By BW Hotelier INTERCONTINENTAL HOTELS Group (IHG-), announced the appointment of global water-use experts, the Water Footprint Network, to develop a worldwide water stewardship program for IHG. As part of the program, IHG and the Water Footprint Network will develop a deep understanding of IHG’s water usage at a local level, applying best practice techniques and behaviours to manage and reduce its water footprint. The partnership will build on the strong progress IHG is already making to reduce water consumption per occupied room in water-stressed areas, one of the company’s 2013-2017 Corporate Responsibility targets. Paul Snyder, Vice President of Corporate Responsibility ’ Environmental Sustainability, IHG, (see photo) commented: ’We are delighted to add the Water Footprint Network’s expertise to the great work we’re doing towards achieving our reduction targets around water consumption. IHG has a presence in nearly 100 countries, so ensuring we are good water stewards locally generates significant environmental and economic benefits for both IHG and the communities in which we operate.’ Ruth Mathews, Executive Director, Water Footprint Network, commented: ’We are very much looking forward to partnering with IHG to develop its global water stewardship program. IHG’s global scale gives us an opportunity to make both a broad and positive impact, as well as to inspire the millions of people and guests that work and stay in IHG’s hotels.’ IHG helps its hotels to manage freshwater usage through the company’s online environmental sustainability tool, IHG Green Engage system. In addition to water, the system gives hotels the ability to track how much carbon, and energy they are using, as well as to assess how waste is managed. IHG’s global estate of more than 4,900 hotels is enrolled, giving them access to more than 200 specific actions ’ or ’Green Solutions’ ’ designed to reduce hotels’ environmental impact. There are nearly 30 Green Solutions devoted solely to water. These include the ability to track consumption on a monthly basis, as well as guidance on more specific water-saving solutions such as metering, rainwater harvesting, and the installation of devices such as low-flow taps and showerheads. Such solutions helped IHG drive a 4.2 per cent reduction in water use per occupied room in water-stressed areas to the end of 2014.
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By Sourish Bhattacharyya IN A hard-hitting opening to the Indian Restaurant Congress on Tuesday, August 25, National Restaurant Association of India (NRAI) President Riyaaz Amlani (see photo) identified regulatory restrictions imposed by government, mainly municipal, agencies were the single largest irritant for the Rs 2,47,000-crore restaurant business, which employs the equivalent of the population of Switzerland (4.8 million people) and whose organised one-third contributes Rs 11,500 crore as taxes to state agencies. Amlani, who’s also the Founder-CEO and Managing Director of Impresario Entertainment and Hospitality Pvt. Ltd., likened this regulatory environment to ’the 500-pound gorilla in the room’, impeding the restaurant business more than rising input costs, growing employee attrition and other speed-breakers that come with the territory. ’If the regulatory environment changes, it will have an impact on your bottomline,’ he said at the inaugural session of the annual event organised by Franchise India, adding a dose of dark hilarity to the proceedings by mentioning the innovative heads, such as ’floral expenses’, under which under-the-table payments made to government inspectors have to be accounted for. The restaurant business in the country is ahead of the telecoms sector in size and value, and seven times larger than the hotels sector. Raising the perennially vexatious matter of the 30-odd licences and NOCs that each new restaurant anywhere in the country has to apply for and then keep renewing each year, Amlani said, ’I can retail clothes without a police licence, but I need one to sell food and drinks.’ The problem gets more complicated because of hyper local issues that restaurants have to deal with. The many laws governing the sector, moreover, varies from one state to the other. In Hyderabad, an excise licence costs a whopping Rs 35 lakh, but in Goa it comes for Rs 10,000 a year. Likewise, in most Indian states, the legal drinking age is either 18 or 21, but in Delhi, Punjab and Chandigarh, it is 25. The law in force in Mumbai requires a person consuming alcohol to carry a liquor licence issued by the Excise Department, where you have to admit you are an alcoholic. In New Delhi, the civic body, NDMC, doesn’t approve of alcohol being served in open space because the law doesn’t expressly permit it, although the excise department has no issues with it. ’Government agencies are allowing an archaic law override a huge revenue-generating opportunity,’ Amlani said in a telephone call after the event. If the government agencies clear up the regulatory mess, Amlani estimated the earnings from restaurants of state exchequers across the country will go up from the present level of Rs 11,500 crore to Rs 27,000 crore. ’The present system of licences has to be replaced by a registration system requiring restaurants to update their licences every three or five years, and not every year,’ he said. ’And of course, a single-window clearance system must be in place at once.’ Amlani’s other demands were to keep the Food Safety and Standards Authority of India (FSSAI) out of the restaurant sector’s hair (’it is redundant,’ he said); to end the system of getting an annually renewable licence from the weights and metrology department (’we use weighing scales only when we receive items,’ he reasoned); and to call off the unnecessary Ministry of Tourism verification. ’Restaurants give cities a personality,’ Amlani said, citing how Noma’s rise to international fame had led to a 20 per cent increase in tourist arrivals in Copenhagen. Is anybody listening? Inaugurating the Congress, Ritu Marya, Editor-in-Chief, Franchise India, pointed to the irony of India being the second most populous country and yet the 20th marketplace for food in the world. Is the regulatory environment responsible for this anomaly? Listening to Amlani, it seemed as if that was indeed the case. The author is Consulting Editor at BW Hotelier.-
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By Rashmi Pradhan THERE IS a new Ananda Spa on the horizon. The destination spa, Ananda in the Himalayas situated in Tehri Garwal, Uttaranchal is working towards opening its second destination spa, this time in Roha, in the Raigad district of Maharashtra. Ashok Khanna, Founder and Managing Director, Ananda, (see photo) in an exclusive interview with BW Hotelier gave us more details, the ’destination spa is all about health and wellness. They are set up away from urban sprawls, close to nature. The Ananda in the Sahyadris, which will open in 2017, is owned by Aniruddha Deshpande, of City Group, who has also developed Amanora Park Town in Pune. We (Ananda) will manage the property.’ ’Spread across 300 acres, the project in Roha will be a mix of destination spa, resort and luxury residences. The destination spa will have 25 villas, the resort will have 55 rooms and the luxury residences will have 40 units, which will be sold. The project is adjoining the Phansad Wildlife Sanctuary and 50 to 60 per cent of the area is water bodies,’ Khanna told us. Construction is expected to be complete by next year and the resort will be operational by the beginning of 2017. The approximate investment for the two projects (villa and resort) is around Rs 200 crores, according to him. ’Guests who come to the spa will do so under various packages which last from a four to 21 days, much like the Ananda in the Himalayas. The spa can be used by the villa as well as resort, although resort residents will need prior appointments. The treatment will vary slightly compared to Ananda in the Himalayas,’ he added. Speaking about the need for another Ananda property, that too 15 years after the first, Khanna said, ’We realized that our guests in the western region find it difficult to reach Ananda in the Himalayas. Having a destination spa in the same region makes it more convenient for short stay guests who can go for 4 or 5 day wellness packages.’ In 2000, we opened Ananda in the Himalayas, which has undergone a complete refurbishment recently. Running a destination spa is an expensive affair, you cannot build too many of them. You have to take time and build selectively in order not to dilute the brand.’ Ananda also runs Ananda Spa Institute in Hyderabad. The author is Assistant Editor at BW Hotelier.
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By Rashmi Pradhan THE PRIME focus of the Leela Mumbai would be to retain its leadership position in the North Mumbai market. This is what Sameer Sud, the new General Manager (see photo) of the 391-room Leela Mumbai property had to say during an exclusive chat with BW Hotelier recently. The flagship property of The Leela Palaces Hotels and Resorts sees an average occupancy rate of between 60 and 70 per cent, according to Sud. When asked about other areas which he would like to focus on during his tenure, Sud told us, ’We are looking at focusing on F&B operations. We have (F&B) activities planned out for the year, which we review quarterly. We come up with promotional activities at our F&B outlets every now and then. We will be using social media to promote these activities directly to our patrons.’ Sud told us that his sales and marketing efforts were focused on reaching out to both the domestic and international markets and positioning the (Leela) brand as a preferred destination. ’Besides rooms, banqueting plays a crucial part of revenues, on average we make Rs 2 crore a month comes from banquets, events and social activities,’ he clarified. Speaking on the challenges ahead, Sud told BW Hotelier, Mumbai was a very price sensitive market, like many other industries, the hospitality sector in Mumbai was very competitive--’However as it gets more competitive, it gets more innovative and mature. Every hotel has its own strengths which help to retain business and reach out to new customers. We continue working on our strengths and keep innovating on our products and services. Customers enjoy the option of having more to choose from.’ The author is Assistant Editor of BW Hotelier.
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By Rashmi Pradhan THE NEWEST property, owned by Noida-based DS Hotels & Resorts (India) Ltd., located in Jaipur, will be managed under the Crowne Plaza brand of InterContinental Hotels Group (IHG). The 243-room property will open by October 2015. DS Hotels & Resorts is the hospitality arm of FMCG company, DS Group, and owns and manages hotels across India. Explaining the genesis of the company, Nikhil Vahi, Senior Vice President, Hospitality Operations & Development, DS Hotels & Resorts, (see photo) told BW Hotelier in an exclusive chat, ’In 2013 we launched our boutique hotel brand, Namah. Our Jim Corbett National Park property that was launched in October 2013 under the Namah brand. In addition, we will be rebranding our first hotel, The Manu Maharani in Nainital, a 67 room property owned and managed by us, as a Namah property as well.’ Speaking about the new property he said it was targeted towards the business and leisure travelers. ’We will also be tapping MICE and wedding segments. The Crowne Plaza Jaipur, is close to Jaipur International Airport and has been constructed with an investment of around Rs 300 crores,’ Vahi told us. Furthermore, DS Hotels & Resorts is planning to come up with a mid-market hotel in Kolkata near the airport. ’We have not yet decided the brand for the upcoming property in Kolkata. We might brand it as a Namah or tie-up with a reputed management company,’ he said. In addition, the Group has acquired land in Ranthambore, Shimla and Mussorie to construct hotels. DS Hotels & Resorts also owns the Radisson Blu Hotel, Guwahati, which has been operational since last year, Vahi added. The author is Assistant Editor at BW Hotelier.
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By BW Hotelier SAEID HEIDARI, General Manager at JW Marriott Hotel Mumbai Sahar has been recognized as ’Best Professional in hospitality Industry’ for 2015 by Safari India at Safari India National Tourism Awards held in New Delhi recently. Heidari was presented with the award by Dr. Mahesh Sharma, Union Minister of State for Tourism, Culture & Civil Aviation, Govt. of India. Safari India National Tourism Awards are given annually to recognize the leadership quality in the field of hotel, tourism and travel agent. Commenting on the occasion, Heidari, said, ’I was humbled to be presented as the Best Professional in the Hospitality Industry. Receiving this honor in the presence of eminent industry professionals further increases my enthusiasm and commitment to strive at achieving overall excellence. However, this would have been an impossible feat for me to achieve without the dedication and continued support of my team.’ Heidari has been in the industry for 27 years and has worked in Marriott hotels across the Middle East and Europe before moving to India as the General Manager for Renaissance Mumbai Convention Centre Hotel and Lakeside Chalet Marriott Executive Apartments, Mumbai.
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By Rashmi Pradhan BENGALURU-BASED Wonderla Holidays Pvt. Ltd., which operates amusement parks in Bengaluru and Kochi under the brand name ’Wonderla, is set to open amusement parks in Hyderabad and Chennai. Arun K Chittilappilly, Managing Director, Wonderla Holidays, (see photo) said, ’With two amusement parks operational in Bengaluru and Kochi, we want to strengthen our presence in Southern India. The Hyderabad Wonderla Park will be operational by Q1 of next year and the Chennai park should open by end of 2018. In addition, Wonderla Kochi resort (around 100 rooms) is in the pipeline and will open in the next 2-3 years.’ The upcoming park in Hyderabad will be spread across 50 acres and will have 20 land and 30 water attractions. The approximate investment will be to the tune of Rs 250 crores, Chittilappilly added. The Chennai park will be the larger of the two, set in around 60-65 acres with an approximate investment of Rs 300-320 crores. ’Our clientele are mainly those who live within a 500-1000 km radius of the park. We receive around 2.5 million visitors yearly at our parks,’ he said. Talking about the potential of amusement park segment in India, Chittilappilly added, ’According to a survey, the amusement industry in India has an income of Rs 2,500 crore and is witnessing 20 per cent yearly growth. However, the segment is underrepresented in India. There is a lot of room for growth in this segment. It is a capital intensive industry and requires high standard and safety and technical know-how. It is a risky business as one accident can spoil the goodwill of the park and reputation of the company.’ The author is Assistant Editor at BW Hotelier.
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By Rashmi Pradhan GOLDEN TULIP Hotels, part of Louvre Hotels, aims to operate 22 hotels in India by 2016. The Group plans to add newer properties in their portfolio to reach 25 operational properties by 2016 in South Asia. In an email interview with BW Hotelier, Vimal Singh, Managing Director, Golden Tulip Hotels South Asia, (see photo) said, ’We are in the process to launch 4 new properties in South Asia by end of 2015. The new properties are expected to come up in Kufri (Himachal Pradesh), Haridwar (Uttarakhand), Bangladesh and Sri Lanka. The Kufri property will feature 32 craftsmen-styled, furnished apartments and will be launched under the Royal Tulip brand. Haridwar property will have 56 rooms and will be launched under the Golden Tulip brand. The Royal Tulip Seapearl Beach Resort in Cox’s Bazar, Bangladesh with 493 rooms is an eco-friendly 5-star luxury resort whereas the Sri Lanka property will have 99 rooms.’ Golden Tulip Hotels South Asia has 18 operational properties across India. The chain has properties in major metros and other cities in. The Company follows two mode of operations in India ’ Management and Franchise. The first hotel in India was launched in the year 2007, and within a span of 8 years, Golden Tulip Hotels South Asia have grown to 18 operational properties across the country in key leisure and business destinations with budget and luxury hotels. ’Among the 3 brands present in India, Golden Tulip is the fastest growing brand of the Group. From full-service hotels to long-stay suites, relaxing resorts to state-of-the-art meeting facilities, Golden Tulip caters to business and leisure travelers who demand international standards but seek an authentic hospitality experience with local flair,’ Singh added. He further stated that the Group is focusing largely on the Golden Tulip brand in the coming years due to the steady rise in business and leisure travel. ’We will be aiming to increase our share of the market in the mid-segment markets with this brand which is one of the fastest growing segments in the hospitality sector in India,’ he informed. The group is opening its second property in Bengaluru, Tulip Inn Bangalore which will be operational by September 2015. Located in Central Business District, the hotel will cater to business travellers. The business hotel will offer 54 rooms including 2 suites, a multi-cuisine restaurant, bar, state of the art conference room and 2 banquet halls of 1200 sq.ft each. The author is Assistant Editor at BW Hotelier.
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By Rashmi Pradhan IN A bid to bring travel and tourism industry stakeholders under one platform, Federation of Hospitality and Tourism of Rajasthan (FHTR) aims to organize 10-city roadshow in India. The roadshow will kick-off in Ahmedabad in October 27, 2015 followed by New Delhi, Chandigarh, Mumbai, Pune, Chennai, Bengaluru, Kolkata, Guwahati and conclude in Hyderabad in February 12, 2016. This information was revealed by Pawan Jain, Deputy Director, Department of Tourism, Government of Rajasthan (see photo). The roadshow will have over 20 suppliers including hotels, resorts and tour operators. The objective is to promote Rajasthan as a tourism destination. In order to invite the investors and stakeholders to invest in the state, a Resurgent Rajasthan Partnership Summit from November 19-20 in Jaipur. Last year Rajasthan received 33,076,491 domestic tourists, which was an increase of 9.17 per cent compared to 2013. In 2014, 1,525,574 international tourists visited Rajasthan, which was a growth of 6.15 per cent compared to 2013. The FHTR is an apex body of private players from travel and tourism industry that is supported by Department of Tourism, Govt. of Rajasthan. The federation is responsible to promote tourism in Rajasthan. The Author is Assistant Editor of BW Hotelier.
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