Hotel News ME

november 2014 | WWW.HOTELNEWSME.COMTHE GO-TO RESOURCE FOR MIDDLE EAST HOSPITALITY PROFESSIONALS

IT'S SHOW TIME

Is the supper club trend here to stay?

POWER STRUGGLE Challenges that face

women in top roles

How careful crisis and communication planning can minimise losses and protect brand integrity when hotel catastrophes strike

MID-MARKET MUSINGS

How HMH will fill themid-scale void

HOTEL NEWS ME NOvEMbEr 20142

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StonecastA stunning hand painted design in soft Duck Egg & Natural White colourways, finished with a fine speckle and rustic

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The colour combination and finish enhances all types of foods and adds

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Stonecast allows you to be individual!

British Manufacturing at its best.

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november 2014 HoTeL neWS me 3

editor's letter

IF YOU FAIL TO PLAN, YOU PLAN TO FAIL

GemmA GreeNwOOdExecutive Editor

whY YOU shOULd be checkING YOUr crIsIs mANAGemeNT mANUAL rIGhT NOw

Follow us on oursocial media pages

@hotelnewsme /hotelnewsmme HotelNewsME

Are you prepAred for A crisis?

This month’s cover story discusses why it’s imperative for hotels to get an effective crisis manage-

ment plan in place.Hotel News ME has spoken to experts

from a wide range of disciplines, from risk assessment and hotel security, to communications and social media, to de-termine what steps properties across the region should be taking to identify their risks and best prepare for all eventualities.

This investigation could not be more timely given some of the current global threats to safety causing concern.

The Ebola outbreak in West Africa and the spread of the virus to Europe and the US should serve as a wake-up call to hoteliers to start putting contingency plans in place.

The Gulf is arguably the world’s best-connected region given its mega aviation hubs in Dubai, Abu Dhabi and Qatar.

Dubai International is close to ranking number one in the world for internation-al passenger traffic. It connects all five continents with extensive flight net-works, driven primarily by Emirates Air-lines, and receives more than six million passengers each month.

One of the key source markets for flights travelling to, or connecting through Dubai is Africa, and although Emirates has taken some precautionary measures – suspending its flights to Con-arky, Guinea, for example – there are no

guarantees that travellers carrying the deadly Ebola virus won’t pass through the UAE at some point, or worse, stopo-ver and stay at a hotel.

For this reason, hotels region wide should be looking at the infectious dis-eases protocol detailed in their crisis management strategies.

They should be monitoring advisories and updating health ministry contacts as a precautionary measure for the safety of staff and guests.

Epidemics with global significance are just one of many risks hotels face on a daily basis. Many others, from food poi-soning to terrorist attacks, are outlined in our cover story.

They serve as a reminder that proce-dures should be up to date and holding statements should be prepared should hoteliers’ worst fears become a reality.

For hotels that don’t have a crisis plan in place, now’s the time to get one im-plemented. And for those general man-agers who believe their hotel is well prepared, there’s definitely no harm in refreshing your memory, as well as the memories of your core ‘crisis time’.

After all, it’s better to be safe than sorry.


CONTENTS

hot topics

you cant stop progress

features

08 | neWS round up A summAry of regionAl And globAl news

36 | riSky buSineSSHow cAreful crisis And communicAtion plAnning cAn minimise tHe risk of Hotel cAtAstropHies

15 | meet the expertSHospitAlity speciAlist views

24 | the panel women in HospitAlity positions discuss tHe cHAllenges And opportunities for women pursuing industry leAdersHip roles

42 | Chain foCuStHe rezidor Hotel group’s 2014 AcHievements & future goAls

52 | take 10tHe 10 most frequently disHed up cuisines in tHe f&b mArket

24

36

52

nice ideA, but A bit too blue?

HAving An effective crisis mAnAgement plAn is essentiAl for Any business, but How do we sHow tHAt in A single illustrAtion?

AH, now it looks like A Hotel. purple tHougH?

getting tHere, but About tHAt bomb-disposAl outfit ... mAybe we need sometHing sligHtly less tHreAtening?

tHere, Hotel risks in A picture



interviews

46 | kSa Country foCuSAn overview of sAudi ArAbiA’s rApid trAnsformAtion And extensive pipeline plAns

16| laurent a. voivenelwHy mid-mArket Hotels mAke more sense tHAn ever

34 | darroCh CraWfordtHe HigHs And lows of A 29-yeAr cAreer witHin tHe industry

82 | deSignHow AsiA AsiA brings AsiAn interiors to tHe middle eAst

20 | andreW humphrieSHow yAs viceroy is getting geAred up for tHe upcoming formulA 1

CONTENTS

20

82

34

* Saudi Arabia

S U B S C R I B E

C o n t R I B U t E R S

[email protected]

Managing Director Walid [email protected]

Director Rabih [email protected]

Director Wissam [email protected]

Group Publishing DirectorDiarmuid O'Malley

[email protected]

Executive Editor Gemma [email protected]

Deputy Editor Sophia [email protected]

Art Director John Marsland Subbing Stuart Matthews

Marlow McGuinness LtdMarketing Executive Mark Monzon

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For all commercial enquiries related to Hotel News ME contact

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by Hotel News ME.No part of this magazine may be reproduced or transmitted in any form or by any means without written permission of the publisher.

Printed by Raidy Emirates Printing Group LLC www.raidy.com

Lucy Taylor, Sarah McCayThe Factory photography

Cover illustration: John Marsland



Women hoteliers struggle with creating a good work-life balance

90

50

WHO SAID THAT?

“men and women need to better appreciate the professional advantage of

having women in the hospitality

industry”Laura Laugier,

regionaL director of

training, KempinsKi

HoteLs – india, middLe east &

africa

the number of women employed in vp, gm and director positions at rotana

the percentage of uae nationals

working for the Jumeirah group that are women

GO FIGURE

30%

The struggle to balance professional and family commitments is the main barrier to career progression for wom-en seeking managerial positions in the hospitality industry, the region’s most senior female hoteliers have claimed.

“Women have to work harder to get a good balance between their ca-reer and personal life, particularly if they work in the hotel industry,” said Chan-tel Moore, general man-ager, Bur-Juman Ar-jaan by Rotana (pictured), speaking to Hotel News ME for this issue’s roundtable feature. “It can be a chal-lenge everyday to juggle the role of manager, wife and mother. I think this is the main reason we do not see many more women at the top of the career ladder.”

Cultural factors associated with the

Middle East also come into play, with some owners finding it hard to deal with a woman, if they are not happy with a hotel’s performance, according to Moore.

Maria Lamarche, cluster hotel manager for Millennium Kurdistan Hotel and Spa and Copthorne Hotel Baranan, said she “encountered chal-

lenges” when she shifted to a manage-rial role in hotel operations, because “very few women are considered for that type of role”.

She also agreed with Moore that “female hoteliers often face the di-lemma of choosing between family and career and most of the time the former wins the power struggle”.

Her advice to women aspiring to high-level hospitality roles was to “persevere with your ambitions; a ho-tel industry career is fascinating and very rewarding”.

Being a woman is an advantage in some managerial roles, according to Laura Laugier, regional director of training, Kempinski Hotels – India,

Middle East & Af-rica. “It helped my career development – at one point I took a more maternal ap-proach to manage-ment, considering all the trainees and

employees as ‘my children’, helping them learn to survive in the world of hospitality,” she explained.

“Perhaps this made me appear more approachable, which has served me well in my career.”

Moore also noted that women are “one step ahead when it comes to multi-tasking”.

REGIONAL NEWS

NeWs

"WOMEN HAVE TO WORK HARDER TO GET A GOOD BALANCE BETWEEN THEIR CAREER

AND pERSONAL LIFE"

rezidor's target for the number of

employees in leadership roles


REGIONAL NEWS

$2.5bn 74%WHO SAID THAT?

“in the case of

ebola, if i was a

hotelier, i would be

preparing a plan

now”

andrew King, Head

of cLaims mena at

aon (difc) guLf

Limited, says

HoteLiers need to

get a HoLding

statement and

crisis management

pLan in pLace in

tHe event of

infectious

diseases impacting

tHeir property

FOUR SEASONS DUBAI GM SIMON CASSON:

the value of a brand new

beachfront development

planned for muscat by developer

omagine. hotels will be a key

component of the proJect

Sharjah’S h1 2014 average hOTeL

Occupancy raTe

(cOmpared TO 70% in h1, 2013)

GO FIGURE SHARJAH

The Four Seasons Resort Dubai at Jumei-rah Beach is now taking bookings for stays from November 16. The hotly anticipated property's introductory offer is AED 2,204 (US$600) a night.

Hotel classification system overhaul for Sharjah

The Sharjah Commerce and Tourism Development Authority (SCTDA) has unveiled plans to launch a new hotel classification system. The move is designed to improve transparency and bring Sharjah in line with inter-national classification standards as the emirate looks to improve its appeal as a tourism destination.

"our resort is an intimately scaled, luxurious enclave of comfort and style"

Theme park performance boostOpportunities for hotel own-ers and operators to cash in on theme park hotels have been highlighted in a new report by Colliers International.

Inner-circle theme park hotels trade at an average occupancy level of two to 10 percentage points higher than outer-circle and city hotels, according to the DNA of Theme Park Hotels study released last month.

“Trends show that the clos-er hotels are to theme parks, the higher occupancies they achieve,” the report said.

“For example, Disney World Hotels in Orlando achieve high-er occupancy rates than non-themed hotels in International Drive or Orlando City.”

The Middle East theme park offering was “under sized,” added

the report, stressing how even in areas deemed amusement and entertainment centres, the con-cept of close-by lodging facilities was “underdeveloped.”

The news came the same week as European attractions operator Merlin Entertainments announced plans for LEGO-LAND® Dubai, the seventh LEGOLAND Park to open worldwide, to be developed in conjunction with Dubai Parks & Resorts Limited, a Meraas hold-ing company.

Scheduled to open in 2016, LEGOLAND® Dubai, located in Jebel Ali, will feature a family-focused themed hotel, as well as model structures made from 60 million LEGO bricks and more than 40 interactive rides, shows and attractions.

the number of additional premier

inn properties planned for the

gulf by 2017


REGIONAL NEWS - SPOTLIGHT ON ABU DHABI

Abu Dhabi hotel market picks upThe number of hotel guests stay-

ing in Abu Dhabi hotels will exceed the 3.1 million mark by the end of 2014, according to Mubarak Al Nu-aimi, director promotions & overseas offices at the Abu Dhabi Tourism and Culture Authority (TCA Abu Dhabi). This compares to 2.8 million in 2013, with India the top growth market for business, he said.

"China [also] continues to offer excellent prospects, and we have high hopes for further growth from this lucrative market following the recent hosting of 75 leading travel professionals for the annual Chinese Visitor Summit," he added.

Abu Dhabi’s portfolio of heavy-weight hotel names were also pulling in the punters with their “proactive” sales and marketing strategies, Al Nuaimi continued.

"If you can tell a destination by the company it keeps, we are up there with the best," he said.

"We have big name brands – Vice-roy, InterContinental, Jumeirah, The

St. Regis, The Ritz-Carlton, Park Hyatt, Kempinski, Anantara, Rose-wood, Hilton, Sheraton, Crowne Plaza, Radisson Blu, Rotana, Fair-mont, Shangri-la, Meridien, Royal Meridien and Ramada and a number of very pro-active regional brands.

Abu Dhabi currently has 156 ho-tels and hotel apartments offering more than 27,795 rooms.

More than 7,617 additional hotel rooms are under contract according to STR Global.

Al Nuaimi said he had high hopes the opening of Louvre Abu Dhabi next year, the Zayed National Mu-seum in 2016, and the Guggenheim Abu Dhabi in 2017, would provide a big boost to hotel guest numbers.

Abu Dhabi's hotel apartment market is also picking up, with three buildings in this category opening their doors in the UAE capital in Q3, 2014 – the Adagio Al Bustan on Airport Road, the Grand Mercure Residence on Zayed the 1st Street and Zakher TIME Residence – Abu

Dhabi on Fatima Bint Mubarak Street. At least two more hotel apart-ment buildings will open by the end of 2014 including Capital Centre Arjaan at Capital Centre and Danat Residences at Danat.

Zakher TIME Residence – Abu Dhabi, offers 68 fully-furnished one-bedroom and studio apartments.

The second TIME residence-branded property has been launched as part of TIME’s regional expansion programme and follows the 2014 opening of TIME Pearl Residence, a 72 two-bedroom unit property situ-ated next to the UAE capital’s Cor-niche promenade.

“With the opening of the Zakher TIME Residence, this brings the to-tal number of branded hotel apart-ments in Abu Dhabi to 51, which, in line with the emirate’s ambitious tourism growth agenda, presents equally exciting growth opportuni-ties for residence-style accommoda-tion,” said TIME Hotels CEO Mo-hamed Awadalla.

4,700

WHO SAID THAT?

“abu dhabi’s market

performance

became positive

once hotels

adJusted to extra

supply and average

daily rates came

down”

cHiHeb ben-

maHmoud,

executive vice

president – Head

of HoteL &

HospitaLity mea,

Jones Lang LasaLLe

(JLL)

the total number of additional

hotels keys under contract for abu dhabi, with 1,850

due to come online in 2015 (source:

Jones lang lasalle)

occupancy growth for abu dhabi

hotels year-to-date august 2014

(source: str global)

GO FIGURE

64%



WORLD NEWS

78 mn 50%WHO SAID THAT?“conventional hotel business

models are being challenged by the emergence of well-estab-

lished as well as new online

entrants mediating between

hotelier and guest”

pricewaterHouse-coopers insigHt

report 2014

GERALD LAWLESS, pRESIDENT & CEO, JUMEIRAH GRp

the number of

travelling

millennials by 2030

(source: hvs)

The percenTage Of TraveL bOOkingS wiLL be made OnLine (in braziL and

argenTina) by 2024

GO FIGURE SOUTH AMERICA

88%The number of travel bookings made online will jump from 20% to 50% of all bookings made in Brazil and Ar-gentina over the next decade, accord-ing to Roberto Souviron, co-founder and CEO of Latin America’s largest online travel agency (OTA), Despegar. Around 15% of total transactions are currently made through mobile chan-nels, including smartphones and tab-lets, he said.

China trio for JumeirahJumeirah Group has signed three new man-agement agreements in China. The firm will operate Jumeirah Haikou Resort, set in an exclusive golf community on a private island in Hainan; the Jumeirah Wuhan (pictured), with a prime city centre location near to Hankou; and Jumeirah Nanjing, located in the Nanjing city’s new Hexi business district.

Online booking surge for Brazil and Argentina

"china is a significant market for Jumeirah"

Long-stay guest get youngerThe world’s major hotel groups say the extended-stay hotel guest is getting younger, a SKIFT re-port has revealed.

While the typical guest staying in this type of accommodation is in their mid-40s, this is rapidly changing as more millennials or Generation Y (those born be-tween the early 1980s and 2000) start travelling more.

This trend means hotel groups must adapt quickly to the de-mands of the younger gen-eration, says Diane Mayer, vice president and global brand man-ager for Residence Inn by Mar-riott who says the target guest is now aged 33.

“This guest hasn’t been travel-ling for 20 years and comes with a different expectation about

style and technology,” she told SKIFT. Other hotel group chiefs said Millennials were demanding communal spaces and social set-tings that replicated popular cof-fee chain environments.

Meanwhile, Hilton World-wide has launched Canopy by Hilton – a new hotel brand it claims “redefines the lifestyle cat-egory” to suit the “mindset” of today's traveller.

Canopy offers "simple, guest-directed service, thoughtful local choices, and comfortable spac-es,” said John T.A. Vanderslice, global head, luxury & lifestyle brands, Hilton Worldwide.

Canopy by Hilton has 11 signed letters of intent to open from 2015 in 10 US and one London location.

the percentage of people in the uk who will have

mobile internet access by 2017

(source: pricewaterhouse

coopers)



Double DWC whammy for IHGInterContinental Hotels Group (IHG) has inked a franchise agreement with Abjar Hotels Inter-national for two new properties at Al Maktoum International - Dubai World Central (DWC).

The 450-room Holiday Inn Dubai World Central and 250-room Staybridge Suites Dubai World Central will be located on the main ap-proach to Al Maktoum International, three min-utes away from the current terminal.

Marking the fifth Holiday Inn property to open in the UAE, Holiday Inn Dubai World Central will feature three F&B outlets and meet-ing space.

Its next-door neighbour, Staybridge Suites Dubai World Central, will be the first franchised property under the brand in the Middle East, and will offer a mix of studios, one- and two-bedroom suites.

It joins a pipeline of two other UAE-based Staybridge Suites properties set to open in the next three to five years.

“Dubai is a key growth city for us in the Mid-dle East and with the development of new in-frastructure we see greater opportunities for us to build our brands' presence here,” said Pascal Gauvin, chief operating officer, India, Middle

East & Africa, InterContinental Hotels Group. “Dubai World Central is set to become a

major commercial hub with immense potential for us to cater to the rise in business and leisure travel.”

WORLD NEWS


Orientationa long game

The orientation process should be a marathon not a sprint and with a bit of commitment and creativity can go a long way in retaining colleagues says Stephen Wilson, managing director of Wilson Hospitality Executive Search

"THE OWNER pLAyS A CRUCIAL ROLE IN

DEFINING THE WAyA HOTEL IS MANAGED"

ExPERT vIEW

W ith the ongoing labour challenges in the region, I still find it difficult to believe that there are hotel com-

panies who do not regularly and consistently provide orientation programmes to their new joiners. Employers have to realise that orien-tation isn't just a nice gesture put on by the organisation for its newly hired colleagues. In essence it should serve as an important part of the recruitment and retention strategy. Hotels that have good orientation programmes get new colleagues up to speed faster, have better alignment between what the employees do and what the organization requires of them, and there are lower staff turnover rates. So, why go to the trouble of conducting regular and thor-ough orientation programmes?

To reduce startup costsProper orientation can help the colleague get up to speed much quicker, thereby reducing the costs associated with learning the job.

To reduce anxietyAny colleague, when put into a new, strange situation, will experience anxiety that can im-pede their ability to learn to do the job. Proper orientation helps to reduce anxiety that results from entering into an unknown situation, and helps provide guidelines for behavior and con-duct, so the colleague doesn't have to experi-ence the stress of guessing.

To reduce employee turnoverColleague turnover increases as colleagues feel they are not valued, or are put in positions where they can't possibly do their jobs. Orien-tation shows that the organisation values the colleagues, and helps provide the tools neces-sary for succeeding in the job.

To save time for the supervisor Simply put, the better the initial orientation, the less likely supervisors and co-workers will have to spend time training the colleague.

To develop realistic job expectations, positive attitudes and job satisfactionIt is important that colleagues learn as soon as possible what is expected of them, and what to expect from others, in addition to learning about the values and attitudes of the organisation.

The orientation programme is not some-thing that happens on day one or two of the new colleague’s employment with the hotel and once the new colleague has attended the formal orientation programme and they return to their department to commence their duties. It is the responsibility of the supervisor or man-ager assigned with the task of providing depart-ment training to ensure the new colleague has

the required knowledge and skills in order to adequately perform their new roles. The orien-tation process is not an exhaustive process and with a bit of commitment and creativity can go a long way in retaining colleagues.

HOTEL NEWS ME NOvEMbEr 201416 HOTEL NEWS ME OCTOBER 201414

Budgeting basics Laurent A. Voivenel, CEO of Hospitality Management Holdings, discusses the changing landscape of the hospitality industry and

why mid-market hotels make more sense than ever

BUDGET HOTELS

laurent a voivenel ceo of hospitality

management holdings

HOTEL NEWS ME NOvEMBER 201416


Congratulations on celebrating your first year in office, what new developments have now been implemented over the course of this year within HMH?

Looking back, we strengthened our execu-tive team, sharpened our brand image, car-ried out an all-round IT upgrade, developed new multi-lingual websites, and are gearing up to launch new loyalty programmes and are also preparing for the opening of five new properties. We are redirecting resources to areas where we have identified opportunities to create value with greater local relevance. Let us put it this way, it is not a revolution but an evolution bearing in mind customers' expectations.

How well is the HMH Group performing across the UAE and Dubai in particular?

The HMH – Hospitality Management Holdings’ story began in 2003 with the for-mation of Coral Hotels & Resorts in Dubai that became the blueprint for all subsequent developments. HMH is a pioneer in alcohol-free segment being the first hotel chain in the Middle East to have launched the concept. This places us in a very unique position in terms of operations and market intelligence in the dry and mid-market segment. So as far as market positioning goes, the strategic fo-cus for our group remains on building inves-tor and consumer perception to view HMH and its various brands as 'safe' indigenous en-tities, offering great value in every aspect and segment. We now offer five distinctive brands serving a broad mix of clientele from bud-get to luxury and operate superb properties in 14 major cities across the MENA region. The financial performance of all our hotels have enjoyed robust growth year-to-date cumulative performance of the hotels, with the same period in 2013, reveals that nearly all our properties reported 8-10% growth in revenue per available room.

What does the HMH chain of hotels offer that other three and four-star hotels do not?

At HMH we have a single mission: ‘We say, we do’. When developers consider our hotel management company for their asset, they know HMH will deliver. Respect for lo-cal culture is integral to our business ethics. We pride ourselves on being the first hotel chain in the Middle East to offer alcohol-free safe environment. Our objective is to fulfill our commercial objectives, while ensuring maximum quality and service to all our cus-tomers, owners, stakeholders and employees. As we continue to break new ground, we stay committed to our core values of honesty, in-tegrity and financial transparency.

HMH manage four hotels in Dubai are there any plans to expand the portfolio within this region?

By 2020 our goal is to have a hotel in every GCC country whilst doubling our portfolio in the UAE and to achieve it we have set in motion a strong pipeline of development.

Of the six hotels across the UAE that HMH manage, which is the most prominent within the budget/midscale market?

All our hotels offer excellent value for money irrespective of the segment we operate in. Each of our properties, whether located in the UAE or elsewhere, is unique and has its own personality and charm.

Speaking at the Vision Conference at the Hotel Show this year, you touched upon why mid-market hotels make more sense than ever today in Dubai, how so?

At the moment five star hotels dominate Dubai’s hotel inventory with a market share exceeding 60% according to Dubai Depart-ment of Tourism & Commerce Marketing (DTCM) statistics, Dubai currently boasts 634 hotels and hotel apartments with 88,680 keys. This number is expected to almost dou-ble touching 160,000 rooms within the next six years, however, out of the existing stock of hotels only 10% of room supply is in the up-per midscale and midscale segments.

Among the key factors driving demand for Dubai as a world-class destination are also the city’s strategic location and excel-lent airline network and connectivity. Over two thirds of the world’s population live within eight hours flight time from Dubai, while one third live within four hours, mak-ing it extremely accessible for this growing middle class through the rapidly expanding network of low-cost carriers and addition of new routes by existing airlines. Therefore the emirate needs to prepare its accommodation offering in order to cater to this massive mar-ket. Clearly the vision of Dubai is to get a bigger share of budget travellers than it cur-rently has whilst also retaining its appeal in the luxury segment. HMH are ideally placed to penetrate this largely untapped segment. ECOS Hotels is a smart choice for inves-tors offering strong investment opportunity because of lower construction and operat-ing costs as well as quick and high return on investment.

Which factors would you say are driving demand forward for more budget and mid-scale hotels within the UAE?

The over supply of luxury hotels in the UAE, growing airline network including rise of low-cost carriers, expansion of airport facilities, development of Al Maktoum Inter-national Airport at Dubai World Central and expanding middle class in key source mar-kets are some of the factors contributing to demand of budget and midscale hotels.

In your opinion, what is the potential for growth within the budget and midscale hos-pitality sector?

Mid-market hotels make more sense than ever today in Dubai, and must be seen as an opportunity beyond Dubai Expo 2020 pri-marily because of expanding middle class in key source markets and growing outbound travel from those countries. According to in-dustry reports, by 2030, globally the middle class will more than double in size, from 2

BUDGET HOTELS

"By 2020 OUR GOAL IS TO HAVE A HOTEL IN EVERy GCC COUNTRy..."

NOvEMBER 2014 HOTEL NEWS ME 17


BUDGET HOTELS


billion today to 4.9 billion. European and American middle class will shrink from 50 per cent of the total, to just 22 per cent. Rap-id growth in China, India, Indonesia, Viet-nam, Thailand, and Malaysia will cause Asia’s share of the new middle class to more than double from its current 30%. By 2030, Asia will host 64% of the global middle class. And these are emerging feeder markets for Dubai.

In short, strong and growing demand for mid-market hotels, lower construction and operating costs as well as fast and higher result on investment all indicate excellent growth potential for budget segment.

How would you describe the impact of the Expo 2020 win on the budget and midscale hotels segments?

Dubai's successful bid for World Expo 2020 is a massive stimulant for the entire GCC region's hospitality and meetings in-dustry accelerating economic growth and development. The Expo will deliver global exposure for the UAE and its tourism sec-tor, including its world-class infrastructure. Therefore, being based in Dubai, it presents an unprecedented opportunity for our group and our various brands that we are eager to capitalise on.

Dubai has announced plans to accelerate the development of mid-market hotels. 25 million people are likely to visit the Expo, of which bulk will come from outside the UAE pushing the demand for hotels. DTCM expects to double Dubai's existing hotel in-ventory to around 160,000 hotel and hotel apartment rooms within the next 6 years and

30 per cent of these upcoming rooms are likely to be in the mid-market segment.

In your opinion what are the key challenges faced by the budget and midscale hotels?

From the development point of view some of the challenges faced by the budget and midscale hotels today is that land and con-struction costs have gone up quite a lot re-cently, in the frenzy for Dubai Expo 2020. Therefore, in terms of locations the primary spots are not workable for budget brands. Secondly, it is still challenging to convince some owners in this part of the world to in-vest in the budget segment as most are driven by the prestige of luxury hotels. More also needs to be done to attract international in-vestors and financial institutions who are be-ing cautious given the political sensitivities of the Middle East region.

How do you see the landscape of budget and mid-scale hotels changing over the next five years?

Well going by the trends, we expect to see a more balanced supply and demand graph for budget and mid-hotels in comparison to luxury hotels in the next five years. We are seeing a lot more activity in this sector such as initiatives from local tourism authorities, support from financial institutions, rise in investor confidence and interest, drive from aviation industry as well as development of more tourism and family attractions.

With the 10% municipality fee waiver in place, has HMH received an increased interest from

investors, and if so has this impacted the brands Dubai pipeline?

Dubai's 10% municipality fee waiver is no doubt an excellent initiative by the authori-ties and is helping to draw greater interest from investors. In view of the strong demand for hotels – owing to the booming tourism sector, Dubai Expo 2020 and the simplifi-cation of procedures for hotel investment in Dubai, we are witnessing a rising interest from investors particularly in the budget seg-ment. We are eager to penetrate the largely untapped market for mid-scale and economy hotels in the region with ECOS Hotels that is a no frills B&B brand.

You recently mentioned that development has been a key focus, what can you tell us about the new projects that are currently un-der consideration?

We are present in some of the Middle East’s fastest-growing markets with very promising development prospects. At HMH we wish to grow the path according to our strategic plan that is sustainable in a physical sense.

The GCC, with a special focus on the UAE and KSA, is central to our expansion strategy. By 2020 our aim is to have a hotel in every GCC country while doubling our portfolio in the UAE. Soon we will be expanding our presence in Dubai, Muscat, Beirut, Khar-toum and Port Sudan with five new hotels opening in quick succession that will boost the existing HMH portfolio by 25%. We also have a strong interest in the booming Asian markets such as India, Indonesia, Malaysia and China.

the coral beirut concorde hotel

right: voivenel at this year’s vision conference

Hotel-News-ME-20.3cmx27.3cm-Nov-2014.indd 1 10/23/14 9:37 AM


AllreVVedUP


fACE TO fACE


What essential role does Yas Viceroy Abu Dhabi play in supporting the Formula 1 Eti-had Airways Abu Dhabi Grand Prix?

The Grand Prix season is very important to Abu Dhabi and to Yas Island. Yas Viceroy Abu Dhabi is fortunate to be the only hotel that sits atop a Formula 1 racetrack, so we embrace our unique location and the hotel forms an iconic backdrop for the race.

The hotel is also the social centre for the entire event. Guests can enjoy non-stop en-tertainment from day to night, with a vari-ety of dining options and gourmet cuisine. For every lunch or dinner reservation made at Yas Viceroy Abu Dhabi, guests will re-ceive a hotel day pass granting them access to the hotel, the marina and the post race concert for that evening. If you really want to have the full Abu Dhabi Race Weekend experience, there is no better place to be than Yas Viceroy Abu Dhabi.

What business does the event attract to the property before, during and after the event?

Over the race weekend there is strong in-terest from race fans. We host many inter-national guests and due to the prestigious nature of the event, we host many VIPs ranging from teams to celebrities. Local residents come for the day to experience the atmosphere in one of our restaurants and we have many corporate clients that use the race weekend to treat their employees. Both Kazu and Atayeb are booked for private events over the weekend.

Above all, the race weekend confirms just how special and unique the hotel really is. It is the perfect example of how the ho-tel can flawlessly cater to large-scale events and, because of our ability to handle the F1, we are hosting the Ferrari Mondiali in December.

What preparations are necessary in the run-up to the event in terms of staff, resources, F&B and general planning?

Planning for Formula One 2014 started before 2013 race finished. Being organised is key to running a successful event of this size and scale. Each department has its own role to play, from Guest Relations to House Keeping, and we make sure that each mem-ber of staff works together to deliver a seam-less guest experience. We need a lot of hands on deck so we bring in additional staff from other properties and ensure that they are fully prepared.

What are the key challenges you face before and during the event?

We handle big challenges before the event by thoroughly planning for it. This will be our sixth Formula 1 and each year we take the lessons learned from our past experience and apply them, to enhance operations and guest experience. Of course, even the best plans can’t account for everything and due to the high volume of guests over the week-end it does put a pressure on the team and operations to maintain the hotel’s excep-tional standard of service; but we do it.

Anything new planned during the 2014 F1?We are once again partnering with Po-

dium Lounge (located on the rooftop of Yas Viceroy), which debuted its unique concept at last year’s race. For the first time it will be offering dinner at its pop-up Japanese res-taurant ROKU. In addition, we have guar-anteed entertainment with Rich List at our nightclub, Rush.

How does the event raise the profile of the property regionally and globally?

The Abu Dhabi Grand Prix is the most

Andrew Humphries, regional vice president and general manager at Yas Viceroy Abu Dhabi, explains how the iconic Yas Island property is getting geared up for the upcoming Formula 1 Etihad Airways Abu Dhabi Grand Prix season

fACE TO fACE


important sporting event in the region, attracting visitors from the GCC and inter-nationally. The race puts a spotlight on Abu Dhabi and of course the hotel due to the media coverage generated over the course of the weekend. The hotel’s unique location in the middle of the track guarantees that it

is a prominent feature in the race coverage and the hotel’s striking design including the light canopy has made it an internationally recognised icon.

How does your enviable location on Yas Is-land win you other F1-related business year-

round and what’s your strategy to further capitalise on F1-related business throughout the year?

We are ‘the’ place to host motor sports events and the perfect venue to host car launches. In addition, Yas Island is very fortunate to have many attractions and fa-

cilities such as Ferrari World Abu Dhabi and Yas Marina Circuit. We work closely with both to ensure that racing enthusiasts have a year-round destination that offers enticing activities. For example, we offer stay over packages so guests can enjoy Ferrari World and stay at our hotel. We also offer corporate clients the opportunity to create customised team building activities that may involve Yas Marina Circuit or other Island partners.

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hotel news me asks five women in high-level hospitality positions to highlight the challenges and opportunities for females pursuing hotel industry leadership roles

THE PANEL

chanTeL mOOre, generaL manager,

burjuman arjaan by rOTana

chantel moore has been general manager

of dubai’s boutique all-suite property,

burJuman arJaan by rotana, since april 2012. before Joining rotana

she was general manager at the

habtoor group’s metropolitan hotel,

dubai. moore has more than 20 years of experience in the

hospitality sector working in australia, the uk, levant and the middle east for firms including accor and

hilton worldwide.

STephanie abOu-jaOude, area direcTOr Of markeTing middLe

eaST, Sub-Saharan africa and Turkey, The rezidOr hOTeL grOup

lebanese national stephanie abouJaoude

Joined the rezidor hotel group in 2006.

she then moved to the carlson rezidor area office in dubai as the regional marketing

manager for the middle east and sub-saharan africa region. in her role abouJaoude is

responsible for enhancing brand

awareness, upholding brand standards and executing marketing

strategies.

maria Lamarche, cLuSTer hOTeL

manager, miLLennium kurdiSTan hOTeL and Spa and cOpThOrne

hOTeL barananmaria lamarche Joined

millennium & copthorne as cluster manager of

its properties in northern iraq Just three months ago,

following a seven-year stint as director of

operations with hilton worldwide. born in the dominican republic she started her career as a front office agent at the sheraton santo

domingo and has worked around the

world, for the likes of forte hotels and ihg.

Laura Laugier, regiOnaL direcTOr Of

Training, kempinSki hOTeLS – india, middLe

eaST & africalaura laugier Joined kempinski as regional

director of training in 2013. she has a dual

role - responsible for the training function at the property where she is based, kempinski

aJman, as well as coordinating regional

training reports, proJects and initiatives

for the group’s properties across the middle east and africa. she started her career in 1999 as switchboard

operator at four seasons hotel, london.

margareT pauL, generaL manager, madinaT jumeirah

margaret paul took up her current role as

general manager of the madinat Jumeirah in

2012 and is responsible for managing the

resort’s three hotels – al qasr, mina a’salam and dar al masyaf – as well as souk madinat

Jumeirah and conference centre. the scottish national first

Joined the Jumeirah group in 2002 as hotel manager for Jumeirah

carlton tower in london. she has

previously worked for le meridien mina seyahi

in dubai.

I’MEVERYWOMAN

24

The analysts


THE PANEL

How many managerial positions have you held in the hospitality industry and how long did it take you to reach your first executive position?

Moore: I worked 12 years in the hospitality industry before given my first general manager position. This is my third GM role.

Lamarche: I became director of sales and mar-keting 15 years ago and then switched disci-plines, working in director of operations roles for the last 10 years.

Aboujaoude: I started my hospitality career in 2003 and was promoted to my first managerial

"I BELIEVE My GENDER WILL INFLUENCE My FUTURE BECAUSE THERE ARE ALWAyS CHALLENGES WHEN A

WOMAN IS LOOKING TO BE SUCCESSFUL"

position in 2006. I have since held four mana-gerial roles.

Laugier: I took on a managerial position four years after joining the hotel industry. I have held senior roles at four hotel groups, involving eight assignments in six different countries.

Paul: I joined the hospitality industry full time as a restaurant manager after gaining a Post Graduate Diploma in Hotel Management. I have worked in the industry for almost 25 years, the last 12 of which have been with Jumeirah.What challenges did you face along the way? How did your gender help or hinder your ca-

reer progression?Moore: I do not feel I was disadvantaged in

my career progression because I am a woman. However, it has been very challenging at times to get a good balance between work and fam-ily life.

Lamarche: I encountered challenges when I moved to operations because very few women are considered for that type of role.

Aboujaoude: Gender quality issues are ongoing in the Middle East and men in managerial posi-tions sometimes distrust the ability of women to make strategic business decisions. But when you are determined, nothing will stand in your way and you become more confident handling such situations.

Laugier: Being a woman helped my career de-velopment – at one point I took a more ma-ternal approach to management, considering all the trainees and employees as ‘my children’, helping them learn to survive in the world of hospitality.

Perhaps this made me appear more approachable, which has served me well in my career?Paul: A woman has to work harder to demon-strate she can bring valuable skills to the man-agement arena. Fortunately Jumeirah has been fully supportive of my continual growth and development. My gender made me more deter-mined to be successful, in what has been a male dominated industry.

What are the opportunities and challenges for you to climb the career ladder further and does your gender influence your future in this respect?

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THE PANEL

Moore: You do not see as many female general managers in this part of the world, although this has improved over the last 10 years. I have heard some hotel owners prefer to interview male candidates. Cultural issues might make it harder for an owner to deal with a woman if he is unhappy with the results, as he may not feel able to speak his mind as openly as he would to a man.

Lamarche: There are plenty of opportunities for me to go further in my career; M&C has a very ambitious expansion plan for the Middle East and I am looking forward to being part of this. I believe my gender will influence my fu-ture because there are always challenges when a woman is looking to be successful.

Aboujaoude: I work in one of the fastest-grow-ing industries in the world, based in the top emerging hospitality market in the world, for one of the most dynamic hotel companies in the world, so the opportunities are endless

Laugier: There is the opportunity to take my department to the next level within my com-pany. There’s always a lot to accomplish in terms of training and quality, but my gender doesn’t really influence my future. More important is my technical knowledge, how I develop and implement my subject matter expertise and share it with my colleagues.

Paul: There are so many great opportunities and the Jumeirah Group is very focused on ensuring women leaders play a prominent role within the future growth of the company.

Why are very few of the world’s ho-tel groups managed by women, in your opinion?

Moore: Women have to work harder to get a good balance between their career and personal life. It can be a challenge everyday to juggle the role of manager, wife and mother. The Hospi-tality industry is a 24/7 operation and requires long hours and shift work plus many manage-rial roles require travel.

"I WOULD LIKE TO SEE MORE WOMEN IN pOSITIONS TRADITIONALLy DOMINATED By MEN, SUCH AS ExECU-

TIVE CHEF OR CHIEF ENGINEER"

Lamarche: Female hoteliers often face the di-lemma of choosing between family and career and most of the time the former wins the power struggle. Managing a hotel is not a nine to five job and it can be difficult to fit in a personal life around the demands of the property, staff, guest and owners.

Aboujaoude: The hospitality industry presents specific challenges for both men and women and their families. There are still many outdated perceptions about a GM role that put women off.

Laugier: We don’t always feel we have the op-portunity to fly in our career – perhaps we’re juggling family commitments, or maybe the right position doesn’t arise at the right time and perhaps some of us don’t have the confidence to take our career to the next level.

Paul: A GM role requires tremendous commit-ment and is a lifestyle choice, but I have found it immensely fulfilling and I think we will con-


THE PANEL

agement styles are integrated into the workplace and where work/life balance becomes more of a priority.

Paul: We need to recognise women with great potential and ensure they are well supported with training.

What is your company’s approach to encour-aging women to take leadership roles? Moore: Rotana is an equal-opportunities em-ployer and now three female corporate vice presidents, one associate corporate vice presi-dent and five general managers are women. In addition, more than 80 female directors work at Rotana properties.

Lamarche: M&C gives equal opportunities to everyone. I am a good example; chosen for a role in a unique location like Kurdistan. The company has training and mentoring pro-grammes in place to identify people seeking GM roles. I would like to see more women in positions dominated by men.

Aboujaoude: In order to provide mentoring and support to generate future women lead-ers we have identified Women in Leadership Champions in each region. These champions will develop and help implement action plans to ensure our activities are led by our people, for our people.

Laugier: Last month I attended a company conference where the president discussed the need for more women in senior management positions. This is great because it cascades down from the very top. In that room there were at least 50 female managers and only six men – perhaps at Kempinski we’ve already started the

tinue to see more female GMs being appointed across the industry.

What steps need to be taken to ensure more women are given leadership roles in the hos-pitality industry?

Moore: I believe it comes down to personal traits and ambitions; if women work hard and stand out they are recognised. I suggest imple-menting mentoring, development and training programmes to help women.

Lamarche: An equal opportunities culture is essential; hotel companies should be open-minded about females in senior roles.

Aboujaoude: Being a more flexible employer can help overcome challenges by helping men and women to work around their family lives. This is something Rezidor is working towards as part of its Women in Leadership corporate programme with our CEO setting us the chal-lenge to increase the percentage of women in senior leadership positions to at least 30%, by the end of 2016.

Laugier: Both men and women need to bet-ter appreciate the professional advantage of having women in the hospitality industry. We then need to encourage both genders to create a work environment where more diverse man-

stephanie abouJ-Jaoude's first role

with rezidor was at radisson blu hotel,

dubai deira creek

above laura laugier is responsible for

training at all kempinski middle east

hotels including emirates palace

opposite margaret paul is general manager of the madinat Jumeirah

complex


THE PANEL

evolution?Paul: Jumeirah is very committed to women advancing in leadership roles. We have four GMs across our 22 hotels and resorts, plus other great examples are our chief commercial officer, Alison Broadhead and our vice president IT, Nancy Wolff, who both hold traditional male positions.

What is your ultimate ambition? Moore: To be happy and successful in every-thing I do.

Lamarche: To reach a VP role.

Aboujaoude: As a Women in Leadership Champion representing the Middle East region within our company, my goal is to encourage women to be aware of the opportunities acces-sible to them.

Laugier: The ultimate ambition of any hotel trainer is to enhance the skills of all employees; it would be nice to see an equal ratio of men and women in the work place, and more im-portantly, in management positions.

Paul: To always feel passionate about my job and the company I work for; this surely brings success and satisfaction.

What advice would you give to other women working in the hotel industry who aspire to managerial positions?

Moore: Believe in yourself, be passionate in everything you do, have a good eye for detail, be creative, and ensure you understand social media and the new technologies defining the future of service industries.

Lamarche: Persevere with your ambitions; a hotel industry career is fascinating and very re-warding.

Aboujaoude: Be confident and believe you can make it to the next step.

Laugier: The fact we are seeing more female general managers and departmental specialists proves that the goal to become a manager in the hotel business is achievable.

Paul: Stay focused on your goals, demonstrate your capabilities at every opportunity and find a good mentor who will inspire you to keep achieving.

"IT HAS BEEN VERy CHALLENGING AT TIMES TO GET A GOOD BALANCE BETWEEN WORK AND FAMILy LIFE"

above: the grand

millennium sulaimani,

one of the hotels that

make up maria

lamarche's cluster.

right: the raddison blu

dubai deira creek, part

of stephanie

abouJaoude's

marketing responsibili-

ties.


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The blame gameIdentifying why a hotel is performing below expectations often requires a deeper

analysis of the relationship between the property’s owner and operator, says Mariano Faz, head of asset management at TFG Asset Management

abOuT marianO faz mariano is head of asset management for tfg

asset management. he has more than 12 years

of expertise in global hospitality and real

estate markets and has held a number of

high-level positions in hotel operations,

business development, hotel management

and hotel asset management for

hotel owners.

abOuT The firST grOup and Tfg aSSeT managemenTthe first group (www.thefirstgroup.com) is a

british-owned global property development

company based in dubai, with an exclusive

focus on creating innovative, iconic hotel

proJects. the first group asset management

(tfg asset management - www.tfgassetman-

agement.com) assists with every aspect of a

completed development to ensure property

investors get maximum return on investment.

"THE OWNER pLAyS A CRUCIAL ROLE IN DEFINING THE WAyA HOTEL IS MANAGED"

ExPERT vIEW

The hotel sector is one of the world’s most competitive industries. In every major city around the world, there are

thousands of rooms, in dozens of hotels, often located within close proximity of one another. The number of owners competing in the same space is thus proportionate to the number of hotel properties available.

When taking into account the performance of an individual hotel asset, we need to con-sider the role the property plays in the social, cultural and economic daily life of the city in which it is located.

The cost of ‘whole’ hotel ownership has be-come so high as to make it unattainable to the majority of investors. Real estate funds, tour-ism firms and high net-worth individuals now dominate the industry. These individuals and organisations are largely motivated by profit on their investment.

But what role can owners play in ensuring the profitability of their assets? And why the discrepancy over the respective returns generat-ed by similarly operated and located properties?

The answer to these questions can often be found in an analysis of the relative performance of the general manager, the hotel owner and the merits or otherwise of the property itself.

In the case of a brand, it is difficult to com-prehend the reasons why one property may perform poorly, while others under its manage-ment are comparatively strong. Could fault lie with the operator/manager? Or could it be at-tributable to other factors alien to the brand?

The owner plays a crucial role in defining the way a hotel is managed. The owner's objectives and ambitions are often reflected in all facets of a particular property. Yet, as guests, each of us has at one point encountered poorly main-tained or presented hotel facilities, whether it

be ageing buffet furniture, poorly maintained reception areas, or a general lack of amenities, which has diminished the overall experience.

However, often in the same hotel, you might encounter examples of extravagant and ill tar-geted investment, such as expensive furnishings, which may jar with the ignored and poorly maintained aspects of the property.

In situations such as these, there is clearly a lack of operational knowledge as key invest-ment decisions are not being made based on operational needs. In these cases, there is almost certainly a lack of common ground between the owner and operator regarding operational and investment priorities.

Taking all these factors into consideration, it is crucial the hotel asset manager balances the respective objectives and priorities of the hotel owner and operator. The priority of the hotel asset manager should be to secure a certain level of profitability, while managing the relationship between both parties to ensure they are benefit-ted as fairly as possible.

With a handle on this interaction, it becomes simpler to identify the reasons why a property may not be performing as strongly as it should be and to then be able to address the main is-sues, while taking into consideration the respec-tive expectations of the owner and operator.

The hotel asset manager’s main priority should then be to drive both sets of objectives to ensure common sense outcomes. This approach will ultimately benefit the performance of the hotel, while paying dividends for the owner and operator.

mariano faz, head of asset management at tfg asset management, believes the hotel asset manager must balance the priorities of a property's owner and its operator.



The hospitality industry, and in particular the hotel chains within Dubai have been steadily climbing the ladder of success following the World Expo

2020 win and are enthusiastically striving to grow and expand further branches within the region, coming in line with Dubai’s vision to welcome over 20 million visitors by 2020.

Mövenpick Hotels & Resorts have moved a step closer in assisting the Dubai vision by announcing plans for a new hotel apartment tower in Downtown Dubai, and this modern skyscraper will become the seventh Dubai prop-erty of Mövenpick Hotels & Resorts.

The new hotel is set to boast 246 apartments, which will be developed in varying sizes, ranging from 36sqm for the studios, to 104sqm for the two bedroom apart-ments. Also adding to the feel of the new hotel, there will be a variety of different cuisines on offer, including a spe-cialty restaurant and a lobby café, guests will also be able to enjoy other facilities such as a spa and beauty salon, a swimming pool, a gymnasium and also two meeting rooms and several shops will be available on site which will assist in completing the plans for the 2017 opening.

Andreas Mattmüller, chief operating officer of Möven-pick Hotels & Resorts, Middle East & Asia discusses the importance of location and the main focus behind the new addition to the Mövenpick family: "As Dubai contin-ues to develop and the Expo 2020 nears, multiple districts with their own feel, geographic importance and acces-sibility emerge. Downtown Dubai is an area we’ve eyed for a while and I’m delighted that we will be able to add this vibrant and central location to our portfolio. There is a growing market for travelers to Dubai who prefer the comfort and convenience of fully furnished, fully ser-viced, branded hotel apartments. Of course, the proxim-ity to Dubai Mall, Burj Khalifa and associated attractions means we will also be well placed to accommodate GCC families on leisure travel once it opens in 2017."

doWNtoWN to the MöVeNPick Hotel News ME discovers how the new Mővenpick hotel in Downtown Dubai is set to make its mark on the hospitality industry in 2017

fIRST LOOK: MövENPICK DOWNTOWN DUBAI


interior of A deluxe room At

mövenpick Hotel ApArtments tHe

squAre.

fIRST LOOK: MövENPICK DOWNTOWN DUBAI

"THE pROxIMITy TO DUBAI MALL, BURJ KHALIFA AND ASSOCIATED ATTRACTIONS MEANS WE WILL ALSO BE WELL pLACED TO ACCOMMODATE GCC FAMILIES ON

LEISURE TRAVEL ONCE IT OpENS IN 2017"

PROPERTY HIGHLIGHTS• WalkingdistancefromtheDubaiMall• Only1kmfromDubaiInternationalFinancialCentre• Just9kmawayfromDubaiInternationalAirport


Settingthepace

18 years old - begins career at Thistle Hotels

Scotland

24 years old - appointed youngest GM at Thistle

Hotels

Couldyousummariseyourcareerback-ground?

I have had 29 years of experience in ho-tel operations, with the likes of Thistle Ho-tels, Forte Hotels and Hilton before joining Whitbread, the owners of Premier Inn in 2000. Thinking about it, my first job was in five-star hotel, the Turnberry in Scotland and now I am in the mid-market sector, so I guess it’s been downhill all the way!

at the age of 24 you were appointed as the youngest gm of thistle hotels, what would you credit this success to and why?

Right place right time and a lot of luck. I do remember thinking “this is easy, I can do this” and I thought then that I knew all the answers. It was a few more years be-fore I realised that you never stop learning.

What would you consider to be yourgreatest achievements within the his-tory of your career?

I guess reaching hotel GM at 24 was pretty special, but the memories which stand out the most for me, was winning UK Family Hotel of the Year for the White

WHAT SETS US APART

House Hotel on Herm, the Channel Is-lands in 1986, also opening the first Pre-mier Inn outside of the UK, in Dubai, in 2008, and Premier Inn Dubai International Airport winning Hotel of the Year in 2011 against 560 other properties, Premier Inn Abu Dhabi International Airport pushing the Emirates Palace briefly in to third place for hotels in Abu Dhabi earlier this year and then winning Best Budget Hotel in the Middle East all rank very highly for me.

premier inn recently secured a deal with action hotels, at present, what would you say are your top priorities and major ambitionsforthisproject?

Action Hotels are a great partner for Premier Inn and my top priority at the moment is to help them get their new hotel in Sharjah ready to open by the end of this year. We have a second property signed with them in Jeddah, which will begin construction soon, but we’re also working with them on three other projects, which we expect to be in a position to announce very soon. how do you plan on making this venture

with action hotels a success over the long-term?

The critical factor in any such partner-ship is relationships. Working together as one team, rather than the more traditional owner – operator dynamics. It helps that we are owners too, as we own over 570 of our own hotels, so we understand what is important and how to deliver a fan-tastic service and product, at the lowest possible cost.

What factors would you credit the suc-cess of your career to, and why?

It may be stating the obvious, but for me the hotel industry is all about people. In Premier Inn we believe that if we really look after our staff, they in turn will really look after our guests and if the guests are happy, the shareholders needs take care of themselves. In the earliest days of my career I was fortunate to enough to work for a wide variety of people with different management styles. I tried to learn from them what worked and what didn’t. No-body’s perfect, but learning from other’s mistakes is usually less painful than from your own.

Hotel News ME talks to Scotsman, Darroch Crawford, managing director, Premier Inn Hotels, Middle East & Africa, about what makes him different, and to which factors he credits his long and successful career


Leaves Thistle Hotels after 13 years and joins

White House Hotel, Herm as GM

Spends nine years with Forte Hotels, Leeds and

Bradford as GM

Five years with Hilton Hotels as regional GM

in Edinburgh

Joins Whitbread Plc and opened first Premier Inn in Middle East, currently

managing director, Premier Inn Hotels, Middle East & Africa

WHAT SETS US APART

below: darroch crawford, managing

director of premier inn hotels, middle east &

africa, has had a long career in the

hospitality industry.

What differentiates you from other managing directors in the region? What sets you apart?

I discovered a long time ago that it is ten times more powerful to catch some-one doing something right than the re-verse. I’d like to think that I provide an environment where everyone in Premier Inn can grow and at the same time be part of a team that is proud of its achievements and always striving for more.

What advice would you give to yourself about the hospitality industry, if youcouldgobacktotheverybeginningofyour career?

My advice to myself would be, never to under estimate what you can achieve, but consider the impact on the people clos-est to you, of moving location too often. My long-suffering family lived in no fewer than eight homes in fifteen years and that was tough on them. I’m very fortunate to have four amazing daughters who stuck it out.

in your opinion, what would you suggest are your strongest points as a manag-

ing director and what has helped these characteristics develop?

At my age now, 61, it has to be experi-ence. I find that as the world moves fast-er and decisions have to be taken more quickly, it is an asset often to know in-stinctively in which direction to go. I have found that with great people around me anything is possible and you can be as-sured that in business I choose my team-mates very carefully indeed.

Whohasbeenyourbiggest inspirationwithin the hospitality industry?

Many people have inspired me over the years, but the first and perhaps most in-fluential was Tom Scorey my first GM. Mr Scorey (I still can’t bring myself to call him Tom) was the classic flamboyant front of house hotel GM, who made every guest feel like a VIP. That’s still something we aim for in Premier Inn and was a guid-ing principle I’ve tried to live by all of my career.

Howwouldemployeesdescribeyou? Probably as ‘that old bloke who is never

around when I need him.’

"I DISCOVERED A LONG TIME AGO THAT IT IS TEN TIMES MORE pOWERFUL TO CATCH SOMEONE DOING SOME-

THING RIGHT THAN THE REVERSE"


From food poisoning to fires, hotels face potentially catastrophic threats to their asset’s performance and reputation on a daily basis.

Gemma Greenwood speaks to crisis management experts to find out how careful planning can minimise business losses and protect a

brand, no matter what the disasterHOTEL NEWS ME OCTOBER 201436

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uicide, murder, kidnap and ransom, food poisoning, fire, loss of utilities, a revoked license, scandalous events and natural disasters - from flooding, typhoons and tsunamis, to earthquakes and hurri-canes - are just some of the major catas-trophes that can cause havoc for hotels.

Add to the list infectious diseases and terrorism, two risks currently heightened by the Ebola outbreak in West Africa and Islamic State (IS) activities ongoing in some parts of the Middle East, and it’s enough to send even the most seasoned hotelier into a mild state of panic.

The reality is that hotels deal with mini crises on a daily basis, most of which do not make the news headlines, but when hotel managers are tackling a ‘catastro-phe’, no matter how big or small, the same rules apply if the potential threat to business performance and brand reputa-tion is to be minimised.

Crisis management experts say it all comes down to planning, from identifying risks and threats to putting in place poli-cies and procedures to deal with unfortu-nate events – and the media that reports them - should they occur.

WHAT ArE THE rISkS?“We tend to think ‘big and scary’ when

it comes to risks for hotels, which include natural disasters and terrorist threats,” con-firms hotel industry professional Martin Kubler, CEO of Iconsulthotels, a boutique consulting firm for the hospitality sector.

“Yet the majority of risks faced by hotels are probably far less high profile, but can nevertheless be devastating – power fail-ure, fires, data security breaches are just some examples.”

Kubler says hoteliers in the Middle East must also consider the political climate in the region.

“Many parts of the Middle East are fairly volatile and situations can often change at short notice. Past examples include events surrounding the Arab Spring or the assas-sination of Mahmoud Al-Mabhouh in a Dubai hotel room, but also more recent threats posed by IS,” he says.

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Lester M. Perera, security manager at Bonnington Jumeirah Lakes Towers, says the authorities have told UAE hotels to be aware of increased terrorism risk due to “IS playing havoc in the region” and given “the UAE is heavily involved in the offen-sive operations and has allied troops on home soil”.

“The police have informed me that this is our main concern at present,” he reveals.

Infectious disease outbreak is another risk hoteliers should be planning for right now, says Andrew King, head of claims MENA at Aon (DIFC) Gulf Limited, which provides risk assessment and manage-ment services and insurance and reinsur-ance brokerage.

“In the case of Ebola, if I was a hote-lier, I would be preparing a plan now,” he says.

“Insurers are very concerned about all infectious diseases – because they are a massive threat to the hotel industry and all you can really do (as a hotelier) is be ready to respond immediately.”


Ebola is a consideration for the ho-tel community the world over, although some analysts have identified the UAE as higher risk given it’s home to two of world’s major aviation hubs.

A Gulf-based threat hoteliers might not have thought of, but should consider, adds Kubler, is issues relating to staff housing.

“Large numbers of hotel employees are often housed in accommodation with shared rooms and public areas,” he notes.

“They are frequently located in areas used by other companies to house their staff; arguments and unrest are not un-common and can sometimes spread from one complex to another.

“In the past I have had staff marooned inside our hotel’s housing complex in Dubai, while other residents of the area fought battles on the streets outside.”

Kubler says whatever the disaster, when it strikes, it can be “devastating for hotel staff, extremely costly to deal with, and very damaging from a PR perspective”.

“As hoteliers we have a duty of care for our guests, our staff members, and other stakeholders to have a crisis management plan in place,” he says.

ASSESSInG THE rISkSBefore planning a crisis management

strategy, hotels must first assess their risk.In this respect, the Middle East in gen-

eral is “a bit behind the curve”, but is “rap-idly catching up”, according to King.

“Since the financial crisis there has been a far greater focus on governance,” he explains.

“People lending money (such as hotel owners) are more savvy about protecting their investment and making sure their as-set is insured.”

A common mistake hotel operators and owners make is to carry out risk assess-ments after the building has been com-pleted, rather than during the construction phase, when any potential operational threats can be identified.

King says he has managed insurance claims for properties whose disasters could have been avoided if they had as-sessed risks prior to the hotel being built.

But alarmingly, not all hotels conduct the necessary risk assessments.

Kubler says most larger hotel groups will have standardised documents in place, but “smaller chains or independent hotels may find this task more difficult, because they lack the expertise to assess and qualify risks”.

“In such cases, hiring a consultant is good solution,” he says. “Essentially, though, risk management plans and strate-gies need to be drawn up for all operation areas of a hotel. I tend to use a risk matrix for the initial risk assessment to determine harm probability and harm severity.”

The next step, he says, is to put in place measures to minimise the risks you can control, from fitting smoke detectors to having clear evacuation policies.

King also stresses the importance of up-dating risk assessments for insurance poli-cies, particularly if the property is altered in any way.

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How to prepare for ahotel crisis

1. be organised: compile your hotel’s crisis man-

agement plan today. if you already have a strat-

egy, review it regularly;

2. Seamless communication: keep all key par-

ties in the loop during a crisis;

3. practice makes perfect: even the best strat-

egies need rehearsing to ensure they work and

to identify gaps that need addressing;

4. openness: keep communication channels

open and be as honest about the situation as

possible;

5. learn from your mistakes: if you make the

same mistake twice, you’re a fool. this is why

rehearsing is so important.

(source: martin kubler, ceo, iconsulthotels)

The claim game

A claim that went well: An international top-end brand hotel had a fire in its spa in March 2013 and immediately implemented its crisis plan, isolating the fire and smoke damaged area and engaging an expert contractor to start the cleaning and deodorising activity. PR experts were engaged to provide regular updates to guests and key channels to mar-ket. Trading resumed very quickly and occu-pancies remained very high.

A claim with issues: A hotel in the Bahamas was partially damaged by a hurricane and

initially the rooms affected were isolated and the hotel resumed trading. Specialist contractors were engaged to remove the mould too late in the game (because this had not been planned in the initial business continuity strategy). Beachfront weddings resumed, but one couple found the video of their big day had accidentally included coverage of specialist contractors, dressed in confronting isolation ‘cyber men’ suits, working on the balconies of the damaged rooms. The guests eventually received compensation.(Source: Andrew King, head of claims MENA, Aon (DIFC) Gulf Limited)


THE PlAn OF ACTIOnA crisis management plan features

three major stages says King: the crisis response, business continuity and the re-covery phase.

“Putting it quite simply, if you neglect to implement a plan covering all three bases, you could easily go out of business,” he says.

“The worst possible time to start put-ting together a business continuity plan is when you are knee deep in ashes, or splashing around in water.”

Crisis response plans also need to be trained and rehearsed at least every six months, he says.

Hotel general managers should have a crisis response team in place, while a concise plan of action for emergencies, gleaned from the strategy manual, should be visible back of house, to include flow charts and essential phone numbers.

Once a hotel’s crisis management strat-egy has been put in place, it is imperative to integrate this with a comprehensive in-surance policy, continues King.

“A decent policy linked to the crisis management plan will pay for the cost of post-crisis expenses such as PR and guest compensation and anything that promotes business continuity,” he says.

“The insurance companies are happy to pay these expenses to ensure there isn’t an ongoing loss of revenue.”

SPrEADInG THE WOrDOnce a recovery plan is executed and a

hotel is fully operational, King also recom-

mends throwing a re-launch party to get the word out to market.

“Don’t do it on the cheap; spend what you would on a new hotel or resort launch,” he advises.

“Tell the media, business partners and all stakeholders when the re-launch will take place, to let them know when you will be trading again.”

Keeping your key “channels to market” informed after a crisis, right up to a prop-erty re-launch if required, is also essential he notes.

“Keep your travel agents, destination management companies, airlines, tour op-erators, and all other relevant parties up to date; if they think you are not operating or worse, out of business for good, because of what they have heard on the grapevine, they might cut you out of their brochure or stop selling your property to clients al-together,” he warns.

COMMUnICATIOn COUnTSAn effective, well-rehearsed PR strat-

egy is essential to a comprehensive hotel crisis management plan, according to for-mer BBC producer, Jill Thomas, director

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of Bruton Productions, which specialises in crisis communication training for the travel, aviation and hospitality industries.

She notes that most hotels have a plan of attack, but it’s only useful if everyone is aware of their roles when a crisis occurs.

“The most common mistake is to have a crisis manual, which is far too big, so when an incident happens they have to first find the document and then the rel-evant pages,” she says.

“A concise document detailing strategy and who does what should always be ‘live’ and regularly practiced. You don’t want to be scrambling to find the crisis manual in a blackout to find out who to call and where the torch is kept, or to find the location of the keys to the crisis room.”

When it comes to confronting the me-dia, Thomas says all too often, the hotel spokesperson, most commonly the GM, says “nothing, too much or the wrong thing”.

“Don’t wait until you know what is go-ing on before you speak to the media, because you won’t know what happened until an investigation is undertaken,” she says.

“Another mistake is to not inform all staff what is happening; front-line em

Top risk assessment tips

1. carry out regular risk assessments

2. produce and maintain a business crisis and

continuity plan

3. get a consultant to help with crisis manage-

ment plans and insurance claims

4. sign-up selected expert companies to help

with immediate physical and media responses

5. ensure suitable insurance coverage is in place

that will pay for all costs incurred, including

claims preparation costs

6. employ claims consultants to manage and

prepare the claim on your behalf

7. keep control of business continuity recovery

activity and your insurance claim

(source: Andrew king, head of claims menA,

Aon (difc) gulf limited)

"IF yOU NEGLECT TO IMpLEMENT A pLAN ... yOU COULD EASILy GO OUT OF BUSINESS"


ployees such as reception need to be prepared with a holding statement and to be briefed on what to say to guests.”

Thomas says a classic example of poor guest and PR management was at a UK hotel where last summer, a couple were found dead in their room after taking a le-thal dose of cyanide as part of a suicide pact.

“It triggered a major alert in the city with investigators wearing chemical suits enter-ing the hotel, streets cordoned off and rumours suggesting a terrorist attack,” she explains.

“The hotel evacuated three floors and the press were outside in minutes talk-ing to the guests and police, not the hotel management.

“If the hotel had taken its guests away from the media scrum, given them coffee and told them what was going on, they would have praised the management. A statement of sympathy from the hotel would have protected the brand and kept the media at bay.

“Number one priority for hotels is look after guests whatever the incident; in a ho-tel evacuation in the Middle East you don’t want angry customers standing outside in the blazing sun talking to the press, or tweeting how scary it was walking down the stairs from the 50th floor.”

CrISIS COnFIDEnCEHaving an agreed response procedure

in place is imperative, continues Thomas, ensuring everyone knows their roles, who to contact and how to contact them.

Every hotel should have a communi-cations “gold team” including the gen-eral manager, resident manager, corporate communications director, and department heads such as security, engineering and HR.

“The most important lesson is to prac-tice; until you role play your plan you don’t know where the holes are,” she says.

The media, whether print, broadcast or social, often knows about a crisis before the hotel does, she warns.

“There used to be the ‘golden hour’ to respond to the media, but now you have to respond immediately,” she says.

“It is very important you are out there communicating with all media channels to protect and promote your reputation and prevent damage to the brand – you can’t say what’s going on but you can say what

you are doing and use the media to quash speculation and establish control.

Bruton Productions, which in the Mid-dle East, works with Mövenpick Hotels and Resorts, provides a range of crisis communication workshops, the most im-portant element of which, she says, in-cludes practice in front of the camera.

“We teach clients how to write press/holding statements and respond to a vari-ety of media – print, radio and TV – com-piling bespoke scenarios which can be played out as individual, team and role play exercises.

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“Interviews are played back and re-viewed, but more importantly clipped and inserted into TV news packages as if in real life. Participants learn how to handle tough questions under pressure without compromising the company and in the process, gain the self-confidence to speak to the press.”

SOCIAl MEDIA CrISESThomas says there is burgeoning de-

mand for social media training with Bru-ton offering unique courses that simulate how quickly a crisis can spread through

"NUMBER ONE pRIORITy FOR HOTELS IS LOOK AFTER GUESTS WHATEVER THE INCIDENT"


COvER STORY

social media channels, quite often nega-tively impacting the hotel brand name.

“Proprietary software simulates a crisis breaking on all social media platforms and we can mimic how the public would re-spond,” she explains.

“It is the closest thing possible to man-aging a real crisis, but all done in a pri-vate, safe environment so participants can make mistakes and learn without the eyes of the world watching.”

Thomas says social media is the human face of the crisis with customers and me-dia expecting a speedy response.

“Social media response should ac-knowledge, respond, explain and offer a solution; the medium teaches you to be brief and deal in real facts,” she says.

Thomas also stresses how a crisis played out on social media will run for the first three-to-five hours and then other traditional media channels come into play.

“Don’t forget to update your website with relevant information and use blogs as a forum for interaction,” she adds.

ABU DHABI DISASTErKubler says a tragic incident that took

place at an iconic luxury hotel in Abu Dhabi involving guest Natalie Creane, was an example of how a crisis can be further amplified on social media.

“At its height, this badly impacted the hotel and brand image because of the widespread use of social media by Nata-lie’s supporters,” he says.

“Even before the court’s decision was made on the case, this wasn’t a question of who was right or who was wrong, but of perceptions. The hotel was perceived to be at fault and its communication strat-egy across the various social channels was inconsistent, often marked by simply de-leting messages or closing public posting functions, and generally trying to seem-ingly ‘sit things out’.

“Naturally, the hotel was unable to comment on ongoing legal proceedings, but it should have said so openly, repeat-edly, and consistently.”

He says the hotel might well have fol-lowed its crisis communication proce-dures, but it was how the incident was publicly perceived that mattered.

Kubler, like Thomas, believes “organ-ised openness” is the most effective cor-porate communications strategy.

“In today’s digital age, it’s virtually im-possible to sweep a crisis under the car-pet, so it’s best to be open,” he adds.

FUTUrE rISkSBoth Kubler and Thomas agree that fu-

ture risks and threats in hotels are likely to be technology related.

“The problem of hacking hotel networks is known, but the biggest tech change on the horizon is the use of your phone to open the room door,” says Thomas.

“The virtual key could cause all sorts of damage to hotel reputation, from loss or theft of the phone through to hacking – criminals are more sophisticated and armed with technology rather than brute force and there will be instant negative impact when the systems don’t work and guest safety is at stake.”

Top fivecrisis communication tips• Showsympathy/empathy–whichhastobeappro-

priate to the incident

• Saywhatyouaredoing–youwon’tknowwhat is

going on and even if you do know the cause of the

incident you don’t want to tell the world, so what you

can say is what you are doing

• Saywhatyouaredoingforguests–thinkofincom-

ing guests as well as in-house guests

• Praisewherepraiseisdue–congratulatestafffor

their conduct during the incident

• Don’t ignoresocialmedia forconstantupdates–

you can show the human face of the company us-

ing social media

(source: Jill thomas, director, bruton productions)

Costa Cruises case study

A textbook example of a badly managed crisis

was the sinking of the costa concordia in the

mediterranean in 2012. more than 4,000 people

were evacuated and 32 people died. costa did

not have a spokesperson in place fast enough and

the world’s press filed coverage of the evacuation

fromtheshoreandinterviewedmembersofstaff

whorevealedtherewasa“masspanic”–evidence

of a lack of company training. there was specula-

tion about the captain, the crew, the ship’s safety

record, its size and the badly managed evacuation,

even though the crew saved lives. these negative

interviews were broadcast globally and no one

from costa responded. At the long-awaited press

conference, costa did the right thing by expressing

sympathy for the victims and the need to preserve

the environment, but it then pointed the finger of

blame at the captain. this not only revealed the

company was not in control of the crisis, but gave a

message to all costa employees that if something

goes wrong, it is willing to throw them to the wolves,

or in this case, the international media. by blaming

the captain, costa also inadvertently criticised its

own systems, procedures and Hr strategy.

(Source:JennyMallisonDuff,crisisconsultant,Do-

maine productions)

"IN TODAy’S DIGITAL AGE, IT’S VIRTUALLy IMpOSSIBLE TO SWEEp A CRISIS UNDER THE CARpET"


The Rezidor Hotel Group is a member of the Carlson Rezidor Hotel Group and boasts a global portfolio of 430 hotels

in operation and under development, with 95,000 rooms in 69 countries. Rezidor operates the core brands Radisson Blu and Park Inn by Radisson in Europe, the Middle East and Africa (EMEA), along with the Club Carlson loyalty programme for fre-quent hotel guests. In early 2014 and to-gether with Carlson, Rezidor has launched the new brands Radisson Red (lifestyle se-lect) and Quorvus Collection (luxury).

mark wiLLiS, area vice preSidenT middLe eaST and Sub-Saharan africa fOr The rezidOr hOTeL grOup, On:The hotel group’s key achievements and milestones in 2014:

Earlier this year we launched two new brands: Radisson Red and Quorvus Collection. Radisson Red: is a lifestyle brand designed to create a uniquely engaging and meaning-ful guest experience by leveraging future technology. It uses intelligent and pervasive customer data to anticipate and serve indi-vidual needs and preferences.

The five-star Quorvus Collection: is an expertly curated collection of luxury ho-tels, designed to reflect and respond to the

true sensibilities of the contemporary global traveller, while celebrating the culture of each and every location.

Rezidor has signed eight new properties since the beginning of 2014, five of which will be located in Saudi Arabia, increasing our presence in the Kingdom to 22 hotels and almost 3,889 rooms in operation and under development.

We have also continued to develop our UAE portfolio, signing two new properties: Park Inn by Radisson Residence Jumeirah Village Triangle and Radisson Blu Hotel Ajman.

In Africa we have reached a strategic mile-stone by signing our first hotel in Ghana –Radisson Blu Hotel, Accra. This follows the announcement of another Radisson Blu in Uganda’s capital, Kampala.

Challenges facing the hotel group:Recruitment continues to be a challenge,

as more hotels open, offering more opportu-nities for the workforce, so we will continue to focus on employee retention. We often recruit from within the group, so moving people from hotels between countries is common. In this exercise, we have found that the biggest challenge in filling roles in this part of the world is the perception of what it means to live here. If you’ve never lived outside of Europe, the prospect of

Hotel News ME profiles the hotel chain’s 2014 achievements, its future goals, plus its planned Middle East pipeline

CHAIN fOCUS

THE REzIDORHOTEL GROUP

Group overview

mark wiLLiS area vice president middle east and sub-saharan africa for the rezidor

hotel group

moving to the Middle East can sometimes seem a bit daunting. We do have open lines to communicate and correct the misconcep-tions that employees might have, and we also ensure that they’re aware of the relevant “do’s and don'ts” of the country they’re moving to.

Objectives for 2015:New properties: Our goals for 2015 are to continue to grow the footprint of both Radisson Blu and Park Inn by Radisson. The Middle East is one of our core markets and our aim is to grow our presence in Saudi Arabia and the UAE.

People development: In line with our 4D Strategy 2014-16, we are committed to at-tracting and retaining high-calibre team members, investing in our existing team member competencies and talents, and rec-ognising performance and ensuring com-petitive compensation. This will culminate in driving a performance and talent man-agement culture. We are also fully com-mitted to the nationalisation programmes in the UAE, Oman and Saudi Arabia and our goals this year are to nurture the ambas-sadors that we have in the hotels in these destinations to further help attract potential employees.


CHAIN fOCUS

"REzIDOR HAS SIGNED EIGHT NEW pROpERTIESSINCE THE BEGINNING OF 2014, FIVE OF WHICH

WILL BE LOCATED IN SAUDI ARABIA"

the park inn by radisson in riyadh, saudi arabia.

Opened this year:Radisson Blu HotelDhahran, KSA:

• Situated in the heart of Dhahran

• Outdoor pool, spa and fitness centre

• Two fully-equipped meeting rooms

• 74 suites

• Convenient lobby café and all-day dining restaurant

Owner onus: Today’s hotel owner is finan-cially astute and focused on maximising re-turns to enhance the business performance and value of their property. It is crucial we are aware of our owners’ aspirations and fo-cus on improving the value of our hotels.

How technology dictates business and com-munications practices:

Innovation in technology has become a key element for hotel growth and profitabil-ity and those that embrace the change gain a competitive advantage in this rapidly chang-ing environment. We recognise the impor-

tant role technology plays in the lives of ho-tel guests and have increased our investment in our digital marketing and e-commerce team. Our commercial strategy has a strong focus on digital development and distribu-tion. We also exploit global synergies with Carlson – as Carlson Rezidor Hotel Group we have a powerful position as one of the largest hotel groups worldwide. We want to operate a set of compelling, clearly defined and globally aligned brands that are promoted and cross-sold through efficient commercial teams and systems delivery.

Influential market trends:Serviced apartments: They appeal because they are very well positioned for both the cor-porate traveller and GCC families due to the space and the facilities they offer and cater-ing to short- and long-term demand, driving positive return on investment for owners. It is a sector that continues to mature and there is considerable room for growth. The develop-ment of serviced apartments both for Radis-son Blu and Park Inn by Radisson is a key area of expansion for us and we currently have six projects under construction or conversion.

e a g l e s s p e a r i n gC O N S U L T I N G


Geographical markets: The rebirth of Egypt will have a significant impact on Eu-ropean and GCC source markets leading to a growth of investment and tourism within the country. We are going to be adding a further 1,700 rooms in Sharm El Sheikh and are in discussions regarding several other projects. Similarly Oman’s hospitality industry is seeing an upward curve thanks to the growing number of hotel and resort de-velopment projects ongoing Sultanate-wise and the government’s five-year plan (2011-2015), which focuses on intensifying tour-ism promotion programmes and developing the country’s infrastructure. As an emerging economic and industrial hub, Duqm offers huge potential in transforming itself into the next business and weekend escape desti-nation and we will be opening a new prop-erty here by the end of the year.

with a selection of 30 properties across the region, the rezidor hotel group has 24 more on the way.

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"ONE OF THE BIGGEST TRENDS WE ARE SEEING IN THE REGIONAL MARKET IS THE GROWTH OF SERVICED

ApARTMENTS"

current properties in MeNA 30 hotels:



With infrastructure projects worth US$350 billion in the pipeline, Saudi Arabia’s rapid transformation into a modern kingdom is giving rise to exponential growth opportunities for the tourism and hospitality sectors, says Gemma Greenwood

COUNTRY fOCUS

A kiNGdoMcoMes oF AGe


RIYADHKing Abdullah Financial District (KAFD): Con-sidered one of KSA’s most ambitious projects to date, KAFD will house several financial institutions, comple-mented by at least one hotel and a convention centre.Riyadh Metro: will include four rail lines to form the backbone of Riyadh’s new public transportation system. Line 1 will run north to south across Riyadh from Olaya to Batha Corridor and Line 2 will run east to west along King Abdullah Road.Hilton Riyadh Hotel & Residence: will open in 2015, incorporating a 20-storey building housing a hotel with 645 rooms and suites and a 14-storey building with 221 full-service apartments. The towers will be connected to the adjacent Granada Mall by a 400-metre air-conditioned skywalk.Sofitel Riyadh: will open by the end of 2015 featuring 400 rooms and suites and a conference centre accommo-dating up to 1,000 delegates.

JEDDAHKing Abdullah Economic City (KAEC): will cover 168 square kilometres and span industrial, business and financial districts, a waterfront resort area, an education zone, as well as its signature project, King Abdullah Port (KAP). It will also house a $1 billion international airport and 25,000 hotel rooms across 120 properties.Heart of Jeddah: is a new development on the city’s old airport site that will feature several hotels and hotel apart-ments, a convention centre, plus residential and commer-cial components.King Abdulaziz International Airport (KAIA): Ex-pansion work to the tune of $7.2 billion is set for com-pletion at KAIA by the end of the year, increasing its capacity to 30 million in the first phase and 80 million in the final phase.

Haramain High Speed Railway project: will link the holy cities of Mecca and Madinah via Jeddah and KAEC.

MADINAHKnowledge Economic City (KEC): is a $6.9 billion proj-ect dubbed the “new economic gateway to Madinah”. It is a 4.8-million-square-metre city, just five kilometres from the holy mosque, spanning commercial, residential and educational projects, as well as a mixed-use 20-floor hos-pitality tower housing a hotel, serviced apartments, office space and multi-purpose conference facilities.King Abdullah Pilgrim City: is designed to improve facilities for visitors performing Haj and Umrah. It will include several hotels and furnished apartments to help ac-commodate 200,000 extra pilgrims.Pullman Zamzam: will join Masjid Al Haram and the holy quibla in the very heart of Madinah facing south gate and Al Baqia. The upscale property will feature 834 rooms and suites, “extravagant amenitites”, plus direct views over the holy prophet Mohamed Masjid.

MAKKAHChain hotel boom: Makkah’s pipeline of new chain hotel properties totals 25 or 15,981 keys up to 2017.Mega mixed-use projects: include Jabal Omar with its 38 hotel towers and 14,000 rooms and the $2.7 billion Jabal Al Kaaba with 8,500 rooms.Hilton Bab Makkah North: is part of the Jabal Omar project and will open in 2016. It will have 865 rooms and is one of six Hilton hotels (covering all the brands the com-pany offers in the region) planned for the development.Holiday Inn Makkah Al Azizah: will be the brand’s larg-est property in the world when it opens in 2015 with 1,238 rooms across two towers.

COUNTRY fOCUS

KEY

DEVE

LOPM

ENTS

An additional 10,095 hotel rooms are currently

pipelined for Riyadh.


KSA HOTEL PIPELINE Current total rooms: 64,218 Riyadh: 10,480Jeddah: 6,898Makkah: 22,990)

Total pipelined rooms under contract(as of Aug 1): 35,719 Riyadh: 10,095 Jeddah: 7120Makkah: 9,722(Source: STR Global)

HOTEL DATAOccupancies across Saudi Arabia hit 66.1% year to date to August 2014, up 5.4% from the same period in 2013. Average daily rates (ADR) were down 1.3% to SAR 756.06 ($201.54) but RevPAR nudged up 4% year on year to SAR 499.95 ($133.27). Year to date, supply growth for Saudi Arabia has been 4%, and demand growth hit 9.6%, resulting in positive occupancy growth for the year so far, according to STR Global. Jeddah is the best performing market for the year to August, with ADR up 8.3% year on year to SAR 976.32 ($260.26) and RevPAR up 8.7% to SAR 728.9 ($194.3).

TOURISM DATA The direct contribution of travel and tourism to Saudi Arabia’s GDP was SAR 47.5 billion ($12.66 billion) or 1.7% of total GDP in 2013 according to the World Travel & Tourism Council (WTTC). This was forecast to rise by 5.2% in 2014 and by 4.7% per annum from 2014-2024, to SAR 78.9 billion ($21.03 billion) or 1.8% of total GDP in 2024.

MARKET ANALYSISSaudi Arabia’s travel and tourism related investment was estimated at SAR 25 billion ($6.7 billion) in 2013, or 4% of total investment according to the WTTC.

It is forecast to increase by 5% in 2014, and by 4.4% per annum over the next 10 years to SAR 40.2 billion ($10.72 billion) in 2024 (3.9% of total infrastructure expenditure).

Many projects are designed to double Umrah and Haj arrivals from 10 million to 20 million a year, as well as expand domestic tourism from 200 million room nights a year to 700 million a year, over the next five years.Domestic travel spending generated 56.9% of direct travel and tourism GDP in 2013 compared with 43.1% for visitor exports, says the WTTC.

Domestic travel spending is expected to grow by 4.9% in 2014 to SAR 45.6 billion ($12.2 billion), and increase by 4% per annum to SAR 67.3 billion ($17.94 billion) in 2024.

Prabir Chetia, associate vice president at research firm, Aranca, notes that KSA’s General Commission for Tourism and Antiquities (GCTA) expects the total number of tourism trips in the Kingdom to reach 83 million by 2020.

COUNTRY fOCUS

The Radisson Blu hoTel dhahRan

RecenTly opened iTs dooRs

Below:pRaBiR cheTia

Below RighT:Basel Talal


Yanbu, Al Khobar, and Jizan. The group currently operates seven hotels kingdom-wide, including the Radisson Blu Hotel Dhahran, which recently opened its doors.

“Future plans include a conversion during the last quarter of this year, three openings during the first quarter of 2015, and another opening towards the end of next year,” reveals Basel Talal, general manager, Radisson Blu Hotel, Riyadh and district director, Kingdom of Saudi Arabia.

“We have more openings planned in Riyadh, Jeddah and Dammam and we are also looking at having a presence in smaller cities in Saudi Arabia including in Hail, Abha, and Al Baha.”

Rezidor operates under the Radisson Blu and Park Inn by Radisson banners in KSA, which between them cater to needs of corporate and leisure travellers, Talal says.

“Our growth is driven by the perception of these two brands, which are recognised as dominant, consistent and first class and we are a strong operator at both an international and regional level in this respect,” he says.

Talal says despite the significant increase in hotel inventory supply across Saudi Arabia, the kingdom’s travel and tourism market is very healthy, “thanks to its robust economy”.

“The country’s main feeder markets are from all over the world, reflecting the nature of the business and its various segments. The key cities of Makkah, Jeddah, and Madinah largely attract travellers from Muslim countries, while guests from Middle East, North America and Europe feed into Jeddah, Riyadh and Al Khobar,” he explains.

“Saudi Arabia is the largest Gulf state and is therefore integral to Rezidor’s regional business development strategy. It is a key focus area for development and we continue to be very positive about the future of this promising market.”

COUNTRY fOCUS

regional players such as Al Maha Airways, a subsidiary of Qatar Airways, plus SaudiGulf, will help the kingdom meet its ambitious visitor number targets, he says.

“Domestically, the additional capacities will increase availability from the larger Saudi markets such as Riyadh and Jeddah, but will also open up more accessibility from smaller markets such as Madinah, Qassim, Abha and Tabuk,” Essa adds.

The convention bureau chief says extra demand generated will be soaked up in the hotel market by some “truly astounding” hotel developments.

“All major hotel companies have projects [planned] with Hilton, Starwood, Hyatt, Kempinski, Accor and Marriott all developing a strong mix of products in the country,” he says.

AN HOTELIER’S PERSPECTIVE

Rezidor is one of the leading operators in Saudi Arabia in both major and emerging cities including Riyadh, Jeddah, Dammam,

“This will comprise 62.4 million domestic and 20.6 million inbound trips, mainly from the GCC and neighboring Arab countries,” he says. “The kingdom is targeting 88 million tourists by 2020 and expects tourism expenditure to hit SAR 227.3 billion ($60.59 billion).

“The country also aims to nearly double tourism revenues by 2020 as part of plans to diversify its economy. The kingdom’s tourism sector currently generates about SAR 100 billion ($26.7 billion) a year in revenues but is expected to generate SAR 190 billion ($50.7 billion) by 2020.”

In addition, the government plans to create 1.7 million tourism sector jobs by 2020, compared to 750,000 in 2013, Chetia notes.

Of the billions earmarked for tourism-related infrastructure development, $30 billion is being ploughed into the development and renovation of the country’s four main international airports in Jeddah, Riyadh, Dammam and Madinah, stresses Eng. Tariq Al Essa, executive director, Saudi Exhibition and Convention Bureau (SECB).Low-cost carriers such as FlyNAS and new


A DesignHotel

SECRET DE PARIS

P aris, hosts an array of essential iconic buildings, which contribute to the rich and vibrant history upon which

the city is built from. The extensive boutique hotels contrib-

ute tremendously to the atmosphere of the city. One of these captivating hotels can be found nestled away within the Trinte neighborhood: Secret de Paris. The hotel is five floors, consisting of 29 rooms. Each one comes with a twin bed, a bath with hydro massagers and colour therapy, or a shower with rain sky features.

The rooms are designed to replicate the essential tourist attractions within Paris. Holding rooms such as, the ‘Mou-lin Rouge’ which illuminates flame red drapes and the offering of the tip of a windmill sail. The ‘Opera de Paris’ room aims to replicate the ambience of the in-ner sanctum of the ballet, and cast over the bed is the Opera Garnier’s trademark oeil-de-boeuf window.

Secret de Paris Hotel also features the ‘Musee d’Orsay’ with the temple of 19th century art, the ‘Eiffel Tower’ room and the ‘Trocadero’ room, all aiming to rep-licate the key attractions found in Paris.

THIS IS HOW WE DO IT

secret de paris, a boutique hotel, reflects key parisian attractions in its room designs.


Looking out from behind the bar

JoMESh JoSE bArtender At Huddle sports bAr & grill in citymAx Hotel bur dubAi

The inside angle from a hospitality professional who keeps the bar running and the regulars happy

What made you join the hospitality profession?I have been working for Citymax Hotel, Bur Dubai since November 2011 and I am currently a bartender at Huddle Sports Bar and Grill. Since being a child I have always been passionate about customer services, and so I completed my Hotel Management degree from Food Craft Institute in Kasaragod, Kerala.

What was your first role in the industry?My first job within the industry was at a Greek res-taurant in New Delhi India, as a waiter. Here I learnt many of the skills that I use in my job today.

Why did you choose to work in your current position?I have a real passion for bartending, as it is great fun and I constantly meet new people, who have always got interesting stories to tell me.

What do you like about your job?Interacting with the guests is what I like the most about this job; there is more time to talk to people in a bar as opposed to a restaurant.

Tell us about your typical day.On a typical day I begin by setting up the bar and grill area, then taking the inventory, replenishing and setting up the TV and screen channels based on the sports matches for the day.

If you could work in another department, what one would it be and why?The front office most definitely, as I truly love guest interaction and at the front office there are so many opportunities to interact with guests on all levels.

Where will your career go in the next five years?I would like to eventually become an F&B Manager within the next five years.

Is there anything you don't like about your job?Quite honestly I love my job, as every day is different. There is nothing that I dislike about the hospitality industry. Sometimes when the guests are too ‘lively’ it can become slightly difficult to handle, but in fair-ness, this is part of my job, so I am always prepared.

ALL IN A DAYS WORK

NOvEMBER 2014 HOTEL NEWS ME 51


the tantalising ten mArk PATTeN seNIOr VIce PresIdeNT OF FOOd & beVerAGe dIscUsses The TeN mOsT FreqUeNTLY serVed cUIsINes wIThIN The F&b INdUsTrY

TAKE 10: CUISINES

mark patten senior vice president of food & beverage at atlantis the palm has had an outstand-

inganddiversecareerallovertheglobe.patten has experience working in asia, theCaribbeanandinEurope,workinghis way across a variety of luxury hotel chains.

patten currently oversees the entire food & beverage operations of atlantis the palm and he drives the creation and development of new f&b projects for the

resort, including the successful launch of yuan, atlantis’ new Chinese dining concept. Responsibleforsourcingworld-class

projects, patten’s eye for the latest inter-national trends and innovations keeps atlantis on the culinary forefront, driving the hugely successful food & beverage operation.

here he shares his thoughts on the ten favourite cuisines that dominate the globalfoodandbeverageindustry.


French “The crème

de la crème of the culinary world. French cooking has

its roots from the Middle Ages when it brought rich banquets to the French revolution. In today’s world, it’s known as ‘haute cuisine’ and is as popu-lar as the arts. Good pastries, cheese, bread and wine are where it’s at when it comes to the French cuisine.”

Italian“Italian cuisine is

positively ancient with roots stretching back to the 4th century BC.

It evolved via the discovery of the new world, which brought potatoes, tomatoes, pepper and corn on the list of ingredients. An Italian meal is structured into several sec-tions: antipasto – the appe-tiser, primo which is the pasta or rice dish, secondo – the meat course and dolce – the dessert.”

Chinese“Did you know

that Chinese cuisine is eaten by a third of the world’s population every day? And thanks to its huge variety of

flavors, it is a cuisine appreciated by a maximum number of people around the world!”

Indian “Sadly, only one style

of Indian cuisine is widely known to the world. The Indian food served in res-taurants worldwide is North Indian, also known as Mu-ghlai or Punjabi. There are

three other categories of Indian cuisine, which don’t receive as much recogni-tion: South, East and the West. The foods are mostly vegetarian, but many include lamb, goat, chicken and fish.”

Thai“Thai food alone,

with its balanced mix of hot, sour, bitter and sweet,

is a good enough reason to visit Thai-

land. Thai dishes are all about fresh herbs and flavours like lime juice, lemon grass and coriander. As they use a minimum of oil, it is also considered very healthy.”

Mexican cuisine“Known for its varied flavors

and spices, the food of Mexico is a result of the Spanish con-quistadores’ interaction with the Aztec culture. The French also had their part in the story,

adding baked goods, such as sweet breads and the ‘bolillo’, which means French bread.“

Japanese“What’s not to love

about Japanese food? We can see why it’s rapidly becoming a

worldwide trend. White rice and soy-beans are the staples of most Japanese dishes. In the 2014 Michelin Guide, 14 restaurants in Tokyo and Shonan maintain their three stars. A Michelin three-star rating is considered the ulti-mate international recognition within the culinary world.”

Spanish “Paella, tapas, churros and

fried potatoes are just a few of the tasty treats dished up by the food-loving Spaniards.”

Greek“Olive oil, vegetables, feta and

herbs like oregano, mint and rosemary are all the rage in Greek cooking. Significant influence

from the Turkish and Italian cuisine can be seen in popular dishes like moussaka, tzatziki and spanakopita, which is spinach pie. Eating in Greece is a different experience from Greek restaurants in other countries – ‘gyros’ for example which can be compared to like a donner kebab is considered junk

food by Greeks.”

Lebanese“Lebanese cuisine

dishes up all the good-ness that the Middle

East has to offer. Foods are generally Mediterranean, high on vegetables, low on meat and full of flavour. People can’t get enough of the mezze – a selection of dips, pickles, salads and nibbles with Arabic bread. Lebanon is also famous for the Arabic sweets, Tripoli being referred to as the ‘sweet capital’ of Lebanon.”

TAKE 10: CUISINES

"WHAT’S NOT TO LOVE ABOUT JApANESE FOOD? WE CAN SEE WHy IT’S RApIDLy BECOMING A WORLDWIDE TREND… IN THE

2014 MICHELIN GUIDE, 14 RESTAURANTS IN TOKyO AND SHONAN MAINTAINED THEIR THREE STARS"


showtime!A flurry of glamorous establishments combining dining

and entertainment are cropping up across the region – butis the supper club trend a passing fancy, or the shape of

things to come?

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Ff&B fEATURE

ood and entertainment are a natural and complementary combination – a fact demonstrated by numerous successful examples throughout history. Over the years, travelling minstrels, speakeasies, jazz clubs and cabarets have all enhanced the diner’s experience by providing live entertainment.

More recently, this concept of marry-ing food and fun has had something of

a renaissance. Customers have warmed to the sense of oc-casion and experience on offer, while F&B professionals recognise the opportunity for longer visits and larger spend.

As such, supper clubs, dinner shows and musical meal options have sprung up in cleverly lit, velvet-swagged ven-ues across the USA and Europe – and more recently, the trend has migrated to the Middle East market.

Giorgio Cingolani is the food and beverage manager at one of the country’s newest arrivals: Burlesque Restaurant and Lounge, located at the Yas Viceroy Abu Dhabi, which opened its doors in September of this year.

“Burlesque has been designed to incorporate a mixture of elements to keep guests entertained throughout the evening; from dining, to drinks, live music, acrobatic and dance shows to a late night DJ,” he explains.

“Every detail is opulent and visually stimulating … draw-ing guests in for a night of entertainment,” says Cingolani.

The cuisine at Burlesque is Mediterranean, the music more diverse – ranging from live jazz to house, as the dinner

venue transitions into a fully blown party that goes on well into the early hours.

Other outlets have chosen to follow a more specific theme when developing their entertainment dining con-cepts, such as IZEL at Conrad Dubai.

“Our concept is authentically Latin, whereas most sup-per clubs around the city haven’t really found their niche,” observes the hotel’s general manager Andreas Jersabeck.

“IZEL is unique in that sense, in that it brings together an experience made up of our four cornerstones: cocktails, food, live entertainment and cigars.

“With a lot of places, you find that the restaurant spe-cialises in some signature dishes, and then the rest of the experience is sub-par,” Jersabeck continues. “Or perhaps their music is really good, but their drinks just don’t meet your expectations. Our team took the time to perfect each individual experiential element to ensure that the guest ex-perience is nothing short of amazing.”

This desire to dazzle is at the heart of all these sorts of concepts; not least the glitzy Las Vegas Dinner Show at Asiana Hotel Dubai’s Borocay Night Club.

Outlet manager Jonathan Valencia describes the experi-ence as “a blend of song and dance acts, featuring 25 in-credible performers” – all complemented by “a sumptuous international buffet”.

This performance-focused approach, showcasing a range of international acts, is also evident at the regionally re-nowned MusicHall; the popular concept created by Michel Elefteriades, which originally launched in Beirut in 2003.

guests can expect a vibrant welcome at colourful burlesque.


f&B fEATURE

Following on from its success in Lebanon, in 2013, the brand expanded to Dubai, opening at Jumeirah Zabeel Sa-ray on The Palm Jumeirah.

Housed in the resort’s very own Anatolian theatre, Mu-sicHall Dubai promises “a modern and innovative take on the ‘dinner and dance’ concept,” according to the hotel’s resident manager Rahul Sharma. This is accomplished via multiple live acts each night, ranging from rock to gypsy, Middle Eastern to jazz.

Undoubtedly, these multi-faceted venues put on quite a show; but the additional input in terms of cost and effort is significantly greater than your standard restaurant. So what are the great benefits available to hotels, which are drawing so many of them to invest in a performance F&B outlet?

Naturally, giving the customer a reason to stay (and spend) at the property for longer than the course of a simple meal is the ultimate goal for F&B teams. But on top of that, there is the role such an outlet can play in promoting and boosting the hotel as a whole.

“Having this concept on the resort’s portfolio adds an exciting additional element; one that offers something truly different to the other eight on site,” says Jumeirah’s Sharma.

“Dubai is full of hotels and tourists, so this sort of con-cept provides a great opportunity to really shine as a unique nightlife destination.”

At the Yas Viceroy, Burlesque’s Cingolani agrees: “While the hotel has several successful F&B and nightlife concepts, the dining-entertainment concept is unique to Burlesque.

“It appeals to people because it is all encompassing and offers something completely different from the other hotel outlets. As a result, it has introduced many guests to the

hotel who may not have been there before.”And it’s this wow factor, this method of attracting a new

customer’s attention, that is the real return on investment for properties.

Indeed, Conrad’s Jersabeck says the diverse draw of such concepts is key. “We retain and build our customer base by attracting guests who are looking for that unique experi-ence, that extends beyond traditional dining,” he explains.

However such benefits do not come without significant investment, in all forms. Conrad’s Jersabeck points out that the decision to introduce such a venue is a serious commit-ment on the hotel’s part.

“From an operational perspective, the space needs to lend itself to dining and dancing. Your acoustics need to be addressed, as well as keeping up and attracting the freshest bands to keep your customers coming back,” he warns.

And as Asiana Hotel’s Valencia notes, once the outlet is up-and-running, there are numerous different areas that re-quire attention: “You’re dealing with all sorts, from hiring the right performers to choosing the costumes, to market-ing the show, perfecting the performances, maintaining the glamour of everything – the list just goes on.”

Adding to that pressure, there are technical considerations to be taken into account in entertainment dining venues as well, as Burlesque’s Cingolani points out: “Different bands and shows require different settings in order to complete the transformation and adapt it to their performance, such as sound, lighting and so on.”

Nevertheless, the region’s operators are adamant that stunning entertainment must not come at the expense of the dining standards.

aboveizel's interior decor features a range of latin-inspired art.

"DUBAI IS FULL OF HOTELS AND TOURISTS, SO THIS SORT OF CONCEpT pROVIDES A GREAT OppORTUNITy TO REALLy

SHINE AS A UNIqUE NIGHTLIFE DESTINATION"


f&B fEATURE

“I have personally worked with the head chef, Paolo Lostia, to develop the Mediterranean offering here at the venue,” says Burlesque’s Cingolani. “We believe the menu needs to be centre stage – and the bands playing are there to complement that dining experience.”

Asiana Hotel’s Valencia agrees: “The dining element is as important as the show; it must sum up the experience.”

Meanwhile at MusicHall, a regional accent gives way to international flavours, in a bid to cater to the wide variety of in-house guests and local residents who visit the outlet.

Turkish national Deniz Katranci, chef de cuisine for Mu-sicHall, has created a menu offering à la carte dishes, mezze, bar snacks and sharing platters.

“The dining element is 50% of the experience,” asserts Jumeirah’s Sharma. “The dinner and dancing concepts go hand in hand.”

Of course, the other half of that equation is the entertain-ment; and that’s the part hotels are not necessarily already familiar with.

“Performances need to appeal to a wide market as the venue is [targeting] many different nationalities from vari-ous backgrounds,” continued Jumeirah’s Sharma. “As such, we have a minimum of 10 live music acts per night.”

According to Burlesque’s Cingolani, understanding the local market and customer base is tricky – but vital to the success of a performance venue. “We have to plan for the shows well in advance and of course the acts have to fit in within UAE requirements,” he says.

This balancing act is also practised at Asiana Hotel’s Din-ner Show, says Valencia: “We actually work on two market segments – regular club-goers in Dubai, to whom we pro-mote daily live bands and dance performances; and then tourists, so we also partner with local travel agents to market the show. The whole process of short and long term plan-ning and marketing is fairly laborious.”

That may be so; but in contrast, what’s been compara-tively swift is the arrival of these dual dining and entertain-ment concepts onto the Gulf food and beverage scene.

What is it that has prompted this surge in interest, and why now?

Asiana Hotel’s Valencia believes it’s a case of the UAE simply following the international trends. “The live enter-tainment dining concept is at its peak at the moment,” he observes. “But we never can predict what’s going to happen in the next few years.”

Conrad’s Jersabeck notes that this trend is already huge

musichall has been packing in th ecrowds as successfully as the orignial venue, of the

same name, in beirut.

"THE DINING ELEMENT IS qUITE AS IMpORTANT AS THE SHOW; IT MUST SUM Up THE OVERALL ExpERIENCE"


f&B fEATURE

in the US, UK and much of Latin America. But he puts the return of these multi-purpose concepts down to modern consumer tastes.

“People are looking for new and inventive ways to spend their free time,” he says. “Music is an integral part of life and so many people are looking to have a twist on a traditional dining experience, where music and dancing are part of the fun.”

While this trend is evident in the Middle East, it is undoubtedly certain cities leading the charge – primarily Dubai, Abu Dhabi and Beirut. Burlesque’s Cingolani believes this comes down to “the ex-pectations of these locations”.

“Both Beirut and the UAE … do not take themselves too seri-ously,” he asserts. “But [such a concept] could potentially be taken to other parts of the Middle East as well. It’s more a question of timing than anything else.”

Conrad’s Jersabeck is also convinced that this trend will take root further afield in future: “It’s just a matter of increasing exposure and popularity across the region. There are many F&B venues opening up in Dubai and beyond which feature a prominent musical ele-ment to the concept – jazz bands, vocalists and piano performances – whereas a few years ago there were only a handful.”

As such, it’s not too much of a stretch to imagine different ver-sions of these entertainment-dining options cropping up in Jordan, Bahrain, Qatar and Saudi Arabia.

But more choice means more competition – and that is the chal-lenge for these venues.

The UAE and wider GCC already have a multitude of excellent dining options to tempt consumers. Not only are these entertain-ment dining concepts up against the established eateries, but also the region’s traditional events venues – which attract some of the biggest names in music and performance from around the world.

Add to that the forecast wave of new venues along this line, mar-rying performance with F&B, and you have a pretty crowded mar-ketplace.

Competition will be tough – and as the novelty of such concepts dies out, the ones who survive will be those who invest time and ef-fort not only in their performers and chefs, but also marketing them continuously to the notoriously fickle local market.

DEFINING GUEST EXPERIENCE SINCE 1942DEFINING GUEST EXPERIENCE SINCE 1942

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STAYING ON TOP“Burlesquehassentthebenchmark.Sinceitsinceptionitisconstantlyevolving,tryingnewactsandbringinginnewbandsall the time. our competitors will have to keep up with us.”GiorgioCingolani,foodandbeveragemanager,Burlesquerestaurant and lounge, yas viceroy

“Weconductregularbenchmarkingstudieswithinourniche,andcontinuetoraisethebarwithregardstostandards,ensuring we consistently impress the market with our product.”JonathanValencia,outletmanager,BorocayNightClub,AsianaHotelDubai

“OurconceptisauthenticallyLatin,whereasmostsupperclubsaround the city haven’t really found their niche. iZel is unique in that sense.”AndreasJersabeck,generalmanager,ConradDubai


Why the first edition of Gulfood Manufacturing, which takes place in Dubai this month, is worth a visit

SHOW PREvIEW: GULfOOD MANUfACTURING

The inaugural Gulfood Manufactur-ing exhibition and conference will be staged at the Dubai World Trade Cen-

tre (DWTC) this month (November 9-11). The new show, a spin-off from Gulfood, is

set to cause quite a stir in the food manufac-turing industry. Gulfood is the world’s largest annual food, beverage and hospitality trade event. Celebrating its 20th anniversary in 2015, it focuses predominantly on the finished foods sector.

Gulfood Manufacturing is more sector-specific, and with good cause. According to the latest report from Alpen Capital, the Gulf’s food sector is poised to become a US$1.8 tril-lion industry by 2017. In addition, the GCC population is set to surpass 50 million by 2020, according to Economic Intelligence Unit (EIU). That makes for a strong business propo-sition for Gulfood Manufacturing.

“Gulfood Manufacturing is a sector-spe-cific spin-off of Gulfood aimed at compa-nies involved in the production, supply and distribution of the food industry. This is an important distinction to make in terms of the shows’ segmentation,” says Mark Napier, ex-

hibitions director, Dubai World Trade Centre (DWTC), organiser of Gulfood and Gulfood Manufacturing.

More than 1,100 international companies have committed to the specialist show, which is expected to attract 10,000 regional and global trade visitors, as well another 1,500 delegates sharing the latest industry insights, market trends and state-of-the-art technology and product innovations in a cache of niche shows, conferences and technical workshops.

Gulfood Manufacturing will feature a line-up of international brands including IFFCO, Cargill Europe BVBA, Markel Bakery Group, Multivac, TNA Packing Solutions, Ishida Europe Ltd., Döhler Middle East and CSM Deutschland GmbH.

“The industry heavyweights will participate in themed sectors within more than 24 interna-tional pavilions. These include Egypt, Turkey, Jordan, Lebanon, Iran, Switzerland, Taiwan, the UK and the show’s Official Country Part-ner, Germany,” explains Napier.

APPETITE FOr SUCCESSWith 20 years of success from Gulfood un-

der its belt, DWTC is confident of even further success with Gulfood Manufacturing. As the GCC’s population continues to grow, so too does its appetite.

“Among the key trends driving growth in the regional food manufacturing industry are increasing urbanisation, hectic lifestyles, grow-ing popularity of large food retail formats and the presence of multinational food companies in the GCC region. With the expected increase in the popularity of high-value processed foods, there will likewise be an increased demand for fully-automated, customised processing and packaging systems,” says Napier.

“In line with global trends, the region is also experiencing a shift to more protein-rich diets from more traditionally carbohydrate-based di-ets, consisting of staple food items such as cere-als and rice. Furthermore, halal food consump-tion is growing at a faster pace with the rise in income levels and regional tourism,” he adds.

Another trend is a drive towards healthy liv-ing. With high obesity and diabetes becoming a huge concern for regional countries, demand for healthy food high on energy and nutrition are expected to gain traction.

Production partner


SHOW PREvIEW: GULfOOD MANUfACTURING

“There is also an increasing awareness among food producers and growing government sup-port to attract organic food retailers. In addi-tion, hydroponics as a plant growing technique – useful in water deficit regions such as the GCC – is gaining popularity,” Napier explains.

As the GCC continues to invest heavily in food processing and manufacturing, the UAE and Saudi Arabia have emerged as major food re-exporting countries.

“Although the UAE’s food production capa-bility is limited, its strategic location has helped it to be a significant link in the region’s food supply chain. Strong logistics infrastructure, and well-established land, air and sea transport routes support this. Thus, the country has be-come the world’s third largest re-exporter of food,” Napier points out.

TArGETED SECTOrSAs a dedicated platform for service providers

and cold-chain technology companies to access the rapidly growing regional sector, Gulfood Manufacturing includes a cache of segmented, niche shows, conferences and technical work-

shops. These include Food Logistics Middle East, ProPack Middle East and Ingredients Middle East.

Food Logistics Middle East will tackle the challenges in the logistics industry related to food manufacturing. Industry experts will talk about connectivity, supply and demand, transportation, storage, commercial vehicles, facilitators and service providers, IT and tech-nology, warehousing and materials handling.

ProPack Middle East aims to present solu-tions involving processing equipment and packaging machinery across the specialist sec-tor’s entire value chain – from raw materials to finished product. ProPack Middle East serves as a tailored platform for companies and sup-pliers seeking increased volume, flexibility, ef-ficiency, quality and cost control.

Ingredients Middle East will collect a wide array of raw ingredients suppliers and will allow food producers to learn all about the latest in-novations, tastes and flavours available in bulk from global commodity ingredients providers.

EDUCATIOnAl PrOGrAMMEEvent conferences will include the Food and

Beverage Industrial Investment Summit and the Bakery Innovation Summit.

“Gulfood Manufacturing’s conferences are characterised by highly-informative presenta-tions, speeches, interactive discussions and case-studies. This will give importers, wholesal-ers, distributors, retailers, consultants, research-ers, academics or regulators useful insights on the regional food manufacturing industry,” says Napier.

The Food and Beverage Industrial Invest-ment Summit is a strategic investment event that brings together overseas investors and multi-national companies currently exploring region-wide economic, market and manufac-turing opportunities. The three-day summit will provide attendees with a unique opportu-nity to understand the financial, legal and tech-nology benefits of enhancing or establishing operations in the Middle East.

The Bakery Innovation Summit will bring together leading industry experts to cover ev-erything from business planning to operations of a profitable bakery business. Attendees will gain unique insights into the bakery market and the latest consumer trends driving prod-uct innovation, cost reduction and business improvement.

HOSTED BUYEr PrOGrAMMEAccording to Napier, Gulfood Manufactur-

ing will host the region’s largest-ever specialised Hosted Buyer Programme, in partnership with Tetra Pak.

“The Hosted Buyer Programme, which is predominantly geared to the emerging markets of the Middle East, Africa and Near Asia, will see industry representatives from both estab-lished and industry newcomers conduct high level networking and investment-driven dis-cussions across the region’s food manufacturing sphere,” he explains.

The Gulfood Manufacturing Hosted Buyer Programme will cater to a range of prospective clients from various sectors including bak-ery, dairy, meat, fats, oils, seafood, beverages and confectionery.

guLf manufacTuring when: november 9-11, 2014

where: dubai world trade centre

web:gulfoodmanufacturing.com


SHOW PREvIEW: SIAL MIDDLE EAST

SIALGROWTH SOARSSarah McCay discovers why the 2014 edition of SIAL Middle East is 20% bigger than last year’s show

The fifth edition of SIAL Middle East gets underway later this month, tak-ing place November 24-26 at the Abu

Dhabi National Exhibition Centre (ADNEC). The trade show is expected to feature more than 1,000 exhibitors from 50 countries, and attract 15,000 visitors.

Last year’s event saw a 37% year-on-year increase in number of visitors, with further growth expected from the 2014 edition. The 2013 event also saw US$544 million worth of deals done at the event, which was 13% up on 2012 figures.

SIAL Middle East is held in strategic part-nership with Abu Dhabi Food Control Au-thority (ADFCA). ADFCA has been key to the success of SIAL Middle East by provid-ing support and ensuring that key buyers attend through a dedicated hosted buyer programme. The three-day event is part of SIAL Group, a network of professional B2B food exhibitions, which include SIAL Paris, SIAL China, SIAL Canada, SIAL Asean and SIAL Brazil.

“Almost 65% of the exhibitors at SIAL Middle East 2014 are new to the region,” says Joanne Cook, managing director, SIAL Middle East. “The SIAL Group focus-es on innovation and having such a high percentage of newcomers to the Middle East reinforces our mission to encourage food evolution.”

The show is growing by 20% a year in terms of exhibition space, and 30% a year in visitor numbers. Many established exhib-itors will field larger delegations this year.

“SIAL Middle East is very interesting. We have had great success so far and we have met a lot of serious businessmen and buy-ers who are very interested in our products. At the same time we visit a lot of other stands, which we were interested to visit in their home countries but meeting them here saves us a lot of effort. We believe SIAL Middle East is a very important event and have decided to double our stand size for 2014,” says Mohamed Ahmed Al Shehhi, CEO, M.A.N Investments.

More than 20 national pavilions will be part of the event this year including many who will be present at the event for the first time.

“We have a number of new pavilions this year. Poland has come in with significant participation with stands from five different


SHOW PREvIEW: SIAL MIDDLE EAST

associations and agencies. Similarly, Lithu-ania has a big presence this year. Sri Lanka and Vietnam are also making a debut,” says Cook.

Countries being represented by a pavil-ion at this year’s event include Argentina, Australia, Canada, China, Indonesia, Thai-land and the USA.

“It’s going to be very interesting for visi-tors in terms of new channels to source from. We also have a new co-located event for packaging and processing indus-tries, which will be of interest to visitors,” she adds.

MIDDlE EAST PACkThe 2014 edition of SIAL Middle East will

also co-locate Middle East Pack, a dedicated event featuring packaging, processing, in-gredients, printing and handling companies for the food and beverage sector.

Middle East Pack is expected to pull in good business, as food manufacturers make up the second largest profile of visitors at SIAL Middle East.

InnOVATIOn The SIAL Innovation Area will showcase

the world’s most innovative food and bev-erage products, including winners from the global competitions from events in China, Brazil, Canada, Philippines and France.

Judged by XTC World Innovation, SIAL Innovation is open to newly introduced food and beverage products. The winning product is then displayed at all the SIAL events worldwide.

The 2014 edition of SIAL Middle East saw 70 innovation entries. The jury of in-dependent food professionals short listed 32 products, with the winner set to be an-nounced at the show.

This year’s nominations came from 15 countries: Azerbaijan, Belgium, Canada, Czech Republic, France, India, Malaysia, Morocco, Poland, Portugal, South Korea, Thailand, Turkey, UAE and USA.

In 2013, Fishless Canned Tuna from Pex-im Inc, USA, won the SIAL Innovation. The product is a 100% natural tuna substitute product made from vegetables and is ideal for vegetarians.

InDUSTrY EDUCATIOnRunning alongside the three-day exhi-

bition will be an educational programme, providing visitors will a host of seminars and workshops on the latest industry trends, new products and solutions, busi-ness strategies and industry debate.

Topics expected to be covered include food trends and innovations, healthy eat-ing, supply chain management and fran-chising. ADFCA sponsors the educational programme.

HOT COMPETITIOnAlso part of the SIAL Middle East exhibi-

tion, and taking centre stage on the show floor, will be La Cuisine by SIAL interna-tional chef competition.

Organised by the Emirates Culinary Guild of Abu Dhabi in association with the World Association of Chefs Societies, La Cuisine by SIAL will see professional chefs from across Abu Dhabi and beyond compete in a se-ries of classes, including Cake Decoration, Chocolate Carving, Fruit & Vegetable Carv-ing, Australian Lamb Five-Course Gourmet Dinner Menu and New Arabian Cuisine.

“La Cuisine by SIAL is an excellent platform for young and upcoming chefs to showcase their talent and get recogni-tion. Guidance from industry leaders is an added value of being part of La Cuisine,” remarks Cook.

La Cuisine by SIAL is open to any pro-fessional chef, cook, baker or pastry chef. There are no restrictions regarding age, po-sition or workplace.

Previous winners include Shivan Kashy-ap from Hyatt Capital Gate Abu Dhabi, who won the Boecker Hygiene Award in 2013, and Rahul Kuttappa Kurup from Yas Island Rotana, who won the Best Arabian Cuisiner in 2013.

HOSTED BUYErSSIAL Middle East hosts some of the lead-

ing pre-qualified F&B buyers from around the world. The 2013 show, with the support of ADFCA, welcomed 508 pre-qualified fully hosted F&B buyers from 39 countries with the purpose of sourcing new products, meeting with suppliers and developing new business.

An online meeting system enables buy-ers to arrange their itinerary in advance of the event, with 41% of the hosted buyers holding more than 15 meetings during the 2013 event.

The Hosted Buyer programme is open to purchasing and procurement executives of major wholesaler groups, supermarket chains, hotel chains, government bodies, catering companies, cruise line operators, airlines and military forces.

sial 2014 will occupy 20% more space at adnec.opposite: la cuisine by sial.


f&B PRODUCTS

limeline Premium Beverages Capturing the idyll of the quintessential English summer, Qcumber is a uniquely blended soft

drink that combines natural cucumber essence and gently sparkling spring water

[email protected]

ikoNThe IKON Praline model by ORION preserves

praline products effectively and efficiently, IKON combines advanced technology with a

distinctive design.

[email protected]

servewise Servewise is the eco–smart, eco-chic and eco-responsible serving option by Front of House, the bambooware collection is suitable for all

menus and is made from poplar and pine wood.

[email protected]

Gili lankanfushiPulsar Foodstuff’s portfolio includes mini-bar products, bar snacks, fresh olives and

personalised packed products such as the Gili Lankanfushi range.

[email protected]

scanBox ScanBox food transportation system ensures the safe transit of F&B products, the carriers

are impact resistant due to their anodized aluminum structure on the inside, and fiberglass

plastic laminate on the outside.

[email protected]

toneware collection The new stoneware collection from Front of

the House consists of higher grade porcelain serving dishes, making these products more

user friendly and durable.

[email protected]

hot dog steamerThis heavy duty, stainless steel hot-dog steamer accommodates any size hotdog and bun, holding up to a maximum of 100 hotdogs and 20 buns.

[email protected]

PRODUCT PLACEMENTHotel News ME takes a look at some of the hottest F&B products on the market

Gourmet olive MarketPepper and Rosemary - Red pepper stuffed

Chalkidiki olive with garlic, rosemary and Herbes de Provence.

[email protected]

Baby JawsThis waste disposal solution is ideal for bars and restaurants, allowing staff to break the

bottles under the bar, saving disposal costs and reducing glass volume by 5:1.

[email protected]


Gourmet olive MarketThe Gourmet Olive Market sources the highest quality olives from the most trusted of avenues,

ensuring that the olives of the world are available for the Middle East to enjoy.

[email protected]

omega JuicerThe NC800/900 Omega Juicer Nutrition

Systems are masticating-style juice extractors, the juicer juices at low speeds of 80 RPM

minimising heat build-up and oxidation.

[email protected]

lightFry The LightFry is an oven that can prepare french

fries using steam and hot air instead of oil, offering a healthier solution to a much loved

fast food.

[email protected]

Naked live cooking stationItalian company, Deagostini manufacture live cooking stations, the Naked range is ideal for

cooking infront of an audience.

[email protected]

Meiko M-iclean-3erFeaturing clouds of hot steam, billowing

vapour and high humidity, M-iClean-3er aids dishwashing created from superior technology,

the M-iClean-3er is also eco-friendly.

[email protected]

Autofry Mti5 This stainless steel Autofry machine can cook up to 18kg of French fries per hour, with an oil

capacity of 7.57 litre oil capacity.

[email protected]

ArtisFlatware by ARTIS UK is 18/10, stainless steel with an elegant yet simple style that

complements any table setting.

[email protected]

diamond MThe Diamond M comes with pre-programmed memory keys for meat, fish, and vegetables, straightforward HACCP data logging, and calibration functions designed to offer the

correct heat temperature.

[email protected]

f&B PRODUCTS

kodiAkThis ergonomic mixing bowl exceeds hygiene requirements with a unique see-through safety guard which is fastened with magnets that also

act as a safety switch.

[email protected]


COFFEE MACHINES GALORE Showcasing the best and brightest hospitality products from quality suppliers around the globe

SUPPLIER fOCUS – COffEE MACHINES

cafina® Xt6The Melitta® Cafina® XT6 is a completely new automatic coffee machine concept. The XT6 has won both the IF Product Design Award 2014 and the Red Dot Award 2014. The ergonomically angled control center features a large TFT touchscreen display with LED support which guides the user through the desired program, additionally it also has a new self-developed grinder with 75-millimeter grinding disks made from specially polished durable tool steel. It also reduces grinding time and protects the bean’s aroma as the disks hardly produce any heat.

[email protected]

Appia iiThe Appia II created by Nuova Simonelli is ideal for higher volume hotels, restaurants and cafés as it incorporates a soft infusion system which reduces the cracking and channeling of the coffee cake during extraction and is ergonomically designed to make the operation of the machine smooth to minimise the physical stress of the barista.

[email protected]

everysys e’2 – e’2mThe e’2 – e’2m is a machine capable of producing 175 espressos or cappuccinos per hour, it can also make two beverages at the same time and a cappuccino can be completed in 23 seconds. The e’2 – e’2m is also equipped with everfoam for the finished result of a creamy cappuccino or a velvety latte. It has two super drive 64mm ceramic grinder burrs and holds two 1.5kg fresh bean hoppers, which are ideal for mid-high volume hotels, restaurants and cafes.

[email protected]

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hlF 3700The HLF 3700 is a fully automated espresso machine, which boasts modern technology combined with an Italian design. This bean to cup fully automatic coffee maker includes features such as an intuitive touch screen, a conical steel milk grinder for maximum performance, an automatic cleaning cycle and the choice between hot and cold milk foam. Coffee Planet distributes HLF equipment in and around the GCC region.

[email protected]

WANT TO BE PART OF DUBAI'S FASTEST GROWING F&B GROUP?SOLUTIONS LEISURE ARE HIRING A GROUP EXECUTIVE CHEF

RESPONSIBILITIES

· Ensure consistency in quality of food across all the venues of the Solutions Leisure Group.· To manage all the kitchen functions including food purchasing, preparation, training of employees in methods of cooking, presentation, portioning and cost control.· To strive for the highest practices in the Solutions Leisure Group kitchens and ensure that our patrons/guests receive the best possible food experience.· To work e�ectively in a fast-paced environment while displaying excellent organizational and human relations skills.· Ensure that all recipes and costing are always up to date.· Supervise the openings of all new kitchens within the Solutions Leisure Group.

SKILLS & EXPERIENCE

· Min. 3 years of experience as Executive Chef / Min. 5 years of experience as a Head Chef and must have previous experience from a michelin star venue.· Ability to lead a team of 75+ chefs across multiple venues.· Wide culinary knowledge with profound knowledge of pan Asian, International and Fusion cuisine.· Health & Safety and Food Safety.· Excellent spoken and written English and Microsoft O�ce, in particular Excel.· Must have experience of cost controlling and developing recipes.· Strong BOH management and training skills.

Please send your CV including your stage internship certificates to [email protected]

www.solutions-leisure.com

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de Jong duke NioThe Nio from de Jong Duke is a distinguished looking machine with compact dimensions, CoEx®-brewer and a 10.4 high resolution full colour touch screen. This machine comes with ten drink selections, including americano, espresso, moccacino and hot chocolate in addition to this, it also has six consumables including fresh beans, ground coffee and chocolate powder. For easy consumption and usage, there are illuminated ingredient canisters, an adjustable dispense head, cup detection sensor and an easily accessible waste bin.

[email protected]



Giga X3The Giga X3 is manufactured by Jura and distributed by Coffema International General Trading LLC within the GCC region. The latest model can make approximately 100 cups of finely ground coffee per day and is operated via a touch sensor TFT pad making beverages such as cappuccino, latte macchiato and espresso. This machine is ideal for mid-volume hotels.

[email protected]

karismaThe newly launched Karisma coffee machine by Necta is distributed by Shura Trading and Hotel Supplies across the UAE. Karisma comes with moveable nozzles for a wide range of cup sizes, a cup warmer with up to 150 cups, a fridge with up to four litre milk capacity or an under counter storage facility. The LED touch screen can play promotional videos, and is intuitive, capacitive, customisable with up to 12 icons per each screen.

[email protected]

korinto The Korinto coffee machine is aimed at the hotel, restaurant and Café market complementing Necta’s range with its multi-drink dispenser solutions. The result of Necta’s advanced technology development, Korinto offers a professional level of performance, optimising high quality drinks and ease of operation. With a sturdy stylish design that features a stainless steel delivery area able to accommodate up to 24 cm jugs and large user-friendly selection buttons. Shura Trading and Hotel Supplies distribute Korinto within the GCC region.

[email protected]

WeGA GreenlineThe WEGA GreenLine is an innovative, high performance efficient coffee machine which comes fitted with a multi-boiler and self learning software technology which guarantees increased thermal heat stability of the coffee brewing boilers. This function can save up to 47% energy usage whilst still offering a high standard finished product. The WEGA GreenLine uses Lavazza beans and is distributed across the Middle East by EuroCoffee LLC.

eurocoffee.ae [email protected]



classe 11The Rancillio Group recently introduced Classe 11 to the market, and the interface of the machine is fitted with a touch screen command panel in tempered glass, this function allows the user immediate navigation to the desired function. The elementary software CONNECT and the patented app SNAP&SHARE permit to establish a direct dialogue with Classe 11 as well as the precise monitoring of the machine fleet in operation. Additionally, the control panel guarantees the materialisation of audio and video presence for promotional and technical activities. Classe 11 is distributed by Sparrow International.

[email protected]

VitAMiX - AdVANced Xl BleNderThe Vitamix XL is engineered to reduce prep-time, improve staff efficiency and expand menu capabilities with a speed control and pulse function to achieve countless textures for culinary precision. It also has a 1.5-gallon container and blends up to 192 ounces at once.

[email protected]

lB 2500The LB 2500 hosts a button for every preference, including a classic cappuccino to an expresso, this machine is ideal for banqueting and meeting needs within the hospitality industry, specefications include a 4 litre water tank, milk based coffees and uses Lavazza blue capsules. The LB 2500 is distributed by EuroCoffee LLC across the Middle East.

eurocoffee.ae [email protected]

MAhlkoNiG k30This grind-on-demand single espresso coffee machine comes with a freshly ground portion grinding functionality which goes directly into the port-a-filter. Features include an electronically controlled timer, variable programming, with grinding time less than 2 seconds for a single espresso of 7g. Additionally, the grinder starts automatically when inserting the port-a-filter.

[email protected]


the Carlson Rezidor Hotel Group has an extensive portfolio of more than 1,350 hotels in opera-

tion and under development covering over 105 countries with brands includ-ing, the Radisson Blu, Radisson, Park Plaza, and Park Inn. Rezidor’s respon-sible business ethos comprises of three main principals, Think Plant, Think People and Think Together. “Taking responsibility for the environment and local community has been an important part of Carlson Rezidor's broader com-mitment to sustainable development since launching its first environmental policy in 1989.” Explains Inge Huij-brechts, vice president for responsible business, The Rezidor Hotel Group.

ThInk PLaneT“Think Planet is designed to help us

reduce energy consumption by 25% by the end of 2016. It was launched as a company-wide project for all of our ho-tels during Rezidor’s Annual Business Annual Business Conference in London at the end of January 2012. Rezidor ho-tels also have operational procedures in place to reduce the consumption of

water and the generation of waste in our business every day. Investments in environmentally friendly technologies are made to maximise savings.”

ThInk PLaneT CoMMITMenTS:• Eco-labels – to have 100% of Rezidor

hotels eco-labelled by 2015• Energy – Reduce energy consump-

tion by 25% by 2016 • Water – Continue reducing water

consumption and installing water-saving devices

• Waste – Continue to reduce the amount of waste produced and in-crease the percentage of waste which is recycled.

ThInk PeoPLe“We do so by only offering our

guests environmentally-friendly ameni-ties and promoting the use of seasonal and local produce in our restaurants. We are proud of the work we do with our local communities and earlier this year, as part of our Think People pil-lar, we recruited a graduate from the Future Centre for handicapped children in Abu Dhabi to work in the laundry on

a part time basis at Radisson Blu Hotel Abu Dhabi, Yas Island. The team pre-pared his hiring and training in close cooperation and he is now a perma-nent employee, additionally, The Box Appeal, which is part of our Think Together pillar, is a long-standing cam-paign that began seven years ago to collect items for labourers in the UAE. Since then it has grown to five coun-tries and more than 18,000 boxes were collected in 2014.

ThInk ToGeTher“In September each year – during

Responsible Business Action Month (RBAM) our Carlson Rezidor hotels give extra focus to community activi-ties. In September 2014 the group’s hotels across Europe, the Middle East and Africa organised more than 700 activities and raised more than 340,000 Euros for World Childhood Foundation and local charities, and donated an esti-mated amount of EUR 400,000 in kind. 10,000 employees volunteered to sup-port projects in their local community such as homeless shelter, soup kitchens and orphanages.”

Think planet think people think togetherIngeHuijbrechts,vicepresidentresponsiblebusiness, TheRezidorHotelGroup,discussesRezidor’sresponsiblebusinessstrategyandtakingontheirshareofresponsibility for the environment and the local community BELOW The Box

AppeAl disTriBuTion.

RESPONSIBLE BUSINESS


to celebrate Eid Al Adha, and as part of the brand’s worldwide celebrations after reaching a global mile-stone, giving over 300 million signature warm choc-

olate chip cookies to guests at check-in over the past 25 years. DoubleTree by Hilton brought its global Cookie Care campaign to Dubai, spreading some happiness, they gave away 10,000 pairs of cookies to celebrate Eid Al Adha, and this campaign is also part of the brand’s worldwide celebra-tions, after reaching a global milestone: giving out over 300 million warm chocolate chip cookies to guests over the past 25 years. John Greenleaf global head, DoubleTree by Hilton, said: “This year, we are harnessing this power and spreading Cookie Care across the globe – and inviting people to share that care forward.” To mark the arrival of Cookie Care in the UAE, DoubleTree by Hilton, teams from across the UAE descended on The Walk, Dubai, and distributed thousands of free pairs of cookies to members of the public – one to keep and one to share.

reigning champions, Wild Wadi will look at defend-ing their title as the UAE’s

top lifeguarding team when life-guards from across the UAE will be competing in the ninth UAE National Lifeguard Champion-ship (NLC) to be held on Sunday, 30 December 2014 at the St Re-gis Saadiyat Island Resort in Abu Dhabi. This one day challenge is as much a competition between the various teams, as it is an op-portunity for lifeguards to come together and socialise with col-leagues in the same profession exchanging views, techniques and experiences. Launched for the first time in 2006, it has

CookieCare!

LifeguardChampionship2014

DoubleTreebyHiltonspreads some sweetness bybringingitsglobalcookie care initiative to the uae

lifeguards from across the uae will come together to partake in the national lifeguard Championships

LEFT Team members from DoubleTree hanD ouT cookies To workers in Dubai

RESPONSIBLE BUSINESS

grown into a landmark event for life-guards in the UAE. Patrick Antaki, gen-eral manager, Le Meridien Al Aqah and Al Maha Resort and founder of the UAE National Lifeguard Championship said “This event is a great opportunity for lo-cal lifeguards to demonstrate their skills and physical fitness as well as provide an opportunity for the community to network and share information. Fur-thermore, it helps increase awareness of water safety and look forward to this event growing in numbers. It is a great way for hotels, companies and venues that employ lifeguards to offer them this opportunity to compete against each other and meet like-minded people in their industry they may never had the opportunity to meet without this event.”


BUY YOUR OWN TRUFFLEDon Alfonso 1890 celebrates the arrival of truffle season by offering a unique and never seen before promotion

from 6th November - 15th November.

Come and “buy your own truffle” at Don Alfonso 1890 and let our resident chef create a 4 or 5 course menu around it or choose from the selection of A’la carte dishes prepared by the chef.

Indulge in 30gm or 60gm of white truffle selection and pay only for the truffle. Enjoy a selection of Piedmont grapes for a special price only during the truffle season.

MEET THE TRUFFLE MANJoin us for a culinary journey at Don Alfonso 1890 this truffle season and indulge in Italy’s finest “Tartufo Bianco”. Meet the “Truffle Man - Massimo Vidoni” and spend an enchanting evening learning the origins of truffle. Enjoy a 5 course menu concocted with Italy’s finest white truffle paired with exclusivegrape variety for 750 AED per person.

Limited seats available.

*Terms and conditions apply

2nd floor, Shangri-La Hotel, DubaiFor more information and reservations call04 355 1591 | 050 550 2499or email us [email protected]/donalfonso.ae


market placeShowcasing the best and brightest hospitality products from around the globe and from the Hotel Show 2014

MARKET PALCE

electric MirrorAmerican based firm, Electric Mirror have been serving the hospitality industry for over fifteen years, with product lines including, custom made lighted mirrors, mirror TV’s ideal for bathroom use, waterproof TV’s, mirrored cabinets, corridor lighting, wardrobe mirrors and make up mirrors. Electric Mirror serves a wide client base across the hospitality industry, including hotels in America, Europe and in the Middle East , organisations such as the Four Seasons Dubai, Novotel Abu Dhabi and Sheraton Hotel Qatar all have products from Electric Mirror within their vicinity.

[email protected]

Foliages Artificial Plants & Flowers llcBritish firm Foliages are a manufacturing company that produce artificial trees, plants, preserved palms and associated design-led products for the landscape, leisure, and hospitality markets across the GCC region. Recent projects in which Foliages embarked upon include Jumierah City Walk and House of Curry. The plants are designed and built from the company’s state of the art manufacturing facility in Dubai Investment Park.

[email protected]


MARKET PLACE

Baal Artisians Lebanese based firm Baal provides unique interpretations of decorative in-room accessory solutions to the hospitality industry across the Middle East. Supplying custom made, bespoke guestroom and washroom supplies and accessories, with material options ranging from, raw wood, leather and stainless steel heading up the extensive variety of materials on offer.

[email protected]

sleep high The Imperial was exhibited at the Hotel Show and comes as one of the latest offerings by Sleep High, the Imperial offers quality support with German pocket springs alongside a latex top layer which aims to provide a level of extreme comfort. Sleep High currently supply to several hotels across the GCC region, including the likes of Movenpick, Sheraton, Hilton and Intercontinental hotels.

[email protected]

New collections from LSA Internationalavailable now at

BAHRAJA GENERAL TRADING LLCP.O. BOX: 20197, Dubai, UAE T: +971 4 2672353E: [email protected]

Project2_Layout 1 28/10/2014 12:38 Page 3


MARKET PALCE

In-Stock in Dubai

UNIQUE PRECISE INTERNATIONALSuite No. 1006 • Sidra Tower • Tecom • Sheikh Zayed Road PO Box 120537 • Dubai, UAEPhone: +971 4 4572012 | Fax: +971 4 4572130 [email protected] | www.uniqueprecise.com

Exclusive Distributor

kNY design Austrian Company KNY hosts an impressive array of Swarovski crystal chandeliers, glass design and lighting designs, bridging the gap between traditional styles and modern technology. One of the latest design pieces from KNY, the K 4209 which is custom-made with Swarovski crystal beads, can control the brightness and colour through a hand held mobile device or tablet via a WIFI connection installed within the light itself.

[email protected]

siJi GreenhouseSiji Greenhouse offers live plant solutions to hotels across the UAE, Siji currently supply live plants and landscape solutions to the ibis hotel, Al Barsha, Sheraton Creek Dubai and Emirates Towers. The live plant firm has 40,000 square meters of climate controlled glass-houses to assist the production and growth of the interior foliage plants. Climate control is managed through a computerised system, designed to manipulate the temperature, light and humidity of the production areas, additionally, the in-house water treatment facility begins by passing water through a sand media filter, then an activated carbon filter before the last stage of passing through a reverse osmosis set-up to ensure a high quality product for irrigation.

[email protected]


9 - 11 November 2014DUBAI WORLD TRADE CENTREWWW.GULFOODMANUFACTURING.COM

THE BIGGEST FOOD AND BEVERAGE PROCESSING EVENT FOR THE MIDDLE EAST & AFRICA

Gulfood Manufacturing features over 1,000 suppliers who deliver world class food and beverage processing industry solutions. See the future of food and beverage manufacturing - faster, cheaper, safer, better.

Ingredients 4 Process Control & Equipment4Packaging Machinery4Supply Chain Technologies4Cold Chain Solutions.

See the market leading food and beverage manufacturing technologies.

Sector solutions in focus: Bakery. Beverage. Confectionery. Dairy.Fruit and Vegetables. Meat and Poultry.

Conference & workshops programme sharing production best practice and investment strategies.

If you are looking to buy ingredients, find new equipment, or source the bestlogistics solutions, Gulfood Manufacturing is the show to visit this November.

Register for free at www.gulfoodmanufacturing.com/registrationOrganised by

PROPACK MIDDLE EAST

FOOD LOGISTICS MIDDLE EAST

INGREDIENTS MIDDLE EAST

MIX

REGISTER NOW

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FOOD navigator.com

Country Partner Trade Partner Platinum Sponsor

Major Buyer's Lounge Sponsor

OfficialPublisher

Exclusive Official Publication

Exclusive Online Media Partners

Official Media Partner

Media Partners Official Travel Partner

PartnerFood Factory Sponsor

Commodity India 200 x 270.indd 1 9/23/14 5:56 PM


Bahraja trading l.l.c Dubai based company, Bahraja offer an extensive variety of creative and original design pieces to the hospitality industry across the Middle East. Items supplied include high finished interior décor pieces uniforms and flatware. Adding to its collection, Bahraja now distribute products by LSA International to the Middle East, a prime example of the selection Bahraja offer, the Silk & Satin range, decorative accessories which capture the effect of raw spun silk and embody the contrasting faces of satin, each piece has a subtle sheen when it catches the light.

[email protected]

salto systems Salto Systems offers intelligent locking solutions providing security, flexibility and control to the hospitality industry across the Middle East. SALTO have developed a wide range of pioneering products, including the SALTO Virtual Network and XS4 access control platform, its electronic escutcheons, wall readers and on-line and off-line control units control security access for a growing range of end users.

[email protected]

dANUBe international Danube International offers sustainable laundry solutions and recently just released its new 50 and 66kg barrier washers. The new range is designed to facilitate high working washing results and also works by reducing energy and water due to the design of the drum and basket. The 50 and 66kg barrier washers have been designed to use the least amount of water possible and are also equipped with frequency controlled motors, which offer the most accurate flexibility in order to save energy. Fitted with armored cables and filters alongside an unbalance switch ensures the safe operation of this DANUBE product.

[email protected]

intermetal ltd Intermetal LTD manufactures and supplies unique, cost effective and quality contract furniture, kitchens, cabinetry, doors and wardrobes to the hospitality sector in the Middle East. The onsite coil coating lines contribute to the pre-painted aluminum, galvanized and aluzinc coils which are also distributed by Intermetal. Recently Intermetal complemented its Banquet Collection with the launch of CUBO, a new collection of folding buffet and cocktail tables for the food services Industry, versatile and durable the tables are available in a wide range of shapes and sizes and can be powder coated or chrome plated.

[email protected]


Northern Feather canada ltd Northern Feather Canada have specifically crafted a full range of bedding products to offer the hospitality industry and have a suite of goods specially designed to cater to the hospitality traveler. In addition to supplying down and feather duvets, pillows and feather beds, Northern Feather offers a wide selection of man-made fibre products, which are purposely designed for the hospitality sector. Northern Feather also provide a full collection of linen, cushions and bed protectors and are the preferred supplier to global brands such as Fairmont, Raffles, Thomson Hotels, COMO Hotels & Resorts, and MGM resorts.

[email protected]

Wanzl MeDubai based company Wanzl ME offers functional and economical storage and shelf units, guidance systems, house keeping and front office products to the hospitality industry across the Middle East. At this years Hotel Show, Wanzl showcased its latest range of luggage collection trolleys, with brass plated and high gloss features and a generous dimensioned design of steel tubing with an integrated clothes rail.

[email protected]


Pulse Middle East is a leading system integration company based in the United Arab Emirates with creative and innovative solutions utilizing the latest technologies in professional Audio, Visual, Lighting & Acoustic Solutions.

[email protected] www.pulse-me.co Tel: +971 4 4548760

“Professional Solutions, Engineered To Suit Any Budget…”

CLUB BAR

OUTDOOR VENUESRESTAURANT

Poly Products llc Poly Products have been established for over 30 years, and continue to manufacture superior quality spring and foam mattresses, beds, pillows, linen, sofa and seating products across the hospitality industry in the Middle East. The extensive range of mattresses on show includes, polyester fibre, flexible foam and rigid foam combining modern technology with original designs.

[email protected]

Point s.l Point S.L is a third generation company provide outdoor furniture solutions with quintessential Mediterranean design pieces to classic original rattan furniture to the hospitality industry. Point products are available in all of the leading European and Middle Eastern markets, Point carefully controls the complete manufacturing process from the initial selection of materials until the final stage, packaging the finished product.

[email protected]


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Strategic Partner

Under the Patronage of H.H. Sheikh Mansour Bin Zayed Al Nahyan Deputy Prime Minister of the UAE, Minister of Presidential Affairs

and Chairman of Abu Dhabi Food Control Authority

24 – 26 November 2014Abu Dhabi National Exhibition Centre, UAE

FOR THE REGION’S FOOD & BEVERAGE SECTOR

THE AUTHENTICBUSINESS CLASS EVENT

Over 1000 food, beverageand equipment companies

25national pavilions

Covering5 continents

650+ chefs competingat ‘La Cuisine by SIAL’

World’s most innovativefood & beverage display

at ‘SIAL Innovation’

Co-located industryevents for travel catering

and packaging sectors

From more than50 countries

Industry conferences,seminars & workshops

VISITOR REGISTRATION IS NOW OPEN!Register now for FREE ENTRY – www.sialme.com/register

Culinary Partners Official PublicationsLanyard Sponsor

SIAL, a subsidiary of Comexposium Group

Retail PartnerPlatinum Sponsor Gold SponsorHeadline Sponsor Diamond Sponsor


Asia Asia restaurant & Lounge is a wel-come addition to the bustling offerings of existing restaurants at Pier 7, Dubai

Marina. Asia Asia was designed by Freek Teusink, creative director and Jeremy Lucas, owner of the original Spice Market restaurant at the Grand Hyatt Melbourne, and also owner of Broadway Interiors.

The restaurant is a fusion concept, which takes inspiration from The Spice Market in Grand Hy-att Melbourne. Like its Australian sister, Asia Asia offers an original representation of the Far East, designed to reflect and bring together the flavor and culture embedded within the interiors of the restaurant.

With interior décor playing a key role in con-sumer appeal and success, creative director Freek Teusink discusses the exquisite interiors and how the overall design plan was conducted.

“The initial concept and design idea for Asia Asia was inspired by Melbourne's Spice Market bar and lounge which fuses influences from the Far East and the Middle East. All of the artifacts inside Asia Asia were found and imported by myself and a fellow director of Solutions Lei-sure during trips to South East Asia. Some of the items were already part of the initial design, such as the Foo Dogs by the main entrance and the statues inside the tunnel, but we also came across some random and unique pieces, which quickly became part of the design. As for the fur-niture, such as the bar stools, tables and chairs, everything has been custom made to fit with the rest of the design. For the floors, we choose to use pressed bamboo instead of wood. Generally the overall vision for Asia Asia was to create a journey for every guest that comes to Asia Asia and as a guest enters our venue, they are transported to different time and place through various impres-sions on their senses.”

The art of AsianimpressionsHow the latest restaurant Asia Asia at Pier 7 Dubai transports guests across the globe with its distinctive Asian interiors

ThiS page: restaurant and lounge area

showcasing handmade chairs stools and

tables OppOSiTe: foo dogs at

the main entrance amplifying the asian

interiors & the pressed bamboo

flooring can be seen in this picture

DESIGN


DESIGN

"AS A GUEST ENTERS OUR VENUE, THEy ARE TRANS-pORTED TO ANOTHER WORLD AND ANOTHER TIME

THROUGH VARIOUS IMpRESSIONS ON THEIR SENSES."


DESIGN

above: view from asia asia overlooking the

dubai marina

left: terracotta warrior

right: interior shot of the bar and lounge

area

opposite: monk water feature custom made in thailand emulating the

tranquil feel of the restaurant


Additionally, Asia Asia underwent a sound system make over from Dubai based systems integrator, Pulse ME. Pulse equipped Asia Asia with the new sound system and the restaurant lounge was fitted with a solution combining TW Audio speaker and Powersoft amps. The systems integrator supplied four TW Audio M12 speak-ers, eight M8 units and a pair of M10s. Essen-tially giving the impression of smaller speakers but with an extremely high output.

The restaurant also features the work of Czech potters, Miroslava Randova and Petr Novak. The artisans hand-crafted the crockery pieces used throughout the restaurant, using stoneware, clay and porcelain.

“Each unique design is the result of hours of brainstorming between our team in Dubai and the guys in the workshop in the Czech Repub-lic,” said Asia Asia, operations manager Sacha Daniel, who chose the crockery.

“This is a beautiful range of flatware that is unique to the market and that brings Asia Asia’s food to a new dimension.

“Even the chopstick rests used in Asia Asia are handmade one by one in this unique workshop.”

DESIGN

HOTEL NEWS ME NOvEMbEr 201486 HOTEL NEWS ME NOvEMBER 201486

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Tell us about Pragma Group’s hospi-tality focus?

The Group’s lifestyle business Pragma Hospitality comprises of the presti-gious Cavalli lifestyle and hospitality prod-ucts such as the Cavalli Caffé and Cavalli Club amongst others. Another key element of the hospitality business is the bespoke Cirque Le Soir International. Pragma Hospi-tality’s catering and culinary products include exquisite culinary and catering outlets.

The vertical has witnessed exponential growth in the last few years and the business has increased revenues from $21 million in 2009 to $52 million in 2013 and is projected to grow to $193mn by 2016.

You are planning to launch luxury hotels in the Middle East, the first of which will open in Dubai – where will it be located and why?

Pragma Group is currently undertaking a feasibility study to determine a suitable loca-tion in which to launch the luxury hotel. We want to have the right opportunity in terms of the physical and architectural structure, which is critical to launch any hotel.

What brand name will it be launched with?We are in discussions with the Cavalli

Group to launch this new luxury hotel. Prag-ma has a long standing association with the Cavalli Group where we have exclusive rights to run Cavalli Clubs and Caffés across differ-ent markets.

What other locations are you considering?The initial roll out of the hotel will be in

Dubai followed by more openings in major tourist destinations including Sao Paulo, Las Vegas, Los Angeles, Istanbul, Paranga, Bei-jing and Shanghai in the coming years.

Why is there room for another luxury hotel chain in Dubai and in other ME cities given the market is already saturated with top-end properties?

The Middle East and the GCC economies continue to witness significant development. Dubai’s economy, in particular, has encoun-tered robust growth in recent times and on the back of this positive growth the hospi-tality sector has benefitted significantly and foreign investors are viewing this market with great interest.

According to a recent PwC report, 276 hotels and 77,972 hotel rooms are currently in the Middle Eastern construction pipeline, and a number of upcoming big events will also ensure that the hotel supply and demand remains steady.

We also feel that there is a strong corre-lation between the aviation and hospitality business. Hub airports in the region such as Dubai, Abu Dhabi and Doha continue to at-tract a large number of passengers travelling between Europe and Asia and this in turn is benefitting the hospitality industry.

Why was Dubai the right launch market for

the Cavalli Club concept in the Middle East?Dubai is the lifestyle and fashion capital

of the Middle East. From having the tallest building to the largest shopping develop-ment in the world, it has almost everything. The emirate continues to consolidate this position by further developing leisure and entertainment associated amenities in the city. This is proving to be a strong pull for investors. Therefore, we see Dubai as a per-fect launch pad to roll out our concept hotel.

What is the Cavalli Caffé concept and why will it work in the Middle East?

The Cavalli Caffé is the newest go-to loca-tion for those who enjoy a stylish and fash-ionable setting and appreciate an experience defined by pleasure, relaxation and entertain-ment. We believe the concept has been quite a success in this region. Capitalising on the popularity of these Caffés we aim to open 12 more over the next couple of years.

Which cities in the Middle East are you target-ing with this concept and why?

We have Caffé’s in major regional cities that include Dubai, Beirut and Kuwait. We believe this type of concept has great poten-tial for growth in the region. Coffee shops and “cafés” have always been a big business in the Middle East and by providing an in-ternational flavor through Cavalli Caffé’s we will be able to further entice customers to our branded stores across the Middle East.

cAVAlli coUtUreJoe Tabet Chairman of Pragma Group talks Cavalli Caffé Cavalli

Club and Cirque Le Soir International

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cirque Le SOir inTernaTiOnaL 2014

NOvEMBER 2014 HOTEL NEWS ME


BAKERY BRANDS Hotel News ME catches up with Al Jadeed Bakery following their new identity launch

Al Jadeed Bakery, part of the Al Hathboor Group launched its new identity and revealed its

new logo on 15th October, 2014 at Ban-iyas Ballroom, Grand Hyatt Dubai. The bakery currently delivers supplies to the likes of the Concorde Hotel, Fujairah, Millennium Plaza Hotel, Dubai and the City King Hotel, Dubai. The Highlight of the event included the unveiling of their new product packaging and the launch of their new website. Al Jadeed Bakery has also taken strong initiatives to expand and upgrade their fleet of de-livery cars by shaking hands with Shift Car Rentals & Leasing, a part of AW-Rostamani Holding, exclusive dealer of Nissan vehicles in Dubai and the North-ern Emirates. Arif Rashid Al Majid Gu-raiban, Managing Director of Al Jadeed Bakery adds, “Al Jadeed Bakery was the first automatic bakery in the UAE and with our expansion plans in place and product outlook we intend to be at the forefront of the bakery business in the UAE. All the favorites will remain on the menu but with new twists that offer something for everyone.

EvENTS

anTi-cLOckwiSe frOm TOp:michel ayat ,ceo, arabian automobiles proudly handing over the key to the new range of al Jadeed bakery delivery vans to abdulla saif al hathboor, chairman al hathboor group and maJid saif al hathboor, director, al Jadeed bakery.

maJid saif al hathboor,

director, al Jadeed bakery begins the event by paying tribute to his father, saif obaid al hathboor, founder of al Jadeed bakery.

celebrating the re-launch, ali anwar malik, manager, commercial bank of dubai, Jaiganesh, general manager, al Jadeed bakery, Jamal saif al hathboor, vice chairman, al hathboor group, abdulla saif al hathboor, chairman, al hathboor group, muhammad zubair wafa, unit head, corporate banking, ramdhayani nararyanan, manager, corporate banking, maJid saif al hathboor, director, al Jadeed bakery.cakes designed for the launch.


STARS OF SHERATON Hotel News ME enjoys the celebrations for the re-opening of Sheraton Dubai Creek Hotel

Industry professionals gathered to-gether at Sheraton Dubai Creek Ho-tel for a grand, black tie, gala evening

to celebrate 36 years of warm hospitality in Dubai, in October. The evening also echoed the celebratory atmosphere for the re-opening of Sheraton Dubai Creek Hotel and Towers following the exten-sive refurbishment, which took place. The refurbishment included a make-over for all guestrooms, facilities, public spaces and the hotel’s Italian restaurant, Vivaldi by Alfredo Russo, as well as its Indian restaurant Ashiana by Vineet.

“The renovation of Sheraton Dubai Creek reinforces the hotel’s position as an iconic landmark in Dubai,” said Guido de Wilde, senior vice president, regional director for Starwood Hotels & Resorts Middle East. “While we are com-mitted to growing the Sheraton portfolio across the region, it is also extremely im-portant for us to ensure our existing ho-tels are operating under the latest brand standards.”

“Sheraton Dubai Creek reflects the her-itage of this great city, with more than 35 years of service to the local community as well as global travellers,” said Stephan Vanden Auweele, General Manager, Sheraton Dubai Creek Hotel & Towers. “The renovation of this landmark hotel allows us to meet the increased demand for high-calibre accommodation with distinctive guest experiences, providing global travellers and the local commu-nity with an inviting gathering place for all occasions.”

EvENTS

TOp:interior shot of the sheraton dubai creek hotel

from left to right: guido de wilde, abdellah essonni, khalaf almulla, saeed almulla

from left to right: martha maluquer, guido de wilde, servee palmans, mrs. de wilde & hector ladeveze


COMPETITION WINNERS!

Room with a view The final sayThis month an art nouveau palace hotel, in Northern Italy gets our seal of approval for best ‘room with a view’

Darroch Crawford, managing director, Premier Inn Hotels, Middle East & Africa, shares his views on a career outside of the hospitality industry

Grand Hotel Tremezzo is one of the oldest hotels situated on Lake Como, Northern Italy. The unique positioning of this art nouveau pal-ace offers tranquil and unparalleled views the little city Bellagio, which is often referred to as the ‘pearl of the lake’, the stunning Grigne Moun-tains, and the majestically clear waters of Lake Como, scenes that have been completely blessed by nature. The hotel's origins date back to the early 1900’s, which combined the era of romantic grand tours with long voyages and illustrious travelers. Period décor stands to reflect this era in every detail within the interiors; drawing rooms and salons segue into one another, frequently featuring impromptu lakeside views.

The burning ques-tion on everyone’s mind has been:Which luxury ger-manbedding com-pany does upi exclusively repre-sent in the middle east? the correct answer, brinkhaus, was rightly an-swered by ourlucky winner, renzil Colaco, executive housekeeper at the Address Dubaimall, and will now receive the duvet worth aed 3,500 from unique pre-cise, congratula-tions!

“I’ve loved my time in hospitality. It was the right career for me and there’s little I would change, but I think I would have enjoyed ei-ther coaching or teaching. I get a huge kick out of seeing people succeed and sometimes surprise themselves about what they can achieve.”

LAST WORD

room with a view: the rooftop front suite looking over lake como with the picturesque grigne mountains in the distance


BALANCE. QUALITY. CONSISTENCY.

800 LAVAZZA [email protected]

THE CAPSULE HAS IT ALL!


Villeroy & Boch S.à.r.l.Hotel & Restaurant330, rue de Rollingergrund2441 LuxembourgTel.: + (352) 46 821-448Mobile: + (352) 621 498 063 Email: [email protected]

www.villeroy-boch.com/hotel

The sense of origin!

AMARAHCreating Hospitality

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