HM October 2025

OwnerAdvantage

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Aotearoa-Pacific

Cordis Auckland Australasia

OCTOBER

Ovolo Hotels Chief of Staff, Shivang Jhunjhnuwala, discusses the group’s next moves.

What’s new and innovative in the everevolving food and beverage landscape.

Meet some of the stars of hotel housekeeping. 53

Reimagining food and beverage careers: what’s changing and what’s needed.

AHICE Aloha returns to Hawai’i for another insightful conference this November.

Discover the highlights from the recent AHICE conferences in New Zealand, Japan and Maldives.

Hotel development experts marvel at the continued momentum behind boutique hotels.

HM Q&A

Caption by Hyatt Central Sydney General Manager

Temara Exton introduces a bright and bold property in Sydney’s Haymarket. 36

Como The Treasury General Manager

Jesse Tibert discusses the hotel’s enduring appeal 10 years on.

REGULARS

James Wilkinson reflects on the global growth of

Ruth Hogan discusses the evolution of hotel F&B.

The essential stories you need to know this month.

How IHG Hotels & Resorts’ commercial engine is delivering strong returns for owners.

Your roundup of latest key industry appointments.

Franchise with Quest.

Business owners who join Quest aren’t just running successful operations, they’re creating meaningful impact in the places they live and work. “Our franchisees are values-driven leaders who combine ambition with a genuine commitment to service and connection,” says David Mansfield, Managing Director of The Ascott Limited, Australasia.

Backed by the scale and support of Australia’s leading apartment hotel brand, they have the confidence to grow sustainably, build long-term success, and leave a legacy that goes well beyond business.

Your Franchise Journey Starts Here. Scan the QR code to explore opportunities.

Local content, global growth for AHICE

It’s been a busy few months for the team here at HM as we held all-new AHICE events across Asia-Pacific in key markets that are performing incredibly well.

July saw the launch of our new Sydney Hotel Summit by AHICE at Crown Sydney, followed by our new Perth Hotel Summit by AHICE at Crown Perth and then the first full-day programs for AHICE Far East Asia in Tokyo and AHICE Maldives in Malé. Each of the events drew significant crowds of leading investors, owners, developers, hoteliers, senior executives, advisers and suppliers and in many cases, over 95% of the crowd at each don’t attend any other AHICE event globally.

Launching into new markets, for us, is about local content, local speakers, local issues and opportunities – in many cases, delegates don’t have the ability to travel interstate or internationally to attend conferences. At these events we are able to look in-depth at the city, the nation or geographical region and it provides the ability to deliver world-class content on a curated local scale.

In Tokyo, for example, a lot of the attention was centred on the rising value of hospitality real estate across Japan, alongside the exceptional operational performance that shows no signs of abating.

“Japan’s performance continues to impress with nine of the last 12 months recording double digit ADR growth and eight for RevPAR,” said STR Regional Director, Matthew Burke.

On the property side, JLL Vice President Rongcan Yang highlighted how Japan’s hotel investment market has maintained its robust trajectory into 2025, with the first half of the year recording USD$1.5 billion in transaction volume.

In Western Australia, the talk was centred around how Perth is leading Australia from an occupancy standpoint, with the city reaching a peak occupancy during July of 80.5%, the highest point over the past 12 months and on a scale that keeps rising, while also posting impressive ADR and RevPAR growth as well.

Western Australia Minister for Tourism, Police, Road Safety and Great Southern, The Hon. Reece Whitby, said he was thrilled to see AHICE debut in Perth in such strong performing times.

“Hosting the AHICE Summit for the first time is a major win for Western Australia’s tourism industry,” he said.

“This event puts Western Australia in front of some of the most influential investors and decisionmakers in the region, giving us a unique opportunity to showcase our tourism potential and secure future investment for our State.”

In Sydney, the talk was on the incredible July and August performance numbers which saw the city almost full for two months, while in Malé, investors were eager to learn of the new opportunities on the way.

I’m proud to see how AHICE has grown across Asia-Pacific and globally and I’m looking forward to our upcoming events in Honolulu and Los Angeles to finish off 2025 with record global attendance numbers.

Enjoy the latest issue and I look forward to seeing you at an AHICE event soon.

Yours in hospitality,

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

Larry Emdur was among the special guest speakers at the AHICE Sydney Hotel Summit, showcasing his very own Ben Buckley whisky

The HM global hot list

Hotels around the world capturing our attention this month.

ONE: Anantara Dhigu, Maldives @anantaradhigu

TWO: Crown Sydney @crownsydney

THREE: The Observatory Hotel, Christchurch @theobservatoryhotel FOUR: Palace Hotel Tokyo

@palacehoteltokyo

The Perth Hotel Summit by AHICE provided an opportunity for Perth’s hoteliers to network and share insights

When our teams thrive, our hotels do too.

We set out to create something honest, grounded and built to last. We hire smart, lead with care and back the people who are driven to bring the vision to life.

Discover more at trilogyhotels.com.au

Culinary delights

With Melbourne and Sydney in a constant jostle for Australia’s culinary crown, the Harbour City is grabbing the headlines of late with a plethora of new hotel dining venues to get excited about.

The year started out with the launch of two food and beverage venues at The Eve Hotel Sydney – contemporary Mexican restaurant and Mezcaleria, Lottie; and European-inspired neighbourhood hotel bar, Bar Julius – to much acclaim.

Right as this issue reaches you, the new 25hours Hotel The Olympia is introducing four food and beverage venues overseen by Culinary Director Mitch Orr: The Palomar restaurant, The Mulwray wine and cocktail bar, Jacob The Angel coffee house on the ground floor, and Monica rooftop bar.

The summer is hot with openings from Pullman Quay Grand Sydney Harbour’s Italian seafood restaurant Flaminia to a new Rick Stein flagship venue at InterContinental Sydney Coogee Beach.

Now with the launch of Table For, Accor’s dedicated food and beverage group, supporting owners, developers and franchise partners to deliver scalable, high-performing F&B concepts, there’s set to be many more exciting openings on the horizon – not just for Sydney.

In this issue, discover what’s giving hotels their culinary edge, from those in the know across food and beverage, technology and design.

Of course, the food and beverage sector is not without its challenges. Find out how we can address the hospitality industry’s critical skills gap with insights from Accommodation Australia CEO James Goodwin and Blue Mountains International Hotel Management School.

I hope you enjoy this issue and, in keeping with our theme, may your next meal be magical!

Ruth Hogan Editor, HM magazine

MEET

TEAM…

Managing Director Simon Grover

Publisher James Wells

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

Editor Ruth Hogan rhogan@intermedia.com.au

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

Production Manager Jacqui Cooper jacqui@intermedia.com.au

Graphic Designer Ryan Vizcarra

Photography Cover photography by O’Neill Photographics.

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NEED TO KNOW

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

Sydney welcomes 25hours

Design-led lifestyle brand 25hours enters the  Australian market.

ENNISMORE’S 25HOURS MAKES its Australian debut this month with the opening of 25hours Hotel The Olympia on Sydney’s Oxford Street on October 9.

Located on the heritage-listed site of the former West Olympia Theatre and the Grand Pacific Blue Room, the hotel design honours the building’s cinematic past.

The hotel features 109 guest rooms, two meeting spaces, including a private cinema, and four food and beverage venues – The Palomar, The Mulwray, Jacob the Angel and Monica.

The team is led by General Manager, Jake Guilfoyle, who returned from overseas to his home of Sydney to take up the role.

IHG opens dual-branded hotel in Melbourne

Holiday Inn and Hotel Indigo come together in IHG’s first dual-branded Australian hotel.

IHG HOTELS AND Resorts’ first dual-branded hotel in Australia has begun welcoming its first visitors after eight years in development.

Located above the reimagined Melbourne Walk, on the doorstep of Bourke Street Mall, the development comprises a 273-room Holiday Inn alongside a 179-room Hotel Indigo, both led by General Manager Scott Hamilton.

Developed by Steadfast Capital, in collaboration with global design studio Buchan and construction firm, Hickory, the two hotels blend contemporary design with Melbourne’s cultural heritage, integrating the preserved Art Deco façades of landmark buildings Diamond House, Public Benefit Bootery, Allan’s, and the York Building.

Hamilton described the opening of the development as “a landmark moment for the revitalisation of Bourke Street Mall and surrounding laneways”.

Holiday Inn Melbourne Bourke Street Mall features the brand's signature open-plan lobby on Level 2, all-day dining venue, The

A soaring spiral staircase takes centre stage at Hotel Indigo

Greenery, family-friendly accommodation, a 220sqm private terrace event space, gym and access to The Causeway conference spaces, with meeting rooms for up to 70 guests.

Hotel Indigo Melbourne Little Collins integrates the city’s history including the story of former jewellers and bootmakers into every guest experience.

Hotel Indigo offers an intimate lobby, soaring spiral staircase to a level five dining space, a dramatic cathedral-like atrium space, in-house fitness centre, and The Meeting Room for intimate meetings and dinners for up to 12 guests.

THE POWER BEHIND THE PORTFOLIO

IHG Hotels & Resorts’ commercial engine delivers strong returns for owners.

Today’s hospitality market is one of the most competitive ever, with operators navigating crowded brand portfolios, rising costs of business, and evolving travel behaviours. For IHG Hotels & Resorts, this challenge represents opportunity –innovating at scale and creating measurable returns for owners.

EVOLVING THE ENGINE

IHG has a long pioneering culture of firsts to enhance its brand portfolio, guest experiences and future-proof its place as one of the world’s

largest and leading hotel companies. And today, with more than 6,700 hotels across over 100 countries, one million rooms, 20 powerful global brands, and one of the world’s most dynamic loyalty programmes, IHG One Rewards, the company’s commercial strength has never been more evident.

Since the beginning of 2025, in nine short months, IHG has been at the heart of the British & Irish Lions Tour to Australia, grown its share of voice, signed almost 1,000 new rooms, landed record new loyalty member enrolments and seen its masterbrand awareness reach an all-time high.

“We know a major measure of IHG's commercial engine is its impact on owner returns.”

Matt Tripolone, Managing Director, IHG Australasia & Pacific

INVESTING IN EXCELLENCE

“What sets IHG apart is the combined strength of our global enterprise and close to market teams,” said Dean Jones, Vice President of Commercial, East Asia & Pacific for IHG Hotels & Resorts.

“As an example, our in-house commercial capabilities started with a simple idea when reviewing our approach to sales: a dedicated National Sales Team working hand-in-hand with our expanding Global Sales Organisation.

“Global Sales delivers revenue to our hotels from over 3500 accounts, maximising scale for our hotels and owners, driving cross-regional travel flows, and generating sustained revenue and market share gains.

“The National Sales Team uncovers local opportunities across

Back L-R: Elise McDonald (Director, Regional Sales East Asia & Pacific); Nicole Veauvy (Senior Brand PR Manager East Asia & Pacific); Matt Tripolone (Managing Director, Australasia & Pacific); and Veronique Domin-Reid (Head of Commercial, Australasia & Pacific). Front L-R: Zak Muysken (Director, Loyalty Performance Strategy East Asia & Pacific); Annmarie Liddle (Director, Global Marketing Shared Services, Australasia & Pacific); and Dean Jones (Vice President Commercial East Asia & Pacific)

Australasia & Pacific – a differentiator for IHG – and the Global Sales Organisation leverages a network spanning 25 markets. This dual approach allows us to maximise travel flows, drive revenue from Corporate Travel, Groups & Meetings, Luxury, Leisure, and other specialty segments.”

A WINNING FORMULA IN ACTION

The Qatar Airways British & Irish Lions Tour to Australia was prime ground to execute the evolved approach. The result was not just increased occupancy during the event period, but long-term loyalty member acquisition and awareness growth that continues to benefit IHG properties across the region.

L-R: Kenneth Macpherson (CEO Europe, Middle East, Africa and Asia, IHG Hotels & Resorts), Simon Teasdale (CEO LGH Hotels Management Ltd), Matt Tripolone (Managing Director Australasia & Pacific, IHG Hotels & Resorts), Rajit Sukumaran (Senior Vice President & Managing Director, East Asia & Pacific, IHG Hotels & Resorts) and Dean Jones (Vice President Commercial East Asia & Pacific, IHG Hotels & Resorts)

“Our members are more engaged than ever,” said Jones. And the proof is in the data. In the lead up to the British & Irish Lions Tour, IHG launched over 50 ticket packages and experiences on its member platform, IHG One Rewards Access for redemption, with over eight million points redeemed. Can you believe the Sydney Test Match tickets sold out in under two minutes?

Building on this momentum, loyalty is at an all-time high for IHG in Australasia & Pacific with continued growth in the number of new IHG One Rewards members. Combined with the reach and convenience of the IHG mobile app, this growth is driving deeper direct engagement with guests while reducing the cost of sale & reinforcing IHG’s position as the partner of choice for hotel owners.

PORTFOLIO POWER

With eight distinctive brands across Australasia & Pacific, IHG’s commercial success is amplified by its diverse portfolio, each serving specific market segments while benefiting from shared commercial infrastructure. “This diversity allows us to approach partnerships and campaigns with an incredible amount of flexibility,” said Jones.

This breadth is critical for owners, ensuring IHG can deliver a steady stream of business across multiple demand segments, backed by one integrated commercial platform.

THE OWNER ADVANTAGE

“We know a major measure of IHG's commercial engine is its impact on owner returns,” said Matt Tripolone, Managing Director IHG Australasia & Pacific. “Our model is designed to reduce individual property marketing costs, increase guest acquisition through loyalty, and maximise the benefit of group-wide partnerships.

“We’ve invested in industry-leading systems that fully integrate our commercial ecosystem, driving revenue optimisation while enhancing the guest experience,” Tripolone said.

“What sets IHG apart is the combined strength of our global enterprise and close to market teams.”

Dean Jones, Vice President of Commercial, East Asia & Pacific for IHG Hotels & Resorts.

“One example of our global systems is N2 Pricing, our new revenue management system powered by advanced analytics and automation and supported by a centralised team of experts dedicated to owner returns.”

WHERE TO NEXT?

“Our commercial engine has never been stronger, but what excites me most is the consistency of results it delivers for our owners,” said Tripolone. “From loyalty growth and direct bookings to new systems and smarter pricing, everything is designed to drive performance that is both immediate and sustainable.

“Looking ahead, the Australasia & Pacific market is entering a period of sustained growth, with global travel demand and major events set to boost activity. IHG is perfectly positioned to help our owners capture these opportunities and maximise returns, powered by a commercial engine that is sharper, smarter and more connected than ever.” n

Kerzner signs Fiji’s first One and Only Resort

The 40-room luxury resort will be accompanied by a collection of 20 private residences.

INTERNATIONAL DEVELOPER KERZNER is set to introduce Fiji’s first One and Only Resort and Private Homes through a strategic alliance with leading institutional investor, BSP Life.

Located on a 127-acre site in the Yasawa Islands, an archipelago in Western Fiji, the resort is slated to open in 2029 with Private Homes going on sale this November.

“Fiji has long been a coveted addition to our global portfolio, and we’re thrilled to introduce this remarkable location to One and Only’s discerning guests,” said Kerzner Chief Executive Officer, Philippe Zuber.

“Unlocking this destination aligns perfectly with our strategic growth in the Asia-Pacific region and reinforces our distinctive approach, continually elevating our commitment to delivering exceptional experiences, all while showcasing the warmth and hospitality of the Fijian spirit on a global stage.”

Set on the shores of Nacula Island, 30 minutes from the international airport by sea plane, the resort will feature 40 guest

rooms, suites and villas, six exceptional culinary experiences, and the brand’s Club One wellness centre, alongside an exclusive collection of 20 residences.

The property is set to embody traditional Fijian craftsmanship alongside contemporary aesthetics and is intended to integrate seamlessly with its natural surroundings, prioritising ecological sensitivity and minimising environmental impact throughout construction.

“Guided by shared principles of respectful development and a deep commitment to preserving Fiji’s ancestral legacy, we are thrilled to partner with BSP Life on this landmark project,” said Kerzner President of Real Estate, Juan Aguilar.

“Inspired by the spirit of Fiji, the design, character, and experiences of the resort and Private Homes will be infused with the soul of the islands.”

BSP Life Fiji Managing Director, Michael Nacola, described it as a “pivotal moment”.

“Our investment portfolio has evolved significantly in the last decade, driven by disciplined, strategic partnerships, and partnering with Kerzner on this exciting venture ushers in a new era of collaboration between a renowned leading global hospitality brand and a prominent South Pacific institution,” Nacola said.

“The benefits from this catalytic investment including job creation, skills development and growth in the tourism industry underscores our commitment to championing prosperity for the South Pacific. Kerzner’s arrival also elevates Fiji’s posture as a prime investment destination on the global stage. We thank them for choosing to invest in Fiji, and partner with BSP Life, and look forward to a rewarding partnership.”

Kerzner and BSP Life expressed their appreciation to the traditional landowners of Nacula in Yasawa, and to the Fijian Government, for their trust and partnership.

A 127-acre site in the Yasawa Islands will be home to Fiji's first One and Only resort

‘Runner's high’ for Sydney

Sydney Marathon drives record results  for hotels in August.

SYDNEY HOTELS REAPED the benefits of several major events in August, posting the highest August average daily rate (ADR) and revenue per available room (RevPAR) on record, according to preliminary data from CoStar.

Several major events including the Sydney Marathon helped drive performance, with occupancy for the month at 84.4%, up 8.7% year-over-year; an average daily rate (ADR) of AU$285.71, up 14.9%; and revenue per available room (RevPAR) of AU$241.18, up 24.9%.

Additionally, the market recorded its highest August occupancy since 2018.

Performance peaked on the eve of the Sydney Marathon, Saturday August 30, with occupancy

of 95.1%, ADR of AU$414.96, and RevPAR of AU$394.76.

“Sydney was elevated to seventh in the global marathon series, joining the likes of New York and London,” said STR Regional Director, Matthew Burke.

“Being the first in the southern hemisphere drew additional participation at professional and amateur levels.”

The last game of the British and Irish Lions Tour on Saturday August 2 helped boost

Approximately 35,000 runners from 156 countries participated in the

occupancy to 92.8%, and ADR and RevPAR to AU$390.18 and AU$361.91, respectively.

For the month of August, Sydney’s occupancy levels surpassed the 70% mark on all but one night – Sunday August 24, which sat at 67.5%.

“Sydney’s August performance was forecasted to be extremely positive,” Burke said.

“As early as March, forward occupancy on the books for August was tracking 6 points higher in occupancy and grew further as the month approached.”

2025 Sydney Marathon

Four Elanor hotels transition to Accor brands

An agreement has been signed between Accor and Elanor Investors Group to reposition and rebrand four hotels under 1834 Hotels’ management.

FOUR HOTELS WITHIN the Elanor Hotel Accommodation Fund will transition to Accor brands under a deal with Elanor Investors Group and long-standing operating partner 1834 Hotels.

Under the agreement, Byron Bay Hotel and Apartments will rebrand to The Sebel Byron Bay – marking Accor’s return to Byron Bay; Barossa Weintal will rebrand to Mercure Barossa Valley; Clare Country Club will rebrand to Peppers Clare Valley; and Adabco Boutique Hotel Adelaide will rebrand to Mantra Wakefield Adelaide.

The four properties will officially join Accor’s network in October with transitions underway to have a minimal impact on operations.

“We’re thrilled to welcome these outstanding hotels and resorts into the Accor network and to deepen our long-standing partnership with both Elanor and 1834 Hotels,” said Accor’s Chief Operating Officer in the Pacific region, Adrian Williams.

“These hotels are well positioned in key regional and leisure destinations, and we are

Accor’s Adrian Williams, Tony Fehon from Elanor Investors Group and Andrew Bullock of 1834 Hotels are collaborating on this latest deal

confident they will see immediate benefit from our scale, systems and support.

“By joining our franchise network, each hotel gains access to Accor’s global distribution system and award-winning loyalty programme - ALL Accor.

“We take a sophisticated and hands-on approach to franchising, working closely with

our partners to provide the tools, insights and local support they need to succeed.”

The repositioning of these hotels increases the number of the Fund’s hotels under the Accor brand to nine.

“We are very pleased to expand our relationship with Accor and strengthen the brand positioning of these hotels,” said Elanor Investors Group Managing Director, Tony Fehon.

“Aligning with Accor’s respected and targeted brand architecture allows us to further differentiate our portfolio and enhance investment performance.”

1834 Hotels, which manages the assets of the Fund, will oversee day-to-day operations and each brand transition.

“The support and operational execution by 1834 Hotels has been instrumental in bringing this strategy to life,” Fehon added.

The rebranding of Peppers Clare Valley and Mantra Wakefield Adelaide will follow the completion of planned refurbishment works to ensure full brand alignment and optimal guest experience.

Clare Country Club will rebrand to Peppers Clare Valley

A REALM REIMAGINED

The soft furnishing revival of Canberra’s iconic Hotel Realm.

In the heart of Canberra’s prestigious Barton precinct, Hotel Realm has long been celebrated as a destination where sophistication meets comfort. Recently, this luxury address underwent a considered transformation – one that speaks not of reinvention, but of refinement. At the centre of this story lies an inspired collaboration between Hospitality International, Sydney’s Mathieson Architects, and photographer Romello Pereira, who together have breathed new life into the hotel’s guestrooms.

The refurbishment, focusing on bespoke soft furnishings, was a study in quiet luxury. Hospitality International, renowned for its craftsmanship and bespoke manufacturing capabilities, was entrusted with reimagining the furniture that would define the guest experience. The brief from Mathieson Architects was clear: create pieces that harmonise seamlessly with the architectural intent, exuding a restrained elegance while elevating comfort.

The result is a collection of custom-designed sofas, armchairs, and upholstered pieces that marry timeless design with tactile indulgence. Each element was tailored to the guestroom’s proportions, ensuring a sense of balance and flow. The palette is sophisticated yet soothing – soft neutrals and textures that embrace guests in understated opulence.

Romello Pereira’s photography captures the spirit of the transformation with exquisite sensitivity. His images reveal spaces that are at once contemporary and inviting, where every detail – from the

gentle curve of a lounge chair to the fine stitching of a sofa lounge – tells the story of craftsmanship and collaboration.

This refurbishment does more than refresh interiors; it underscores the Realm Hotel’s commitment to remaining at the forefront of luxury hospitality. By aligning with visionary designers and skilled manufacturers, the hotel ensures that its promise remains intact: that every guestroom is not just a place to stay, but a sanctuary that feels equal to or better than home.

The Realm’s renewed look stands as a testament to the power of collaboration: where design, craft, and artistry converge to create spaces that redefine modern luxury. Hospitality International’s Managing Director, Mark Flintoff, says that the refurbishment took place over several weeks, working around a full hotel with minimal disruptions to the guests and the hotel's operation. n

Please reach out to Mark Flintoff for your next guest room upgrade at mark@hospitalityinternational.com.au

Guest rooms feature soft neutrals and soft textures

Bespoke soft furnishings breathe quiet luxury into the new-look Hotel Realm

BOLD DESIGN ONE TRIBE

With design and experience taking centre stage, Accor’s TRIBE brand is rapidly gaining momentum globally.

Accor’s TRIBE brand is accelerating its global expansion, catering to the demand for design-led, experience-driven hospitality at an accessible price point.

Since launching in Australia in 2017 with TRIBE Perth Kings Park, the brand has grown to more than 20 hotels worldwide, with over 40 additional properties in the pipeline. Recent openings in Paris and Phuket underline the brand’s international momentum, now present in 12 countries. While closer to home, TRIBE makes its New Zealand debut with the launch of TRIBE Auckland Fort Street this month.

Born from the visionary minds of Mark and Melissa Peters, TRIBE was created with a clear manifesto – to give guests everything they need, and nothing they don’t. Each property focuses on the essentials and delivers them exceptionally well, ensuring modern travellers enjoy a high-quality experience at an affordable price.

Accor Pacific Chief Operating Officer, Adrian Williams, said: “TRIBE is a bold and confident brand, and I love how it fits so perfectly with what today’s modern traveller is looking for. Guests want more than just a place to stay – they want something design-led, intuitive and social, and TRIBE delivers all of that without compromise. To be opening the very first TRIBE in New Zealand is a milestone we’re incredibly proud of. Together with our fantastic partner, CP Group, we’re injecting fresh energy into Auckland’s hotel scene and giving travellers even more reasons to fall in love with this incredible city.”

From day one, TRIBE has stood for bold, design-forward spaces, created for a like-minded community of travellers and locals. At the heart of every TRIBE hotel is its 24-hour social hub – a place to

work, connect, meet, dine, or simply unwind. By day, it serves as a buzzing café with barista coffee and a relaxed co-working atmosphere. By night, it transforms into a lively gathering place for guests and locals alike.

TRIBE is positioned at the intersection of bold design, contemporary hospitality, and seamless functionality, brought together in a manner that is culturally relevant, socially engaging, and globally attuned.

A guest room at TRIBE Auckland Fort Street

TRIBE is known for experience-driven hospitality

“TRIBE is a bold and confident brand, and I love how it fits so perfectly with what today’s modern traveller is looking for.”

Adrian Williams, Accor

Design is central to the TRIBE experience, creating environments that bring like minds together, and spaces that are dynamic, textural and engaging. TRIBE celebrates the bold, the diverse, and the intelligently designed, offering the essentials with a high-end touch, all at unbeatable value.

Accor Pacific Chief Development Officer, Lindsay Leeser, said: “TRIBE has carved out a distinctive place in the market. It is a bold, unapologetically modern lifestyle brand offering design-driven spaces that blend comfort, style, and affordability. By maximising space and experience, TRIBE offers attractive returns while responding to what modern travellers want. It’s a brand that brings together guests, locals and communities in an intelligent, thoughtful way.”

The new TRIBE Auckland Fort Street brings the brand’s unique concept to New Zealand for the first time. The hotel features 60 compact yet high-comfort guestrooms, Sienna – the all-day dining destination bringing So-Cal vibes from morning to night – a dynamic lobby bar, and a social hub designed to bring locals and travellers together. Guests can start the day with coffee and pastries, share tacos and fresh salads at lunch, and return for bold dinner plates paired with craft cocktails in the evening. Located moments from Britomart and Commercial Bay, the hotel blends intelligent design with unexpected

Some Flagship TRIBE addresses:

TRIBE Paris Clichy, France

Minimalist rooms flooded with natural light, a dynamic Social Hub, and a Tiki-inspired rooftop bar with iconic city views.

TRIBE Manchester Airport, UK

Light-filled rooms and a lively Social Hub for work or play. TRIBE Table serves Italian-inspired fare, complemented by co-working areas and a 24-hour fitness studio.

TRIBE Medellin, Colombia

Modern, functional spaces in a lively neighbourhood. Rooftop terrace and vibrant communal areas capture Medellin’s dynamic culture.

TRIBE Living Bangkok Sukhumvit 39, Thailand

Dynamic co-working, 24-hour fitness, and the rooftop Taco Hachi bar with sweeping city views.

TRIBE Phuket Patong, Thailand

TRIBE’s first hotel on the paradise island is cleverly designed with bold Sino-Portuguese-inspired interiors, 24/7 social spaces and three dining concepts.

details, championing functional style and modern living. Common areas are the focal point, with iconic design objects, contrasting colours, and surprising details carefully selected for comfort and style.

TRIBE is one of Accor’s most rapidly expanding brands. By delivering intelligent, functional spaces that focus on what really matters, TRIBE is redefining how travellers experience hotel stays –proving that great design, comfort and value can go hand in hand. n

Dining experience at TRIBE Manchester Airport

Ace is known for its sociallydriven communal spaces

New owners for Ace Hotels

Seibu Prince Hotels has acquired Ace Hotel Group for US$90 million.

ONE OF JAPAN’S leading hospitality operators, Seibu Prince Hotels Worldwide (SPW), has acquired Ace Group International (AGI), parent company of Ace Hotel and its in-house creative agency Atelier Ace.

The deal will see SPW pay approximately US$90 million, and result in a combined operation of 94 hotels worldwide, with a further seven in the pipeline.

Under the agreement, Ace Hotel will operate under a newly established US subsidiary of SPW, Ace Hotels Worldwide Inc., while retaining independence in brand and creative direction.

“Today marks an important milestone in SPW’s journey to become a truly global hotel group with Japanese roots,” said SPW President and CEO, Yoshiki Kaneda.

“Ace Hotel brings a distinctive cultural spirit that perfectly complements our portfolio. By

uniting Ace’s pioneering approach with SPW’s heritage of omotenashi, the Japanese art of genuine hospitality, and our global footprint, we are creating a hospitality group that is authentic and globally trusted.”

The Ace brand portfolio comprises eight hotels in Seattle, New York, Palm Springs, Kyoto, Brooklyn, Sydney, Toronto, and Athens, with development projects in progress such as Ace Hotel Fukuoka, slated for opening in 2027, and further expansion anticipated across North America, Asia and Europe.

Meanwhile, SPW’s diverse portfolio includes 86 hotels, 31 golf courses, and 10 ski resorts, across a broad range of destinations, from Tokyo and Kyoto to New York, Singapore, Bahrain, and Hawaii.

SPW’s global infrastructure, operational platform and loyalty program is expected to support Ace’s growth strategy, while SPW

benefits from Ace’s demonstrated expertise in branding, design, and cultural placemaking.

“We’re honoured to join Seibu Prince Hotels Worldwide,” said Ace Hotel Chairman, Brad Wilson.

“Over the past decade, we’ve grown the Ace brand globally while staying true to our founding principles: transforming historic buildings, contributing to neighbourhood revitalization, and creating places that honour culture and community.

“Seibu Prince shares these values, and with their strategic vision and international reach, we can continue to safeguard Ace’s independent spirit while taking the brand to new heights.”

Ace Hotel CEO, Chris Penn, said the deal marks the next chapter in the company’s expansion.

“Ace has established itself as a leader in experiential hospitality, with a proven ability to

create destinations that resonate across cultures and markets,” said Penn.

“Our partnership with SPW provides the platform to accelerate expansion, strengthen our market presence, and deliver long-term

value, while staying true to Ace’s distinct hospitality model rooted in cultural engagement and creative expression. Together, we are entering the next chapter in Ace’s evolution as a global company.”

Founded in Seattle in 1999, Ace is recognised for inspiring social connection through its communal spaces and its engagement with local creatives.

Ace Hotel New York, opened in 2009, has been credited with reshaping the boutique hotel landscape.

The Ace portfolio also includes awardwinning restaurants and bars such as Kiln, Alder, Kosa, Sebastian, Piopiko, Mr. Maurice’s Italian, Evangeline, Loam, and the Good Chemistry coffee concept.

The acquisition aligns with SPW’s long-term strategy to expand its global portfolio to 250 hotels by FY2035.

“The fit between our two companies is powerful,” added Kaneda.

“Seibu Prince brings scale, infrastructure, and development expertise across Asia-Pacific and the Middle East, while Ace has deep credibility and a proven track record in North America and Europe. By combining these strengths, we can expand faster and more effectively together.”

Ace Hotel entered the Australian market with a Sydney hotel in 2022

The transaction includes 15 hotels across Australia and New Zealand

EVT launches third-party management arm

Pro-invest Group’s hotel management company has been acquired by EVT.

EVT HAS ACQUIRED Pro-invest Group’s hotel management company, with 15 properties to be managed by an all-new EVT Connect Hospitality division that will launch in to the rapidly-growing third-party management sector.

The transaction includes long-term Hotel Management Agreements for 15 hotels across Australia and New Zealand, comprising approximately 3,200 rooms, operated under third party brands.

Properties to be run by EVT Connect Hospitality are under IHG Hotels and Resorts’ Holiday Inn Express, Hotel Indigo, Kimpton, and Voco brands and Accor’s The Sebel brand and are located across Australia and New Zealand.

Pro-invest Group will retain asset management responsibilities for the 15 hotels owned by the three hotel investment funds via its fund management platform.

According to Pro-invest Group and EVT, the hotels will continue to operate under their

existing brands and “for guests and partners, it will be business as usual”, the companies said in a statement.

Pro-invest Group Chairman and Founder, Ronald Barrott, said Pro-invest will retain its operating capacity and will continue to manage its VISTA hotels portfolio, while expanding its focus in commercial office, Flex living and other operational real estate investment opportunities, including BTR.

He said its fully integrated platform will continue to offer a suite of services across investment, development, asset management, and operations.

Barrott said since its inception, Pro-invest Group has demonstrated its ability to develop, open, and operate real estate assets, having grown to a network of 30 hotels across Australia and New Zealand.

“Our goal has always been to deliver highquality, resilient assets that meet the evolving needs of modern travellers and investors alike,” he said.

“We will continue to focus on hotel asset management while expanding in the rapidly growing sectors of flex living, BTR, and mixeduse developments.

“This deal with EVT is the right deal to benefit both our investors and our people and will further enhance EVT’s growth trajectory.”

EVT Chief Executive Officer, Jane Hastings, said the “launch of EVT Connect Hospitality, seeded by the acquisition of PIH, represents a further initiative to grow hotel earnings”.

“EVT Connect Hospitality will further enhance EVT’s ability to deliver value for asset owners who seek to franchise a third-party brand, supported by the expertise of the PIH team and now boosted by the ability to leverage our extensive EVT Group expertise.

“We look forward to welcoming the PIH team to our Group,” she said.

Completion of the transaction will be subject to informal clearance from the Australian Competition and Consumer Commission and certain procedural conditions precedent.

ANYTHING BUT ORDINARY

A Hotel Like No Other, with a Mattress Like No Other. Inside the Sealy x 25hours Hotel The Olympia collaboration.

Australia’s first 25hours Hotel The Olympia is set to open in Sydney’s Paddington, bringing one of Ennismore most creative hospitality brands to the local market. Known for bold design and imaginative guest experiences, 25hours Hotels are anything but ordinary, and this project is no exception.

Sealy Commercial was proud to collaborate with 25hours on bedding solutions that reflect the unique character of this 109-room hotel. From the outset, the brief called for more than a standard specification. Working closely with the 25hours team and design partners, Sealy created customised bases upholstered in blue and black fabrics, selected to align with the property’s distinctive style.

In a first for Sealy Commercial in Australia, we also partnered with Furn-niche to develop a round mattress and base. This bespoke design element is rare in the hotel market and demonstrates our ability to adapt and innovate to meet individual requirements.

Behind every project is the reassurance of the Sealy brand. Sealy Posturepedic is Australia’s number one mattress brand, trusted for generations for quality, comfort and durability. Sealy Commercial extends that legacy to the hotel industry by delivering tailored bedding solutions backed by local manufacturing and a team committed to service.

25hours Hotel The Olympia brought together many partners, including TZG Architects, Shelley lndyk and Woods Bagot etc. Contributing to such a collaborative effort highlights the role we play in supporting hoteliers, designers and operators to achieve their vision without compromise.

As the hotel prepares to open under the leadership of General Manager Jake Guilfoyle, it will stand as a showcase of what can be achieved when global creativity meets local expertise. For guests, it promises an experience unlike anything else in Australia. For Sealy, it highlights the value of collaboration by combining bespoke design, proven performance, and trusted service.

For hoteliers, the message is simple: whether you are developing a flagship property or upgrading your rooms, Sealy Commercial is your partner for customised bedding solutions that deliver both comfort and confidence, backed by Australia’s most trusted mattress brand. n

The two room styles, 'Dreamers' (above) and 'Renegades' at 25hours

Betting on brand

BOUTIQUE LIFESTYLE BRAND OVOLO IS GEARING UP FOR GROWTH UNDER A NEW PARTNERSHIP WITH WYNDHAM HOTELS AND RESORTS, OVOLO HOTELS CHIEF OF STAFF, SHIVANG JHUNJHNUWALA, TELLS RUTH HOGAN.

Back in his school days, Shivang Jhunjhnuwala and his siblings spent their evenings doing homework at the offices of Ovolo Hotels in Hong Kong, fielding the occasional question from their parents, Girish and Sarika, seeking their opinion on a business matter.

But after leaving school and university, Shivang opted to carve his own path in the creative worlds of video production and art. That was until two years ago when, prompted by some words of encouragement from his sister Avni, he decided to get involved with the family business.

After all, hospitality runs in his veins.

“Being born and raised in a hospitality family, itʼs in my blood,” Shivang tells HM

“In our Indian culture, we believe that when a guest enters your home, you honour them as you would God. That idea is deeply ingrained in us, and itʼs something weʼve carried into the brand.

“My family gave me the ability to get a great education, have a warm bed and a roof over my head – this is my opportunity to give back, and thatʼs something that I feel a tremendous amount of pride towards.”

On the topic of working with a family business, Shivang says there are three questions one should ask themselves:

“Number one, do you see a future in the industry? Number two, is there something that you believe only you can bring to the table and add value to? Lastly, and most importantly, is it something you will wake up in the morning excited to do every single day? If the answer is yes, for all three of those, donʼt think twice, jump on in.”

AN EVOLVING BUSINESS

Today, as Chief of Staff, Shivang acts as the connector between hotel teams and his father.

“My role is to work with our various teams and departments in different regions to analyse our pain points, come up with solutions for them, and then present them to him as recommendations,” Shivang explained.

Over the last two years, the business has undergone many significant changes. In July 2023, it launched a dedicated investment and asset management arm, TriO Capital. Since then, the owner-operator has offloaded a number of its properties, including The Woolstore 1888 in Sydney and The Inchcolm Hotel in Brisbane.

Last year, Founder Girish resumed the CEO role following the departure of Dave Baswal, and a strategic partnership with Small Luxury Hotels of the World (SLH), which later

Shivang Jhunjhnuwala, Ovolo Hotels

Ovolo Woolloomooloo is among the five hotels to join Wyndham's portfolio

“It’s a symbiotic relationship, because we know each other's strengths, we know each other's weaknesses.”

Shivang Jhunjhnuwala, Ovolo Hotels

partnered with Hilton, brought Ovolo hotels to a broader global audience.

Ovolo Hotelsʼ latest franchise deal with Wyndham Hotels and Resorts is set to take the brand even further.

Five Ovolo hotels across Australia and Hong Kong – Ovolo Central (Hong Kong); Ovolo Nishi (Canberra); Ovolo South Yarra (Melbourne); Ovolo The Valley (Brisbane); and Ovolo Woolloomooloo (Sydney) – have joined the Wyndham hotel brand, in a move that aims to accelerate brand growth across Asia Pacific.

“We still own all these properties, we still operate all of them, and we still own 100% of the brand,” Shivang explained.

“This partnership allows the brandʼs footprint to grow while also tapping into the power of Wyndhamʼs distribution and loyalty program.”

A SYMBIOTIC RELATIONSHIP

Shivang says there are several reasons why the partnership works. One being that it provides an opportunity for Ovolo to stand on its own as a boutique lifestyle brand within the portfolio, leveraging Wyndhamʼs global reach and infrastructure.

“They are a publicly traded company with as many hotels in the thousands (9000+) as we have keys in the hundreds (~1000 keys),” Shivang explains.

“Wyndhamʼs brands – Ramada, La Quinta, Tryp etc. – sit in a different category altogether. Thereʼs a white space to sell a boutique lifestyle brand like Ovolo.

“At the same time, they have 110 million members in their loyalty program, Wyndham Rewards, that have been yearning for a product like this.

“Wyndham is very strong in franchising and, if I may say, we are the experts in boutique lifestyle brands, which is something that the Ovolo team has built from the ground up.

“Itʼs a symbiotic relationship, because we know each otherʼs strengths, we know each otherʼs weaknesses, and this is where we can help both grow in the best interest of each other.”

Shivang says the five Ovolo hotels joining Wyndham are the best representation of the Ovolo brand and how the group wants to see it develop under this exclusive licensing deal.

Sitting outside of that are unique brands, Laneways by Ovolo in Melbourne, Mamaka by Ovolo in Bali, and South Side by Ovolo in Hong Kong, for which Ovolo intends to explore different opportunities.

EXPERTS IN BRAND

The Wyndham deal aligns with Ovolo Groupʼs strategy to channel its focus into its key areas of expertise.

Speaking to its four business functions – as an owner, operator, asset manager and brand –Shivang says, “we would love to keep doing all four, but growth opportunities are limited.”

“We want to become experts in one or two of those areas,” he says. “Of course, we enjoy the ownership of assets, and we enjoy asset management, but we also know how much value Ovolo the brand brings to the world of hotels, so we really want to focus on that component.

“That doesnʼt mean that weʼre not going to be acquiring assets in the future. However, it also means that itʼs not only on assets we acquire that the Ovolo brand can manifest itself.

“On the operation side, one of the other beautiful things about working with Wyndham is that there is a possibility of managing those franchised properties in locations where we have operational expertise, like Australia, Hong Kong and Bali.”

As for the future of the Ovolo brand, Shivang sees plenty of opportunities in international markets.

“South East Asia and Greater China are two areas where we foresee a lot of growth as a brand. India has a lot of growth opportunities for boutique lifestyle brands, and I think Ovolo would be the perfect brand to enter that market.” n

Ovolo South Yarra is among Melbourne’s standout boutique hotels

Ovolo is know for its boutique lifestyle offering

Lack of chefs a recipe for disaster

For many years now, the hospitality industry has struggled to fill cook and chef positions nationwide.

By James Goodwin, Chief Executive Officer, Accommodation Australia

DESPITE THE BEST efforts of

Accommodation Australia and other industry groups the issue of a lack of chefs has bubbled along in the background for a long time, but several recent developments have combined to bring the issue to the proverbial boil.

This shortage is currently being exacerbated by a decline in apprenticeship commencements for cooks, a recent rise in the Core Skills Income Threshold (formerly the TSMIT), and a clamp down on international students – which has seen a drop off in enrolments by international students studying commercial cookery in Australia.

This latter student cohort was becoming an increasingly important pipeline for eventual sponsorship as temporary skilled migrants.

Unfortunately, there is no silver bullet. No simple solution.

There are currently about 128,300 chefs working in Accommodation and Food Services in this country, but Jobs and Skills Australia (JSA) predicts that number will need to

increase in net terms by eight per cent by 2029 and 15.1% by 2034.

The JSA prediction is a net figure, and the actual need for trained chefs will likely be three or even four times that many over the next 10 years due to attrition and transition into other hospitality roles.

This means the current apprentice chef commencements each year are simply unable to meet our future needs, let alone our current ones.

So what’s the solution?

Accommodation Australia will continue to press the Federal Government to improve the regulatory and funding settings for training and migration, but we also recognise the solutions to the chef shortage are broader than government policy.

AA is putting together a paper on addressing the chef shortage and have proposed a number of potential solutions. We are now conducting a series of consultation sessions with senior hotel managers, as well as working with other bodies such as the industry skills council, SaCSA, as well as our AHA colleagues to come up with new solutions.

The problem has been with us a long time, and although there’s no easy fix, we need to do all we can to improve the situation to lessen the negative impact on not only our members, but on productivity and industry performance in general.

Measure for decarbonisation impact

Smarter energy use means lower operating costs for hotels.

By James Doolan, Strategic Director, Hotel Council Aotearoa

THE HOTEL SECTOR’S journey toward decarbonisation is underway and it starts with something deceptively simple: measurement.

Last year, Hotel Council Aotearoa (HCA) partnered with New Zealand’s Energy Efficiency and Conservation Authority (EECA), expanding our annual operating survey to include energy and water usage questions. This collaboration aims to create a credible, sector-wide data set that helps Kiwi hotels understand their footprint and make smarter decisions.

Travellers are increasingly sceptical of green washing. They want real-world evidence that hotels are walking the talk. Measuring energy and water usage is the absolute minimum, yet many properties still appear unsure how to do this. Once measurement is in place, hotels can benchmark their energy use against other similar properties and identify opportunities for improvement.

This isn’t just about compliance or reputation – it’s good financial management. Smarter energy use means lower operating costs. Hotels that reduce emissions often reduce utility bills too. This year, HCA has engaged Toitū Envirocare to analyse the energy use survey results and produce a practical guide for hotels around next steps.

HCA’s annual operating survey was open to all hotels, not just HCA members. EECA’s support helped us refine the questions and broaden distribution. Toitū’s report will present results in a way that’s meaningful for hoteliers and is expected to be available in late October.

This is a long-term project, but momentum is real. HCA isn’t waiting for government to deliver perfect decarbonisation policy settings or mandatory reporting. We’re getting on with it.

If you’re a New Zealand hotel owner or operator and haven’t participated in the annual

operating survey, now’s a good time to get involved. When it comes to decarbonisation and sustainability, the next generation of travellers and investors will expect more than just inroom recycling bins, big-bottle shampoos and reusing their towels!

From In Room to Conferencing, Breakfast to Bar, Nespresso Professional is your partner when it comes to premium coffee for your hotel.

Discover unforgettable hospitality

COLOUR & community

AUSTRALIA’S FIRST CAPTION BY HYATT OPENS ON OCTOBER 13 WITH A BRIGHT AND BOLD NEW-BUILD PROPERTY IN SYDNEY’S HAYMARKET. CAPTION BY HYATT CENTRAL SYDNEY GENERAL MANAGER, TEMARA EXTON, SPOKE TO RUTH HOGAN.

How would you describe Caption by Hyatt, the brand?

Caption by Hyatt is part of Hyattʼs Essentials portfolio. Itʼs upscale, 4-star, with the look and feel of a lifestyle hotel – it sits in that niche space between select service and lifestyle. We look at travellers and locals as being our two markets, because weʼre not just appealing to people coming from overseas or regionally, weʼre also trying to appeal to those in the area.

The brand itself is all about people and place, so itʼs about bringing people together to connect with each other, but also our local community as well.

Hyatt has a very strong reputation in luxury and lifestyle and is growing quite strong in select service as well. I feel that thereʼs a lot of opportunity for this type of hotel, that has all the essentials, but is a little bit more flexible, more fun. This hotel gives our World of Hyatt members a new way to experience Sydney.

When introducing a new brand to the market, it’s important to have the right people on your team to deliver that experience. Tell us a bit about that recruitment process.

From day one, Iʼve spoken to every person thatʼs come on board about what the brand is about to make sure that they align with that. Youʼve got to have that passion or spark to want to reflect that brand and be part of it. Itʼs a new brand, and their voice matters. With a new hotel, there are a lot of moving parts so itʼs important to have people that want to contribute their ideas. Weʼre relaxed. We want people to be themselves – our guests as well as our colleagues.

Tell us about the accommodation and amenities on offer.

There are 174 rooms, ranging from about 20-28 square metres, including Premium Rooms, Deluxe Rooms, King and Queen, with some great views over Haymarket. We have a fitness studio as well with natural light, and a ʼgrab and goʼ venue. Talk Shop is our all-day social space where people come together to work, play and connect. Itʼs not just for hotel guests; itʼs also for our locals. The food and beverage offering ranges from indulgent burgers to healthy bowls. Weʼre looking at ways that we can partner with different businesses or organisations to activate that space, for example, through trivia, art, poetry and music. Weʼre looking at some Mahjong nights, as that has become a big trend for social connection.

Caption by Hyatt Central Sydney is part of Hyatt's Essentials portfolio

Temara Exton, Caption by Hyatt Central Sydney

We also have The Gathering Place, a meeting room on the same level as Talk Shop, that people can book for small sessions or boardroom meetings.

In what other ways is that focus on the local area and community reflected in the hotel?

the history of the area as a market which drew people from afar; so the brand, the location of Haymarket, and the design all tie into that community feeling and that space where people come together and connect.

There is such a revitalisation going on in Haymarket. We have been working with the Haymarket Alliance, the Haymarket Chamber of Commerce and many of the local businesses not only to establish our brand, but to help put Haymarket on the map and really highlight what a great place it is.

How have you weaved technology into the guest experience?

We are using technology to streamline some of the processes. Not every guest is looking for the full-service experience, so weʼre looking to streamline efficiencies to enable our team to spend more time engaging with our guests. We have self-check-in kiosks available to our guests. The concept for our hotel is ʼguest led, host supportedʼ, so from the get-go, our team will be there to try to assist and support our guests to use those kiosks. But of course, if people would like to check in, normally, weʼll have that option for them. We also have digital check-in options and QR codes for ordering food and beverages. n

Our interior designers, Mitchell and Eades, looked into TUESDAY 9 – THURSDAY 11 JUNE 2026

Caption by Hyatt puts a big focus on people and place

Como The Treasury marks its 10-year anniversary in October

Enduring icon

TEN YEARS ON FROM THE OPENING OF COMO THE TREASURY IN PERTH, THIS DESIGN-LED, BOUTIQUE EXPERIENCE CONTINUES TO LURE DOMESTIC AND INTERNATIONAL TRAVELLERS, GENERAL MANAGER JESSE TIBERT TELLS RUTH HOGAN.

Jesse, can you share an insight into the hotel performance over the last 12 months in relation to occupancy and rates?

Como The Treasury has seen consistent occupancy levels over the past year, supported by its central location in Perthʼs CBD and proximity to cultural, dining, and business destinations. The hotelʼs blend of heritage architecture and contemporary design continues to attract both domestic and international guests, with steady demand across leisure and corporate segments. Public rates have continued to grow with increasing demand across Perth, reflecting the propertyʼs positioning within the luxury boutique category.

Tell us about the guest demographic that you typically see at the hotel.

90% of our in-house guests reside in key markets of Australia, the UK, United States, Singapore and Japan.

How is Perth preforming in terms of attracting luxury travellers from overseas markets?

New international routes, including direct flights from Paris, have boosted inbound travel from Europe. Perthʼs location on Australiaʼs west coast also makes it a convenient entry point for travellers from Asia.

Thereʼs growing interest in eco-conscious travel, and Perthʼs proximity to destinations like Margaret River

Jesse Tibert, Como The Treasury

and Rottnest Island supports this trend with luxury ecoresorts and conservation-focused experiences.

What about the Como brand – is it resonating with Australian travellers?

Key elements such as spirit of place with each Como property is designed to reflect its local culture and environment, which resonates with Australians who value immersive and meaningful travel experiences. Whether itʼs a heritage building in Perth or a tropical retreat in Bali, the brandʼs commitment to authenticity and thoughtful design is consistently appreciated. Comoʼs emphasis on wellness, through its signature Como Shambhala retreats, nutritious cuisine, and tranquil environments, aligns well with Australiansʼ growing interest in health-conscious travel.

The hotel has a strong and varied food and beverage offering. How are these venues performing with guests and locals amid high labour and operating costs in hospitality?

The State Buildings precinct, home to Como The Treasury, continues to be a vibrant culinary destination for both hotel guests and Perth locals. Despite the broader challenges facing the hospitality industry, including high labour costs, inflation, and shifting consumer spending, the venues within the State Buildings have shown resilience and adaptability.

Tell us about the hotel’s meetings and events business? With St George’s Cathedral next door and Perth Town Hall nearby, is the venue popular with weddings?

The hotelʼs event spaces are designed to accommodate everything from intimate boardroom gatherings to large-

scale celebrations. The hotelʼs reputation for discretion and attention to detail makes it especially appealing for milestone events and high-profile gatherings. With St Georgeʼs Cathedral next door and Perth Town Hall just steps away, Como The Treasury is a popular choice for wedding receptions and bridal preparations. The hotelʼs proximity to these iconic ceremony venues makes it a natural extension for couples seeking a cohesive and elegant wedding experience.

Wellness is an important part of the guest experience. How are you evolving that offering to meet guest demand?

Wellness has always been a cornerstone of the guest experience at Como The Treasury, and the hotel continues to refine and expand its offerings to align with changing guest expectations and lifestyle trends.

The hotelʼs wellness centre, Como Shambhala, delivers hands-on holistic treatments that blend Eastern and Western healing traditions in a calming, restorative environment. Signature therapies such as the Como Shambhala Massage, Rationale and Sodashi treatments are tailored to individual needs, using natural ingredients and essential oils to promote relaxation and rejuvenation. n

Food and beverage plays an important role in the guest experience with several unique offerings on site

Every touchpoint reflects 1 Hotel’s values of sustainability, craftsmanship, and connection to place

THE FUTURE OF GUEST EXPERIENCE

Curating a new standard for sustainable luxury at 1 Hotel Melbourne.

When 1 Hotel Melbourne opened its doors, it wasn’t just another hotel launch – it was a statement. This was the debut of the globally celebrated, sustainability-driven brand in Australia, and every detail needed to set a new benchmark for design-led hospitality.

Bringing that vision to life required a partner who could do more than supply products. It called for someone who could interpret creative intent, align with sustainability goals, and orchestrate dozens of suppliers into a seamless guest experience.

FROM CONCEPT TO GUESTROOM

Swisstrade was engaged early in the process to help shape the property’s operational ecosystem. The brief was ambitious: deliver a guest journey where every touchpoint – from guestrooms to banquets – reflects 1 Hotel’s values of sustainability, craftsmanship, and connection to place.

That meant sourcing materials that were as thoughtful as they were beautiful: live-edge timber caddies that celebrate the natural grain, QRenabled coasters linking guests to sustainability stories, locally roasted ST. ALi coffee capsules just kilometres from site, and robes, amenities, and appliances chosen to balance eco-luxury with performance.

THE ART OF COLLABORATION

Beyond the guestrooms, the project called for close collaboration between designers, operators, and procurement teams. Jemmervale

Every detail was chosen to enhance the guest journey while reducing environmental impact

Designs worked with Swisstrade to repurpose timber from the original site into luggage trolley decks, create a custom DJ booth, and craft food service furniture from recycled Oregon.

Operational needs were just as critical. Ascolia housekeeping and banquet trolleys were specified to streamline daily routines, while

wellness zones were outfitted with spa products, yoga accessories, and pool comforts that aligned with the hotel’s holistic brand philosophy.

“Our vision for 1 Hotel Melbourne was to create a property that feels rooted in place and reflects our commitment to sustainability,” said Johannes Brosmann, Hotel Manager, 1 Hotel Melbourne.

“Swisstrade went beyond supply – they were true partners in bringing this vision to life.”

A BENCHMARK FOR THE INDUSTRY

For Swisstrade, success meant more than delivering products on time and on budget — it meant balancing competing priorities and ensuring every decision honoured the brand story. The result is a property that feels considered, connected, and quietly innovative.

From the lobby’s repurposed timber to the smallest minibar detail, every element was chosen to enhance the guest journey while reducing environmental impact.

1 Hotel Melbourne now stands as a benchmark for what is possible when global partnerships, local collaboration, and operational insight work together. It is a property where guests don’t just stay – they experience a story of sustainability, craftsmanship, and futurefocused hospitality. n

To learn more contact Alex Watt, Head of Projects Swisstrade | swisstrade.com.au | +61 2 9979 1500

1 Hotel Melbourne called for close collaboration between designers, operators, and procurement teams

EDGE Culinary

WHAT’S NEW AND INNOVATIVE IN THE EVEREVOLVING FOOD AND BEVERAGE LANDSCAPE.

Better buffets

One of the notable changes in food and beverage, starts at dawn. Hotels are reimaging the traditional breakfast buffet with a more intentional approach that brings their brand to life.

Gone are the days of an uninspiring line up of stainless-steel trays, design and display are playing a bigger role in capturing guest attention.

“Guests are often grabbing breakfast on their way out, so that moment needs to be fast, easy, and still feel like part of the overall experience,” said Astro Hospitality Managing Director, Reuben Beatson.

“Updating the buffet – whether that’s the layout, the flow, or how things are presented – is a simple way to lift both guest satisfaction and perceived value. It helps your hotel stand out without needing major changes behind the scenes, and it’s also one of the easiest ways to maximise revenue from an already high traffic service.”

An inviting display can help maximise revenue and drive brand awareness at breakfast time

Insect army

Hyatt Regency Sydney, Australia’s largest hotel at 878 keys, has taken a lead on food waste by becoming the first hotel in the world to introduce an insect-powered food waste management system by Goterra onsite.

Created by Olympia Yarger, the innovative system utilises Black Soldier Fly larvae, housed in high-tech, containerised units dubbed ‘Maggot Robots’, to rapidly break down large quantities of food waste, reducing it by 95% in just 24 hours.

In further efforts to drive a more sustainable supply chain, the insect protein produced from this process is provided to the hotel’s key egg supplier, Hilltops Free Range, as a feed mix alternative.

“By transforming our food waste into sustainable protein for agricultural use, including supplying to our own egg supplier, Hilltops Free Range to feed their chickens, we are creating a circular economy,” said Hyatt Regency Sydney General Manager, Jane Lyons.

“This initiative aligns perfectly with our ongoing efforts to consider sustainability in all aspects of our operations.”

are making

Circular coffee systems

Coffee machines, whether in-room, at breakfast service, or in conference areas, are a powerful tool in enabling hotels to offer premium coffee without the complexity or staffing demands.

Innovators in this space are now also addressing sustainability concerns through their product offerings.

“Nespresso’s innovation goes beyond convenience,” according to Nespresso B2B Head of Horeca, Clarence Goff.

“As a brand, Nespresso is deeply committed to recyclability. Nespresso capsules are made from aluminium for freshness, and there is a dedicated recycling program to ensure circularity. This aligns with the growing demand for environmentally responsible hospitality.

“By combining premium coffee experiences with operational efficiency and sustainable practices, Nespresso Professional machines are helping hotels elevate guest satisfaction while meeting their business and environmental goals.”

Forgotten flavours

Ancient ingredients are making a revival, with forgotten flavours being reimagined for the modern palate, according to Marriott International’s The Future of Food 2025 report.

Through exclusive collaborations and experiences, Marriott International’s 2025 Luxury Dining Series paid homage to culinary heritage by reviving traditional ingredients, age-old techniques, and heirloom recipes that have faded from contemporary menus.

“Through immersive collaborations and multi-sensory storytelling, we are offering crafted, unforgettable culinary experiences that seamlessly blend craftsmanship, cultural heritage, and innovation,” said Marriott International Regional Vice President, Luxury, Asia Pacific excluding China, Oriol Montal.

Marriott International’s

paid homage to forgotten flavours and age-old cooking techniques

Sustainable coffee systems are helping hotels meet their ESG goals

Luxury Dining Series

Insects

short work of waste food at Hyatt Regency Sydney

PurchasePlus has over 1,200 integrated suppliers

THE RIGHT TOOLS

Better F&B procurement for hotels ensures tighter supplier relationships and happier chefs.

Hotels run best when F&B purchasing is seamless, transparent and reliable. The great adage ‘the right tool for the job’ is very apt when we think about the needs of chefs, cooks and gastro imagineers.

Here are three things that can make food and beverage hum in your hotel:

ACCURATE PRICING

Live pricing from your suppliers helps your team make informed choices and reduces admin when invoices come in. Choose a solution that has broad and strong supplier connectivity and relationships so you’re working with the best information. Your team's efficiency is ruined if you’re using outdated information. PurchasePlus has the most connected suppliers in Australia, with over 1,200 integrated suppliers.

OUT OF STOCK INDICATORS

Real connected suppliers and systems will show out of stock indicators, this helps with timely decision making and planning, choosing to make recipe changes in advance helps everybody across the hotel and saves

more than just a few percent on a cheaper product. Tools with modern Supplier APIs are a must in today’s fast paced world.

REMOVE SUPPLIER ADMINISTRATION

Buying tools with flexible and, more importantly, supplier-centric portals help ensure you’re reaping the benefits of engaged supplier networks. Comprehensive product information, descriptions, images all ensuring supplier products are beautifully represented to your teams improves visibility, makes purchasing faster and more informed.

When suppliers are empowered and supported by both your hotel team, the tools you use to engage with them, and their customer service teams, you get tighter supplier relationships, transparency and trust and happy chefs – making delicious food that your guests will rave about.

PurchasePlus is the most connected purchasing solution in Australia, with over 1,200 supplier integrations, stock on hand, a renowned supplier support team and history to match their brand-new tool. n

www.purchaseplus.com

Personalised recommendations

Driving direct bookings has long been a priority for hotels to secure the best rate for their rooms. So why not extend that to the hotel restaurant?

In June, Radisson Hotel Group (RHG) launched a new functionality on its global website to facilitate direct bookings for its more than 1,900 restaurants worldwide.

RHG’s new tool allows guests and locals to search restaurants by city, cuisine, or concept, browse menus and photos, and enables real-time reservations and personalised recommendations.

“This launch marks an important step in our ongoing digital transformation and reinforces our commitment to elevate every aspect of the guest journey,” said Radisson Hotel Group Global Vice President Digital, Head of Digital Experience Centre of Excellence, Raul Alvarez Barrera.

“Our goal is to make discovering and booking our restaurants as intuitive and inspiring as booking a hotel stay. Whether for a special occasion, a business lunch, or a local discovery, RadissonHotels.com is now the go-to destination for exceptional culinary experiences across our global portfolio.”

Optimal output

Food waste remains one of the biggest challenges in hotel F&B, impacting both profitability and sustainability. Innovation is changing the way hotels approach this issue, with smart technology and efficiencydriven solutions.

Unox, the commercial oven with the most Energy Star-certified units worldwide, has created solutions to not only reduce kitchen footprint but also increase meal output.

“AI-powered systems reduce energy consumption and provide practical “green tips” to optimise resources,” said Unox Australia Consultant Relationship Specialist, Milos Povolny.

“Most impactful is Evereo, the world’s first hot fridge, which preserves cooked dishes at serving temperature for up to 72 hours without compromising texture or flavour. This innovation empowers hotels to reduce labour pressures, deliver meals quickly, and drastically cut food waste – all while ensuring guests enjoy the highest quality dining experience.”

Innovative solutions are supporting chefs to reduce energy while maximising meal output

Radisson Hotel Group is enabling real-time reservations and restaurant recommendations through its global website

AI-powered Digital Invoicing

Mobile-First Parity

End-to-End Integration

OUR FEATURES

Procurement

Smart product search, supplier catalogues, and seamless EDI/OCI ordering.

Invoicing

By hoteliers, for hoteliers — simplifying procurement, finance and operations since 1999.

Business Intelligence

Dashboards and analytics with Machine Learning and AI forecasting accuracy.

Contract Management

Automated workflows with AI-powered invoicing, OCR and EDI for smooth ERP/POS integration.

Inventory Management

Real-time visibility with centralised data and paperless stock-taking.

Recipe Management

Flexible recipe and menu management with POS connectivity.

BENEFITS & CONNECTIVITY

Web & Mobile Parity

Full functionality across devices.

No CAPEX Required

Fully cloud-based, no hardware.

Fast Implementation

Short lead-times, simple onboarding.

ERP

Secure digital archive with smart search and alerts.

CAPEX Management

Transparent planning and approvals with multi-currency support.

Budgeting & Expense Management

Structured budgets, forecasting and realtime spend visibility.

& POS Integrations

Connected workflows, enhanced visibility. Onboarding Support

Customer Success teams at every step.

“Follow The Sun”

Multilingual teams across time zones.

Energy-efficient technologies

Sustainable technologies are making their way into hotel kitchens, with the integration of smart energy and maintenance systems helping to reduce power consumption.

“These technologies enable fully electric kitchens to operate with up to 50% less power, making them ideal for hotels facing infrastructure constraints or operating in heritage buildings with limited energy supply,” according to Comcater Head of Hospitality, Michael Hyde.

Mareno’s Power Guardian intelligently regulates energy consumption across all connected equipment, preventing overloads and reducing installation costs, while MyTutor acts as a digital kitchen assistant – monitoring equipment health, scheduling maintenance, and alerting staff to faults in real time.

“Together, they create a connected, efficient, and sustainable kitchen environment that supports consistent service delivery while lowering operational costs,” Hyde said.

“For hotels, this means more flexibility in kitchen design, reduced downtime, and a smarter approach to energy management – critical advantages in today’s competitive hospitality landscape.”

AI-powered invoicing

The integration of AI into back-of-house procurement is having an impact across food and beverage teams. Why? Less time spent on administration, greater transparency across supplier networks, and more accurate cost control, according to FutureLog Senior Vice President Operations and Global Strategic Accounts, Benjamin Krieg.

“Invoices for food and beverage purchases have traditionally been labourintensive, requiring manual line-item entry, cross-checking against delivery notes, and approval chains that often delay supplier payments,” said Krieg.

“With AI digital invoicing, hotels can now automatically extract line items from multi-language, multi-format supplier invoices at the tap of a button. This helps reduce manual entry, streamlines validation, and speeds up approvals in real time. When connected to POS systems, this innovation goes even further –linking procurement directly to menu costing and margin analysis.

“By removing friction behind the scenes, hotels can focus on creativity, guest experience, and sustainable growth.”

AI is streamlining the digital invoicing process for F&B teams

Hotel kitchens are reducing energy consumption with smart technologies

QUALITY CHOICE

House Made Hospitality Culinary Director, Stephen Skeckold, discusses the importance of quality equipment in the kitchen at Sofitel Sydney Wentworth.

Why did you select brands like Mareno, Cambro, Rational, Frymaster, and Mibrasa for the Sofitel Sydney Wentworth’s kitchen upgrades?

We chose these brands to deliver exceptional performance, durability, and flexibility for a high-end hotel like Sofitel Sydney Wentworth, where guest expectations are sky-high. Mareno’s precision ranges are ideal for executing complex Vietnamese French fusion dishes at Delta Rue, ensuring consistency for large covers. Cambro’s storage systems streamline ingredient management, critical for F&B directors overseeing high-volume operations. Rational’s combiovens maximise kitchen efficiency with multifunctionality, saving space and labour costs – a priority for general managers managing tight budgets. Frymaster’s fryers ensure flawless execution for crispy menu elements, while Mibrasa’s charcoal ovens elevate Tilda’s Australian seafood with authentic flavours. These brands deliver the reliability and quality that hotel leadership demands for a world-class dining precinct.

How do these equipment choices support sustainability goals?

Sustainability is non-negotiable for modern hotels, and our selections reflect that. Rational’s combi-ovens cut energy use by up to 30% with intelligent cooking tech, reducing utility costs while maintaining output for busy services. Mibrasa’s natural charcoal ovens minimise gas reliance, delivering eco-friendly grilling for Tilda’s seafood-focused menu. Mareno and Frymaster incorporate low-emission designs and durable, recyclable materials, aligning with Accor’s sustainability commitments. Cambro’s BPA-free, long-lasting storage reduces single-use plastics. These choices lower our environmental impact, helping GMs meet corporate ESG targets while ensuring premium guest experiences at Delta Rue and Tilda.

For F&B directors managing high-pressure hotel kitchens, what makes this equipment reliable and high performing? In a fast-paced CBD hotel like Sofitel Sydney Wentworth, reliability is everything. Rational’s iVario Pro and combi-ovens feature self-

diagnostic systems to prevent downtime, crucial for 24/7 operations serving 110-seat venues like Tilda. Mareno’s stainless-steel ranges endure heavy use, maintaining performance during peak hours. Frymaster’s consistent frying tech supports high-throughput prep for multicultural menus. Mibrasa ovens deliver even heat for flawless charcoal cooking, vital for our seafood dishes. Cambro’s modular storage keeps ingredients fresh and accessible under pressure. These systems, tested with Cini Little Australia, ensure minimal maintenance and maximum uptime, letting F&B directors focus on guest satisfaction.

How does the technology in these kitchens enhance culinary innovation and operational efficiency for hotel management?

Advanced technology is a game-changer for both creativity and efficiency. Rational’s connected ovens allow remote monitoring, enabling precise adjustments for complex dishes like Delta Rue’s fusion cuisine – perfect for F&B directors aiming for menu innovation. Frymaster’s digital controls optimise oil usage, cutting costs and errors in high-volume settings. Mibrasa’s smart venting systems fine-tune smoke and flavour, enhancing Tilda’s charcoal-grilled seafood while maintaining a clean kitchen environment. Cambro’s tech-enabled inventory tracking simplifies stock management for native ingredients. For GMs, this tech reduces labour and energy costs while elevating the dining experience, reinforcing Sofitel’s position as a Sydney hospitality leader.

What advice would you offer hotel GMs and F&B directors planning similar F&B upgrades?

Focus on equipment that aligns with your menu vision and operational scale, like our fusion and seafood offerings at Delta Rue and Tilda. Choose brands with proven sustainability and tech features to control costs and meet guest expectations for eco-conscious luxury. Work closely with design partners like Cini Little Australia to integrate systems that handle high-volume demands without sacrificing quality. Prioritise energy-efficient, low-maintenance equipment to minimise disruptions and maximise ROI. This project sets a new standard for Sydney’s dining scene, proving that strategic investments in brands like Mareno, Rational, and Mibrasa can drive both innovation and profitability for hoteliers. n

Sofitel Sydney Wentworths chefs Nathanael Merchant and Elliott Pinn

Stephen Skeckold, House Made Hospitality

Consistent crockery

In a segment of the market where innovation and new seasonal designs generate buzz, consistency and reliability win out when it comes to everyday crockery and kitchen needs.

Weatherdon Head of Brand, Tobias Lord, said the reason Connoisseur products have proven so popular is because of their longevity.

“The same plates, knives and mugs have been used by hundreds of properties around the country for years,” he explained.

“Our customers want to know that if they lose a saucer or break a glass, they can easily complete the set without having to invest in a new design because the trendy Mediterranean-sounding collection has been discontinued in favour of this season’s colours.

“In an industry rife with fleeting trends, dependable and sustainable choices truly make a difference.”

Custom brews

Hotels have been embracing partnerships with local brewers and distilleries in recent years alongside the continued popularity of craft beers, wines and spirits.

Novotel Geelong has gone a step further, launching its own locally-made craft beer and cider in collaboration with independent brewer Bells Beach Brewing, served exclusively across the waterfront hotel’s restaurant, bar, mini bars, and event offerings.

The partnership – the first-of-its-kind between a Geelong hotel and the local brewery – evolved from an introduction by Steve Oakley, COO of ERDI, the hotel’s parent company, and was brought to life by Novotel Geelong Food and Beverage Director, Jake Shelberg.

“This is about creating something truly local – a product that not only celebrates our location but also enhances the guest experience in a way that’s uniquely Novotel Geelong,” said Shelberg.

“It’s also a great way for us to support and champion a passionate local producer doing exceptional things in the independentlyowned Australian brewery space.”

Durable design

Bespoke furniture that balances comfort, durability, and style can play an important role in elevating the hotel dining experience.

In one such example, at the prestigious Shaw Estate Restaurant in Murrumbateman, Hospitality International supplied custom dining chairs, crafted from solid American oak and finished with handwoven Danish cord.

“This material choice not only provides exceptional comfort and resilience but also reflects a commitment to sustainability,” said Hospitality International Managing Director, Mark Flintoff.

“The natural textures and timeless design complement the restaurant’s refined interiors, creating an inviting space where guests can relax and indulge in the Shaw Estate’s renowned food and wine.”

Blending sustainable materials with classic design, Flintoff says these pieces have been designed to be durable enough to withstand the demands of a hightraffic hospitality setting.

Clean

sweep

TO

MARK

HOUSEKEEPING APPRECIATION

WEEK (SEPTEMBER 14-20, 2025), HM SPOKE TO SOME OF THE TOP PERFORMERS IN THIS CRITICAL HOTEL DEPARTMENT

TO FIND OUT A BIT MORE ABOUT THEIR ROLE.

Name: Sarah Singh

Hotel/Company: ahs hospitality –Sheraton Melbourne

Title: Housekeeping Manager

Tenure: Since 2007

Tell us about your career journey.

I began my hospitality career in Melbourne in 1997 as a room attendant and have now been part of ahs hospitality for nearly 17 and a half years. During this time, I have held a variety of roles, including supervisor, and quality and training manager, before stepping into the role of housekeeping manager. In a full-circle moment, I returned 15 years later to the very property where I first started, this time leading the housekeeping team and overseeing nearly 380 rooms as well as extensive function spaces.

What do you enjoy most about your job?

into supervisory roles or move on to bigger opportunities at other properties. It is all about relationships, within the team and with clients, helping everyone feel confident and ensuring we deliver the best guest experience. That is why the Housekeeping Olympics every September at ahs hospitality is so special. They provide an opportunity to pause, celebrate, and recognise the hard work and dedication that often goes on behind the scenes. This year, with my new team, we enjoyed everything from team lunches and breakfasts to fun competitions and thoughtful surprises. Beyond the celebrations, it is about showing gratitude, lifting morale, and highlighting the importance of teamwork. Together, we can continue to raise standards, support one another, and create an environment where everyone feels valued.

What’s the most challenging aspect of your work?

What I love most about my role is building and supporting the team, which truly feels like a second home. We spend so much time together, guiding, mentoring, and helping one another grow. Some of the most rewarding moments for me are seeing room attendants progress

Challenges come in many forms. Sometimes it is staffing shortages, and sometimes it is not meeting client expectations. When team issues arise, I sit down with individuals to understand the situation and address the problem. When hotel expectations are not met, it is about identifying

Housekeeping remains

where things went wrong, rectifying the issue quickly, and putting steps in place to prevent it from happening again. I have learned a lot by staying open to suggestions, listening to different perspectives, and adapting. Every team member brings unique experiences, and together we find better solutions.

How is technology impacting how you do your job?

Technology has made a dramatic difference by saving time and reducing paperwork. For example, rostering systems like TANDA allow us to publish rosters directly to staff, who can then clock in and out digitally. It also streamlines payroll approvals. Sign-online systems make onboarding and compliance much smoother, with records stored digitally and accessible across properties. Overall, technology has improved efficiency, freed up time, and made processes clearer for both managers and staff.

What’s one myth about your job that you’d like to debunk?

Many people think housekeeping is about cleaning rooms and checking them, but it is so much more. Executive housekeepers juggle rostering, budgeting, stock ordering, training, mentoring, and managing safety standards. We are leaders, planners, and problem solvers. It is not just about directing from the office; it is about being on the floor, supporting the team, and ensuring the whole operation runs smoothly. The role requires a wide skill set as well as a great deal of dedication.

Name: Aurora Perez

Company: Luxxe Outsourced Hotel Services

Title: General Manager – NSW & QLD

Tenure: 6 years, 6 months

Tell us about your career journey.

I began my career managing teams in a government call centre for eight years, before taking time out to raise my son. Looking for a fresh start, I came across an advertisement for a Housekeeping Office Coordinator role at a Sydney hotel. Hospitality was new to me, but I knew I had transferable skills, so I took the leap and joined Luxxe. After two years, I left to follow a former Luxxe Executive and opened a hotel as Assistant Housekeeping Manager. Later, I tried a role as a legal assistant, but it lacked the fast pace and energy of hospitality. I realised nothing compared to my first experience at Luxxe. When an Operations Manager role opened, I returned. With support and training from leaders like CEO Craig Coughlin and the WH&S Training teams, I grew into the role, learning about relationships, compliance, and people.

What do you enjoy most about your job?

The variety. Every hour brings something different. I thrive on solving problems – whether improving operations, ensuring client satisfaction, or managing diverse teams. I especially love working with dedicated managers, seeing the impact of their work on guest experiences, and celebrating the growth of our teams.

What is the most challenging aspect of your work?

The unpredictability. Changing guest expectations, staffing shortages, maintenance issues, and ageing hotel products often create challenges outside our control. Unexpected demand can also stretch resources. The key is staying agile and finding solutions quickly.

How is technology impacting how you do your job?

Technology is saving us time and streamlining communication. Tools like OPTii and Hub OS provide live updates on room readiness, maintenance requests, and guest needs. This integration between front office and housekeeping allows us to work more efficiently and respond faster.

What is one myth about your job that you would like to debunk?

That General Managers in outsourced housekeeping spend their time reacting to complaints. In reality, the role is proactive – optimising operations, managing budgets, and planning ahead to prevent issues. We empower and celebrate our housekeeping managers, trusting them to run daily operations with confidence. It is about leadership, not micromanagement. n

Name: Lingling Jiang

Hotel/Company: FBM

Title: Housekeeping Manager - Veriu Central Tenure: 9 months

Tell us about your career journey.

I joined Holiday Inn Sydney Airport as a room attendant 15 years ago before being promoted to supervisor six years ago and senior supervisor. I joined FBM in January 2025 as a supervisor to gain experience in other hotels before moving to housekeeping manager at Veriu Central, overseeing another local property as well.

What do you enjoy most about your job?

I enjoy the team culture and being able to build a strong team around me. I have support from both the hotels and FBM leadership.

What's the most challenging aspect of your work?

Staffing is an ongoing challenge for housekeeping. Ensuring we have enough manning every day can be tough!

How is technology impacting how you do your job?

We use a cloud housekeeping tool, which is a huge timesaver and really good for communicating with other departments. All said, technology like this can be a great enhancement to guest experience.

What’s one myth about your job that you’d like to debunk?

That Housekeeping Managers only do office work. My job is more than just rostering and timesheets. Housekeeping managers are hands-on leaders, always up on the floors supporting the team and doing whatever is necessary to ensure guests are happy.

Experienced chefs are in high demand across the hospitality industry

Building back F&B

REIMAGINING FOOD AND BEVERAGE CAREERS: WHAT’S CHANGING AND WHAT’S NEEDED.

BLUE MOUNTAINS INTERNATIONAL HOTEL MANAGEMENT SCHOOL

Associate Professor, Simon Pawson, and Director of Operations and Applied Training, Kimberley Roberts

Over recent years, demand for hospitality and food and beverage (F&B) courses has shifted rapidly in Australia. According to SaCSA’s 2024 Workforce Planning Report, the sector continues to face persistent vacancy rates, particularly for chefs, cooks, bar attendants, and waitstaff. This reflects pressure across the training pipeline – from low enrolments in vocational qualifications to high dropout rates in apprenticeships. Encouragingly, VET (Vocational Education and Training) outcomes show many graduates entering industry-aligned roles: in 2022, 17% of hospitality graduates found employment as chefs, followed by waiters and other front-of-house positions.

Yet the supply of skilled F&B graduates is not fully keeping pace. While student numbers are sufficient to make an impact, mismatches remain in location, specialisation, and job-readiness. Retention is a particular concern: many leave early due to poor working conditions, limited progression, or unmet expectations. Employers continue to highlight challenges in recruiting for experienced roles, especially in leadership and management. Moreover, courses do not always reflect evolving industry requirements such as dietary needs, aged care catering, digital literacy, and workplace safety. The SaCSA report reinforces the urgency of updating qualifications to meet these emerging demands.

Government visa and migration frameworks are helping but need refinement. Pathways like the Temporary Skill Shortage visa (subclass 482) and the new Skills in Demand visa allow employers to address gaps with overseas professionals, especially in regional areas. However, delays in processing and restrictive eligibility criteria hinder responsiveness. Streamlining recognition of overseas qualifications and ensuring visa agility are critical steps forward.

Industry itself also plays a key role in tackling the retention gap. Bridging generational differences is vital: younger professionals

value balance, career progression, and supportive workplace cultures, while some traditional practices continue to deter longterm commitment. Leaders who modernise approaches, address poor conditions, and mentor the next generation will not only keep talent in the sector but also cultivate future leaders.

So, what qualities matter most in today’s F&B professionals? From the BMIHMS perspective, supported by industry feedback, four stand out:

• Adaptability and resilience: thriving in a fast-paced, unpredictable environment demands flexibility and composure.

• Technical skill and continuous learning: a solid foundation in cooking, service, safety and hygiene, coupled with readiness to embrace trends in sustainability, nutrition, and digital tools.

• Interpersonal and service mindset: emotional intelligence, communication, teamwork, and guest-centricity are essential.

• Leadership and professionalism: the ability to lead, manage staff and resources, and uphold professional standards remains a cornerstone.

At BMIHMS, we see education as more than delivering qualifications. It is about equipping graduates for the pressures, opportunities, and rewards of hospitality. With coordinated action from educators, industry, government, and migration policy, Australia can build a stronger F&B workforce – one where graduates not only enter the industry, but thrive and remain in it. n

HELLO

Honolulu

AHICE ALOHA RETURNS TO HAWAI’I FOR ANOTHER INSIGHTFUL CONFERENCE THIS NOVEMBER.

The Aloha Hotel Industry Conference and Exhibition (AHICE Aloha), hosted by HM Magazine, returns to Hawai’i this November with a full-day conference and two evenings of networking and entertainment.

The popular Hawaiian event, taking place in Honolulu, Oahu, is expected to draw US and international hotel executives with a keen interest in this exciting market.

The festivities will commence on the evening of Thursday November 6, with a performance of Cirque du Soleil ‘Auana followed by a winemaker dinner at Outrigger Waikiki Beach Resort.

The following day, expect a full conference program at Prince Waikiki with insightful keynote presentations, leadership Q&As and thought-provoking panel discussions.

The speaker line-up features top hotel executives including Outrigger Hospitality Group President & CEO, Jeff Wagoner, Seibu Prince Hotels and Resorts’ Regional President of the Americas, Victor Osumi, and Starwood Hotels and Resorts Global Entertainment Director, Michaelangelo L’acqua.

Also on the entertainment front, a legendary Hawai’i musician will take to the stage in conversation with the lead singer of Ashenmoon, RadioXX and Juke Kartel, Toby Rand.

The Hawai’i Islands Investment and Development Outlook, hosted by Mark Bratton, Senior Vice President – Hawaii, Investment Services Division, Colliers, will see leading investors take to the stage to look at the segments, destinations, and brands that are fuelling growth.

Panelists will include Bob Walsh, FullService and Lifestyle Hotel Development – California and Hawaii, Wyndham Hotels & Resorts and F. Kevin Aucello, Principal, Powell and Aucello.

Leaders in food and beverage will take to the

stage to share their expectations for 2025 and beyond, in a conversation hosted by Elizabeth Haak, CEO, Ohana Beverage Co.

There will also be panel sessions on Hawai’i tourism, hotel technology, real estate and a Hawai’i hoteliers’ outlook.

AHICE Aloha will conclude with a gala networking event at Prince Waikiki presented by Seibu Prince Hotels and Resorts and Ohana Beverage Co., followed by an AHICE ‘After Dark’ Networking Bar. n

ahiceconference.com/aloha

Hawaiian culture is at the forefront of the islands’ hospitality experience

Outrigger CEO Jeff Wagoner in conversation with delegates at AHICE Aloha in 2024

AHICE Aotearoa returned to Christchurch in August

Sunny in the south

HOTELIERS HAVE BEEN BUOYED BY A GROWING CONFIDENCE IN THE NEW ZEALAND MARKET AND A POSITIVE OUTLOOK FOR THE SOUTH ISLAND AT AHICE AOTEAROA.

AHICE Aotearoa rounded out a successful fourth annual event in August with an announcement that the conference will return to Te Pae Convention Centre Christchurch next year on August 11 and 12, with Tourism New Zealand joining as a major sponsor of the event.

STR’s outlook revealed a mixed performance for New Zealand’s hotel sector

Speaking on Day 2 of AHICE Aotearoa on Wednesday, Tourism New Zealand CEO René de Monchy expressed his support for the event and driving hotel investment across the nation.

“We’re really pleased the event is coming back next year, because I think it’s a really important one on the calendar,” he told delegates.

“Our role is really to continue to make people fall in love with New Zealand, grow desire, and especially accelerate that conversion of it.”

AHICE AOTEAROA: DAY 1

The fourth annual Aotearoa Hotel Industry Conference and Exhibition (AHICE) drew over 530 hotel industry leaders from across Australasia-Pacific and beyond to Christchurch.

In his opening remarks, The Mayor of Christchurch, Phil Mauger, announced a major coup for the city with the signing of Sheraton Christchurch.

“Many of you will remember the old Noah’s hotel, it really was a landmark of its time,”

Mayor Mauger said.

“That iconic site will be revitalised and become a world-class destination… [it will] pay tribute to Christchurch’s past and look to the future in a modern, meaningful way.

“It’s a win for business, for tourism and our city.”

The Mayor also spoke about positive sentiment in New Zealand’s tourism sector, with Christchurch, in particular, showing strong growth.

“6.25 million passengers travelled through Christchurch Airport in 2024 financial year alone – that’s a 10% increase on the previous year (5.69 million) – and that’s a clear sign that

rise of user-generated design and experiences

Christchurch is gaining momentum, and as mayor, it has been a real highlight,” he said.

In the first presentation of the day, STR Regional Director – Asia Pacific ex China, Matthew Burke, revealed a mixed performance landscape for New Zealand’s hotel sector.

“Rate growth is slowing as occupancy is increasingly seasonal, shaped by supply growth, soft economic conditions, and the gradual return of international visitors. The South Island is faring better than the North Island,” Burke said.

“Auckland is feeling the dual pressure of rising supply and slower demand growth. The convention centre will be a critical catalyst for new business, and our analysis shows sharp performance differences across the city’s zones.

“Christchurch continues to show resilience, with occupancy growth spread across the week. Forward bookings point to an April 2026 uplift, driven by the new stadium opening and the Supercars event.”

Hotel Council Aotearoa (HCA) Strategic Director, James Doolan, renewed calls for a national register of all Short-Term Rental Accommodation (STRA) properties.

“When industry speaks with one voice, it’s time for councils and central government to act,” said Doolan.

“This isn’t about banning STRA, it’s about fairness, transparency and better data to help council decision-making around tourism and events.”

The initiative aims to ensure all STRA operators are known, accountable and subject to consistent standards.

“Rotorua has shown leadership by proactively identifying STRA properties,” Doolan said. “But a national register would

provide a consistent, efficient baseline for every council in the country.”

In the Developers’ Outlook, led by JLL’s Nick Thompson, panellists discussed the merits of modular builds, sustainable design, and regional opportunities.

In the franchising session, leaders from Accor, Ascott, Hilton and Trilogy Hotels shared an insight into their franchising strategy, the varying fee models, and their expectations for the New Zealand market.

Rising stars from Abstract Hotel Auckland, BWH Hotels and Sudima Christchurch Airport took to the stage to discuss their personal career development and leadership in the hotel industry.

Next up, was a dive into the new projects and development opportunities for key regional areas across Aotearoa, with leaders from Accor, Choice Hotels, EVT and Radisson Hotel Group discussing markets such as Christchurch, Rotorua, Queenstown and more.

In a session focused on hotel design, lifestyle hotels, food and beverage and design budgets were up for discussion, as well as the design of the new Sheraton Christchurch, led by Dalman Architects.

The final session on food and beverage discussed the power of partnerships, ethical and sustainable practices, as well as influence of technology and AI on the guest experience.

The evening concluded with a showstopping Gala Networking Event at Rydges Christchurch Latimer Square, presented by EVT, with spectacular food and beverage and playful activations.

AHICE AOTEAROA: DAY 2

The INN Tech Hotel Technology Summit kicked off Day 2 of AHICE Aotearoa on Wednesday with an hour of informative sessions covering the latest in hospitality innovation.

Enzyme Consulting Founder and CEO, Andrew Cameron, led a keynote presentation outlining hotel technology expectations for 2025 and beyond including the adoption of AI, robotics, and biotechnology.

INN Tech panel discussions featuring key leaders in tech, covered on-property technology and the latest in innovations in software.

Panellists emphasised the importance of integrating technology to enhance guest experiences, improve operational efficiency, and support sustainability targets, with calls for better data utilisation and a unified industry voice.

AHICE sessions recommenced with The Investors’ Outlook, presented by TFE Hotels, led by JLL’s Nick Thompson.

Sarin Investments Chief Executive Officer, Udai Sarin, discussed the introduction of non-traditional revenue streams to drive

Lylo Managing Director Tim Alpe led a presentation on the

Delegates enjoyed a pōwhiri

Māori welcoming ceremony

business, including alternative food and beverage options in its multi-use hotels, better positioning of retail space to capture the outside consumer, and innovative wellness offerings.

“We’ve been looking at wellness concepts which are outcome based – it could be medical, it could be recovery, a focus on sleep or the corporate traveller, and what they need from a home away from home,” he explained.

“We’ve also been looking at how we incorporate multi-use buildings, because that’s almost becoming a requirement for funders these days to have a retail component; so, all different ways to make an asset stack up.”

In a Hotelier Q&A, Accor’s Chief Operating Officer – Pacific, Adrian Williams, shared an optimistic outlook for the market, highlighting the importance of events in driving industry performance.

“I think the industry has a lot of a lot of appetite, there’s a lot of positivity, even though the numbers might not be there… what’s missing, though, is that support from government, from Council,” he said.

“Events will drive more investment and drive more positivity.”

The Aotearoa General Managers’ Outlook, hosted by Hotel Council Aotearoa Advisor, Ronnie Ronalde, followed a similar theme, calling for greater support for the industry from the Mayor of Auckland, Wayne Brown.

“The big problem that we all have is tourism has struggled. We need a levy. We need something to help promote our industry, and we need something that’s secure,” Ronalde said.

LyLo Managing Director, Tim Alpe, led a presentation on the rise of user-generated

“Sustainability is long-term thinking and connectedness.”

Kanika

Jhunjhnuwala, Hind Management

design and experiences in the New Zealand market, sharing the importance of feedback from customers in guiding direction, leading to improvements like privacy pods and better lighting.

In a panel session, View From the Top: The Leaders’ Expectations, leaders from Accor, BWH, Leisure Accommodation Collective and Wyndham discussed the New Zealand tourism industry’s outlook, noting positive outcomes in markets like Christchurch and Queenstown, but challenges in Auckland. They stressed the need for a unified industry voice in the market, referencing the evolution of Accommodation Australia, and the potential of further growth in regional markets.

A keynote presentation on sustainability in hospitality was led by Hind Management Chief Sustainability Officer, Kanika Jhunjhnuwala, who focused the session around “doing good business”, exploring the key principles of ESG and examples of ESG in action.

“Sustainability is long-term thinking and connectedness,” Jhunjhnuwala shared.

“It’s about really thinking about how you can do things within your business and in your hotels that will help your staff, help your guests, help your reputation, also help the environment biodiversity – and also make money.”

Hind Management Chief Sustainability Officer, Kanika Jhunjhnuwala, presented a keynote on ESG

In a Hotelier Q&A, IHG Hotels and Resorts Managing Director – Australasia and Pacific, Matthew Tripolone, spoke about green shoots in the Auckland market.

“We’ve opened four hotels there over the last two or three years, based off a lot of constraint in that market, and it’s been pretty challenging,” Tripolone said.

“But we’re seeing some really great shoots up there in Auckland specifically, I think back end of the year looks quite strong,” he added, referencing the importance of events and the opening of the international convention centre.

Two hard-hitting hotel development sessions followed lunch, with leaders from the major international operators taking to the stage to discuss market performance, seasonal shifts, new-build vs conversion opportunities, segments primed for growth and more.

The Essential Human Resources Outlook discussed the power of diversity and inclusion for the industry, particularly the opportunity to employ people with disability and how greater accessibility can shape greater business outcomes.

An Aotearoa tourism outlook, hosted by NZ Hotel Holdings Chief Executive Officer, Marcus Reinders, highlighted market opportunities, particularly in Christchurch with the impact of the convention centre and a new stadium, which is nearing completion.

Los Angeles-based musician, Toby Rand, discussed his career in music and the importance of hotels supporting local and emerging artists.

A session on white-label growth was among the most popular of the day with key operators from across ANZ taking part. Capstone Hotel Management Managing Director, Clare Davies, had four new hotel signings to talk about, including two eco-lodges, an Atura hotel in Wellington and a new-build Marlborough property.

EVT Director of Hotels and Resorts, Norman Arundel, discussed growth in Asia and across the Pacific as well as plans for a bumper QT in Queenstown and efforts to maximise floor space across the network.

In the final session of the conference, AHICE Group President James Wilkinson and Hotel Council Aotearoa Strategic Director James Doolan quizzed hoteliers on their outlook for the year ahead, with a glass of wine in hand.

The conference closed with a farewell networking event at Te Pae, with Rand providing musical entertainment, before delegates continued the night at AHICE After Dark at Drifter Christchurch.

ahiceconference.com/aotearoa

Franchise was a hot topic at the New Zealand conference

Musician Toby Rand provided rousing entertainment at the evening networking event

BRIGHT OUTLOOK FOR

Maldives

The second Maldives Hotel Investment Conference by AHICE, Asia Pacificʼs leading hotel industry conference and exhibition events series, took centre stage at Kurumba on September 25, with close to 150 leading investors, executives, operators in attendance to hear the key trends and opportunities in the nation.

AHICE Maldives – hosted by HM with the support of 22 sponsors and partners, headlined by Foundation Partner JLL, Principal Partner Candela and Affiliate Partner MATI – attracted leaders from across the globe, including London, Sydney, Dubai, Singapore, Melbourne, Bangkok, Delhi and more, alongside those from across the Maldives.

AHICE Maldives also attracted delegates and speakers from the Maldives Ministry of Tourism and Environment, the Ministry of Economic Development and Trade, Maldives Airports Company, Trans Maldivian Airways, Bank of Maldives and the Maldives Islamic Bank.

The attendees were welcomed with a keynote speech by the Maldives Minister of Economic Development and Trade, the Hon. Mohamed Saeed, who looked at the immense growth opportunities for the nation.

AHICE MALDIVES ATTRACTED CLOSE TO 150 LEADING INVESTORS, HOTELIERS AND EXECUTIVES.

Crown Company Founder and Director, Ahmed Nazeer, chats to James Wilkinson

He said the Maldives Government had extensive opportunities globally on a number of levels and tourism remained an incredibly high focus.

JLLʼs Hotels and Hospitality Group CEO – Asia Pacific, Nihat Ercan, also spoke of the opportunities for the nation.

“Since welcoming its first visitors in the early 1970s, starting with just two pioneering resorts on Bandos and Kurumba, the Maldives has

transformed from humble beginnings into a global gateway resort destination,” he said.

“Today, tourism contributes a striking 28% of national GDP and generates over 60% of foreign exchange receipts, underlining the sectorʼs central role in the nationʼs prosperity.

“This year, the Maldives continues to shine. As of August 2025, tourist arrivals have already surpassed 1.31 million, buoyed by an impressive 11.5% year-on-year increase in July alone.”

AHICE Maldives returned for its second consecutive year in September

Ercan also called for a momentʼs silence to remember Mohamed Umar (M.U.) Maniku, the Chairman of Universal Enterprises who passed away on August 30, 2025.

M.U., as he was fondly known, was responsible for opening and operating Kurumba Maldives, the first ever resort to be opened in Maldives, in 1972.

He was considered as one of the pioneers of the Tourism Industry of Maldives and was a former Chairman of the Maldives Association of Tourism Industry (MATI) and also served the government for over 19 years.

STR Sales – South and Southeast Asia, Rachel Cheu, also presented an exclusive outlook for the nation and that showed Maldives resorts are posting solid numbers, headlined by 6.2% RevPAR growth for luxury and upper upscale resorts for the year to date at July 2025.

She said year-over-year, the Maldives continues to improve in terms of occupancy and in the short term – on the books for the next 90 days at 18 August 2025 – European holidays are driving bookings.

Several of the Maldivesʼ leading General Managers then took to the stage to provide an outlook on the accommodation industry for 2025.

Led by the charismatic Robert Williams, Head of Hotels and Hospitality Asia Pacific at Watson Farley and Williams, the panel included LUX* South Ari Atoll General Manager, John Rogers, Holiday Inn Resort Kandooma Maldives General Manager, Mark Eletr and Kurumba Maldives General Manager, Morten Junior.

The panel looked at the impact of the new airport terminal, tourism opportunities for the nation and importantly, talent.

“We need to get better at understanding the new generation and find out what their challenges are,” Junior said.

“We need to look at how we can grow from within (local companies) and see what other talent we need to bring in.”

Ercan hosted an enlightening discussion with another legendary tourism icon of the Maldives, Crown Company Chairman, Hussain Afeef, who spoke about his career, which has included putting the nation on the global tourism map.

He spoke about how the nation innovated many tourism trends, including overwater bungalows, alongside the challenges in the early days on developing properties.

Going forward he said it was important the country looked at more than just the luxury market for growth.

“We need to have something for every segment of the market,” he said. “We are also seeing growth in every corner of the country, which is very important.”

Afeef said the Maldives should also focus more on South Asia and Asia generally to tap into further tourism growth, without being dependant on classic big inbound markets like Europe.

“Thatʼs what we really need to be doing,” Afeef said.

Nexia Maldives Director, Climate Change and Sustainable Development, Mohamed Inaz, presented a session on how Environmental, Social and Governance (ESG) is an important strategic tool for value creation in an island hospitality industry.

“ESG practices have moved into the mainstream of tourism investment and operations,” he said.

Leading investors take to the stage to look at the segments, destinations, and brands that are fuelling growth

“For island and coastal destinations, ESG is not a compliance exercise… it is a way to protect core natural assets, improve operating performance, strengthen community relationships and governance, and signal quality to guests, brands and financiers.”

Björn Antonsson from AHICE Maldives Principal Partner Candela – a Swedish firm which designs and builds electric hydrofoil boats that deliver a smooth, silent, and premium on-water experience, perfect for luxury resorts and waterfront hotels – then took to the stage for a fireside chat on innovation.

“The Maldives is a natural beauty, being surrounded by the ocean and this unique asset needs to be conserved,” said Antonsson, Candelaʼs Regional CEO of Asia-Pacific.

“And this is why we are here as Candela today, to make sure Maldives remains the top destination in the world.”

He said it is a key mission of Candela to help the Maldives become one of the most sustainable destinations on the planet.

JLL Hotelsʼ Senior Vice President, Lingwei Tan, presented a real estate outlook for 2025 and beyond that captured the firm attention of the investors in the room.

“The investor ecosystem has expanded beyond traditional players to include institutional investors like Blackstone, Ares Management, and KSL Capital Partners,” she said.

“Credit-side investment opportunities are emerging as properties from the postfinancial crisis era require refinancing or repositioning.

“International interest spans multiple regions, with US$130 million in transactions completed in 2024.”

Minister of State for Tourism Maldives Dr. Abdulla Niyaz addressed AHICE delegates

She said United Arab Emirates-based developers including Emaar and Aldar are eyeing strategic expansion into the Maldives, leveraging the destinationʼs four-hour proximity to Dubai, making the destination a convenient getaway for Gulf residents and a strategic node for foreign investors.

After a fantastic networking lunch at Kurumba where delegates enjoyed one of the best buffets in the Maldives, S Hotels and Resorts Chief Executive Officer, Michael Marshall, took to the stage to talk about the Bangkok-based companyʼs recent growth, including the success of the businessesʼ Crossroads fully-integrated lifestyle destination just south of Malé.

Marshall said he was confident of further growth at Crossroads, while also saying the companyʼs global outlook, which spans the Pacific Ocean to the Indian Ocean and Europe, remained positive.

The Maldives State Minister of Tourism, Dr. Abdulla Niyaz, then gave the second Governent outlook for the day and he was positive on the nationʼs tourism industry going forward.

“The Maldives tourism industry continues to prove its resilience,” he said.

Niyaz said the company was firmly open for further international investment in the hospitality sector.

“The Maldives is ready to grow, and we invite you to be part of this journey and invest in this paradise,” he said.

Hilton Vice President and Regional Head South-East Asia, Alex Murray, was up next on stage to talk about her outlook for the Maldives, where the company has hotels under the Waldorf Astoria, Conrad, Hilton and Curio Collection brands.

She said there was a lot of confidence in the market and demand from Hilton Honors members from around the globe and there were greater opportunities to grow tourism from across Asia alongside the traditional markets of Europe and beyond.

A Maldives investment and development outlook then followed and was hosted by JLL Hotels and Hospitality Groupʼs Executive Vice President and Head of Transaction Advisory Services, Calvin Le, who kicked off the session with the results of a Maldives Hotel Operatorsʼ Sentiment Survey for 2025-26.

“Hoteliers in the Maldives are concerned about geopolitical uncertainty and the inflationary environment,” he said. “An increase in competition is another source of concern with multiple new properties anticipated to open in the next five years.

JLL Hotels & Hospitality Group

Senior Vice President, Ling Wei Tan, discussed the Maldives market

“The Maldives is ready to grow.”

Dr. Abdulla Niyaz, Maldives State Minister of Tourism

On a more positive note, Le said more than nine out of 10 hotels are anticipating an annual rise in total revenue in 2026, a higher proportion than the rest of Asia Pacific.

“Improvement in Total Revenue 2026 is anticipated to be both occupancy and ADR-led for a majority of the respondents amid expected sustained tourism momentum,” he said.

A panel followed, featuring Morteza Capital Founder and Managing Director, Ghaly Murthala, La Vie Hotels and Resorts Director of Asset Management and Acquisition, Ruwani Weerasinghe and Sanken Construction Deputy Group CEO, Mevan Gunatilleke.

The insightful panel looked at building efficiently, development opportunities and a general outlook of the Maldives from an investment perspective.

“Generally, I see this as a safe market and you will get your returns,” Gunatilleke said.

An always popular session followed on hotel technology and innovation, which looked at whatʼs hot in technology and more for 2025 and beyond.

The panel was led by Enzyme Consultingʼs Andrew Cameron and featured FutureLogʼs Benjamin Krieg, Candelaʼs Marcel Fuhrer, Inforʼs Shellia Chang and Shiji Groupʼs Steven Hopkinson.

Crown Company founder and director, Ahmed Nazeer, who is also the Secretary General of Maldives Association of Tourism Industry and a former board member of the Maldives Airports Company, was the final fireside chat for the event and he looked at his take on the industry at present.

Nazeer said he was buoyed by the growth of aviation into the country – particularly with new Air France, Malaysia Airlines, Turkish Airlines and Virgin Atlantic services – that was great news for the industry.

The growth of tourists flowed across into the last session of AHICE Maldives 2025, the tourism outlook, which included some of the most senior executives in attendance.

Hosted by Asad Ali, the Managing Director of Driftwood Maldives (owners of Park Hyatt Maldives Hadahaa), as well as his role of Deputy Secretary General of MATI, the session included Trans Maldivian Airwaysʼ Aishath Alaa Abdul Hannan, Maldives Airports Coʼs Mohamed Mihad, Villa Resortsʼ Chief Operating Officer Muaviyath Umar and Luxury Escapesʼ Paul Gorman.

The session looked at the impending opening of the new terminal at Velana International Airport, which will be a ʼgame changerʼ for the Maldives and Mihad said it provided opportunities for significant growth to attract more flights thanks to the expanded facilities.

Hannan said Trans Maldivian Airways had further expansion plans as new resorts open across the nation and airports are upgraded.

“We see ourselves investing in more aircraft, more capacity building and to develop the human capacity so we can fly to these new destinations,” she said.

Following a day of incredible insights, AHICE Maldives 2025 wrapped up with a networking event on the beach at Kurumba, where delegates enjoyed canapes from the renowned team of chefs at the resort, alongside premium French wines.

The 2026 AHICE Maldives Hotel Investment Conference will return to Kurumba on September 2, with sponsorships and tickets on sale from early October 2025. n

Hilton’s Vice President and Regional Head South East Asia, Alex Murray, in conversation with James Wilkinson

JAPAN All eyes on

AHICE FAR EAST ASIA ATTRACTED OVER 300 LEADING JAPAN INVESTORS AND HOTELIERS IN TOKYO.

The 2025 Far East Asia edition of the Asia Hotel Industry Conference and Exhibition (AHICE) attracted over 300 leading Japanese investors and hoteliers at the Grand Prince Hotel Takanawa in Tokyo recently for an event that re-affirmed Japan as a global hotspot for hospitality investment and performance.

As with all AHICE events globally, the program started with an outlook from STR which showed positive signs for the market.

“Japan’s performance continues to impress with nine of the last 12 months recording double digit ADR growth and eight for RevPAR,” said STR Regional Director, Matthew Burke.

“Continued growth of international tourism and a solid footing of domestic travel has supported both the major cities and regional areas. All metrics of growth have been decelerating through 2025 and as such growth is unsustainable medium term.

“However, August has reflected a return to growth and forward occupancy on the books into the autumn are positive indicators that June and July are an anomaly but also a reflection of normalising of growth.

“One major opportunity for Tokyo is that its luxury and upper upscale share of total inventory is small relative to its global peers.

“Whilst ADR in USD is the highest. An opportunity for investment provided the

market fundamentals to high land and construction costs.

“We anticipate growth across the country to continue at a more moderate rate into 2026 with sustained high occupancies holding rate opportunities,” Burke said.

STR’s sales manager for Japan, Shiori Sakurai, followed Burke with a presentation in Japanese, the first of many during the day and she was similarly positive on the outlook for the nation.

That solid performance was reiterated by our headline morning Q&A session with Blackstone Head of Real Estate Japan, Daisuke Kitta, who said the company was looking at further growth in the nation.

He also spoke about Blackstone’s recent acquisition of the Tokyo Garden Terrace Kioicho, an acclaimed 2.4 million square feet of mixed-use asset, that at US$2.6 billion (around JPY 400 billion), marked the largest real estate investment by a foreign investor in

Executives from major hospitality groups shared their views on the Japan market

Japan and the firm’s largest investment to date across businesses in the market.

“Japan has entered a new era of corporates seeking to partner with trusted groups like Blackstone to divest their assets for further growth,” he said. “We are committed to mobilising our strong local teams with insights and relationships, and our global real estate platform, to continue to support this asset for long-term success.”

Several leading Tokyo hoteliers, including Section L’s Gavin Weightman, Edition’s Anshul Kaul and Hotel Indigo’s Rebecca Thorn and Ascott’s Shinichi Koshikawa, also looked at expectations for the city and how global travellers continue to push the market to new heights.

With technology playing such a key role in enhancing the guest experience, a ‘pop-up’ INN Tech session was held, and it was one of the most popular on the day, with FutureLog’s Ben Krieg, Canary Technologies’ Dan Mourad, Infor’s Eric Wong, IDeaS’ Jurgen Ortelee, Hotel Key’s Mukund Mohan and Shiji’s Steven Hopkinson all looking at their expectations for the 12 months ahead.

Given all sessions were translated from English to Japanese, it proved to be a valuable insight for the non-English speaking hoteliers and investors in the room to hear the latest trends from several of the world’s leading hotel technology brands.

“I’m genuinely enthusiastic about the business opportunities in Japan’s hospitality sector, particularly when it comes to technology adoption,” Krieg said.

“The market is showing a strong appetite for innovation, and we are confident in our ability to continue growing – both with our valued existing partners and through new collaborations.”

Rugby World Cup winning coach, Sir Steve Hansen, who guided the All Blacks to victory in 2015, joined the event via a video call and he looked at leadership in sports and key takeaways for both current and future leaders.

Marriott International Market Vice President – Japan and Guam, Yuji Tanaka, was next on stage and he looked at the company’s major growth in recent years and spoke about the upcoming JW Marriott Tokyo in Takanawa, plus upgrades to key properties including The Ritz-Carlton Tokyo, the St. Regis Osaka and more.

Tanaka said he was confident of continued tourism growth, particularly from the key markets of the United States, Australia and Europe generally.

JLL’s Managing Director, Head of Investment Sales – Japan, the popular James Abe, then hosted an investor session that included Axe Management Partners Limited CEO and Managing Partner, Gary Kwok, Seibu Prince Hotels and Resorts Executive

Advisor, Hiro Abe, Section L Co-founder and CEO, Howard Ho, and Salter Brothers Associate, Tokio Takai, which proved to be a fantastic insight into the market and where opportunities are across the nation.

“Japan’s hospitality market is resilient, supported by tourism growth, domestic demand, and favourable government policies,” Kwok said.

“We are fully committed to the market, and see strong investor appetite, long-term growth opportunities, and continued international capital inflows driving sustainable expansion.”

A national market outlook followed, led by QCC Collection Founder and Chief Executive Officer, Caspar Schmidt and featuring Marriott Area General Manager Luxury, Japan, Carlos Tarrero, Far East Hospitality Vice President of Business Development, Jeff Cho, Wyndham Hotels and Resorts Vice President of Development – South East Asia and Pacific Rim, Matt Holmes, and The Ascott Limited Vice President, Business Development Japan and Korea, Vivian Wong.

“With inbound visitor numbers reaching record highs, resilient domestic travel, and the governmentʼs firm commitment to its 2030 target of 60 million international arrivals through targeted policy and initiatives, we remain bullish on Japan’s tourism and hospitality market,” Cho said.

“This optimism is reinforced by robust year-

STR's outlook showed positive signs for the market

“Starwood Hotels is optimistic about Japan’s longer-term potential for lifestyle and luxury development.”

Frank Sorgiovanni, Starwood Hotels & Resorts

on-year growth in hotel performance metrics, supported by a constrained supply pipeline. However, potential headwinds such as rising interest rates and currency volatility warrant close monitoring.”

Holmes agreed and is buoyed about the growth opportunities across the nation.

“Wyndham is really excited about the growth potential in Japan,” he said. “Hotel performance continues to be robust, and with limited new construction supply growth forecast, we believe existing hotel owners in Japan – with the right distribution platforms behind them – can flourish.

“Wyndham are eager to secure the necessary partnerships that will allow our brands to grow and to deliver strong business to our Japanese hotel partners.

“Our conversion friendly franchise business model is well suited to this market,” Holmes said.

Schmidt, who spends over half of the year in Japan, said it has been quite the remarkable 12 months in the nation for the hotel sector.

“Japan’s hotel market is breaking records, with 2025 arrivals set to surpass 40 million and China reclaiming the top spot as the leading source market,” he said.

“Japan now leads the world in RevPAR growth, driven by strong inbound demand, premium ADRs, and limited new supply. Expo 2025 in Osaka is a major tailwind, pushing

occupancy above 90% and accelerating rate growth across the Kansai region.

“With construction cost inflation (5%-7%) and labour shortages constraining new development, existing assets are commanding premium pricing power.

“Capital markets remain robust, with Japan firmly positioned as APAC’s top hotel investment destination. Looking ahead, RevPAR is expected to remain stable to slightly positive through 2027, led by urban luxury, hybrid, and well-located limited-service assets.

“For investors, Japan remains the region’s safest and most compelling hospitality play and its 100% open for business,” he said.

Yamamotoyama Chief Executive Officer, Nami Yamamoto, then took to the stage for a keynote Q&A and she spoke about being the 11th generation leader of the business, which is one of the oldest tea companies in the world, dating back to 1690.

Yamamoto said she was proud of the company’s legacy and helping lead the drive for more female business leaders in the nation.

A showcase panel of some fantastic new hotel projects then took centre stage and looked at the highlights of Fairmont Tokyo, Section L’s new brand and hotels, Caption by Hyatt Kabutocho Tokyo and more.

Hotel development was then in the spotlight and JLL’s Kuraudo Ohashi led a panel that featured Accor’s Andrew Langdon, Starwood

Japan's culinary excellence was on display at the event

Hotels and Resorts’ Frank Sorgiovanni, Pan Pacific Hotel Group’s Kate Loh, TRUNK Co’s Masayuki Kinoshita and IHG Hotels and Resorts’ Yuri Tsujimoto and the group looked at opportunities across the nation.

“Japan remains a key strategic market for growth for Accor across all brands,” Langdon said. “We are particularly focussed on conversion opportunities in destinations that are receiving increasing international visitors.

“This is where Accor can add considerable uplift in both rates and occupancies, directly benefiting owners.

“With the recent opening of our flagship Fairmont Tokyo we are witnessing strong opportunities from leading Japanese developers for Accor’s luxury brands,” he said.

Sorgiovanni spoke about Starwood’s upcoming 1 Hotels launch in Tokyo later this year, one of the most exciting openings for the company in recent years and said there’s a lot of opportunity for the company’s Treehouse Hotels, Baccarat Hotels and SH Collection brands at the same time.

“Starwood Hotels is optimistic about Japan’s longer-term potential for lifestyle and luxury development,” he said.

“The country’s deep cultural appreciation for nature aligns seamlessly with the ethos of our sustainability-driven brand, 1 Hotels, making Japan an especially compelling market for us.”

IHG Hotels and Resorts Managing Director, Japan and Micronesia, Abhijay Sandilya, then took to the stage and talked about how over the past year, IHG has cemented its position as the leading international hotel company in Osaka by expanding its portfolio to open 10 hotels (3,249 rooms) across seven brands – its biggest estate in the country, surpassing its seven properties (1,859 rooms) in Tokyo.

Delegates enjoyed numerous networking opportunities

CONFERENCES

“In the wider region, we debuted Six Senses in Kyoto last year and look forward to welcoming upper luxury brand Regent there in 2028, following a successful groundbreaking last month,” he said.

“This is a hugely exciting time for both IHG and Osaka. Nearly a fifth of our Japanese estate can be found in the city at a time when it’s hosting the World Expo – it doesn’t get much better than that.

“Given Osaka’s growing reputation as a must-visit destination, the rise of integrated resorts, and its role as the gateway to western Japan thanks to being home to the country’s third-busiest airport, we see huge potential for further growth across all of our brands,” Sandilya said.

Currently the second largest global hotel company in Japan, he said IHG has built a strong legacy in the market, where it celebrated its 60th anniversary of doing business in 2024.

The conversation then turned to global brands with a focus on the Japan market and attracted one of the biggest crowds of the event.

The session was moderated by Tourism Talent’s Troy Clarry and included Global Hotel Alliance’s Chris Hartley, Outrigger’s Kenny Kan, Nobu Hospitality’s Lee Lin, EVT’s Norman Arundel and Radisson Hotel Group’s Ramzy Fenianos.

“Japan represents as always one of the most vibrant and exciting markets in Asia Pacific for quality tourism,” Lin said.

“Despite rising costs and limited space – the lack of top lifestyle luxury hospitality brands means the potential for us to strategically expand here is massive.”

Hartley said the demand for travel to Japan continues to soar. “Japan is the number one market for us in terms of demand,” he said. “We will see 2025 close with growth of around

25% over 2024 in international revenues into Japan; and we are optimistic that growth will continue into 2026 albeit at a slower pace.

“There are good opportunities for international brands to bring value to local Japanese owner-operators, as global demand for Japan continues to intensify and diversify,” he said.

It’s an exciting time for growth globally for Seibu Prince Hotels Worldwide and the company’s President, Representative Director and CEO, Yoshiki Kaneda then took to the stage to talk expansion and performance.

He talked about the company’s aim to expand its business to 250 hotels in Japan and overseas through an asset-light business model.

“In April 2022, we were reborn as a company specialising in hotel operations, and we have been working on hotel development toward expanding to 250 locations in Japan and overseas and on building a system that can function on a global level,” he said.

“Given this, we believe that we can enhance our competitive advantage by leveraging our strength of Japanese hotel chain-style management, in which the headquarters provides support for each location from a variety of facets.”

Kaneda reiterated the company maintains solid growth aspirations right across Japan alongside ambitions to have more managed hotels and resorts across the globe.

The second all-Japanese speaking session saw Onko Chishin’s CEO and Founder, Tomoki Matsuyama, who spoke about the company’s growth across the nation.

Onko Chishin has multiple Michelinrecognized boutique luxury hotels across Japan and is set to open new properties in the coming months on the Izu Peninsula's eastern coast and in Otaru, Hokkaido.

“We don't simply renovate historic properties.

We uncover the unseen, refine it with reverence, and present it to the world,” Matsuyama said.

“Each hotel becomes a living showcase for its region. Our name, Onko Chishin, comes from Confucius: ʻTo revisit the old is to better understand the newʼ. We are storytellers of hidden Japan, sharing the countryʼs treasures with the world.”

That was followed by Japan real estate market outlook by JLL’s Rongcan Yang, who highlighted how Japan’s hotel investment market has maintained its robust trajectory into 2025, with the first half of the year recording USD$1.5 billion in transaction volume.

The final on-stage session was a ‘view from the top’ featuring leading executives, including Seibu Prince Hotels and Resorts’ Victor Osumi, Far East Hospitality’s Mark Rohner, Accor’s Dean Daniels, The Ascott Limited’s Christian Baudat and Candela’s Björn Antonsson.

“We think Japan will continue to have a strong year ahead even though at slightly slower growth rates,” Rohner said. “A lot of people still visiting for the first time and lots of repeat business.

“We are happy with the business performance of our hotels this year and while labour costs and inflation are an issue, ADR growth is outpacing comfortably so [we expect] higher profitability.”

It was then onto the gala networking event, with the Seibu Prince putting on a fantastic celebration that included caviar and wagyu canapes served alongside premium Australian wines courtesy of South Australia’s Dandelion Vineyards.

Delegates then enjoyed the ‘AHICE After Dark’ networking bar, sponsored by the Global Hotel Alliance, where a lot of the discussion was around the success of the first full AHICE conference in Tokyo after the launch in 2024.

AHICE Far East Asia will return to Tokyo on September 29-30, 2026, with a venue to be revealed soon. n

Shiori Sakurai from STR Japan shared insights into market performance

The conference closed with a Gala Networking Event at Grand Prince Hotel Takanawa

Hotel Woolstore 1888, now under Accor’s Handwritten Collection, opened a Spanish wine bar as part of its property revamp

Boutique

AND BEYOND

HOTEL OWNERS AND OPERATORS ARE CONTINUING TO EMBRACE BOUTIQUE PROPERTIES IN RESPONSE TO TRAVELLER DEMAND FOR UNIQUE STAYS.

ACCOR

Brett Forer, Vice President Development, Pacific Boutique hotels represent one of the fastest growing categories in hospitality today, and demand shows no sign of slowing.

Across all segments, we’re seeing guests gravitate toward hotels that are more than a place to stay – they want spaces that feel personal, authentic, and connected to place. They want design with purpose, service with character, and a heightened sense of occasion, whether they’re in the heart of a city or exploring a regional destination. Hotels that bring a sense of individuality through their design, heritage, or location are ticking all the boxes for this new era of travel.

Our Handwritten Collection brand is perfectly placed to meet this demand. Since launching in 2023, we’ve opened three Handwritten Collection hotels in Australia - Hotel Morris Sydney, Hotel Woolstore 1888 Sydney, and Wonil Hotel Perth. With 70% of independent hotels globally still unbranded, a collection brand like Handwritten offers owners the ability to retain individuality while unlocking the power of Accor’s distribution, loyalty, and commercial platforms.

Similarly, MGallery Hotel Collection celebrates individuality, with each of its 124 properties worldwide defined by a unique sense of place and immersive cultural moments. Born in the Pacific with Hotel St Moritz Queenstown, the brand now spans nine hotels in the Pacific, including Manly Pacific Sydney, winner of the Prix de Versailles 2024. MGallery blends design, authenticity, and responsible hospitality for travellers seeking singular experiences.

Another brand making waves is Tribe. Since launching in Perth in 2017, Tribe has grown to more than 20 hotels worldwide with over 40 in the pipeline. Tribe hotels are bold design-led hotels for modern travellers who value well-curated, social spaces in wellconsidered locations. More than a place to stay, it’s where like-minded people connect through design, functionality, and a shared sense of community. In October, we’re excited to open our first Tribe hotel in New Zealand with Tribe Auckland Fort Street.

On the lifestyle front, Ennismore, the fastest-growing lifestyle hospitality company, a joint venture which Accor holds a majority share, introduces Mondrian Gold Coast, 25hours Hotel Sydney The Olympia, Hyde Melbourne Place, Hyde Perth, and Jo&Joe Auckland this year. In 2027, Australia’s first The Hoxton will open in Melbourne.

As we continue our growth, we remain focused on creating exceptional experiences that speak to the expectations of modern travellers and deliver meaningful value to our partners.

We see boutique, lifestyle and collection brands as some of the most dynamic growth drivers of the decade and, with our spectrum of brands, global networks, and award-winning ALL Accor loyalty program, we are uniquely positioned to help owners capture this momentum.

EVT HOTELS & RESORTS

Callum Kennedy, Group General Manager

The boutique hotel sector continues to thrive, driven by travellers seeking design-led, immersive experiences. As preferences shift toward individuality, boutique properties offer compelling opportunities for owners and developers – particularly in secondary and emerging destinations.

EVT’s QT Hotels and Resorts exemplify this momentum, allowing guests to check- in to the extraordinary. Directors of Chaos ensure stays are unique, with QT’s unexpected, unrequested signature service making it bespoke and unforgettable.

Every QT promises an escape that reflects its surroundings through an eclectic blend of art, design, fashion, and innovation, evolving as part of the city’s cultural fabric. Our first foray into Southeast Asia, QT Singapore retains the captivating neo-classical façade with QT’s playful modern and bold interiors nodding to Singapore’s vibrant culture and style.

qtQT is an urban oasis within QT Gold Coast’s most-loved designer playground; the six qtQT Cabins each have their own character; filled with natural textures, earth tones and lavish local linens, creating a welcoming sense of tranquillity.

Shoreline shimmer and oyster-inspired design feature across the extraordinary spaces of QT Auckland, while QT Sydneyʼs blend of art deco glamour and contemporary design embraces the playfulness associated with the State Theatre and Gowings Department store, two heritage icons.

It goes without saying that success in this boutique space demands more than aesthetic appeal. It requires authentic service, continual innovation, underpinned by always listening to your customer. QT’s approach hinges on collaboration and creativity, offering guests access to premium local produce, inventive menus, and immersive dining concepts.

Dedicated F&B departments bring together renowned chefs, visionary mixologists, and leading hospitality minds to curate experiences that entice both hotel guests and locals alike. Whether it’s rooftop cocktails with a view, a chef’s table tasting, or an exclusive community event, venues pulse with energy and originality – turning every occasion into a celebration of place and personality.

No-one wants ordinary. They want wow factor. It’s not just about building, owning and managing hotels, it’s about creating experiences that escape the ordinary underpinned by a commitment to be loved by locals and embracing the neighbourhood through artistic collaborations, community engagements and local producer relationships.

HILTON

Tushar Raniga, Regional Director, Development, Australasia

It has never been a better time to invest in boutique hotels in Australia. The market is thriving for smaller, design-forward properties that deliver thoughtfully curated guest experiences, with demand continuing to climb.

QT continues to deliver a design-led boutique experience

From a business perspective, boutique hotels are outperforming across key metrics - from occupancy and ADR to RevPAR. Hilton has seen this first-hand, with unprecedented demand at our boutique properties such as Next Hotel Melbourne and West Hotel Sydney, both part of our Curio Collection, and The Motley Hotel in Richmond, part of Hilton’s Tapestry Collection.

Much of this growth is being fuelled by Australian travellers. Postpandemic, domestic guests are driving the boutique boom, seeking wellness-focused and experiential stays closer to home – whether on a city staycation or a mid-week ‘bleisure’ trip. Hilton’s 2025 Trends Report highlights this shift, showing Australian destinations are top of mind for Gen Z and Gen Alpha, who prioritise immersive and personalised experiences over traditional amenities.

For owners, boutique hotels offer an attractive proposition, the ability to express a distinct identity through architecture, local art, and service philosophy, while also commanding premium rates in high-demand leisure markets. At the same time, smaller room counts and the expectation of highly personalised service can increase operational complexity. This is where Hilton adds value – offering scalable efficiencies, clustering opportunities, and the power of one of the world’s largest hospitality engines to deliver both consistency and flexibility.

Looking ahead, Hilton’s pipeline reflects strong confidence in the sector, with lifestyle openings across Asia Pacific, including Motto by Hilton Hong Kong and KROMO Bangkok, Curio Collection by Hilton. In addition to the recently signed Tapestry by Hilton in Niseko and Curio Collection by Hilton in Hinode, itʼs an exciting time for the boutique segment. Hilton remains committed to evolving with guest expectations while delivering long-term value for owners.

IHG HOTELS AND RESORTS

Cameron Burke, Director of Development, Australasia & Pacific

As one of the world’s largest hotel operators, IHG Hotels and Resorts is witnessing an evolution in contemporary travel preferences from guests and responding to changing needs.

One area is the traditional concept of the small and independent ‘boutique’ hotel. This area, now challenged by distribution limitations and macroeconomic-led feasibility constraints, has created space for IHG to deliver experiences that combine localised authenticity with the power of IHG’s commercial engine to consistently maximise owner returns.

West Hotel Sydney is among Hilton’s growing Curio Collection

The 87-key Voco Darwin Suites office-to-hotel conversion is currently underway

Hotel Indigo is positioned in the fast-growing upscale lifestyle segment and globally recognised for its neighbourhood story. Just as no places are alike, no two Hotel Indigo properties are alike, and they draw inspiration from their own distinct locality to influence the design and hospitality offering. For guests, this translates to a truly authentic stay delivered with the trust of a global brand – and for investors it supports ADR premiums, stronger market share and repeat guests delivered through IHG’s powerful global distribution channels. This includes our IHG One Rewards loyalty programme, with over 145 million members globally.

We were delighted to finally open our eagerly anticipated first dual-branded development in Australia, with Hotel Indigo Melbourne Little Collins alongside Holiday Inn Melbourne Bourke Street Mall opening in September. Hotel Indigo’s neighbourhood-first positioning demonstrates how local storytelling and IHG’s global system reach can work in tandem to meet guest expectations, elevate brand presence, and deliver enhanced returns for our owner partners.

In the Top End, our 87-key Voco Darwin Suites is progressing as an office-to-hotel conversion in the CBD – showcasing the agility of IHG’s lifestyle portfolio to unlock new development pathways. This playfully upscale hotel will expand our footprint into a key market, opening in 2026 and further proving the strength of our lifestyle proposition.

Regardless of brand positioning, execution discipline remains critical. Owners are navigating elevated build and fit-out costs, labour availability, and operational complexity. IHG’s proven design standards, conversion playbook and industry-leading sustainability frameworks are built to de-risk delivery while ensuring every property retains the locally authentic character that guests expect, and investors rely upon. This blend of creativity and commercial diligence is what sets IHG apart in this space.

SALTER BROTHERS HOSPITALITY

Raphael Antonini, Chief Development Officer

As a specialised hotel platform dedicated to the luxury-lifestyle retreat segment, Salter Brothers Hospitality (SBH) is also Australia’s largest luxury

retreat hotel operator, with a portfolio of 20 hotels and 29 restaurants and bars. Led by a team of internationally renowned hoteliers, SBH brings deep expertise across operations, brand development, distribution, marketing and design.

We see sustained growth in the luxury and lifestyle segments where travellers are seeking meaningful and experience-rich stays particularly in key leisure-driven regional destinations within a 2-3 hour driving distance from key urban centres.

Regional destinations in Australia have historically been underserved by global lifestyle brands – but the market is now at an inflection point. We are seeing rising demand for boutique luxury experiences, driven by domestic travel trends and an increasingly discerning audience.

Our growth will be driven by a mixture of management and brand licence agreements, enabling us to tailor the best structure for each partner, and to capitalise on opportunities in new builds and conversions.

SBH is investing significantly in the sector, including the launch of our new brand, Ardour Hotels and Estates. The Ardour collection is designed to evoke the richness of heritage estates, offering grandscale hospitality with soul, complete with elevated dining, world-class

Major renovations are underway at Milton Park Country House and Spa in New South Wales’ Southern Highlands

Hannah St. Hotel is the latest Collection by TFE Hotels property

wellness, intimate event spaces, amidst immersive landscapes. Major renovations are underway at two of our most iconic hotels – Milton Park Country House and Spa in Bowral and Lilianfels Resort and Spa Blue Mountains which will see them both repositioned under the Ardour brand.

Staff retention can be a key challenge, particularly in regional areas. While recruitment is strong, having recruited over 400 new team members in the past year, our focus is on offering real career development and opportunities in luxury hospitality to our people. We believe this is the best pathway to delivering the ultimate hospitality product and providing friendly, knowledge-based service that enriches guest experience and supports our future growth.

TFE HOTELS

John Sutcliffe, Director of Development

High-end boutique hotels have led the market in terms of RevPAR growth over recent years, which reflects an ongoing desire from travellers for oneof-a-kind, experiential stays. Whilst headwinds in terms of development and financing costs remain, the healthy returns that these hotels are able to achieve provides confidence that these developments will stack up, even in the currently challenging landscape.

TFE’s luxury white label Collection by TFE Hotels properties are no exception, with interest from developers continuing to grow for these globally recognised hotels. Each of these hotels are genuinely one-ofa-kind, aligning with their specific location through individual design, storytelling, elevated F&B offerings tailored to the locale, and specific hotel branding. We are fiercely protective of this brand and continue to decline the majority of approaches for hotels to join this portfolio. This curated approach ensures that every new hotel that joins the Collection truly belongs.

Our most recent addition to the portfolio, The Eve Hotel Sydney, is testament to this, with the hotel and wider precinct becoming an instant hit in the market. The considered design of the hotel, along with curated precinct offerings, has resulted in a high-end, award-winning destination in the heart of Redfern and Surry Hills.

Our next Collection hotel to hit the market will be the Hannah St. Hotel on Melbourne’s Southbank, which is on track to open in summer. This hotel will sit in the heart of Melbourne’s cultural and creative arts precinct. And, with the hotel’s bold design by Melbourne-based Flack Studio exuding the creative energy of Melbourne, and F&B offerings aligning beautifully with this, we’ll be offering guests a stay as unique as any of those in its Collection family.

Ovolo South Yarra is among five Ovolo hotels to join Wyndham

The lobby at Adelphi Hotel Melbourne

Looking to the future, we’re excited to be adding new Collection hotels to other locations across Australia and New Zealand, each of which will deliver the same exceptional experience that our Collection guests have become accustomed.

WYNDHAM HOTELS AND RESORTS

Matt Holmes, Vice President of Development, South East Asia & Pacific Rim

The demand for boutique hotels is stronger than ever, driven by a new generation of travellers seeking not just a place to sleep, but a unique and authentic experience that reflects the local character of a destination. This shift presents a significant opportunity for owners: the ability to command premium rates and foster intense guest loyalty through distinctive design, personalised service, and strong F&B concepts.

However, the segment also presents distinct challenges. The key for a group like Wyndham is to balance that creative autonomy with the powerful backend support owners need. This was the genesis behind our groundbreaking partnership with Ovolo Group. Through this partnership, we are combining the best of both worlds – a distinctive brand that’s been lovingly curated over many years, now with the backing of a global distribution network and extensive loyalty program. We are looking forward to having the Ovolo hotels across Melbourne, Brisbane, Canberra, Sydney and Hong Kong join the Wyndham systems in November this year.

Scaling a boutique brand has always been a challenge. The very definition of “boutique” implies individuality which can be at odds with delivering scale, however with our collaborative approach and our industry leading franchise development team across Asia Pacific, we are confident of selectively growing the Ovolo brand to hotels within prime markets that are excellent representations of the Ovolo culture and ethos.

We are also excited about the considered growth of our upscale lifestyle brand – Tryp by Wyndham. By the end of this year, we will have opened our first Tryp in Laos’s capital Vientiane, as well as broke ground on not one, but two beautiful Tryp hotels in the Philippines. In addition to this, we have two Tryp by Wyndham hotels currently well under construction in both Kuala Lumpur and New Zealand which we anticipate will be in a position to open by end of next year or early the following year.

1834 HOTELS

Scott Armstrong, Director of Development

Boutique isn’t a trend anymore, it’s reshaping the hotel experience. Today’s travellers are drawn to stays rich in story and character; the kind that turn a night away into a memorable experience worth sharing with others.

Even with economic headwinds, boutique properties are holding strong; filling rooms and commanding rate premiums. And it’s not just guests embracing them. Owners and investors are recognising both their strong performance and the opportunity they provide to help properties stand out in crowded markets.

In fact, many are now exploring soft-brand affiliations which offer the reach of global distribution while maintaining a property’s unique spirit. Conversions and adaptive re-use are also on the rise, as owners reimagine tired assets into vibrant boutique concepts while managing rising construction costs.

view from guest rooms at The George Glenelg in Adelaide

But it’s no secret that boutique hospitality brings its own complexities, placing pressure on everything from sourcing to staffing in order to deliver consistently distinctive guest experiences. For many owners, partnering with an experienced operator is key to balancing creativity with performance.

That’s where the white-label model comes into its own, allowing boutique hotels to protect their identity, while sitting on a strong operational backbone. At 1834 Hotels, we provide exactly this balance.

We support a diverse portfolio of boutique hotels across Australia, from iconic urban names like Adelphi Hotel in Melbourne and The George Hotel in Adelaide to regional standouts such as Ka-Rama in Mildura, Wildes in Kangaroo Valley, Peppers Cradle Mountain Lodge in Tasmania and Estate Tuscany in the Hunter Valley.

With specialised central systems and business intelligence driving commercial outcomes, these hotels remain memorable for guests and sustainable for owners.

The spotlight is now firmly on boutique, and the next chapter will be written by how cleverly owners and operators manage properties, keeping them commercially strong while staying connected to place and story.

The beachfront

PEOPLE ON THE

M ove

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

MARRIOTT INTERNATIONAL

ISABEL PASSICOT HAS been promoted to Multi-Property Director of Human Resources, supporting Sheraton Grand Sydney Hyde Park and Pier One Sydney Harbour.

Passicot brings more than 20 years of experience in Human Resources, including seven years with Marriott.

“Her diverse background across hotels and clubs enables her to tailor HR strategies that support business goals and elevate associate engagement. Isabel is known for fostering a culture of development and inclusion, helping associates build meaningful careers within Marriott,” a representative for the hotel told HM.

PULLMAN BRISBANE

KING GEORGE SQUARE

LYNSEY BURKE HAS taken up the role of Associate Director of Sales at Pullman Brisbane King George Square.

Originally from Scotland, Burke brings two decades of diverse experience in the global hospitality industry having held roles from Wedding Planner to Hotel Manager, and having played a key role in delivering major international sporting events, including the British Open and the New Zealand Open.

“I’m excited to step into this role at such an exciting time for Brisbane’s events and hospitality scene,” said Burke.

“Pullman Brisbane King George Square has incredible potential, and I’m looking forward to working with our talented team to strengthen relationships with our clients, attract new business and deliver exceptional event experiences.”

HANNAH ST.

HOTEL

TFE HOTELS HAS appointed Peter Minatsis as General Manager of Hannah St. Hotel Melbourne, set to open in Southbank this summer.

Joining from Le Méridien Melbourne, where he led the successful pre-opening and brand relaunch in the Australian market, Minatsis has more than two decades of industry experience spanning Australia, Fiji, and Canada.

“We’re delighted to welcome Peter to the team as we prepare to open a hotel that reflects the design, culture and character of its surrounds,” said TFE Hotels’ Group Chief Operating Officer, Chris Sedgwick.

“His approach aligns beautifully with the hotel’s design-forward vision and the guest experience we’re looking to create.”

25HOURS HOTEL THE OLYMPIA

JAKE GUILFOYLE RETURNS to his home of Sydney to take up the role of General Manager at 25hours Hotel The Olympia.

A multi-award winner and 2022 HM Awards finalist for Australian General Manager of the Year, Guilfoyle brings over a decade of experience in luxury lifestyle hotels across Australia and Southeast Asia.

He takes the reins from Jeremy Colohan who has been appointed General Manager at Mondrian Gold Coast.

“I’m excited to be launching the very first 25hours Hotel in Australia and its four venues,” said Guilfoyle.

“I grew up in Sydney and to lead a hotel that celebrates individuality, creativity and history in my hometown is very special.”

Lynsey Burke

Isabel Passicot

Peter Minatsis

Jake Guilfoyle