‘Right talent is hard to find for now’

Founded in 1985 by the Chairman and Chief Managing Worker (as he prefers calling himself) Raj Shetty, Ramee Group of Hotels, Resorts & Apartments and Ramee Group of Companies believes in prioritising the comfort of guests before any other aspect. The Group’s chief business activity is, at present, focusses on the hospitality sector and the network spans over 40 mid-range hotels and service apartments. It operates across cities in the UAE, Bahrain, Oman and India. 

At the helm of affairs is Rajit V Shetty, Managing Director at Ramee Group of Hotels, Resorts & Apartments and Ramee Group of Companies. Before joining the team in 2017, Rajit pursued education in the field of communication, psychology and pre-law. “Being in the service industry, we are a human experience-oriented business. I’d like to think all these skills will help round out some benefits to the aspect that is the hospitality business internally and externally,” he says. 

In an interview with BW HOTELIER, Shetty, who is known for introducing new, innovative and immersive concepts in the F&B industry, says that with customer preferences and tastes changing every day, he and his team constantly looks for “what we are, what is desired by the guests and how we can evolve if needed. In the end, guests want somethings that will never change, feel good (atmosphere and ambience) and eat good.” 

Excerpts: 

You opened multiple cloud kitchens during the period of the pandemic. How are they performing today and now that the world is back to normal, how do you look at their future? 

They’re doing decent, definitely could do better and expand. I expect the food delivery brands to thrive in the coming years, and hopefully build offline communities. The Ramee Group of Hotels, Resorts & Apartments currently operates and manages 45-plus hotels in mid-market segment in the UAE, Bahrain, Oman and India.  

Recent studies show that tourism is accelerating into recovery mode and the industry has high expectations for the post-pandemic era. Your take.  

I agree. People now live for the present which is great for hospitality. Younger people want to go out more as well. 

How has been the performance for the Group in FY 2022 in comparison with the previous years? How optimistic are you about 2023?  

We are back on track. India is looking great 2023 onward, not just for us but everyone. This market has a lot of potential and diversity. 

In your views, which were and will be the growth drivers for tourism in 2023 and 2024 respectively? 

For 2023, the growth drivers could likely include recovery from the Covid19 pandemic, domestic tourism and technology adoption. In 2024, the emphasis might shift towards sustainable tourism, health and wellness tourism, niche tourism and remote work opportunities. However, it’s important to remember that predicting the future is inherently uncertain and these growth drivers may evolve or change over time.  

Employee satisfaction is key to business success. Tell us about your best practices to keep employ satisfaction high.  

To maintain high employee satisfaction, organisations should prioritise open communication, recognition and rewards, professional development opportunities and work-life balance. By offering competitive compensation, fostering a positive and inclusive work environment, setting clear expectations and goals, promoting employee autonomy, and addressing employee concerns, companies can create a supportive atmosphere that encourages productivity, engagement and loyalty, ultimately contributing to overall business success. 

How challenging is it to get the right talent today? 

Post-Covid, people are hesitant for the time being to get into the industry. Therefore, it’s affecting hiring in general. Most people are looking to hold on to stable income jobs and not take risks as well. The right talent is hard to find for now but I don’t think it will persist as an issue. 

Please throw some light on your sustainability initiatives.  

Sustainable housekeeping: Use eco-friendly cleaning products, minimise the use of harsh chemicals, and adopt laundry practices that reduce water and energy consumption. 

Employee training and engagement: Train staff in sustainable practices and encourage their participation in green initiatives, such as energy conservation, recycling and community outreach programs. 

Guest education and participation: Inform guests about the property’s sustainability initiatives, provide suggestions for eco-friendly activities, and encourage their participation in conservation efforts. 

- reduce single-use plastics, and donate surplus food to local food banks or charities. 

- reduce food waste by implementing efficient inventory management and menu planning. 

- implement energy-efficient lighting, heating, and cooling systems, use renewable energy sources, and encourage guests to conserve energy by turning off lights and appliances when not in use. 

- install low-flow faucets, toilets, and showerheads, use rainwater harvesting systems, implement efficient laundry practices, and encourage guests to reuse towels and linens.  

Any policy reforms you want to suggest to the Government for better prospects of the hospitality industry?  

To enhance the prospects of the hospitality industry, governments can consider implementing policy reforms that include offering tax incentives for sustainable practices, streamlining regulations, investing in infrastructure development, and supporting workforce development. Additionally, promoting domestic tourism, providing incentives for sustainability initiatives, investing in destination marketing, encouraging public-private partnerships, supporting small and medium-sized enterprises, and developing comprehensive crisis management plans can create a supportive environment for the growth and development of the hospitality industry, ultimately contributing to economic growth, job creation, and sustainable tourism. 

What are the differences between hospitality investments in the pre- and post-pandemic era?  

In the post-pandemic era, hospitality investments have shifted focus towards health and safety, technology adoption, flexibility, sustainability and alternative property types. Investors are increasingly seeking diversified portfolios, prioritising domestic and regional markets and exploring opportunities in distressed assets. These changes reflect the industry’s adaptation to new market realities and consumer preferences shaped by the Covid19 pandemic, with an emphasis on resilience and adaptability for future disruptions. 

Your future plans… 

Expansion, brand awareness and growth. Be a hospitality leader in the country.