< PreviousTrending hoteliermiddleeast.com April 2020 10 Leva Hotels & Resorts has pledged to support the hospitality industry as a whole by continuing its expansion efforts across EMEA. The group explained that it is exploring opportunities in Kuwait, Saudi Arabia, Oman, Rwanda, Ethiopia, Uganda, PIPELINE Sharjah launches #GreaterThanCorona campaign With a mission to further the efforts being made by the UAE to minimise the risk and human impact of the novel coronavirus (COVID-19) pandemic, Sharjah Government Media Bureau (SGMB) has launched a social campaign titled ‘Greater than Corona’ in coordination with Emergency Crisis and Disasters Management Department in Sharjah to unify institution-wide commitment as well as individual and social responsibility of all members of the UAE community. Sheikh Sultan Bin Ahmed Al Qasimi, Chairman, Sharjah Media Council (SMC), has called on all institutions and individuals to learn and educate others by contributing to the campaign. Leva Hotels & Resorts continues EMEA expansion Kenya, Nigeria, Tanzania and areas of Europe including Portugal. Leva Hotels & Resorts CEO and founder JS Anand said: “Despite the challenges, it is important to focus on long-term strategies to proactively target recovery in the hos- pitality sector. At Leva Hotels & Resorts, we are con dent that it is only a matter of time before our industry turns around, and therefore, all of us must continue to work together by prioritising our goals to prepare for a better future. We remain committed to expand our footprint in our target markets offering superior brand standards and exceptional management options to hotel owners with exible terms tailored for diverse market segments.” At the start of the year, Leva signed an agreement with Golden Group Holding to manage two hotels in Oman’s Muscat. The agreement signi ed the group’s debut into the Sultanate, seeing it re ag two existing properties and adding 146 keys to its portfolio. As well as its expansion plans, Anand explained the group is committed to contributing to its local communities in Africa. He said: “We will invest back in the community as well as the development of people who work for us with an aim to improve lives. Our goal is to become the strongest and most preferred employer by supporting critical social causes such as building schools, funding medical requirements, providing humanitarian aid and offering educational scholarships for deserving students.” rooms for events, conferences, social events or weddings.Trending 11 April 2020 hoteliermiddleeast.com W W W . Z I EHER . C OM INTENSEFRESHS TR AIGHT RICH NOS TALGIC SIDE (new! ) BAL ANCED VI S I ON EVENTS The Expo 2020 Dubai steering committee and representatives of the countries taking part virtually convened for a second time to discuss the impact that COVID-19 will have on global preparations of Expo 2020 Dubai. The Steering Committee reviewed the impact that the spread of COVID-19 is having on global public, social, and economic health and reaf rmed their solidarity with the international community as it navigates through the rami cations of this global crisis. The committee collectively agreed to explore with the BIE, the World Expo governing body, the possibility of a one- year delay to the opening of Expo 2020. The Bureau International des Expositions (BIE), will now work with its Member States and Expo 2020 Dubai organisers to Expo 2020 organisers explore one-year postponement establish a change in dates. Commenting on the decision, Her Excellency Reem Al Hashimy, UAE Minister of State for International Cooperation and director general, Expo 2020 Dubai, said: “While they remain rmly committed to Expo 2020, many countries have been signi cantly impacted by COVID-19 and they have therefore expressed a need to postpone the opening of Expo 2020 Dubai by one year, to enable them to overcome this challenge. The UAE and Expo 2020 Dubai have listened. And in the spirit of solidarity and unity, we supported the proposal to explore a one- year postponement at today’s Steering Committee meeting. We look forward to welcoming the world, which we are certain will only come out of this pressing challenge stronger, and more resilient than it ever was.”Trending hoteliermiddleeast.com April 2020 12 COVID-19 WTTC implores G20 leaders to save travel and tourism sector World tourism leaders have been urged to execute crucial measures to save the Travel & Tourism sector, ahead of a virtual meeting of the G20 hosted by His Royal Highness King Salman Saudi Arabia. The call was made by the World Travel & Tourism Council (WTTC), which represents the global travel and tourism private sector, to prevent the industry’s collapse following the spread of the coronavirus pandemic, putting up to 75 million jobs at immediate risk. WTTC implored the G20 leaders to assign resources and coordinate efforts to rescue major travel businesses such as airlines, cruises, hotels, GDS and technology companies, as well as the SME’s, such as travel agents, tour operators, restaurants, independent workers and the entire supply chain, in order to save the jobs of the 330 million Anantara to host daily live streams Anantara Hotels, Resorts and Spas is organising a daily livestream event showing the lives of the rescued elephants at Anantara Triangle Elephant Camp and Resort. Working with the Golden Triangle Asian Elephant Foundation (GTAEF), veterinarians care for these elephants on a daily basis. During a livestream on Anantara’s online blog, views will be able to see the elephants go through their daily bathing and walking routine; veterinarians will also be answering live questions. In Dubai, Fairmont Dubai on Sheikh Zayed Road announced it will host a Netflix-themed quiz online, while Zabeel House by Jumeirah, The Greens has started a weekly fitness livestream on Instagram. TECHNOLOGY people who rely on travel and tourism for their livelihoods. According to WTTC’s 2019 research, Saudi Arabia’s new tourism strategy has made it the fastest growing and best performer across all G20 countries. WTTC president and CEO Gloria Guevara, said: “We thank the Kingdom of Saudi Arabia for its outstanding leadership and commitment by prioritising the development of travel and tourism with extraordinary results in a short time frame. "We hope that with its leadership and recognition of the travel and tourism sector, which contributes to one in 10 jobs in the planet, the Kingdom under its presidency, will work with the largest economies of the world to implement critical measures for its survival.”Trending 13 April 2020 hoteliermiddleeast.com MERA CSR Middle East Restaurant Association launched by GRIF The Global Restaurant Investment Forum (GRIF) has launched a non-pro t organisation to help connect, promote, and support the region’s restaurant industry during these dif cult times The Middle East Restaurant Association (MERA) is aiming to frame the agenda for the industry and will provide help, advice, and information to business-owners and other members of F&B – from the top to the bottom. It has been founded by a host of industry veterans including Duncan Fraser-Smith, vice president of F&B at The First Group, Naim Maadad, chief executive and founder of Gates Hospitality, Ramzy Abdul-Majeed, founder and managing director of Whissle Hospitality Group, and Jennifer Pettinger Haines, co-founder of GRIF and MD Middle East of Bench Events. MERA is launched its rst event, an online session via Zoom, on Wednesday, April 1 with founding board members being joined by a leading legal practitioner to answer questions around everything from rent, employment, VAT, licensing and more. More specialised MERA sessions are to be set up in the future to give expert answers to other queries. If you wish to join the ‘MERA powered by GRIF’ online Zoom sessions please email jennifer@themera.org, with “I’m in” to receive your link. Business solutions provider Transguard Group has announced its management team will take a pay cut in April in order to fund the housing and feeding of its 12,000 site-based employees left temporarily idle. Transguard Group managing director Greg Ward said the reductions will equate to three meals per day for a month for its thousands of employees, adding up to more than 900,000 meals. Ward explained: “We are a people business, and if our employees can no longer work because their contracts have been paused or cancelled, it is our responsibility to continue to ensure their health and well-being.” In an email sent to staff this week, Ward said: “Our site-based staff is the beating heart of our operation, with our management team providing the structure and support that helps move the business forward. One cannot exist without the other. “While no sacri ce is easy, we are willing to do whatever it takes to make Transguard even stronger once the uncertainty caused by COVID-19 is in the past,” he said. “As I say, we are one team, but the present situation has given us the opportunity to show just what that means.” Transguard Group cuts management salaries in order to look after staff Checking In hoteliermiddleeast.com April 2020 14 RED Flagship Comprising 112 rooms and suites and 59 apartments, Radisson RED Hotel Dubai Silicon Oasis is located in Dubai Digital Park. Radisson Hotel Group’s rst lifestyle hotel, the property is also Dubai’s rst smart city project built with the latest AI and IOT technologies. Checking In15 April 2020 hoteliermiddleeast.com RED RESTAURANTS Doubling up as community social hubs, the hotel’s signature dining outlets include a permanent food truck Van Rouge, all-day restaurant and live entertainment hub OUIBar + Terrace and alfresco hang out RED Roof. Ideal for midday snacks or grab and go breakfast, Van Rouge serves up fresh ingredients in wraps and sandwiches along with frothy coffees and just-pressed juices. Regular live music, sports game streaming and bold international flavours makes OUIBar + Terrace Dubai Digital Park’s resident hot spot. RED Roof bar offers RED guests a day to night hang out ffering everything from from healthy salads by the pool to evening sundowners accopanied by a live DJ. LOCAL DESIGN Delivering statement design, Radisson RED worked with a wealth of local talent from mural specialist Art Painting Lab to curator and sculptor Neel Shukla, to create a vibrant space. Deviating from run-of-the-mill hotel art, walls are the QUICK FACTS Targeted towards millenials and guests with a millenial mindset, the first Radisson RED property opened in Brussels, Belgium on April 18, 2016. The brand currently has 23 properties in operation or in the pipeline. The Living Room labour of four local artists each one with their own inspiration and design. Their work breathes life into the proprty and creates backdrops for Instagram moments. Highlights include shower units complete with a microphone mosaic and the hotel's signature falcon recreated in various ways – in graphic form on an in-room mural and as a gleaming red and metal sculpture perched outside the main entrance. TECH-SAVVY Staying true to its Dubai Digital Park location, the hotel boasts the latest technology to keep its guests happy. The lobby’s interactive digiwall features hotel information and serves as a city guide with information about the best hidden gems in Dubai. There's even even a selfie cam which allows guests to post direct to their feeds. In room, guests are encouraged to bring their own devices and stream their own shows via slickly designed portals. For everything from fashion shows to corporate conferences, a dedicated HUB is kitted out with the latest software for a fresh take on meetings and events spaces. hoteliermiddleeast.com April 2020 16 Talking Heads According to The Economist 8% of the world was declared vegan in 2018 and statistically it seems that twice as many women as men are vegan. In 2019, 600,000 people in the UK adopted the challenge of Veganuary and 87% were women. Online search engines are reporting spikes in the search for vegan and #vegan has reached more than 87 million posts on Instagram. The Economist then went on to name 2019 as the year of the vegan and it is reported that 26% of millennials are currently vegetarian or vegan. So, what is happening and why are people eating less meat? The top reasons consumers cited eating less meat or animal- based products were health, weight management, animal welfare, environment, concerns over antibiotics and taste. The EAT-Lancet Commission published a study calling for a drastic change to food production and the human diet to avoid “catastrophic damage to the planet” on January 16 2019. The study recommended a reduction of meat intake by 50% globally and an increase in fruit, vegetables nuts and legumes. It is widely known that agriculture and rearing cattle is depleting the world's natural resources at an unsustainable rate and that animal farming is a major contributor to greenhouse gases. The Lancet called for mankind to adopt a daily diet to 'place consumption within the boundaries of the planet'. Veganuary has certainly opened up the world of a non-animal product diet to a wider generation and has assisted in the charge of moving it away from a perceived, trendy young diet. In a world of customisation and personalisation, a huge food trend started to emerge in 2017 — exitarian. Consumers who for one of the aforementioned reasons choose to reduce their intake of meat and animal products either throughout the day or over a set period of times. The world of the saint or sinner food trend emerged in 2018 and restaurants started to curate concepts or menus that satis ed both meat eaters and a growing base of consumers choosing to opt out of animal products and choosing what to eat and when, viewing themselves as being good by abstaining and treating themselves by eating meat. The world of food and beverage has always been dynamic and a challenge but the hospitality industry is having to learn to adapt, and fast, as consumers' taste preferences change and develop. Sustainable food sources, local product, meat alternatives, sh alternatives , healthy snacking, fermented foods and vegetable-led menus are amongst some of the major food trends emerging in 2020. Couple this with diets such as vegan, vegetarian, keto, paleo and dairy- free, it's clear to see that hospitality is having to deliver food and beverage with purpose to engage with the customer of 2020 and beyond. It is vital that we embrace these lifestyle choices and adopt them in our food and beverage operations, but we must remain clear in the clarity of concept and not become all manner of cuisines and product to confuse the offer and indeed your valued guest. De ne the concept, be authentic, adopt a less is more approach and execute with precision and air. Ultimately, there has never been a better time to really invest in your culinary and front-of-house knowledge of food trends and take a long hard look at what your menus are trying to deliver. Just call me a Reducetarian by Emma Banks About the author Based at Hilton’s regional of ce in Dubai Emma Banks is the vice president of F&B strategy and development across EMEA, supporting Hilton’s trading and future pipeline of hotels. When we programme our food and beverage it will be even more critical to ensure that we meet the needs of our guests who are either on a splurge and really treating themselves and those who are abstaining with a diet restriction. This discipline and skill will take the best culinary and front-of-house talent to execute, led by a clear property F&B strategy. The discipline and execution are vital as it is now clearly recognised that a great F&B proposition is the differentiator for your hotel property and a window into your property. In addition, your F&B operation will be contributing to a reduction in the environmental footprint. I would consider myself a “reducetarian”. The term refers to individuals who reduce the amount of meat that they consume in order to improve their health, protect the environment, and spare farmed animals. The Reducetarian Foundation was founded in 2015 and I have unwittingly become a member. I am sure there are many of you out there! Catch me at a Hilton property either enjoying a vegan poke bowl or juicy steak depending on the day! After all, I am also a customer.Talking Heads 17 April 2020 hoteliermiddleeast.com We all have our industry most admired, don’t we? Mine isn’t a hotelier, yet, but given that he keeps dodging the subject of what he’s doing next when I look into the glint of his eye, I get the feeling that one day he will join the ranks of one of the most inspirational hoteliers I’m sure. I met Mourad Mazouz, the genius creator of London’s Sketch, when I came to work in Dubai in 2013. We worked together on Almaz by Momo and I got to know a man with the most incredible hospitality passion and human insight; a perfectionist like no other. We brought him to the Global Restaurant Investment Forum in Amsterdam in February and he talked about how he has evolved Sketch and his restaurant emporium in London and Paris. His keynote was lled with humour, humility and integrity, he reminded us of our instinct when it comes to designing and running our restaurants. He talked about knowing our strengths. “We’re spending too much time hiding what we don’t know” he said philosophically, “we should focus on our skills, develop them and be really good at what we do. He’s right, how many times have we sat in teams where there’s at least one person trying to hide behind something. A key dynamic in a successful team is knowing each other’s strengths and weaknesses, but we rarely explore them in ways that we probably should. Mourad is ‘artisanal’, not an artist, or even (he claims) a businessman, as he has people to do that for him, he’s happy being a shopkeeper, and more importantly, happy that he’s not distracted by an of ce, laptop or a spreadsheet. Restaurant and brand design is a real passion of mine, we often talk about it over coffee in London. He maintains that fashion doesn’t always last and that it's important to think of how your business will survive when the fashion moment passes. Given that his restaurants ooze style and timelessness, Knowing what you don’t know By David Singleton About the author David Singleton has worked with some of the best restaurant brands around the word as an operator, brand builder, franchisee, franchisor and marketer in the managed, franchise and entrepreneurial sectors. Based between the Middle East and London he now assists brands with their global ambitions, strategic thinking and brand development. Contact him on David@SociusGroup.com or follow him on Instagram and Twitter @singletoncity. he’s one who simply nails it every time. Mourad has the luxury afforded to few in that he’s his own shareholder, and he will design and open when he’s ready and not before. He will look through a microscopical lens at the business ensuring everything his guest will see, feel, remember evolves in a quite magical way that thousands of guests come to bene t. Sketch opened seven years before Instagram became part of our daily lives and is now the most Instagrammed restaurant in the world. That only came about with the genius of Mourad, who with instinct, designed a place he knew would resonate in the way it has. As I waved Mourad off I went back to the deal den where a few of us old guys were helping the next generation of entrepreneurs pitch their concepts and ideas for funding. Six restauranteurs from around Europe with passion like Mourad’s, knowing what they didn’t know, knowing what their guest’s wanted though and all importantly worked from the oor, looked at their brands through the eyes of the guest and surrounded themselves with people who knew what they didn’t.Talking Heads hoteliermiddleeast.com April 2020 18 Let’s talk for a moment about the glori ed and much-hyped lifestyle of the contemporary chef. The ultra-masculine, militant, aggressive, acerbic, sometimes violent and abusive character we associate with the professional chef persona, thanks to a decade of media portrayals of both real-life and ctional despots driven to perfectionism. Aspirational for many young chefs who want to achieve fame, glory and stars. A badge of honour. Except, it isn’t. I can detail many instances of verbal and physical assault and sexual harassment throughout my career. I’ve watched colleagues navigate drug and alcohol dependency, poverty, abuse, food insecurity, mental illness, and physical decline. All this within a working environment that doesn’t readily provide tools to cope with what we can all agree is a challenging lifestyle at best. It’s competitive and divisive. It is toxic and has nothing whatsoever to do with food. The above scenario may have evolved into something more palatable these days, but many of my colleagues have lived this at some stage in their careers. For a long time, a macho kitchen environment was considered the most effective and ef cient way to execute a successful service. After all, the kitchen brigade system developed by Escof er takes its cue from the military. It’s not dif cult to see how this milieu would appeal more easily to masculine sensibilities, nor also to see its potential to cause harm - to all genders. I don’t mind admitting here: I’m guilty of this bullish behaviour too. I can’t take back the damage that caused, but I can work towards positive change. For me personally, this involves working towards the feminine. What do I mean by that? Food is a naturally creative discipline, and it follows that food roles can exist beyond the traditional dining environment that we readily associate it with. Chef-led culinary spaces act as the primary focal point of contemporary food culture. However, by actively directing media focus beyond this cultural space, we naturally enable diversity and growth (both feminine principles) and minimize the ill-effects of toxic kitchen culture by widening the scope of culinary relevance. At the same time, we tap into the sharing economy. This is the premise of Her Table, a platform for women in F&B that I formed along with three (outstanding and inspirational) colleagues. It was formed out of a genuine desire to build a collective we could resonate with, at a time when we all felt it was needed. Our goals are relatively simple but (I hope) effective: To create linkages among peers in F&B and hospitality, especially women, to build a safe space to speak our views Why chefs need to ditch the machismo By Liz Stevenson About the author Having working at several ne dining restauarnts including Rüya in Dubai, Liz Stevenson is a pastry chef, culinary consultant and co-founder of Her Table, a platform for women in F&B. and talk about our various challenges and accomplishments. To become more invested in the notion of a shared food economy, in order to better understand and legitimize our food expression – because if we bypass this, we bypass authenticity. To develop awareness of the use of gender-discriminatory or exclusive language and imagery that can hurt, harm, or disengage. To promote sharing over competition, and network-building over antagonistic or ego-centred rivalry. Use of these principles is not gender- exclusive – many of my male colleagues use the same approach. By applying these feminine principles in my work, I become more naturally committed to the nurturing, communal self-expression that food is meant to embody. Can you see how these principles are also aligned with the sharing economy? And since that’s not about to go away anytime soon, I urge you to get in touch with your feminine side.19 April 2020 hoteliermiddleeast.com Talking Heads It's time to Strategise By Trevor MacKenzie In more than 30 years as an entrepreneur and over 20 in the restaurant business I have never faced a situation like the one we are in right now. Perhaps it is the world’s way of asking us to temporarily reset? An opportunity to re ect on how frenzied we have all become, and focus on what is actually important like food, water, care and respect for one another? THINKING TIME As restauranteurs, this crisis has enforced time upon us. Time we cannot use to serve our customers, so we will use this to strategise. How do we evolve, how do we shine? Will we be more preventative next time? Will humans still want to socialise after this? Will living six to eight weeks like this create a new norm for world operations or will we just go back to what we know? The restaurant business has become saturated elsewhere, but the Middle East market is in its infancy in comparison. Its restauranteurs are younger, more creative and have already been pushing the barriers of traditional “restauranting”. Therefore, there will be some casualties but others who thrive. The market is less mature than others, and as a result, more agile. WILL DELIVERY BE THE ANSWER? No, it’s not by luck that some restaurants are very popular and With more than two decades of F&B expertise, Trevor MacKenzie is at the helm of Asian Cuisine Co., Ltd and Exquisine System Co, a subsidiary of Coca Holding International which owns Mango Tree and Coca group of brands worldwide. During his time as managing director of Mango Tree, the company’s portfolio has grown to comprise 70 outlets and gross more than US$90 million annually. packed. Firstly, they have great leaders. who are clear in every area of their business from bricks and mortar, to delivery of the guest experience, to marketing. Secondly, humans are social and they need social interaction. They need their senses stimulated and are most comfortable when connected, sharing emotions and stories. NEW HORIZONS This is a challenging time for everyone’s emotions and a new experience for every single one of us, and for me it is back to the drawing board using time I have never had before, to think. The rst days were hard, but now as I manage my teams from their homes and am not travelling to see my global restaurant partners, I nd that my book of ideas is growing and recognise that this is the perfect opportunity to set out our new plan. This is plan that I believe will sustain Mango Tree as a market-leader, but more importantly myself as leader for all of my partners and all of our customers around the world. In China and Hong Kong we are starting to see the light. Our outlets are reopening and climbing steadily once more, day by day, week by week. I am getting weekly positive updates of 5%- 10% week-on-week increases. Thailand launched a PR campaign along with its own Cocaman and Mangoman delivery drivers where delivery fees go directly to the drivers to help them in this time of need. We also donate our food to hospital and care workers. Stay tuned for what comes next for Coca and Mango Tree Restaurants worldwide, (which turns 63 years this year. Good luck and see you all on the other side when this is over. About the authorNext >