officer, Accommodation Association As we left 2020 behind and entered 2021, we had a renewed hope that the new year would bring a level of stability to allow us to rebuild and welcome guests into our hotels again.

FOR MANY OF our city properties, December saw a return to a level of business that would allow us to stand our teams back up and get back to work. Our regional properties were reporting record leisure travel built upon a desire to travel and explore our own backyards, following a year of lockdowns.

While this positivity and improved market conditions were unfortunately short-lived due to the December outbreaks, what will endure is our employees’ resilience and ability in rising to the challenge to adapt and evolve what we do. Our teams in regional areas have had to innovate products to meet the needs of leisure travellers rather than corporates.

In our cities, it started in March as our hotels became the first line of defence protecting our community from the impacts of COVID-19. This drive to innovate and keep pushing to survive is an important trait that will allow us to navigate what will surely be another challenging year. It was therefore important that we recognise and celebrate this. As such, our industry leaders released a short video, thanking each of our team members for their contribution

“Our industry has shown enormous tenacity to regroup and reopen.”

Dean Long, Accommodation Association

and perseverance in 2020. You can view this at aaoa.com. au. Please share this on your on social media channels.

Our industry has shown enormous tenacity to regroup and reopen, while many of our political leaders continue with a sledgehammer approach to the opening and closing of our domestic borders, and therefore our industry. While there is an agreed definition between all levels of government on what a hotspot is and when borders are to be closed, states continue to ignore this.

With NSW being the only state following the national guidelines, it does emphasise the critical role of the Commonwealth Government to support our industry through 2021.

As we outlined at the end of last year, the Accommodation Association will be focused on three themes – asset management and protection, developing a competitive workforce and driving demand growth.

The Accommodation Association and all of our partner Associations are focused on advocating for the implementation of the National Border Framework and to continue a wage subsidy program for our sector.

While some regional areas are reporting record results, many of our city hotels continue to shoulder the burden of border closures. This matter was taken directly to the new Federal Tourism Minister, Dan Tehan MP in an emergency meeting on 29 December. This meeting saw myself, Simon McGrath, Leanne Harwood and Matthew Cameron-Smith join representatives from Qantas, Virgin Australia and Sydney Airport in representing our industries and ensuring the new Minister was clear on what was required.

The efforts of the Association will be focused on our advocacy themes to ensure our industry has the support it needs to prosper through 2021 and beyond. n hotelmanagement.com.au 43

INDUSTRY LEADERS

FOR MANY OF us behind the Concierge desks of Australia’s and New Zealand’s premier hotel properties, the question we are asking ourselves in the wake of the upheaval of the COVID pandemic is – where to from here?

Fortunately, the vast majority of our members remain in their positions, although the challenges presented

by COVID have understandably necessitated a need to multi task and assist their colleagues by helping in areas outside their primary roles. With the majority of our guests now originating from the domestic market (and often from within the same cities), many properties have The question we are asking ourselves in the wake of the upheaval of the been experiencing major increases in the pressure on COVID pandemic is – where to from here? their parking facilities, and as they seek to attract local guests with a variety of ‘Staycation’ packages, Concierge teams have also been reporting an upsurge in requests current environment where COVID restrictions are often for various room set-ups, including floral arrangements, limiting the availability of car rental, ticketing and dining balloons and in-room dining requests. options. This is especially helpful while many properties Another area many of our members have found are experiencing challenges in staffing and can also help themselves focusing on is in being proactive in terms avoid potential disappointment for guests and ensure their of contacting guests prior to and following their stays. experience is both enjoyable and as memorable as possible.

This enables them to introduce themselves, welcome Despite the many ongoing challenges, our Les Clefs d’Or guests, offer personal guidance and assistance with members across Australia and New Zealand are working any arrangements and also to suggest activities, dining toward a positive future, and early discussions are already options and other ways in which they may be able to help underway in many states – including Western Australia, their guests to fully enjoy their stay. In conjunction with Victoria and New South Wales – with regard to holding our post-stay follow up contact, by establishing early contact 2021 State Tourism Expos. These are designed to train our with our guests, we are able Concierge, Front Office and Guest Services staff and at the to establish an ongoing same time provide a much needed showcase for our hardrelationship with them which pressed state tourism Industry providers. transcends the essentially With a number of new properties opening, we were transactional nature of many happy to see former President of Les Clefs d’Or New of our short-term rental Zealand, Shaun Ryan, fly into Adelaide on secondment and other competitors. to work with South Australian State Director, Siddhartha Additionally, this can also Kaul, at the new EOS by SkyCity Adelaide. Nikolas help to avoid many of the Adams has also been hard at work behind the Concierge harder-to-accommodate desk at the new Park Hyatt Auckland – albeit with a last-minute requests from delightful view across Auckland Harbour! Meanwhile, our guests, which can be James Nobleza will soon be heading south from The particularly challenging in the Langham Sydney, where he has been working beside Peter McBrearty, Les Clefs d’Or Australia

Peter McBrearty

Member, Les Clefs d’Or Australia

“Despite the many ongoing challenges, our Les Clefs d’Or members are working toward a positive future.”

our new State Director for New South Wales, Catherine de la Rocha, to take up his new role as Chief Concierge at The Tasman in Hobart, due to open in March. In fact, with the strong possibility of achieving 2-3 Les Clefs d’Or members in Hobart within the next 12 months or so, we may potentially find Tasmania en route to being our first new stand-alone state section since the original inception of Les Clefs d’Or Australia – and that just has to be a positive sign in terms of the ongoing rise of the Tasmanian hotel and tourism industry!

Of course, even once things finally return to something of a pre-COVID normal in terms of interstate and international travel, it seems likely that we will all

Les Clefs d’Or member, Nikolas Adams, at the Park Hyatt Auckland

The Tasman, a Luxury Collection Hotel will open in Hobart this year 44 HM The Business of Accommodation

need to demonstrate an ongoing degree of flexibility and a willingness to assist across a variety of roles. However, at the same time and perhaps paradoxically, after a year during which many of us have been forced to remain apart, it seems that in the post-COVID world, targeted personal service may prove more of an invaluable asset than ever. n

INDUSTRY LEADERS

Michael Johnson

Chief Executive Officer, Tourism Accommodation Australia It is hard to think about the year ahead when we don’t know what will happen next week.

IT’S ALSO HARD to plan a recovery when each time our industry gets its head above water, we are pummelled by another wave. And after the year we have just had, it’s especially hard to write a positive column.

As I write this, central Brisbane and the Northern beaches of Sydney have just come out of lockdown.

The federal government has just cut the number of international arrivals allowed into the country and introduced tougher testing and quarantine procedures for those that do arrive. This is in line with our request to the national cabinet to implement best practice for hotel quarantine across the country.

Restrictions on hospitality venues and limitations on interstate travel continue in almost every state and territory and there is no sign of international tourism returning to anything like pre-COVID levels for some years. TAA and AHA state CEOs and Presidents have worked tirelessly on localised responses in each state and territory, and the whole organisation has been working toward nationwide solutions since the pandemic began. Our efforts to open up hospitality venues as soon as possible and gain extra support for those still caught up in the pandemic were – and remain – critical.

We moved rapidly to negotiate agreed flexibilities with the United Workers Union in relation to the Hospitality Industry Award.

We were successful in securing a six-month extension of the JobKeeper scheme with Treasury acknowledging our submission and the data we provided helped win the argument. After the initial JobKeeper extension was announced, we went back and helped secure further easing of the Business Turnover Test and extension of the Employee Eligibility start date to 1 July.

With the March JobKeeper finishing date fast approaching, we are continuing to work closely with Treasury for further support, particularly for those hotels hardest hit in Sydney and Melbourne. There is also growing concern with the skills shortages occurring, particularly across regions without working holiday makers and international students to support our businesses.

TAA is working closely with both state and federal governments to assist with school leavers doing gap years

“The amalgamation of the associations is progressing positively.”

Michael Johnson, Tourism Accommodation Australia

in the regions and the redeployment of those employees in cities that lost their jobs in 2020 due to the pandemic.

We hoped 2021 would be a fresh start, but so far it has just been more of the same. You must look closely to find something positive for the year ahead, but rest assured there is some good news. The most obvious is the arrival of a vaccine, which the Federal Government announced will begin to roll out as soon as this month.

And another is the growth in our regions right around the country. While hotels in Sydney and Melbourne continue at sub-20% occupancy, the summer school holidays season has seen great numbers in regional NSW, Queensland and Victoria. This has been mirrored in Tasmania, NT, WA and South Australia. Not only is this bringing much-needed revenue to these members, it is also building a foundation for future growth.

Visitors were forced to travel in their own backyard, they were forced to visit new places and have new experiences. The memories created this year will bring those visitors back and the word of mouth will bring their friends and family out of the city to stay with our regional members in the future.

In 2021, Tourism Accommodation Australia will continue to work closely with the Government on safely easing restrictions on venues wherever possible – just like we have ever since the start of the pandemic.

The amalgamation of the associations is progressing positively with the Accommodation Association and we are well on the way to forming a single united voice for our industry. This will however take time with submissions to Fair Work Australia and ROC (registered organisations commission) currently underway.

We don’t know what 2021 will throw at us, but there is one thing our members can take for granted. Whatever challenges we face this year, TAA will be focused on advocating for and supporting our great industry as we walk the long road back to recovery. n

hotelmanagement.com.au 45

INDUSTRY LEADERS

Margy Osmond Chief Executive Officer, TTF Australia

It is worth briefly reflecting on the year that was 2020, a year like no other for our tourism industry and particularly for those in the hotel and accommodation sector.

FROM FIRES AND flood through to the massive economic fallout from an international pandemic, as accommodation demand fell through the floor, we moved quickly as an association to support the sector at this – its toughest hour.

We worked with partners to put together high quality and targeted research – both economic and consumer focused – to highlight the critical impacts. We then took this directly to policymakers and also shared with the media.

This two-pronged advocacy strategy ultimately brought unprecedented support, including the security of the Federal Government’s signature JobKeeper program, which kept people connected to companies like hotels during this critical time.

From in-person bushfire impact meetings with the Prime Minister, skills attraction advocacy with Minister Michaelia Cash and economic briefings with the Treasurer’s Office, to media spots on ABC’s Q&A, The Drum, David Speers’ ABC Budget coverage and a regular Channel Seven morning television spot – we have had a very busy year.

TTF also went digital quickly, successfully delivering 14 TTF Talks, seven virtual roundtable events, 18 policy action panels, 10 virtual webinars or conferences and four face to face events featuring a combined count of 74 speakers and over 1,450 business professionals in attendance from around the country. We ‘Teamed’, we ‘Zoomed’, we ‘Skyped’, we learnt how to use the mute button, we truly took the virtual bull by the horns. We even created a brand new TTF App. Unfortunately, international tourism remains all but at a stand-still and domestic tourism suffers from constant uncertainty as hotspots disappear in one place only to appear in another, wreaking havoc on interstate and even intrastate tourism and accommodation plans. A national approach is needed to enable certainly for all.

I am known for being an optimist and as we delve into this new-normal of 2021, if we have learnt anything at all from the year that was, it will be to hope for the best but to prepare for the unexpected. Hopefully, as these more recent outbreak challenges are tackled and hopefully resolved quickly, the accommodation and hotels sector will be in a much more secure position by the end of this year, if not sooner. n

VACCINES AND TRAVEL bubbles should mean the world can begin to reconnect – I hope by the time you read this, we’ll have safely opened up to some of our international neighbours.

I’m excited about the big-picture thinking that has been contributed by industry leaders to the Tourism Futures Taskforce. The Taskforce was asked to come up with bold ideas. Their final report, due in April, should set the vision for the future of tourism in Aotearoa, with specific recommendations that will help tourism enrich New Zealand and the wellbeing of New Zealanders.

In the short-term, TIA is part of the governance group working to refresh the Tiaki Promise, making it more relevant to domestic travellers. This will support the work TIA carried out last year refreshing the Tourism Sustainability Commitment. The TSC can help every tourism business be more sustainable and successful.

The staffing challenge is likely to continue for many operators and rebuilding the tourism workforce will need to be prioritised. We must ensure immigration settings allow tourism employers to secure quality staff when no suitable New Zealanders are available. The ‘Go with Tourism’ programme is now well established nationally and I expect it to go from strength to strength in 2021.

We’re looking forward to working with new Tourism Minister, Stuart Nash, who has already demonstrated energy and enthusiasm for the role. At the Tourism Summit Aotearoa late last year, Minister Nash told us he was keen to listen to the industry, so we’ll be keeping him to his word as we all work together towards tourism’s sustainable future. The Minister has raised the perennial issue of bed taxes, so we expect some robust discussions as he firms up on his policy positions.

A big thank you to all the hotels that rapidly transformed into isolation and quarantine facilities to keep us all safe, and to the hotels who worked to open their doors again under different alert levels. Hotels are the unsung heroes of New Zealand’s pandemic response and every Kiwi should be grateful to them.

I look forward to catching up with as many of you as possible in what will hopefully be brighter months ahead. n 46 HM The Business of Accommodation

Chris Roberts

Chief Executive Officer, Tourism Industry Aotearoa Perhaps I’m tempting fate here, but the outlook for 2021 is looking (comparatively) bright.

LEADING SUPPLIERS

Peter Deveny

Group Commercial Manager, A.H. Beard Following the numerous challenges that 2020 presented, I am sure we are all hoping for a less turbulent 2021.

A.H. Beard’s NSW factory in Padstow, NSW

d's ear .B A .H

DURING 2020, WE endured several months of significant financial downturn, particularly in Victoria where hotel closures and local quarantine had a substantial impact across the hospitality sector.

Fortunately, a strong construction and development pipeline, combined with growing demand from regional areas saw us return to almost-normal trading conditions in the second half of the year.

We see this trend continuing in the first half of 2021 as current construction projects are completed. However, we anticipate that new hotel builds could be delayed or deferred later in the year, due to trading conditions, nervous financiers and pressure on the construction industry. This will put pressure on our results, but from adversity comes opportunity, which may come in the form of changed property ownership and rebranding, for example.

Ongoing travel restrictions are forcing many Australians to holiday in their own backyard, increasing regional occupancy rates. We expect that regional destinations will continue to capture more of the travel dollars than their capital city counterparts. This will keep pressure on CBD operators, at least until interstate travel is opened, conferences and events are back on the agenda, and we can eventually welcome back international visitors. The challenge for many properties is the ongoing uncertainty and constantly changing restrictions and lockdowns, which are forcing travellers to reconsider their plans or cancel them altogether.

When international borders do eventually open, we believe that Australia will have greater appeal than ever as a safe, clean, and environmentally responsible destination for both leisure and business travellers. We see properties like eco-focused hotels and health spas that offer bespoke room options, menus, activities and experiences, as a key growth area.

A.H. Beard is fortunate that we have a very strong retail business and export arm to compensate for any downturns in the commercial sector. Like many Australian manufacturers, we have enjoyed strong sales during the pandemic as the demand for Australian Made products and support of local businesses has exploded. We believe that this will continue as consumers and hospitality customers place even greater importance on product quality and safety, local service, and trusted brand names. We have seen a shift from price-focused discussions, and building strong, mutually beneficial partnerships has become a key factor influencing operators’ purchase decisions.

As always, delivering quality product and the highest level of customer service, regardless of the challenges thrown at us, will continue to be a key focus for the business. Our customers tell us consistently these are the things that encourage them to return to A.H. Beard, or draw them to us in the first place. It has served us well for 121 years and will continue to drive us as we strive for continued growth through 2021 and beyond. n

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LEADING SUPPLIERS

Kylie Maxwell

Executive General Manager, ahs Hospitality The coming year will be a time for ahs hospitality to reset, refocus and re-engage.

hospitality

WITH 2020 BEHIND us, we now look ahead at the challenges of rebuilding what we once had. We know achieving this will require a collective effort from our teams and a creative approach to re-engaging our services across a completely new landscape.

Technology (pictured) and people will be our primary drivers for the 12 months ahead. When we look to technology integration, people automatically revert to reduced labour forces and tighter structures.

Our approach at ahs hospitality is to combine these two assets in order to complement a balance of efficiency and guest services – and ultimately to create growth. We are in a ‘people’ industry, and there is no better way to keep our hotel partners and guest sentiment at its best without the perfect combination of a piece of technology and a smiling face.

As occupancies rise in the year ahead and confidence of more than just domestic leisure travel begins to normalise, our challenges will still lie with employee engagement, trust and creative workflows. We want to spend 2021 focussed on fine tuning our processes without compromising compliance, safety or satisfaction.

Many of our partners and prospective new clients will be looking to streamline their businesses in 2021 and this is where I see our biggest opportunity. Our sales force is growing and reaching parts of the country that we once may have missed. We have industry professionals across operations, compliance, safety and commercial to ensure that all of the resources are there to assist in what we set out to achieve 27 years ago – to be the best outsourced housekeeping provider in the country.

With a solid business plan and foundation in place, we are excited to see 2021 as a year of growth not only for our own business but for owners, operators and the hospitality industry as a whole. n

MUCH OF 2020 represented unpredictability for the accommodation industry, but it also reaffirmed a growing trend of moving forward with technological innovation.

Rather than resulting in a scale back of technology investment, the global pandemic has instead seen more properties and hotel brands find new value in solutions that are ideal for meeting guest needs in a reshaped market. Yet from AI-based chatbots and concierge services to digital key and check-in platforms, we are not just entering a period in hospitality where many offerings are contactless and social distancing compatible – we are also leveraging interconnected abilities now available between such solutions to create more seamless, efficient and personalised hotel environments.

Within the area of security access for example, advanced door lock solutions that offer contactless digital key capabilities are also increasingly able to integrate with other hotel systems and amenities such as in-room thermostats, lights and even drapes. Such integrations provide the dual benefit of reducing the need to touch share surfaces while opening up the potential to customise the guest experience from the moment they arrive. Simply opening a door can now instantly adjust in-room settings which, when linked to a guest’s profile, can ensure that temperatures and lighting are automatically set to what each individual guest considers to be comfortable – all without the need to physically touch any surface. Integrated door locks can also determine when a guest room becomes vacant and update in-room amenities to enter energy-saving mode – an advantage that enhances sustainability efforts while significantly lowering utility costs.

While many hotels are adopting such capabilities, we are still just scratching the surface of the benefits that interconnected hotel environments can provide. From 2021 and beyond, we will undoubtedly see our industry continue to evolve to where efforts to address safety, convenience and personalization are increasingly intertwined. n

48 HM The Business of Accommodation

Michael Benikos Managing Director, Australia Assa Abloy Global Solutions

We are still just scratching the surface of the benefits that interconnected hotel environments can provide.

LEADING SUPPLIERS

Heinrich Saayman

Director, HoneyBadger Technologies With great technology, leading entertainment solutions and by offering a higher than average ROI we have cemented our place in the industry.

DELOITTE ECONOMICS HAS forecast a slow recovery in 2021 for the Australian tourism and hospitality industry until the vaccination program is completed and travel restrictions eased. Many properties have taken the opportunity during this time to refurbish their properties and upgrade in-room guest technology. We believe there will be gradual growth throughout 2021 which will mainly be driven by new supply into the market and by some existing properties using these quieter times to refresh their look and rethink their operational strategies, offerings and ultimately the changes in guest expectations.

SONIFI and HoneyBadger Technologies are actively working on enhancing existing platforms and offerings and are exploring options for greater integration with some of our global partners, to deliver greater sustainability. STAYCAST, powered by Google Chromecast, has grown to over 300,000 rooms globally and this is partially driven by the continued effort of the 20+ in-house development team’s efforts to increase stability.

The added security of staying anonymous, so that there is no need to provide personal information during casting sessions, is a great comfort and a key focus of the team.

Innovative thinking in the hospitality industry has been escalated. ROI versus client expectations are at the forefront of every conversation and we are still witnessing a huge trend towards cord cutting and adapting streaming solutions that produce realtime savings.

Delivering a true ‘like at home’ experience has limited the need for traditional entertainment solutions and the on-demand culture driven by ‘Milexials’ as well as the increased demand for direct-to-consumer models is changing the hospitality landscape at a rapid pace.

We have always had a fearless and highly adaptive approach and we will face all these challenges head on and continue to innovate, be supportive and loyal, just like the Honey Badger. n

Focus on your guests.

We’ll lend you a hand with your employees.

Workplace Relations Lawyers | Hotel Industry Experts your on-line gateway to the workplace advisors of choice for Australia’s leading hotel operators

hotelmanagement.com.au 49

LEADING SUPPLIERS

Iain Nelson

National Manager – Accommodation, Foxtel Business In 2020, Foxtel celebrated its 25th year of operation in Australia.

IN THAT QUARTER of a century, there has been a wonderful series of firsts that Foxtel brought to the Australian consumer, from the first digital channels and personal recording devices (the iQ) to the first 4K broadcast.

There have also been competitive threats and some of the most dire global events that have impacted the tourism and hospitality industries, and none more so than the experiences of this past year. Despite the challenges we have all faced of late, Foxtel has reinvested in our key sports rights, our local and international content partnerships, and the innovations to our platform because the need for entertainment, information and connection with the world was never more relevant over the toughest months of 2020.

Over this past year, we have seen how hoteliers have been conditioned and hardened to withstand the most difficult and challenging time in memory. Our role as suppliers has also shifted to be much more – to be partners, with a responsibility of not only managing our business as prudently as the times require, but to ensure the partnership endures beyond the industry recovery.

To do that, Foxtel immediately instigated support for our hotel customer base. The priority was continuity of service for those who needed it which was especially important for properties accommodating quarantining passengers, and sporting hubs. As the country moved through various stages of lockdowns and closures, Foxtel aligned our support through reduced subscriptions,

“The need for entertainment, information and connection with the world was never more relevant over the toughest months of 2020.”

Iain Nelson, Foxtel Business

Foxtel Business is cloud-hosted, meaning it will never be obsolete 50 HM The Business of Accommodation

including options to suspend services for our most vulnerable markets. It also represented the opportunity to pivot and plan for the post pandemic landscape.

In the in-room entertainment space, we are hearing that owners are looking at truly future-proof platforms that provide an ever-increasing value equation without compromising the guest experience. During the down times, many properties took a good look at what really was the best solution – one that enabled the ease of broadcast and on-demand content, the option of casting from guests’ mobile devices, enhanced guest messaging built-in and all on a simple, interactive platform that was not hardware cumbersome or CapEx heavy, yet agile enough to be updated through the cloud so will not be obsolete with a changing media landscape.

In March 2020, we were able to launch our new Business iQ platform for hotels looking to refresh their offering. While admittedly not the best time for a new product launch in the sector, the response to the Business iQ has been tremendous. We are seeing significant interest from luxury metro brands to small regional motels due to its widespread customisable platform and content.

Key positive feedback has been that we can replicate the ‘at home’ experience with the appeal of the one-stop-shop for the full platform to make things easier and more efficient for owners and the hotel teams. The more services that can be provided with less hardware and support layers, the more cost efficient it is for hoteliers.

So as tough as 2020 was, the strength and stability of organisations that have faced such challenges before have endured and are established for the years ahead is what will be the measure of 2021. And Foxtel is regenerated and determined to partner with Australian hoteliers well into the future, just as we have up to now. n

LEADING SUPPLIERS

Jerome Casteigt General Manager – Business and Hospitality, Laureate Australia

Last year was a disruptive one for the Hospitality industry, but it has also opened doors to new possibilities.

THE CHALLENGES OF 2020 are what galvanised the industry to push boundaries, think innovatively and adapt creatively to an ever-shifting landscape. As we look to 2021, technology and re-imagining the customer experience come into sharp focus for the road to recovery ahead.

Many hotels have diversified, adopting cutting-edge practices such as augmented reality tours, contactless experiences, even developing virtual concierges to adapt to the COVID-19 reality.

Continued innovation is now less of a novelty and more of a necessity as consumers now demand truly exceptional customer experiences, prioritising health and safety.

Average simply won’t cut it.

This is reflected in how we, as Hotel Management educators at Blue Mountains International Hotel Management School (BMIHMS), continue to evolve to meet the need. COVID-19 has seen a surge in international students studying in their home countries, resulting in increasing demand for flexible, online study.

It’s why we’ve re-imagined applied learning and developed a Virtual Reality environment, allowing more students access to quality education no matter where in the world they are located.

In a time of exponential change, there is greater demand for skilled talent with the ability to adapt at speed. Soft skills such as leadership, negotiation, empathy and creative thinking are becoming indispensable, along with an increasing appetite for short form, accelerated professional development.

This underscores the role education plays as the engine driving the industry forward.

Now is the time to be hungry, to be bold, and to be imaginative. Moreover, now is the time to re-focus and ensure talent within the industry is equipped with the skills to lead, adapt and thrive. n

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hotelmanagement.com.au 51 26/11/19 3:46 pm

LEADING SUPPLIERS Hospitality businesses and their employees continue to be supported by Hostplus

to progressively open up and hopefully stimulate job recovery and growth.

Over the course of 2020, businesses demonstrated

David Elia

Chief Executive Officer, Hostplus As the custodians of around 1.3 million Australians’ retirement savings, Hostplus has continued to work hard throughout this period to ensure that our members’ funds are well managed.

WITH OVER 30 years’ experience ​as the only national Industry Superannuation fund for the hospitality, recreation, tourism and sport sectors, we at Hostplus know how incredibly challenging the last twelve months have been for hospitality and accommodation. The year started with a summer racked by natural disasters, followed in the autumn by the onset of the COVID-19 pandemic and the wave of restrictions grinding the industry to an unprecedented standstill. I know from my many conversations with our valued industry partners across the country that many have had to make tough choices which had serious implications for their businesses, employees and their communities.

While managing the virus remains an ongoing challenge, we are now at a point where we can begin 2021 with a

“It has been heartening to see many families choosing to support their local economy by taking holidays in regions closer to home.”

David Elia, Hostplus 52 HM The Business of Accommodation

better sense of optimism.

Australia’s success in broadly managing the spread of the virus has not only ensured good health outcomes for our population but has also allowed the economy

remarkable creativity and dynamism in the face of many challenges. And I believe that dynamism – which contributes so much cultural and social value to the nation – is what will power our economic recovery in 2021.

While international travel remains heavily restricted, it is great to see hotels, restaurants, pubs and other hospitality venues throughout the country open their doors to welcome patrons, especially over the summer period when Australians like to get out and about, which is so much part of the Australian lifestyle. It has also been heartening to see many families choosing to support their local economy by taking holidays in regions closer to home. This has of course provided much needed benefits for hoteliers and others, their employees and suppliers, as well as other businesses in the communities of which they are such an important part.

We continue to work hand-in-hand with our core sectors – especially the hotel, accommodation and allied industries – to support them and now assist in the recovery. As your industry’s fund, our primary purpose is to build the long-term wealth of our members so that they can enjoy a dignified retirement. This focus has not waivered during these very challenging times.

And as we, as a country, progressively emerge from the grip of the pandemic’s effects, we will also be making a significant contribution through continuing to do what we do well – thoughtfully investing for our members’ future – in areas such as nation-building infrastructure, innovation and technology, and other world-class assets, which will play an important supporting role in job creation, economic growth and increased quality of living standards over the coming months and years.

I’d like to take this opportunity to thank those employers and their staff who have entrusted us with the privilege of managing your superannuation. It’s a responsibility we take very seriously. And as we begin the new year, with a greater sense of hope and optimism, you can rest assured that Hostplus will continue to put your interests first in everything we do. n

LEADING SUPPLIERS

Mark Sant

Partner – Workplace Relations, HFW A promising year ahead for industrial relations reform

AS WE WELCOME 2021, despite some recent hiccups, the sector is experiencing good signs of recovery. A range of industrial relations reforms are now on the horizon with the Federal Government introducing the Fair Work Amendment (Supporting Australia’s Jobs and Economic Recovery Bill 2020) in December 2020. Some key changes include: Casuals – the Bill addresses the current uncertainty that casual employees may be able to receive the benefit of a casual loading as well as the entitlements of permanent employees. Whilst the new arrangements place a significant burden on employers to administer casual employment including an obligation to offer regular casual employees permanent employment in certain circumstances, if the Bill is passed, it will restore employers’ confidence in hiring employees.

Expired enterprise agreements – many employers in the sector operate under expired enterprise agreements made under old workplace legislation. If the Bill is passed, these enterprise agreements will automatically terminate on 1 July 2022, resulting in employers moving to the Hospitality Industry (General) Award 2010 (or other applicable underpinning modern award) unless they make a new enterprise agreement. This will simplify regulation and make compliance with workplace laws much easier for employers.

JobKeeper directions – JobKeeper directions have been an important part of the toolkit to manage the employment challenges of the pandemic. The Bill allows employers to continue to give JobKeeper directions to perform alternative duties or work from alternative locations for a further period of two years. However, the Bill does not allow employers to continue to give JobKeeper directions to work reduced hours.

The major challenge confronting employers now is preparing for the anticipated end of the JobKeeper Scheme on 31 March 2021. Given current border closures and restrictions on travel, we join many employers in calling for an extension of the JobKeeper Scheme for the sector beyond 31 March 2021. n

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LEADING SUPPLIERS

Intrust Super wants to help business owners cut time spent on admin

Brendan O’Farrell

Chief Executive Officer, Intrust Super Intrust Super will continue to support the accommodation industry and its staff throughout the new year.

AFTER A DEVASTATING year in 2020, the hotel industry will look to domestic tourism to support their recovery in 2021. However, in the current environment, this year may still turn out to be an uncertain one. I believe this uncertainty will come from two major sources. The first will be geopolitical. How things play out in the US under new President Biden – whether he can unify a divided America, or even bring the COVID-19 pandemic under control – will influence markets and the wider global economy.

The initial market reaction to the results of the US election was positive. In the first two trading days following the election, the Dow Jones was up 3.3%.

Control of the Senate has now been decided in favour of the Democrats, and markets have so far reacted favourably to a slim Democratic majority. On the whole, investors are assuming that additional fiscal stimulus will pass Congress, but President Biden’s more ambitious policies (such as raising taxes) might prove more challenging.

The second source of uncertainty is directly related to the infection rates of COVID-19.

Australia’s efforts to curtail infection rates have been exceptional. The closure of domestic borders formed a key part of this response. Now that infection rates have decreased and restrictions are easing, it’s important that the management of containing new virus ‘hot spots’ focuses on defined local areas, rather than locking out entire states, to ensure our hospitality and tourism industries can recover.

The loss of international tourists will be significant to the Australian economy. But I believe if our domestic tourists are allowed to travel freely, this has the power to really buoy the accommodation and tourism industry in 2021. I’m looking forward to the innovative 54 HM The Business of Accommodation

campaigns and ideas that the industry comes up with to support this. No doubt we’ll see a lot more reasons to #holidayherethisyear.

Our clients want to spend less time on admin and more time rebuilding their businesses during this recovery period. Australian and New Zealand businesses spend a total of $56 billion on unnecessary administration tasks. To help businesses streamline tasks related to their payroll and super administration, we’ve introduced a free Business Super Health Check service. We have found that these brief, 15-minute chats have already saved clients several hours a week in payroll and admin.

We’re also looking to support hospitality and accommodation staff who are keen to make financial improvements. We’ve been rolling out our new Service Program, designed to help staff maximise their financial health with minimal disruption at work. Our Relationship Managers will work with each business to tailor a program that best suits its needs. Available services include our ‘Super Pop-up’ financial wellness program, lunchroom ‘Super Kiosks’, ‘Super Made to Order’ sessions for kitchen staff and one-on-one ‘Super Health Checks’.

We’ve already begun to roll out the program to a number of businesses in 2021, and we’re looking forward to continuing to spread the word to interested venues and workplaces.

If you’d like to find out more, please email our service team at service@intrust.com.au – they’d love to hear from you! n

“We’re also looking to support hospitality and accommodation staff who are keen to make financial improvements.”

Brendan O’Farrell, Intrust Super

LEADING SUPPLIERS

Craig Coughlin Chief Executive Officer, Luxxe Outsourced Hotel Services We have grabbed hold of 2021 and are enjoying the ride.

THE FIRST STEP towards getting somewhere is to decide you’re not going to stay where you are. That was the approach that we took in 2020 where we had to flip our way of thinking and offer assistance to our long term clients in the midst of the pandemic and we continue to use this in our business modelling with our clients – now is the time to be crafty, creative, savvy and different.

With international tourists previously making up 40% of room nights sold in some destinations and with a healthy spend per day whilst in Australia, it will be a long road back to pre-COVID RevPAR levels.

The recruitment crisis continues to be our number one challenge and we have been working closely with our industry associations such as the Accommodation Association and the TAA over the last six months to find workforce solutions.

We are hopeful that the domestic traveller will continue to ‘Holiday Here This Year’ and that we can welcome back our international tourists in a safe and vaccine-friendly way in 2022.

We will continue to look towards technology to assist us with adding value and transparency to our client relationships and have also been working on new models that will further benefit our partners now that times are better in 2021.

On a final note, there must be mention of the amazing and selfless frontline hotel workers that stood up and took control over the past 12 months.

Whilst a number of us were under hard lockdown restrictions in Victoria, we had hundreds of staff working across the country with several of them in quarantine hotels.

I cannot thank them enough and wish I could have been standing alongside them during those unprecedented times. n

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hotelmanagement.com.au 55

LEADING SUPPLIERS

Antony Raiteri

National Commercial Accounts Manager, Sealy of Australia With closed borders, travel bans and holiday disruptions, you might think Sealy’s Commercial business in Australia would be doing it tough. Nothing could be further from the truth.

Sealy Posturepedic Commercial Knightsbridge range

“Adelaide will be the city with some exciting new projects in the pipeline for 2021.”

Antony Raiteri, Sealy of Australia 56 HM The Business of Accommodation

THE THING TO remember about the commercial business is that people plan for the long term. Decisions are being made about properties that are still years away. And there are decisions that were made years ago that have led to orders being delivered at this time. There are also companies taking advantage of this disruption to go ahead and refurbish. And because we have a strong commercial presence and focus in every state, we have been able to work with travel restrictions and still make things happen.

Although the hotel industry is still unsure of the future of tourism in Australia. Without international travel, a large reliance is on Australians travelling locally.

We will probably continue to see hotels offering great packages to entice people to holiday in their own state, both in the capitals as well as regional areas.

We are really looking forward to some exciting developments over the next 12 months. The Sealy Commercial team around the country has been working hard on securing some great projects. Some of these projects include the Marriott Gold Coast upgrading to JW Marriott. We are also excited to see 4-5 star international hotel chains expanding, with the likes of brands such as The Dorsett entering the Australian market.

In Victoria, we are working on numerous new projects in Melbourne, whilst still busy refurbishing The Langham, Melbourne – a stand out example.

And in Perth, our new properties include The RitzCarlton and Westin Hotels. We are also working with the PARKROYAL Parramatta on an upcoming refurbishment. But the big news is that we have just completed the new Hotel Indigo Adelaide Markets in South Australia. Adelaide will also be the city with some exciting new projects in the pipeline for 2021.

For us, production over the past 12 months has been really solid. Not having to rely on imported materials, locally sourced materials and the manufacture of beds in every state has meant no disruption to our supply lines to the industry. Even with Melbourne in lockdown for such a long period, this year our new factory in Villawood in Sydney had the capacity to service both the NSW and Victorian retail and commercial markets.

As a result of the hard work our state commercial teams have put in over the last 12 months, we are in a strong position for now and into the future and we are really looking forward to what 2021 has store for us. n

LEADING OWNERS

Terry Ngan

Director – Hotel Operations, C.P. Group Australia is on the radar for C.P. Group – especially with the increase in new hotel supply – to add to its portfolio of 25 hotels in NZ.

SNAPSHOT: C.P. GROUP Number of hotels and rooms (Globally): 25 hotels and 2,700 rooms Number of employees (Globally): 1,600 FTE Year the company was founded: 1995 Brands in the organisation: SO, Sofitel, Pullman, Grand Mercure, Novotel, Ibis, Curated by Fable, Fable

LAST YEAR WAS a breakthrough year for C.P. Group. We acquired four hotels and launched our Fable Hotels boutique hotel brand. Two Fable branded hotels opened in Auckland and Dunedin, which will be followed by three more in 2021 following refurbishments of two existing and two newly acquired hotels.

C.P. Group’s management company, CPG Hotels, now employs over 500 personnel in 15 hotels, up from five when it was established five years ago. It seems not far into the future when New Zealand will again be able to host overseas visitors, given the roll out of the COVID-19 vaccine, testing of visitors before they depart their home country and relaxation of the 14-day mandatory isolation hotel stay (whose cost is borne by visitors).

Overseas visitors make up 60% of total room nights sold in New Zealand hotels, so this will be welcome news to the tourism industry and hotel sector, whose 2020 net income would have likely fallen 80% on average, compared to 2019 due to room occupancies and rates reduced by 60% and 25% respectively.

The hotel market in New Zealand, especially in Auckland, Queenstown and Wellington, will in 2021 feel the full impact of new hotels opened in 2020 and those still under construction. In Auckland, five new hotels opened last year with six more due this year, adding 15% to new hotel room supply. Hotel operators and owners in 2020 and 2021 have had to work more collaboratively and make changes to business structures, like more shared service hubs, multi-tasking and innovation, and will be more creative under extreme profitability and cash flow pressures.

Australia is on the radar for C.P. Group – especially with the increase in new hotel supply – to add to its hotel portfolio of 25 hotels in New Zealand, three in Fiji and 10 in USA (which we manage ourselves with hotel brand franchises).

C.P. Group is undertaking major renovations in 2021 in four of its hotels, all to be rebranded under our new Fable Hotels boutique brand. We consider our new boutique hotel chain will be a game changer for C.P. Group and the hotel industry, with linkages to the luxury lodges in New Zealand and like-minded international hotel affiliations. We plan the chain to have six locations by the end of 2021 and growing by 3-4 annually. n

YEAR 2020 WILL be remembered globally as one of the most cataclysmic years since the beginning of the second World War. Investors, managers, staff and guests were challenged with national and interstate border closures, COVID-19 regulations, lengthy lockdowns, remote working as well as virtual meetings and conferencing.

In Mulpha’s case, we closed our three InterContinental hotels at the end of March 2020 to preserve cash flows and implemented various operational and corporate restructures. InterContinental Hayman Island had only reopened in July 2019, following an AUD$135 million refurbishment after Cyclone Debbie. It was sad to close the resort once again as an incredible amount of hard work goes into every reopening.

In the midst of this, we experienced several silver-lining moments between March and December, such as InterContinental Sydney becoming one of the first hotels participating in the NSW Mandatory Quarantine Program, while also receiving final development consent to proceed with an extensive renovation. Hayman Island reopened during the QLD state-wide border closures and achieved strong occupancies supported only by local QLD tourism, while our regional NSW properties in Perisher and Bimbadgen realised strong uplifts from the improved drive market.

On reflection, the most exciting part of the past year was our ability to collaborate on new ideas, remain agile and drive innovation at a faster pace than ever before. This has particularly been the case with adoption of new technology to propel operational efficiency and improved ‘real time’ guest service.

In further support of our positive market outlook, we will be allocating capital for term and construction debt financing for hotels. We see a window of opportunity whilst several traditional debt providers have temporarily withdrawn from the hotel market.

Finally, after years spent exploring and trialling various IT system solutions for our operational hotels, we have agreed to be the local joint venture partner for the European software company, HUB. We see the technology as a game changer for our industry, replacing several stand-alone systems with one fully integrated solution. During 2021, we look forward to sharing our experience with the wider industry. n

Lucia Grambalova General Manager Hotel Investments, Mulpha Australia Limited Early awareness, adaption and resilience were the keys to ‘relative’ success or indeed, corporate survival in 2020.

hotelmanagement.com.au 57

LEADING OWNERS

Holiday Inn Express Melbourne Southbank

Ronald Barrott

CEO and Chairman, Pro-invest Group Enough has been said of 2020 and its devastating legacy. Much of it we will continue to deal with as individuals and organisations in 2021 and beyond.

IN REFLECTING ABOUT the year that has just passed and looking at the next 12 months, a few themes have emerged that will guide how Pro-invest Group will navigate 2021 – a year that will offer continued challenges and emerging opportunities in equal parts.

Celebrate the past, but always look to the future.

Pro-invest Group recently celebrated its 10th anniversary milestone. In 10 years, we have created one of Australasia’s largest hotel investment platforms and today, we operate as an internationally connected, fully integrated business, combining active asset management, development, and operations.

While I am very proud of the Pro-invest team and our collective achievements, it’s critical that we futureproof the company for the next 10 years and beyond. To do so, we have to challenge ourselves to be nimble and adaptable, and if 2020 has taught us anything, being able to pivot and respond quickly to uncertainty is a muscle that companies must build and train.

The hospitality industry has endured one of the most harrowing periods in its history, and we experienced the same disruption with the Pro-invest hotels business.

The downtime, however, gave us the opportunity to transform the hotels’ operating platforms by introducing a new centralised operating model. This streamlined approach allows optimum flexibility to maximise RevPAR, profit and guest satisfaction. We are cautiously optimistic about the prospect of international travel as 58 HM The Business of Accommodation

“It is my personal belief that opportunities lie in every crisis.”

Ronald Barrott, Pro-invest Group

the vaccine becomes more widely available, and we want our hotels to be ready for the recovery when it happens.

We have been one of the earliest proponents of sustainability being a ‘non-negotiable’ rather than a ‘nice to have’, which drives us to progressively incorporate sector-leading ESG practices throughout our business model. We consider our business objectives, the ambitions of our stakeholders as well as macroeconomic drivers when implementing ESG practices, and partner with leading institutions such as NABERS to hold our actions to higher account. For Pro-invest Group, ESG is part of our day job and the keystone of our company vision.

It is my personal belief that opportunities lie in every crisis. We know that investors have witnessed significant economic disruptions for the hospitality and tourism industry. That said, those willing and able to look beyond the short-run impact of the pandemic could stand to do well. Irrespective of the grim analysis of – and predictions for – the sector following the COVID-19 outbreak, unique opportunities are emerging to access quality assets, especially distressed assets.

What has been particularly heartening to witness was the resiliency of the travel and tourism sector, and the unstoppable desire of people to travel, connect and see the world. I remain confident about 2021 and optimistic that Pro-invest Group is in excellent shape for the year and indeed decade ahead. n

SNAPSHOT: PRO-INVEST GROUP Number of hotels and rooms (Australasia): 15 hotels and 3,429 rooms Number of employees (Australasia): 247 Year the company was founded: 2010 Brands in the organisation: Holiday Inn Express, Mercure, Ibis and The Sebel.

LEADING OWNERS

Dr Jerry Schwartz

Director, Schwartz Family Company (SFC) The coming year looks like being a very contrasting situation for city and regional hotels.

IN CONTRAST TO the challenges faced by SFC’s city hotels, our regional hotels have enjoyed considerable success and are likely to continue performing strongly in 2021. Hotels such as Fairmont Resort Blue Mountains and Crowne Plaza Hunter Valley are fortunate to have a large population base on their doorsteps with a desire to getaway and experience our safe, healthy environment.

We will continue to upgrade these properties, with a new water park planned for the Hunter resort, and an ice skating rink at Fairmont, to make them ‘family favourites’. The aim is that even when borders reopen, Australians will have every reason to continue holidaying locally because our resorts are world-class. Both these hotels usually rely on large conferences to sustain them outside holiday periods and revitalising the MICE market in 2021 is going to be critical for the industry.

There are green shoots appearing, which is positive.

Mercure Canberra will stage its annual Canberra Craft Beer and Cider Festival in March, and while the event has been changed to reflect COVID-safe requirements, the fact that we are proceeding with ‘normal’ events should be encouraging for the industry.

We used the downtime caused by COVID to upgrade a number of properties such as Paradise Resort Gold Coast and Hilton Surfers Paradise. The success of the upgrade to Paradise Resort was confirmed when the property was voted Number One family resort in Australia by readers of the two largest family travel media specialists, Out & About with Kids and Holidays with Kids.

City hotels will revive – there’s no doubt about that, and even before the arrival of COVID, we were investing in integrated keyless entry and energy sustainability management systems to promote more efficient, hightech experiences in hospitality. The pandemic has just accelerated this trend.

There has always been a debate in the hospitality industry about the importance of interaction with guests, but for most city hotel travellers, getting to their room as quickly and as efficiently as possible is the priority. This is why we have introduced RFID doorlock technology in our properties, with Hilton Surfers Paradise being the latest. The smartphone door keys – rather than magnetic strips which get wiped out by close proximity to mobile phones – are complemented by an infrared device in the room which detects if there is anybody inside the rooms. If there is not, then it activates an electronic energy management system which switches off the A/C and lights, and hence conserves energy, until the guest re-enters the room.

Portfolio management is going to be crucial in 2021 and beyond. We have taken a pragmatic approach to ensure our network is as strong and well-positioned as possible. With the pipeline of Sydney hotel expansion delayed, we took the opportunity of putting the Four Points Sheraton Sydney Central Park onto the market, as the city remains pivotal for all hospitality groups and demand is vigorous.

We may look at offering other properties depending on the market sentiment, but overall, we predict a sharp upturn in Australian tourism towards the second half of 2021, and we believe that SFC is very well-placed to ride the upward wave. n

“Portfolio management is going to be crucial in 2021 and beyond.”

Dr Jerry Schwartz, Schwartz Family Company Dr Schwartz invested heavily in Paradise Resort, developing new facilities including a revamped water park

SNAPSHOT: SCHWARTZ FAMILY COMPANY Number of hotels and rooms (Australasia): 15 hotels and 4,505 rooms Year the company was founded: 1973 Brands in the organisation: Sofitel, MGallery, Novotel, Mercure, Ibis, Rydges, Hilton, Crowne Plaza, Four Points and Paradise Resort Gold Coast.

hotelmanagement.com.au 59

AUSTRALASIAN LEADERS

“Solutions for longer stay options such as serviced apartments are significantly rising in popularity.”

Simon McGrath, Accor

Accor kicked off 2021 by confirming the Sydney arrival of 25hours Hotels

Simon McGrath

Chief Executive Officer, Accor Pacific Our industry’s roadmap to success must begin with listening to our customers and understanding their needs.

THE DECADE AHEAD will be the most challenging and exciting era in the history of the hotel industry, particularly in the Pacific where we are very well positioned to lead the global recovery of the travel sector.

The luxury and lifestyle sector is fast-growing, complemented by midscale product, and is benefiting from the rise in domestic market demand. Leisure travel confidence is returning, propelled by people’s pent up desire and enthusiasm to reconnect and get moving again, and business travel is not far behind.

In customer focus groups, loyalty programs are frequently identified as vital to maintaining dialogue with customers, cultivating both high engagement and brand loyalty. For this reason, investment in loyalty programs, strategic partnerships and alliances which benefit the customer are crucial and, looking to the future, there will be an increase in powerful partnerships across the industry.

For example, a major formidable partnership was recently announced between Accor and Ennismore.

This newly established lifestyle entity is set to become the largest and fastest growing global player, with an unrivalled portfolio of 12 world class brands (including The Hoxton, Gleneagles, Delano, SLS, Mondrian, SO/, 60 HM The Business of Accommodation

Hyde, Mama Shelter, 25h, 21c Museum Hotels, TRIBE, JO&JOE) and will bring greater focus to lifestyle – one of the fastest growing segments of the industry. Similarly in 2021, Qantas and Accor will roll out a ground breaking partnership which will see loyalty program members rewarded at every stage of their travel journey, delivering exceptional travel benefits and unrivalled service.

Last year, we saw accelerated digital transformation within the industry, increasing creativity, innovation and agility. Safer travel, improved food and beverage offerings and new concepts such as ‘Office for a Day’, have emerged. Similarly, solutions for longer stay options such as serviced apartments are significantly rising in popularity, as guests desire long-term stays, increased flexibility and more space.

We are optimistic about the future of the sector, particularly in the Pacific, as we sit in a beautiful region with a great portfolio of world class brands. The huge appeal of our region will continue. n

SNAPSHOT: ACCOR Number of hotels and rooms (Globally): 5,200 hotels and more than 800,000 rooms Number of hotels and rooms (Asia-Pacific): 1,250 hotels and more than 240,000 rooms Number of hotels and rooms (Australasia): 395 hotels and more than 52,000 rooms Year first hotel opened: 1967 Year the company was founded (Globally): 1967 Year the company was founded (Asia-Pacific): 1982 Year the company was founded (Australasia): 1991 Brands in the organisation: 43 brands Head office locations: Paris, Shanghai, Japan, South Korea, Singapore and Sydney

AUSTRALASIAN LEADERS

THROUGHOUT 2020, QUEST drew on the things which define us as a source of resilience and roadmap toward a brighter 2021: Our local franchise operators, commitment to regional and suburban growth, reciprocal relationships with landlords and robust connections with guests and clients.

A lifetime of expertise in extended stay meant Quest was viewed as a reliable choice for safe and spacious accommodation. In-room cooking, dining, laundry, balconies, and other core product USPs were enjoyed with greater necessity than ever before.

The year-to-date has stirred a lot of emotion for us all – fear, frustration, anxiety, disappointment, and confusion, just to name a few. However, there continues to be one feeling far more profound than the rest in 2020 – Pride.

Not a day has gone by that I have not been staggered by the resilience, optimism and commitment exhibited by the entire Quest network, who even at the most unnerving of times, arrived to work each day with a smile on their faces.

Because of their grit, we embark on a new year with a renewed energy and powerful team spirit, ready to face existing and ever-emerging challenges in the knowledge we are stronger, smarter, and more unified than ever before. Our commitment to guest experience and service excellence has not faltered, and nor has our dedication to the communities in which we operate.

Last year, our partnership with Housing All Australians moved in leaps and bounds. Homelessness is everyone’s issue to solve, so it gives me great pride to know that as a company and network, Quest is making an impact. We are also humbled to have worked with The Sony Foundation to set up a first-of-its-kind program

David Mansfield Managing Director Australia, The Ascott Limited

Quest Apartment Hotels remained open for business throughout the pandemic, providing a safe environment for essential business travellers and corporate clients, healthcare workers and vulnerable people.

“We have every intention of maintaining pace in 2021, with nine agreements for lease signed.”

David Mansfield, Quest Apartment Hotels

Quest Preston has further strengthened Quest’s Melbourne portfolio

– ‘You Can Stay’ – to accommodate young people from the regions battling cancer. With the program only in its infancy, we have already provided more than 800 nights at no cost to families in need, and no profit to Quest.

In 2020, our company remained on track with the openings of six new properties, adding 340 rooms to our network. They were: Quest Robina (QLD), Quest Perth Ascot (WA), Quest Ballarat Station (VIC), Quest Preston (VIC), Quest Wangaratta (VIC) and Quest Palmerston North (NZ).

We have every intention of maintaining pace in 2021, with nine agreements for lease signed and construction due to commence on several in next 12 months. This equates to an additional 715 rooms.

Our focus remains on suburban and regional growth, here and abroad, establishing ourselves in locations where the corporate traveller needs to be. However, with the enormous appetite in domestic tourism seen in 2020, we continue to service the leisure market more intently than ever before.

Last year, our ‘On the Road Again’ campaign inspired Australians to rediscover, reconnect and revel in the magic of their own backyard, even when they were stuck at home. We look forward to building on that this year! n

SNAPSHOT: THE ASCOTT LIMITED Number of hotels and rooms (Globally): 770 properties and 122,000 units Number of hotels and rooms (Australasia): 190 properties and 15,000 units Year first hotel opened: 1984 Year the company was founded: 1984 Brands in the organisation: Quest is a member of The Ascott Limited which has 14 brands Head office locations: Melbourne and Singapore

AUSTRALASIAN LEADERS

Graham Perry Managing Director, BWH Hotel Group Australasia

We’re very humble by what we’ve all experienced and been through in 2020 but we’re increasingly bullish about the potential for 2021 and beyond.

OUT OF ADVERSITY comes opportunity and never was this truer than in 2020 where global and national events conspired to impact the hotel industry, BWH Hotel Group and every single one of our employees and guests.

Whilst we were plunged into the pandemic off the back of bushfires and floods, we will come out of the crisis stronger as a business and stronger as a team. We have become a ‘learning organisation’ that identifies, adapts and responds quickly to change. We have become much closer to our hotels, becoming an essential source of relevant crisis information, through the close engagement of our account managers, who look after revenue management, sales and marketing, operational needs, and quite frankly any issues that become important to our hotels at any moment in time, including, not the least, their mental health.

We have become much more flexible and nimbler as an organisation and are building greater mutual trust and respect from a renewed spirit of partnership that I don’t think we have witnessed before. This bodes well for our future.

A good example is the 2020 rollout of our ‘We Care Clean’ program, which meets the needs of staff, guests and partners, all of whom are looking for assurances from hotels that they will receive a safe, healthy and clean hotel experience every time they stay and without fail. Our delivery of this hygienic and safe environment wherever and whenever guests stay with us is a perfect, tangible example of the ‘TRUST’ associated with the Best Western brand, built over more than 70 years.

From a development perspective, despite the challenging backdrop, we’ve onboarded several new hotels in 2020 and there is an increasing number and range in the pipeline for 2021. For example, we recently welcomed Best Western Plus Bolton, Wagga Wagga.

We’re rolling out our first lifestyle Aiden at Darling 62 HM The Business of Accommodation

Harbour, Sydney in the first half of 2021 and are pleased to announce our first signing in 2021 with another Best Western Plus hotel in Camperdown.

Independent hotels and smaller domestic hotel groups have become increasingly isolated over the past 12 months. We are definitely seeing some of these gravitate back to trusted brands, and even from other brands to BWH Hotel Group – and we know they will benefit greatly from the support and leadership that the Best Western brand(s) promises.

I believe this momentum is growing from the realisation that our role is not just about delivering bookings to our hotels but about influencing the entire travel lifecycle. I say this because we acknowledge that our role doesn’t stop at the point a hotel signs a contract with us or at the point our guests arrive at our hotels. It’s instead about adding real value and ensuring our hotels receive the expected revenue performance and deliver the outstanding customer experience that is embedded into our BWH Hotel Group Vision and Mission and demanded by our guests.

To this end, I am extremely proud of our revenue management prowess as evidenced by our performance before and throughout the pandemic where we consistently outperform our competitors as illustrated

by STR data.

In the years ahead, these trends will be further boosted through technology that will fast track and enhance our brand values still further, including through AI, mobile platforms, keyless entry, virtual concierge, and ongoing refinements to our globally renowned Best Western Rewards Program that already has more than 44 million loyal members worldwide.

In summary, we’re very humble by what we’ve all experienced and been through in 2020 but we’re increasingly bullish about the potential for 2021 and beyond. n

“We have become much closer to our hotels, becoming an essential source of relevant crisis information.”

Graham Perry, BWH Hotel Group Australasia

Australia’s first Aiden is due to open in the first half of 2021

AUSTRALASIAN LEADERS

Geoff York

Chief Operating Officer, Crystalbrook Collection Hotels and Resorts

WE CURRENTLY OWN and operate all our hotels (seven by mid-2021) and we continue to seek growth opportunities offering vacant possession. We are looking for properties that we can mould to reflect and drive Crystalbrook Collection’s brand values – a focus on sustainability and what we call ‘Responsible Luxury’.

Australia and New Zealand are the key markets for us. In 2020, we assessed numerous hotel acquisitions with only The Fantauzzo in Brisbane meeting our investment and brand criteria. Inflated property values and achieving an adequate return on capital both remain challenging along with mixed views on when particular cities will stage a recovery to pre-COVID-19 RevPAR levels.

The last year didn’t slow down our development. We’re nearing completion of Kingsley, a Crystalbrook Collection Hotel in Newcastle, NSW, with opening scheduled for the second quarter of 2021. Kingsley will be our sixth hotel and Newcastle’s first five-star hotel. This development has involved the conversion of a very iconic building in the CBD into a five-star 130 room hotel and two restaurants and bars. Over winter 2020, we also undertook an AUD$6 million refresh of our Byron at Byron Resort.

The goal of becoming one of Australia’s leading sustainable independent hospitality companies will continue to drive us in 2021. We know sustainability is becoming more and more important for tomorrow’s traveller and we want to be leading under our ‘Responsible Luxury’ banner. In 2021, expect to see us take this to a whole new level! n

Crystalbrook Collection’s focus is on post COVID-19 recovery time frames and looking for opportunities to finesse our brand and product.

SNAPSHOT: CRYSTALBROOK COLLECTION Number of hotels and rooms (Globally): With the addition of Kingsley and Fantauzzo, 7 hotels and 1,305 keys Year first hotel opened: 2018 Year the company was founded: 2016 Brands in the organisation: Crystalbrook Collection Hotels and Resorts Head office location: Sydney, Australia

FOR FRASERS HOSPITALITY, we were at the time building ourselves for a what was shaping as a strong start to 2021, and in most cities, seeing some green shoots for corporate travel to complement the leisure business we and others were relying on.

The stalemate at present with border closures and more social restrictions certainly has changed both the approach and sentiment, however I couldn’t be more proud of the ingrained resilience shown again and so often during 2020 by our teams to adapt and manage accordingly – it’s certainly a unique skill set to have developed.

We were in some ways fortunate to have scheduled a soft refurbishment of Fraser Suites Sydney last year, which has laid the platform for some fantastic growth in our longer stay business channels across the board. Both in Australia and Asia-Pacific, many of our properties have benefited from the product resilience that serviced apartments and residences provide – an area we will expand on post-pandemic.

At Capri by Fraser, Brisbane, we’ve moved ahead with an in-room casting solution to enhance guest experience which we will look to roll out across all properties during 2021. And at Fraser Suites Perth, we’ve added in a digital concierge with chatbot facilities to enhance service delivery and efficiency for our team. It’s this type of focus on product enhancement and delivery that helps to give the teams perspective of what we are working towards as we position ourselves for a return to more buoyant times. n

SNAPSHOT: FRASERS HOSPITALITY Number of hotels and rooms (Globally): 104 hotels and 13,987 rooms Number of hotels and rooms (Asia-Pacific): 38 hotels and 8,277 rooms Number of hotels and rooms (Australasia): Four hotels and 788 rooms Year first hotel opened: 1998 Year the company was founded: 1998 Brands in the organisation: 7 – Fraser Suites, Fraser Place, Fraser Residence, Capri

by Fraser, Modena by Fraser, Malmaison and Hotel du Vin Head office location: Singapore

Matthew Rubie

Country General Manager – Australia, Frasers Hospitality In mid-December, I started to pen some thoughts for this column and when I’ve reviewed in January, it’s amazing how far off the mark those notes are!

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AUSTRALASIAN LEADERS

THE CHALLENGE FOR Doma Group in finding new hotel sites for 2019 leading into 2020 was that industry sentiment was very strong across all the financial metrics with record high RevPAR (and profitability), abundant capital and tight cap rates. Given that a hotel will generally take at least two years from site identification to hotel opening, you run a higher risk at those times when trying to project future earnings. Is the industry running at the new normal or how much should you allow to back off?

Fast forward back to now and with the reset (and uncertainty) in RevPAR expectations and hotel financing being more of a challenge, I think 2021 and 2022 will see many planned hotel sites being shelved, cancelled or developed for other uses. However, any new hotel planned this year won’t open until 2023 at best, at which stage one would expect that we are back to a more traditional industry position. For us, this means that we believe that there will be some good opportunities arising this year as hotel and office development is challenged. Our key motivation has always been prime locations and we would hope that some of these opportunities arise in our preferred footprints.

We are currently focused on further deployment of the Little National Hotel brand across Australia and have begun conversations with interested parties in taking it beyond Australia. We also think there will be a more sustained market for domestic tourism in Australia and are looking at key east coast locations for tourist facilities, with a hotel in Newcastle and one in Jervis Bay due to start construction this year.

One of the most difficult things this year was to ensure that we retain key staff and a core team that would be ready and agile with redeploying and reinventing the business week to week through the first half of 2020.

Leaving aside the turn of the year, the second half saw some stable growth return to the business which made things more manageable.

For most of our team, this was the first time they had experienced a proper economic shock. We made the decision early on that it was better for us to keep our hotels open than to shutter them entirely. However, we also made the decision very early that we would have to trim staffing levels in order for the business to be sustainable for what was going to be a period of unknown length.

It was very depressing from March through May for everyone involved as I think the whole industry enjoys personal interactions and the traditional ‘hospitality’

Doma Group’s flagship Canberra property, Hotel Realm

Jure Domazet

Managing Director, Doma Group Hotel development and investment should be based on long-term decision making with property fundamentals underlying these decisions.

SNAPSHOT: DOMA GROUP Number of hotels and rooms (Australasia): 842 rooms Year first hotel opened: 1990 Year the company was founded: 1989 Brands in the organisation: Hotel Realm, Burbury Hotel & Apartments, Brassey Hotel, Little National Hotel Canberra, Little National Hotel Sydney, Pinnacle Apartments, The Huskisson Head office location: Canberra, ACT

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function of the business. As business started to come back, we were all genuinely excited to have guests and customers to serve. Thankfully, Australia, and Canberra in particular, was not devastated quite like some other countries and as expensive as JobKeeper was, I think it was a great policy. The silver lining will be that everyone is reinvigorated now as we realise how lucky we really are and how dire things could have been.

I think the second half of 2021 might be a busy period in the property industry generally, but particularly the hotel industry, as it becomes apparent how various industries and groups have fared through the pandemic.

I don’t see normalised trading conditions across the whole industry returning until at least 2022, so I think there will be a bit more discipline and some hard decisions for people to make this year.

The other silver lining in the medium to long term may be that Australians have been forced to holiday in Australia and have actually enjoyed it. This will hopefully give locals the confidence to invest in better facilities outside of the capital cities and create a greater experience. Internationally, we have great kudos for our pandemic response and general safety and once international travel comes back, we should have some better experiences for tourists to spend more time and money in Australia. n

AUSTRALASIAN LEADERS

Norman Arundel

Director of Hotels and Resorts, Event Hospitality & Entertainment Last year was one that saw the Event Hotels teams – our people – stand front and centre in leading our success, showing agility and pivoting fearlessly to innovate and lead the market locally.

WITHOUT A DOUBT, 2020 was an extraordinary year that tested us in ways we could not have predicted, or even believed possible 12 months ago. Despite the challenges, much was accomplished within our own operations and across the hospitality sector more broadly, which gives us confidence as we move into 2021.

During the greatest crisis the hospitality industry has ever faced, we added 1,000 new rooms to our network, an increase of more than

10%. We opened new hotels with QT Auckland and Rydges Gold Coast Airport, renovated key properties including Rydges Canberra, The Powerhouse Tamworth

by Rydges, Rydges Sydney Airport and QT Gold Coast.

Additionally, several other hotels joined our network including Rydges Formosa (New Zealand), Rydges Sydney Harbour, Oval Hotel (Adelaide) and The Tank Stream Hotel (Sydney). We also maintained a strong development pipeline of future properties including QT Newcastle, QT Parramatta, QT Adelaide and Rydges Port Adelaide – all of which are on track.

Our success in 2020 can be attributed to what I believe will be a key theme in 2021 – thinking local and being authentically local. We will increasingly see demand for true local experiences and local connections that can’t be delivered globally. This local focus helped to solidify the power of our relationships. We always knew we had a very special team and network of hotel owners but 2020 showed us just how extraordinary these people are. I believe our future success will continue to leverage this local trend in three distinct ways.

We’ve seen consumers show that they are motivated by a desire to support local. I believe this trend will also influence people’s decision making around where they travel and where they choose to stay. While the strong domestic results we’ve seen in Australia and New Zealand have been bolstered by the closure of international borders, the growth in Event market share across Rydges, QT and Atura during COVID – which we attribute to our Australian and New Zealand heritage – has opened our eyes to untapped opportunities. And even when international borders reopen, we believe domestic travel will continue on a strong trajectory.

Secondly, the trend towards home-grown plays to our unique strengths – a local management team, regionally relevant customer databases, the ability to deliver truly local promotions and provide hands-on support for our owners. In 2020, we maintained and restructured our Australian and New Zealand sales

Rydges Gold Coast Airport opened in late 2020

“We’ve seen consumers show that they are motivated by a desire to support local.”

Norman Arundel, Event Hospitality & Entertainment

teams to ensure we could provide on-ground support when and where it was needed most. Our teams drew on their extensive knowledge of the ANZ tourism and hospitality landscape to evolve our strategies, scenario plan and harness every opportunity we saw to pivot, grow, innovate and continue to differentiate ourselves as a brand, working tirelessly to achieve results – something that will continue in 2021.

Finally, with fewer international arrivals impacting student and backpacker travel, we are already seeing greater competition for staff across many areas of the hospitality industry. But as a local employer, committed to supporting the communities in which we operate, we benefit from a robust proposition that resonates with our current teams and prospective employees. As an Australian owned and run company, we are not only able to offer a great place to work, but also career growth and opportunities across the group ensuring we support, develop and retain the best local talent – the people that make our business great, were critical to our success in 2020 and will continue to drive us forward. n

SNAPSHOT: EVENT HOSPITALITY & ENTERTAINMENT Number of hotels and rooms (Australasia): 11,086 rooms and 69 hotels in the Group Year first hotel opened: 1988 Year the company was founded: 1988 Brands in the organisation: Rydges, QT, Atura and Jucy Snooze Head office location: Sydney, Australia

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AUSTRALASIAN LEADERS

THROUGHOUT LAST YEAR’S unprecedented challenges to the tourism industry, Hilton stayed true to its founding purpose – to fill the earth with the light and warmth of hospitality.

In the face of such challenges, Hilton developed industry-leading guest innovations and continued to positively impact local communities.

Despite the COVID-19 pandemic’s heavy impact on the hospitality sector, Hilton remains one of the most valuable hotel brands – up an impressive 35% in brand value to USD$10.8 billion – and named by Brand Finance as the most valuable brand portfolio. In 2021, we want to continue to offer the peace of mind guests need.

Hilton was one of the first hospitality companies to launch a rigorous cleanliness program during the pandemic – Hilton CleanStay – bringing an industrydefining standard of cleanliness and disinfection to all of our hotels worldwide.

This was followed by Hilton EventReady with CleanStay. The delivery of clean, flexible, safe and socially responsible events will continue to be a big priority, and in an important extension of the program, this year we will roll out Hilton EventReady Hybrid Solutions across participating hotels in our portfolio in Australasia, to address the new way people meet and celebrate.

Even as Hilton faced the biggest test in its 101-year history, the company’s resilient, capital-light business model enabled us to organically reach our 1 millionroom global milestone in late 2020. In Australasia, our development pipeline remains on track to achieve our ambition to double our footprint within the next five years. This year we will add over 1,000 rooms to our existing 5,200. With 14 hotels in the pipeline, and more deals in the works, we remain excited for further growth.

Heidi Kunkel

Vice President – Operations, Australasia, Hilton A priority that will certainly remain in 2021 is guest expectations of cleanliness.

“Hilton was one of the first hospitality companies to launch a rigorous cleanliness program during the pandemic – Hilton CleanStay” Heidi Kunkel, Hilton SNAPSHOT: HILTON Number of hotels and rooms (Globally): 6,333 hotels Number of hotels and rooms (Asia-Pacific): 387 hotels Number of hotels and rooms (Australasia): 26 hotels Number of employees (Asia-Pacific): Almost 46,000 Number of employees (Australasia): Almost 2,900 Year first hotel opened (Globally: 1919 – The Mobley Year first hotel opened (Asia-Pacific): 1963 – Hilton Tokyo Year first hotel opened (Australasia): 1974 – Hilton Sydney Year the company was founded: 1919 Brands in the organisation: 18 brands Head office locations: McLean, Virginia, Singapore and Sydney, Australia

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One major highlight is the return of our flagship Hilton brand to Melbourne in Q1! The stunning 244room Hilton Melbourne Little Queen Street is located in the heart of the CBD and its transformation of the historically significant Equity Chambers Building is something truly special. Another significant milestone for Hilton in Australasia will be the introduction of the award-winning midscale brand, Hilton Garden Inn. This will be our fifth brand in the region, and the newly developed 108-room Hilton Garden Inn Albany will mark our fourth operating hotel in Western Australia when it opens in Q2.

In the wake of the pandemic, consumers are more concerned, not less, about addressing environmental and social challenges.

Hilton is on a journey to redefine sustainable travel. By 2030, we have pledged to cut our environmental footprint in half and double our social impact investment. We are the first major hotel company to institute science-based targets to reduce carbon emissions and commit to sending zero hotel soap to landfills.

Our Hilton Effect Foundation is dedicated to supporting communities in which we operate. The foundation’s latest grantees aim to help communities that have been severely impacted by the pandemic recover and come back more resilient and inclusive than they were before. This includes two within Australasia: Habitat for Humanity Fiji and the Sydney-based Kari Foundation.

The coming year will certainly have its challenges, but I have witnessed the determination and kindness of our team members and owners this past year. They have enabled Hilton to continue to make positive impacts in the lives of guests and local communities and proved that travel is an unstoppable force for good, and that hospitality is needed more than ever. Hilton is resilient, and as travel continues to return, we are ready to welcome every guest with true Hilton hospitality. n

AUSTRALASIAN LEADERS

Leanne Harwood Managing Director – Australasia & Japan, IHG

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ISN’T IT CRAZY how life throws us curveballs? After reading back over last year’s Leaders Forum and noting all the wonderful things we were set to achieve in 2020, it’s just astounding how much has changed in twelve short months. I mean, we could never have imagined a life where borders would be closed, ‘hotel quarantine’ would become part of the vernacular and corporate travel would grind to a halt. Not to mention mass colleague stand-downs, temporary hotel closures, cleanliness programmes and our industry on its knees.

But among all the shock, awe and upheaval, 2020 taught us a lot – resilience, adaptability, innovation and camaraderie to name a few. And, looking back, we achieved the majority of what we set out to do, which gives me great optimism and confidence for 2021.

For me, it was the ‘Year of Crowne Plaza’, as we opened new properties in Adelaide, Hobart, Sydney Darling Harbour and Sydney Burwood. And there was so much more, too, as we signed a host of brilliant hotels including voco South Melbourne, Crowne Plaza Melbourne Carlton, Holiday Inn & Suites Parramatta Marsden Street and the Grand Pacific Hotel Suva, which

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I vowed that 2020 would be our biggest year of hotel openings on record in Australia and, against the odds, we stayed true to our word.

to seeing how the deep history of this iconic Sydney institution plays into the neighbourhood story to create a truly spectacular place to stay. I’m biting my tongue on some great new signings across our brand portfolio in Australasia and Japan – but rest assured there’s more to come, so watch this space!

Of course, we have a landmark moment for the Hotel Indigo brand as it makes its Aussie debut with the opening of Hotel Indigo Adelaide Markets in the first quarter of 2021. Thanks to an eclectic location, it’s a property which is sure to bring more than a splash of vibrancy, colour and life to its community.

Ah, yes, that word – community. If 2020 taught us anything, wasn’t it just how important community is?

From helping those around us, to assisting the wider reaches of society, it’s amazing how we all pulled together as the pandemic took hold. Through supporting our hotel owners and colleagues and servicing our guests, we’ll continue to create memories for thousands of Australians. And, in these difficult times more than ever, I know these are memories we will all hold dear. n

will soon rebrand as InterContinental.

I am forever grateful for the trust our owners put in IHG and I am pleased to say that we are hitting the year running, with three signings already under our belt.

Hotel Indigo got a burst of big-city energy with the signing of Hotel Indigo Sydney Centre, which will sit atop Sydney’s City Tattersalls Club. I’m looking forward

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AUSTRALASIAN LEADERS

Sean Hunt

Area Vice President, Australia, New Zealand and the Pacific, Marriott International Marriott International’s primary focus in 2021 remains providing both our business and leisure guests with the best possible experiences.

“We will unveil an upgraded Marriott Bonvoy app in the first quarter of 2021.”

Sean Hunt, Marriott International

The JW Marriott brand arrived in Australia in late 2020

WITH AN UNMATCHED portfolio of 12 (soon to be 13) dynamic hotel brands across Australia, New Zealand and the Pacific (ANZP), our focus at Marriott International in 2021 is to continue delivering real, rare and enriching experiences the new global traveller craves.

Despite the tumultuous year of floods, bushfires and the global COVID-19 pandemic, we continued to deliver on this promise in 2020, in what turned out to be a record year of signings. In the past three years, we have introduced four of our seven luxury brands to market and following an unprecedented 12 months of growth in 2019, we achieved our goal of operating and enjoying a strong pipeline of more than 50 ANZP hotels by 2020.

Just before Christmas, we introduced JW Marriott to Australia with the landmark opening of the JW Marriott Gold Coast Resort and Spa. Our AUD$35 million investment created an additional 60 jobs at the property to ensure we deliver the exceptional service and level of personalisation guests expect of the luxury brand.

We also announced seven new signings: Four Points

by Sheraton, Blacktown; Westin Margaret River Resort and Spa; Moxy Auckland; Courtyard by Marriott, Auburn; Courtyard by Marriott Melbourne, Truganina and Courtyard by Marriott Melbourne, Mulgrave as well as Courtyard by Marriott Brisbane, South Bank.

Since its launch two years ago, Marriott Bonvoy, Marriott International’s global travel program, now has 140 million members across the world with more than 50% penetration across our Australian portfolio.

Marriott Bonvoy experiences have underpinned our guests’ loyalty to our brands. In 2020, we welcomed members at some of

SNAPSHOT: MARRIOTT INTERNATIONAL Number of hotels and rooms (Australasia): 33 hotels and 7,800 rooms Number of employees (Australasia): 3,900 Year first hotel opened: 1957 Year the company was founded: 1927 Brands in the organisation: 30 Head office locations: Bethesda, Maryland, Hong Kong, Sydney and others

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the best events in the Australian calendar with moneycan’t-buy experiences to fuel their passions including VIP seats and gourmet dining at the ATP Cup and Brisbane International tennis and marched with pride in the Sydney Gay and Lesbian Mardi Gras.

In 2021, we will open five new hotels in Australia, allowing travellers to experience their destination through some of our most exciting brands. In Victoria, W Melbourne and Marriott Melbourne Docklands will open in February and May respectively. The Tasman will open in Hobart in the first half of the year, introducing the Luxury Collection brand into Australia, and The Ritz-Carlton, Melbourne will open its doors late in 2021.

We will also debut the Courtyard by Marriott brand in Brisbane from February as part of our franchise agreement with the Horan Group.

Food and beverage will remain a key focus in 2021 as we continue to offer some of ANZP’s best dining experiences with exciting chef collaborations in the works. Celebrated chef Adam Da’Sylva will take the helm of ‘Lollo’ at W Melbourne and Massimo Mele returns to his hometown of Hobart at The Tasman’s soon-to-be revealed signature restaurant.

We have also just launched ‘Travel For Good by Marriott Bonvoy’ that allows guests to forge meaningful connections with the local communities they visit. The pilot program will offer curated experiences across three distinct categories – marine conservation, environment protection and community engagement – to drive positive change in the way we all think about local and global travel.

This exciting initiative builds on Marriott’s global commitment to social responsibility with ‘Serve360’ which aims to nurture, sustain, empower and welcome all. With our size and scale, we have a unique opportunity to be a force for good in every direction. Guided by our 2025 Sustainability and Social Impact Goals, we will continue to create positive and sustainable impact wherever we do business.

Despite the tumultuous nature of 2020, we are confident 2021 will be another positive year for Marriott International across ANZP. Our hotel network is showing strong growth, and we boast an exceptional offering of open and pipeline hotels well utilised by our loyal traveller base. We are well positioned to capitalise on future opportunities and very excited to welcome both new and returning guests, as well as partner with current and new owners to continue to provide the best experiences in the region. n

AUSTRALASIAN LEADERS

ALTHOUGH THE REDESIGN of the Australian tourism landscape is positive, these have been difficult times and permanent changes have impacted the foundations of our industrial operations, staff practices and guest interactions.

Despite the circumstances, this year we experienced growth within our regional markets, and we predict that the restrictions on international travel will have an ongoing positive impact on regional travel in 2021. Oaks Hotels, Resorts & Suites stayed open for business throughout the pandemic, which resulted in our regional business exceeding 2019 revenue levels in 2020. In addition to this, we opened two new hotels in Toowoomba and Cairns which have performed beyond expectations since their openings in July and September respectively.

This year, our hotels were home to frontline workers who could not be with their families, Australians returning home from overseas, and homeless and vulnerable people. We were also able to offer a haven for people impacted by domestic violence.

Looking ahead to 2021, we see a very positive future for Australia and New Zealand, and after the recent announcement of NH Collection Sydney, we look forward to growing the NH brand within Australia and are also looking at opportunities to continue the growth of our Avani Hotels & Resorts lifestyle brand. n

SNAPSHOT: MINOR HOTELS Number of hotels and rooms (Globally): 532 hotels and 76,000 rooms Number of hotels and rooms (Asia-Pacific): 118 hotels and 15,000 rooms Number of hotels and rooms (Australasia): 130 hotels and 18,600 rooms Number of employees (Globally): 27,000 Year first hotel opened: 1990 (Anantara Hua Hin) Year the company was founded: 1990 Brands in the organisation: 8 Head office locations: Bangkok, Brisbane and Sunshine Coast

Mark Ronfeldt

Chief Executive Officer, Nesuto/Daiwa House Group This year is going to be one of the most dynamic and exciting years our industry has ever seen.

Craig Hooley

Chief Operating Officer, Minor Hotels Australia and New Zealand Through its strong and newly invigorated domestic market, Australia is well-positioned to grow its tourism business into 2021 and has the power to support the international market when it returns.

IN 2020, WE saw massive market disruption worldwide. In every major city around the world, RevPAR crashed. The industry had never seen a correction like this. Many owners and operators panicked. Some learnt just how important it is to work together.

Throughout 2020, we are proud that we have kept our Nesuto teams intact. We have focused on aligning sales, revenue management, marketing, operations, finance, our owners and our suppliers. We have continued to grow our brand. We have continued to work on new opportunities. We have continued to roll out leading edge technology. We have continued to remain connected with our local communities and in many cases our teams have delivered even more.

Our incredible Nesuto team has dug deep and looked for every opportunity. Many of our properties are trading well above market. Together with our owners, we have completed AUD$7m of construction work at Nesuto The Entrance in NSW (just in time for the December/January holiday season) and we have completed an AUD$13 million redevelopment of Nesuto Stadium in Auckland, expanding it from 167 to 244 keys.

The Nesuto Curtin University construction has remained on track and we have secured an amazing new AUD$100 million, 211-key development at Docklands in Melbourne with construction to get underway in the first quarter of 2021.

I look forward to facing the challenges our industry will continue to encounter in 2021. As an industry, we have learnt a great deal over the past year, but clever owners and operators will continue to thrive. Those that will succeed in the tough headwinds of 2021 will be players that are true partners. n

SNAPSHOT: NESUTO / DAIWA HOUSE GROUP Number of hotels and rooms (Globally): 134 hotels Number of hotels and rooms (Australasia): 12 hotels and 1,209 rooms (Nesuto) Year the company was founded: 1955 Brands in the organisation: 11 brands Head office location: Tokyo, Japan

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Mark Bullock

Managing Director, Australasia Business Unit, Radisson Hotel Group As a continent that relies on air travel, Australia was severely impacted by 2020’s travel shutdown.

AT RADISSON HOTEL Group, our agility, flexibility and strong local partnerships have helped us rise to the challenges we all faced.

Hotel performance remains subdued and according to the latest data from STR, RevPAR for Australia and Oceania in November 2020 was 48.5% lower than the same month in 2019 (in consistent US Dollar terms), with occupancy down 40.4%. Major cities have suffered a greater impact than regional destinations. For example, Sydney’s RevPAR was 70.8% lower year-on-year (in Australian Dollar terms) in November 2020.

In such an environment, development challenges are to be expected. In terms of debt finance, banks are reluctant to lend money to hotel developers, in particular, developers new to the hotel industry. Developers and investors alike have seen loan to value ratios decline, meaning additional equity is required which in turn could deter future investment. On a positive note, there is an abundance of capital ready to be deployed in Australia, with this capital primarily allocated to operating hotels rather than newbuilds.

As such, we are focusing our attention on conversion projects through a range of operating structures including affiliate, franchise or management agreements.

The launch of Radisson Individuals – a soft-brand tailored to conversions – will help us gain traction with

70 HM The Business of Accommodation

“Radisson Red is still the brand most enquired about by developers.”

Mark Bullock, Radisson Hotel Group

The Australian debut of the Radisson Red brand is due in 2022

owner operators looking to partner with a leading hotel management company, whilst providing flexibility in both branding and initial deal term. Since we introduced this concept to the market in October 2020, we have experienced significant levels of interest from hotel owners who want to increase their distribution reach and benefit from professional support yet retaining their unique personality.

The regional debut of the Radisson Collection, in the Blue Mountains of New South Wales, will be a major milestone event in 2022. We expect to build on this by attracting more one-of-a-kind upper-upscale properties in key urban and leisure destinations.

Radisson Red, our upscale lifestyle offering, is still the brand most enquired about by developers and existing owners. This is further evidence of the appeal and returns offered to owners by a contemporary selectservice concept which is focused on the needs of modern travellers. We also expect to see rising demand for dual-branded projects, possibly combining Radisson Red or other popular concepts such as Radisson or Park Inn

by Radisson, which help developers to streamline their construction and operational costs.

All countries in the region are still reliant on domestic and even intra-state travel, but our teams have been very creative in implementing effective strategies to target these sectors. We remain hopeful that a trans-Tasman travel bubble will enable the resumption of international travel in the short-term, and we await positive news of its launch. In the longer-term, the roll out of a vaccine will enable a return to normality.

Whatever the future brings however, the fundamentals of our business – and the entire Australasian hospitality industry – remain strong, and I am confident that we will experience a rapid recovery once the situation allows. n

AUSTRALASIAN LEADERS

David Chaplin Chief Operating Officer, Pacific Hotels

The community has continued to be an essential component to our Pacific Terrific brand promise.

LAST YEAR PRESENTED an opportunity for us to retune, refine and innovate and the Pacific Hotels leadership team will continue a resourceful mindset into 2021, delivering terrific guest experiences and returns for our investors.

Started in Western Australia in 2015 as a joint venture between Ascot Capital Limited and Facilimate. Managing Director, Stephen Lauder, has stepped back from daily operations, handing the reigns to myself and Denny Moeun as Chief Financial Officer.

From a digital perspective, 2020 has amplified the inevitable. QR codes were not widely embraced across demographics prior, however, the mandatory ‘check-in’ across Australia has emphasised the ease of the technology to users. The rapid adoption has decluttered and simplified the various guest experience touchpoints. Restaurant menus can be adapted to inventory levels, leading to a more sustainable and cost-controlled operation. What’s On guides are just a click away and carried in pockets via mobile devices, signalling the demise of the old compendium. I predict that cash will be next!

From isolation stays to border closures, care and discretion is required as everyday Australians look to holidays for an escape or reunion with friends and family. Pacific Hotels will continue to present our ‘Pacific Terrific’ promise of welcoming and familiar settings that offer guests elevation from their everyday lives. We are relatable and friendly hosts across our portfolio. Our ethos extends to the foreseeable return of the corporate, government and conference sectors as well as preparing for the cautious creation of travel bubbles in 2021. n

SNAPSHOT: PACIFIC HOTELS Number of hotels and rooms (Australasia): Five hotels and 705 rooms Year first hotel opened: 2015 Year the company was founded: 2015 Brands in the organisation: One – Pacific Hotels Head office locations: Perth, WA

PRIOR TO THE COVID-19 pandemic, economic and tourism forecasts suggested international travel to Australia would increase from around 9 million to 15 million visitors each year in less than a decade – with China’s growing and affluent middle-class market at the forefront of that trend.

As we emerge from the pandemic, and with Australia acknowledged as one of the nations that has dealt best with the pandemic, there is an opportunity to not only claw back market share but increase it as a result of the reputation we have forged for safety in these challenging times. In Sydney, that reputation is reflected by The Darling, which proudly stands as benchmark for health, safety and service excellence.

The Darling Sydney is the only hotel in New South Wales, and one of the few globally, to be Sharecare Health Security Verified for its health and hygiene standards, building on the all-luxury suite hotel awarded the prestigious Forbes Five Star yearly since 2016.

While we focus on adopting those service standards across all our brands, we recognise that Sydney requires more luxury hotel offerings, and associated facilities to encourage long-term tourism growth and compete on the world stage. To that effect, The Star has earmarked a further AUD$1 billion for two hotel towers on its site as part of the New South Wales Government’s ‘Pyrmont Peninsula Place Strategy’.

Looking forward, we are excited for the opportunity to help our local communities and the cities in which we operate to get back up and running and fulfilling their potential as global tourism destinations. n

SNAPSHOT: THE STAR ENTERTAINMENT GROUP Number of hotels and rooms (Australasia): Six hotels and 1,388 rooms Year first hotel opened: 1985 Year the company was founded: 2011 as Echo Entertainment Brands in the organisation: Four – The Star Grand Hotels & Residences, The Darling, Treasury Brisbane and Dorsett Head office locations: Sydney

Christina Lambert

Director of Hotels, The Star Sydney In 2020, the pandemic altered the landscape completely.

hotelmanagement.com.au 71

AUSTRALASIAN LEADERS

THERE IS RELIEF that 2020 has ended, there is a higher level of optimism with news that a vaccine will be available soon hopefully seeing wider travel begin to resume, but there is also the sobering realisation that a full recovery may take longer than previously expected. Despite the uncertainty, StayWell continues to forge ahead with positivity, focusing on recovery as well as product and service enhancements, improved health and safety procedures, and ongoing global growth.

I have never seen innovation such as that developed by our teams striving to meet guest expectations in 2020. We were able to develop digital compendiums, automatic door lock solutions, and our food and beverage app – ‘EAT WELL by StayWell’ – a contactless food ordering and delivery service option specifically created for guest use within our restaurants and in-room at our hotels. This was complemented by the formation of a Global Food and Beverage Council, with the purpose of developing unique food and beverage concepts in line with latest new food trends around the world.

The next 6-12 months will no doubt bring new challenges, as well as continuing the challenges we faced in 2020, but our incredibly resilient teams are now better prepared and have a much deeper understanding of how to navigate the changes we are facing globally. Times may be challenging, but we will continue to meet those challenges. n

SNAPSHOT: STAYWELL HOLDINGS Number of hotels and rooms (Globally): 29 hotels and 5,742 rooms Number of hotels and rooms (Asia-Pacific): 23 hotels and 2,821 rooms Number of hotels and rooms (Australasia): 10 hotels and 559 rooms Year first hotel opened: 2006 Year the company was founded: 2006 Brands in the organisation: The Prince Akatoki, Policy, Park Regis, Leisure Inn and Leisure Inn Plus Head office locations: Sydney

Zed Sanjana

Chief Executive Officer, Veriu Hotel Group We are still evolving in a very volatile and fluctuating environment where things can change overnight – for better or for worse.

Simon Wan

President and Director, StayWell Holdings Almost everyone in hospitality and tourism is looking ahead to 2021 with incredibly mixed feelings.

WHAT A YEAR we‘ve just been through! When the world was turned on its head at the end of March 2020 with the onset of the global COVID pandemic, the horizon appeared incredibly bleak, with very little certainty about how things would pan out.

As many brands and businesses in the travel and tourism sectors endured the immediate and brutal impact of the crisis, hotel and accommodation providers have been among the first and hardest hit.

This has certainly been true of our business. From the outset, our team has acted quickly and worked closely with our many partners and owners to explore options and strategies to ensure our operations remained viable. Happily, the vast majority of our stakeholders have been incredibly understanding and accommodating, which has enabled us to weather all the challenges that COVID has thrown at us so far.

What have we learnt so far? Well, in November and December, we discovered that things can pick up exceptionally fast once interstate border restrictions are removed.

The almost instantaneous increase in bookings we experienced as soon as the border between Victoria and New South Wales was reopened was just the shot of renewed hope our team needed to recharge and refocus.

In 2021, we will be opening two green field properties in Victoria – Punthill Caroline Springs in May, followed in November by Punthill Essendon North – our second property in Essendon.

Next year will also mark a big milestone for our group, with the opening of two Veriu branded hotels in Melbourne – Veriu Queen Victoria Market and Veriu Collingwood. n

SNAPSHOT: VERIU HOTEL GROUP Number of hotels and rooms (Australasia): 17 hotels and 1,069 rooms Year first hotel opened: 1987 (Punthill) Year the company was founded: 2016 as Veriu Group Brands in the organisation: Two – Punthill Apartment Hotels; Veriu Hotels & Suites Head office location: Melbourne

72 HM The Business of Accommodation

AUSTRALASIAN LEADERS Vibe Hotel Hobart

Antony Ritch

Chief Executive Officer, TFE Hotels As we start the road to recovery this year, it is clear that Covid-19 acted as an accelerant for the travel and accommodation industry in several meaningful ways.

LAST YEAR WAS a transformative one for hospitality.

Firstly, we’ve seen a significant transformation regarding increased transparency around cleaning protocols and programs, which I think will serve the industry well over the coming years. Hotel cleaning programs are fundamental in providing guests with the experience of a ‘high-quality stay’ and a ‘sense of being looked after’ when staying in a hotel versus a holiday rental or at home. And, in these times, programs such as ‘Clean Touch’ by TFE Hotels have been developed to provide the customer with a transparent level of care and another compelling reason to stay.

Secondly, technology has rapidly improved our customers’ ability to control their stay and engage with hotel teams. Going forward, we see seamless

SNAPSHOT: TFE HOTELS Number of hotels and rooms (Globally): 75 hotels and 11,076 rooms Number of hotels and rooms (Australasia): 65 hotels and 9,489 rooms Year first hotel opened: 1982 Year the company was founded: 1963 as Toga Group Brands in the organisation: 8 including TFE Hotels Head office locations: Sydney and Berlin

integrations with the platforms that our customers choose to engage with as key to developing meaningful relationships with them. As with any digital platform, simplifying the onboarding mechanism and creating greater digital experiences will help enhance the overall user experience but, importantly, also reduce the friction inherent in travelling.

We see further integration of digital engagement through messaging apps and voice activation our guests are already using, as well as traditional social media platforms, as ever-evolving opportunities. Industry differentiation then comes from how well each hotel takes on the role of the curator – providing the allimportant local knowledge and personalised experiences through these integrated platforms.

A third accelerant stems from an increased sensitivity to the use and experiences of ‘space’. In the past 12 months, people around the world were forced to spend large amounts of time at home, and had to try and find ways to not only work from home, but to educate at home, entertain families at home and more.

Thoughtful and efficient use of space allows our guests to easily access all that they need in a room with additional access to dynamic shared spaces in the hotel. At TFE Hotels, we just need to look to our new ‘A by Adina’ brand to see how smart detailed design provides an elegant contemporary experience with the functionality of a room designed for a multitude of uses – sleeping, working, catered dining, cooking and laundry, relaxing, and refreshing – and all in similar space to a traditional hotel room.

Finally, as our customers seek more personalisation for unique experiences, we should expect to see new partnerships emerge, not just for the leisure market but within the all-important business sector too with bestin-class operators.

Change is inevitable and it’s exciting. As we continue to launch 20 incredible new hotels over the next few years, we’re thrilled to work with owners to integrate each of these emerging trends, and to continue to deliver a superior guest experiences and successful investments for all. n hotelmanagement.com.au 73

AUSTRALASIAN LEADERS

WHEN VISITORS ARRIVE at Ayers Rock Resort, we provide them with meaningful, authentic indigenous tourism experiences that will stay with them forever.

With the closure of international borders in 2020, travellers started to look at what we have in our own backyard. It also meant they started to travel very differently when they came to the spiritual heart of Australia. Visitors now stay longer – the average nightly stay has gone from 1.75 nights to 3.1 nights – and explore more, taking the time to immerse themselves in the destination. This gives us the opportunity to re-engage them in indigenous culture at a slower pace. They are also spending additional time looking at art, shopping or simply relaxing by the pool.

We are also seeing strong repeat visitation, increasing interest by families to get out to the Red Centre and shorter lead-time for bookings. The latter may change as the certainty becomes greater around borders staying open, Uluru has been on everyone’s bucket list for a long time – our focus is to but I do believe that all the other trends will continue. now move it onto their ‘to do’ list.

We have also worked closely with our partners in the last year. Jetstar has been terrific when it came to scheduling and putting destination. Voyages has also been a strong supporter of some amazing deals in Tourism Australia’s ‘Holiday Here This Year’ campaign market to help kickand worked closely with Tourism NT on several start travel again. We marketing initiatives. also partnered with Since we re-opened the resort in August 2020, our Qantas in 2020, hosting guests have also been really excited by the multithe first ‘Scenic Flight million-dollar refurbishment of Ayers Rock Resort to Somewhere – Uluru’ that we undertook during the lockdown closure. This and treating around includes extensive upgrades at the five-star Sails in the 120 guests to a 24-hour Desert, including all guest rooms and suites, the lobby, whirlwind taste of the pool, restaurant and completion of upgrades to The Matthew Cameron-Smith, Voyages Lost Camel and to the popular Campground. Desert Gardens will re-open in 2021 and work will continue on the Outback Pioneer to bring all our properties in line with guest expectations. Upgrades to the airport infrastructure also took place include new screening areas making it easier for guests to clear security and start their holidays.

We also worked closely with our staff during the closure and introduced cross training initiatives to upskill them in numerous hospitality disciplines. I am proud to note that we held our NITA (National Indigenous Training Academy) graduation ceremony in December which included 46 students, bringing the total number of graduates to 526 since the program’s inception in 2011. NITA was established to provide young Indigenous Australians with solid career prospects in Retail, Horticulture, Hospitality and Tourism.

Currently, 44% of employment at Ayers Rock Resort is Indigenous Australians – the highest level in two years SNAPSHOT: VOYAGES INDIGENOUS TOURISM AUSTRALIA – and we have a 100% Indigenous team now delivering Tali Wiru, the resort’s premium dining experience and Number of hotels and rooms (Australasia): Six hotels and 776 rooms providing our guests with a deeper cultural experience.

Number of employees (Australasia): 1,200 This year proves to be even more exciting with the Year first hotel opened: 1984 re-opening of the new look Gallery of Contemporary Art Year the company was founded: 1992 in March. Opera Australia will also be returning to Uluru Brands in the organisation: Ayers Rock Resort and Mossman Gorge Centre in September 2021 with four magnificent performances Head office location: Sydney planned across one weekend. n

Matthew Cameron-Smith Chief Executive Officer, Voyages Indigenous Tourism Australia

“Voyages has also been a strong supporter of Tourism Australia’s ‘Holiday Here This Year’ campaign.”

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