< Previous60 C EO M I D D L E E A S T APRIL 2020 R adisson works with property owners for leasing, franchising and so on and your business models are adjusted for different markets. Is being nimble a quality that you think has become more important for businesses as a whole in recent years? Our focus overtime has always been to remain relevant to our partners. As the macro-economic climate evolves, we adjust our strategy in a way that is compatible with our business landscape. We shift from asset- light to asset-right. Geographically, Middle East and Africa have always been a fee based business model and we believe this will still continue as we benefit now from critical mass in most markets, allowing us to create value through efficiencies, economies of scale and other ELIE YOUNES IS THE EXECUTIVE VICE PRESIDENT AND CHIEF DEVELOPMENT OFFICER FOR RADISSON HOTEL GROUP. HERE, HE SHARES RELATABLE INSIGHTS FROM THE HOSPITALITY INDUSTRY THAT SHINE A LIGHT ON THE REGION’S CURRENT TRENDS, OPPORTUNITIES AND CHALLENGES TRAVELLER’S TALES We foresee the biggest opportunities to be conversions and takeovers across the region. Historically, our group has been known for repositioning existing hotels under one of our brands and we believe we can continue to replicate the same success as existing hotel owners look at ways of improving their returns and Radisson has always established itself as a solid partner. The group has undergone a process of rebranding and repositioning; in today’s market what are the key challenges in changing perceptions about a brand, both internally and to customers? The rebranding exercise was a natural evolution of the company but also the result of leveraging on our core name “Radisson”. Naming our company “Radisson Hotel commercial synergies which then further translate value creation to our partners as we grow together. Our investors in the region usually bring the expertise in building the hotels while we operate them. More and more relevant to our investment partners is our brand offering. We have reviewed and created a clean and simple brand architecture from economy to luxury, and from resorts to business hotels while also offering serviced apartments solutions. Our technical team has produced comprehensive brand guidelines allowing us to further accelerate the speed of construction, minimise overall time to build but we have also considerably reduced the cost of development of each brand, making us one of the most competitive companies with relevant resources adding value to our investors. PLEASURE | HOSPITALITYAPRIL 2020 C EO M I D D L E E A S T 61 Group” became a simpler approach to create an umbrella brand which everybody could recognise due to the established awareness but also reflected the change of ownership the company went through and the new vision we had adopted as a group in our pursuit in becoming one of the top three hotel companies in the world. All our guests have always referred us to Radisson, they have now access to all the Radisson brands, can gain loyalty through Radisson Rewards but can also discover a newly launched website radissonhotels. com unifying all our hotels and details into one platform, further leveraging our core identity. On the development side, we have had record year on year since the transformation, demonstrating the recognition the company has had in the market but also showing that our partners had themselves recognised the efforts and positive evolution our group had embarked on and which they wanted to be part of. How did Radisson approach its rebranding in terms of deciding what to focus on – what factors come into play when looking at rebranding a global business with diverse brands? We have two customers: our guests and our hotel owners. The priority was for us to translate and create values for both and ensure that those who stay at our hotel benefit of all our changes and efforts but equally that those who invest and build hotels with us benefit of stronger returns and lasting relationships. The customer journey was simplified from the booking process, to the arrival, to the experience, the brand signature elements, the memories with a statement applicable to the company and all the brands: “every moment matters”. This philosophy had ensured that every touch point from the customer journey is responded with a positive impact so that we convert all our guests into loyal members. For the owners, as expressed before, relevance is key and our priority was to ensure not only a clean brand architecture with the introduction of new brands or new hotel development solutions but also in creating the necessary tools to optimise our performance, maximise returns and grow the value of their assets over time. This region is particularly diverse, with consumers from a variety of mature and emerging markets. How can a global brand hope to be all things to all people – what lessons are there to be learned in effectively connecting with a broad customer base? We provide our owners with the right business model for the right project in the right location. Our clear and complementing brand architecture provides opportunities to our investors in all segments. We have also launched our serviced apartment offering which generates additional investment options to our partners. We are committed to becoming increasingly relevant and we will continue to transform the behaviour of our organisation so that everything that we do creates a compelling value proposition to our owners. From branding, revenue, cost, engagement and transaction simplicity – we will continue to make a difference. Speed, agility, responsiveness and a pragmatic mindset continue to make us stand out from the crowd. How is Radisson encouraging more women into senior leadership roles? We have established a programme, “Women in Leadership” launched few years back ahead of the global initiative as we had always committed in gender equality but also in growing our talents. We have not only successfully appointed female general managers across the region, but we were often the first ones to do so. Equally, we have many women in senior roles in our office support functions globally demonstrating a balanced management but also an open organisation with opportunities for everyone based on merit and without differences. What defines a successful hotel business? I think it comes from different elements which once combined can create a successful business. Like any real estate investment, a hotel venture has three main phases: 1) development 2) operation and 3) exit/ recycling capital. Radisson Hotel Group is here to support our owners every step of the way, from concept planning until the opening/operation and even throughout the exit phase (if any). We aim to be the best partner during each phase of the investment and that comes from best technical and development solutions, relevant brands, lower cost of development, dedicated management teams, daily support, strong commercial platforms and a robust network within the investment community. PLEASURE | HOME FITNESS 62 C EO M I D D L E E A S T APRIL 2020 THE ULTIMATE HOME WORKOUT MONDAY MOTIVATION STAY HOME, KEEP ACTIVE TECHNOGYM OFFERS THOSE WORKING OUT FROM HOME THE ULTIMATE WAY TO KEEP IN SHAPE NATIVE CLUB, THE STATE-OF-THE-ART INDOOR AND OUTDOOR GYM AT ZABEEL HOUSE BY JUMEIRAH, THE GREENS, IS LAUNCHING A NEW SERIES OF AT-HOME IGTV TRAINING SESSIONS CALLED #MONDAYMOTIVATION. Designed to enhance the home interior thanks to its elegant form, Kinesis Personal integrates perfectly in homes, with more than 200 workout moves in less than one square. Made for coordinated movements using resistance, the compact dimensions allow the user to improve strength, flexibility and balance through a series of tailored workouts. Kinesis Personal goes back to the basics of how the body is made to flow, with free- flowing movement encouraged, and backed up by rigorous research. The equipment is made in Italy, following Technogym’s people- centred approach to wellness and designed by leading architect and designer, Antonio Citterio. The Kinesis Personal is available in either oak wooden bars or polished steel, with different colour options. A wide array of workout disciplines – Yoga, Pilates, Tai Chi, rehabilitation and athletic – can be mastered using the system. Technogym.com With care for the community having been at the centre of the hotel’s ethos since opening inAZ 2018, the increased time people are spending at home has not stopped that, which is why the expert trainers from Native Club remain dedicated to keepAing everybody fit and strong while they remain indoors. Published on Mondays on @ zabeelhousethegreens’ IGTV, the team of fitness professionals will help fire up the feel-good endorphins with a broad range of at-home workouts. Featuring various high intensity routines which can be done in the home, as well as a mini-series introducing the foundations of yoga and mindfulness, there’s even an episode incorporating household items into your session. Keep up to date with the upcoming workouts on @ zabeelhousethegreens Gym and fitness social media is seeing a boom at the moment, with people stuck at home looking to online resouces for inspiration to stay active. Workshop Gymnasium’s founder Lee Mullins has been uploading workout inspiration tips and workouts, while Fitness First Middle East is also doing its part, posting videos online for free at its social media. Check out @fitnessfirstme and @workshopgymnasium, both gyms located in the UAE, for free resources.APRIL 2020 C EO M I D D L E E A S T 63 BOMBAY BOROUGH NESTLED IN A CORNER OF GATE VILLAGE 3, BOMBAY BOROUGH BRINGS A LITTLE SPICE TO YOUR LIFE COURTESY OF TRADITIONAL INGREDIENTS REIMAGINED WITH A CONTEMPORARY, CREATIVE TWIST T SEEMS A LITTLE STRANGE TO BE WRITING a restaurant review during a time when restaurants are either entirely closed for business or operating a contactless home delivery service, but seeing as we are stuck at home and enduring the safe monotony of repeated visits to the fridge, I will happily report that the setting of Bombay Borough is absolutely delightful and that when you are once again allowed the thrill of leaving your home for the most unnecessary of reasons, I encourage you to head down to this little gem and order everything on the menu. Because the restaurant only opened relatively recently, they aren’t at time of going to press offering a home delivery service, so for now you’ll have to take my word for it that their menu is very, very good. Spread over two floors and an outdoor terrace, the colourful, eclectic interior offers an abundance of cosy nooks in which to make yourself feel at home. During our visit we threw caution to the wind and asked our server to choose dishes for us. And it was all absolutely L PLEASURE | CLIENT DINNER wonderful. A seabass ceviche cured in a mango-mustard blend, prawns tossed with a fiery chilli chutney and a plate of hot and spicy fried chicken tenders barely had time to cool at the table before they were devoured. Colour and flavour defines the experience here, but the service too is as warm as those abundant spices, adding to the welcoming, relaxed ambience. It’s a great spot in which to entertain your guests without the uneccessary fuss and frill of formality. The colourful, beautifully plated dishes invite sharing – their ingredients draw on all corners of Indian traditions, bringing the richness of the continent’s culinary traditions to your table, a microcosm of a country’s gastronomic heritage. A banana leaf-wrapped sea bass in Kerala spiced tomato and coconut sauce, Chennai- style crab roti, smoked Jodhpur mutton and Punjabi-style chickpeas…. The assortment of small bites, big plates and house specials is deliciously decadent and really, if you’re even slightly unsure as to what to order, put yourself in the hands of your server and allow a procession of thrilling, tantalising flavours to be brought to you. Home-made pillowy naan breads and a biryani dish flecked with saffron and Iranian berries padded out any remaining room during our first visit, but the promise of the Bombay Ice Cream sandwich and Anglo-Indian bread pudding is calling us for a repeat visit. The restaurant curates a business lunch menu, which makes all that endless choice so much easier if your time is limited, and there is also a high tea option, as well as lighter nibbles that can be enjoyed at the lavish, well-stocked bar area. We can’t wait to go back, and I bet anyone reading this is pretty impatient for that day to come too. Let’s hope it won’t be too long before we can. BY JOLA CHUDY64 C EO M I D D L E E A S T APRIL 2020 PLEASURE | ETHICAL DINING FOOD THAT WOULD TYPICALLY END UP IN LANDFILL IS BEING USED BY KATE CHRISTOU AND JESSE BLAKE AT THEIR RESTAURANT, LOWE, TO FILL APPETITES, WRITES GAVIN GIBBON E’RE ALL GUILTY OF IT. SITTING DOWN in a restaurant and ordering excessively from the menu and ending up leaving large quantities untouched as you force down another mouthful. My mother would say: “Your eyes are bigger than your belly.” Less polite people would call it sheer greed. But what happens if the waiter or waitress comes back after you’d ordered and asks you to reconsider on account of the potential waste? That’s exactly what happens at Dubai restaurant Lowe, run by Australian Kate Christou and New Zealander Jesse Blake. The contemporary restaurant showcases seasonal produce cooked naturally by fire, with a strong emphasis on sustainability and, little to no food waste. Christou says: “We’re evolving so much as the process is going along. We’ve always been very conscious of waste and we don’t do buffets or anything like that, we’re against it. “Even when it came to training the team, most waiters are told to sell, sell, sell. Whereas I tell them only to sell to the customer what they can eat. So even when the dockets come to the kitchen, if we think it’s too much food, we tell them to go back and talk to the customers and tell them to order less.” It is estimated that the UAE wastes AED13 billion of food each year, generating between 1.9kg to 2.5kg of waste per person each day – more than double the amount produced in Europe and North America. Christou and Blake are looking to address that, one meal at a time. As well as the all-day dining, share-style menu, which combines traditional techniques and unique flavours, the duo have also launched the ‘Waste not’ concept, where all waste is stored and transformed into weird and wonderful dishes as part of a nine-course gastronomic adventure. Basic ingredients can include all manner of meat and fish bones, fish heads, chicken spines, stale bread and rice crackers ground up to make fresh pasta, and aged cheese, as well as stones from plums, cauliflower stems and potato skins, all turned into delicacies more akin to a five-star restaurant than a rubbish tip. Blake explains: “As the amount of waste that we have in the restaurant is very low, we need time to save. We have a section in the cool room where the chefs are very aware of the things that are not being used on the menu. It gets put on this section with is essentially a quarter of the cool room, and we process it weekly. “Things like all the trimmings, all the beef bones, all the fish bones, will get made into stocks so we can reduce them down and use them later. “By the time the event comes we will have a list of ingredients that we will have on a piece of paper, we’ll look and see that we’ve got fish W WASTE NOT, WANT NOTAPRIL 2020 C EO M I D D L E E A S T 65 stock, we’ve got bones and we’ll start to create a menu from there.” Dishes include: Pavlova with honey roasted plums and nectarines, blackcurrant watermelon pickle; plum kernel ice cream with candied blackcurrants and toasted oats; rye spaghetti with cheese rind sauce, smoked sausage and wilted roca leaves; and roasted chicken, parsnip, pumpkin and brussel sprouts, mushroom jus. It’s all a particular labour of love for Blake, whose talent for foraging for food was harvested from a very young age. He says: “My background definitely plays a huge part in the ‘waste not’. My family didn’t have a lot of money, didn’t have a lot of food. Food wasn’t scarce but we were able to use everything. We would go to the beach to fish, make fish head soup which is quite common in New Zealand, which my mum would constantly make. We did bone broths, so I think that background has played a big part in what we do for the ‘waste not’ dinners.” The ‘waste not’ concept has also been introduced into the main restaurant. “Originally it was separate. It was a totally off-topic concept. It was just a thing that we did once a month,” says Blake. “Usually a spin off from our normal events, would come a ‘waste not’ event, so we would obviously have the potential to utilise anything that’s left over. “But now we’re finding that it’s not necessary to throw half the stuff we were throwing away, a lot of those dishes or some of the components of those dishes are being used in the main restaurant.” Next on the menu for Christou and Blake is to make the popular restaurant 100 percent zero waste. He says: “We still have plans to open a kitchen garden, which is very common in Australia. Every refined kitchen will have kind of kitchen garden outside or down the road. That is one way we thought we could really utilise the waste in the kitchen garden because you’ve got turnip tops which don’t typically get used, carrot tops, leaves from cabbages. We thought that would be a great concept for the future when it comes, but them we realised we had so much waste already so we started the concept. “Eventually when we’re able to turn 100 percent of our waste into compost, that’s when we can label ourselves as a 100 percent zero waste restaurant. That’s the plan, but we need the garden as the next step.”OWNING A HOME IN THE UAE JUST BECAME SIMPLERCALIBER RM 63-02 WORLD TIMERNext >