[PERSPECTIVES] When is a hotel not a hotel?

December 16, 2015

CHOOSING a hotel strategically in line with client objectives is a great way to get more value out of the accommodation part of event planning than simply viewing it as a place for guests to lay their heads. It can also help reduce costs, says The Appointment Group’s Sam Robson.

Beyond luxury
A spa hotel, for example, can add more to an event than a touch of luxury. If your sales team or partner network has worked hard all year, an incentive trip can act as a motivational reward, as well as an opportunity for teambuilding and training. Add a spa element, and it can also play a key role in rejuvenating their minds and bodies, so they start the next year in great condition. This move also offers a clear signal that you value their wellbeing.

Meanwhile, in the associations market – particularly in pharmaceuticals and medicine – the focus is very much on using conventions and congresses to drive key benefits for members, the industry sector and, in many cases, society as a whole. Any form of ostentation is off-limits, which makes the choice of accommodation critical, with hotel chains that offer high-quality three- and four-star properties ideal in terms of budget and projecting the right image into the market.

Point of difference
Delivering a unique experience is becoming increasingly important for incentive programmes, and choosing the right hotel can make a valuable contribution. A particularly original or quirky property – perhaps in terms of stunning location or groundbreaking design – can deliver the necessary wow factor the event needs, or can help support the overall theme, such as a hotel that reflects the culture of its surroundings rather than that of the hotel brand.

Combining uniqueness with good conference and events facilities, which more and more hotels are doing, means delegates can remain on site throughout the programme. This can be a great way to create a truly immersive experience that can improve the absorption of key messages and the communication of an organisation’s visions and values.

Choosing such a conference hotel is also more cost effective than booking a separate venue. For larger event groups, there is the option of buying out an entire property, and when this is done at a resort, it can create a highly immersive and exclusive atmosphere for delegates.

Sam Robson is the group event director at The Appointment Group, an award-winning global travel and event management company. Its specialist business divisions, TAG Global Corporate Travel, TAG Global Touring, TAG Global Events, TAG Global Private Clients, TAG Global Sports and TAG Global Film & Media provide high calibre travel and events management for high-end corporations, VIP individuals and luxury leisure travellers across an office network in London, Manchester, New York, Atlanta, Los Angeles, Melbourne, Sydney and Singapore. www.appointmentgroup.com

By Sam Robson

Tokyo CVB releases latest guide for event planners

By TTG Asia

December 16, 2015

THE fourth edition of the Tokyo Meeting Planner’s Guide has hit the marketplace today, offering event planners information on new and improved suppliers in the Japanese capital.

The 120-page publication by Tokyo Convention & Visitors Bureau (TCVB) features 12 convention venues, 40 hotels and 26 unique venues, and includes information on new ones such as Toranomon Hills Forum and Andaz Tokyo Toranomon Hills as well as rebranded business hotels like Hilton Tokyo Odaiba.

Kazuko Toda, director of TCVB, said: “In producing this guide, we focused on the further promotion of Tokyo’s brand image as “the place to go” to induce planners to hold business events in Tokyo…”

The Tokyo Meeting Planner’s Guide 2016-2017 is available only in English. An online flicker book as well as a PDF version can be obtained from TCVB website.

Planners can also request for a printed copy by writing to businessevents@tcvb.or.jp.

Sedona Hotel Yangon seeks MICE business with new wing

By Xinyi Liang-Pholsena

December 16, 2015

IN A city where the corporate and MICE market had been languid until just a mere five years ago, it’s a vastly different scene now in Yangon as Myanmar’s growing economy has led to an influx of international investment and business activities since the country opened its doors in 2011.

It is no wonder then that Sedona Hotel Yangon, established in 1996, has since turned its attention to the city’s nascent MICE market. The deluxe five-star hotel soft-opened the new Inya Wing in October, adding 431 guest rooms and suites to the existing 366-room Garden Wing to bring its total room number to 797 – the biggest in Yangon.

The huge boost in room inventory has made it viable for Sedona Hotel Yangon to pursue the MICE market, explained Mok Kok Meng, general manager of Sedona Hotel Yangon. He said: “The owners see it as very exciting times to be in and therefore the extension was part of the plan to venture into MICE. That was planned way back in 2011 until its fruition today.”

As well, the 19-year-old property has also spruced up its ballrooms and existing function spaces this year while implementing high Internet speed of 100mbps to cater to the fast-growing MICE and corporate market, Mok added.

When asked which sectors are doing well for MICE market, he commented: “All the big boys are coming in – cars, fashion, retail, oil and gas, tobacco, etc – basically any sector that comes with a growing economy is now very interested in entering Myanmar.”

Sedona Hotel Yangon recently hosted the 14th Annual Conference of Hospital Management Asia from September 3 to 4, which saw the attendance of over 700 delegates from 30 countries.

“We are going into a lot of international MICE shows like ITB, EIBTM and IT&CM China,” said Eugene Yeo, the hotel’s director of sales and marketing.

“Singapore is a strong MICE market for us, and we are working with Preferred Hotels & Resorts to organise a fam trip for all PCOs (from Singapore) to come into Yangon. Other MICE markets we are going after will be China as well as Thailand.”

Asian travellers seek value, air-con, culture in 2016

By TTG Asia

December 15, 2015

A STUDY commissioned by online review and booking site TripAdvisor has revealed several key preferences of Asia’s travellers in 2016.

One of the topline findings show that value is of utmost importance with one in four Asian travellers having chosen a destination due to cheap flights.

Meanwhile, 67 per cent will not consider a hotel that does not have air-conditioning, making it the number one deal-breaker for booking decisions. Lack of in-room Wi-Fi comes second with 46 per cent of travellers saying they will look elsewhere.

For Asians, a destination’s culture is the most popular reason cited when considering where to take a trip, with 42 per cent responding so, while globally, more than one in two travellers cite special offers as the key decision driver.

“Value is key for global travellers in 2016, as they look to get the most out of their trips. While a third plan to increase their travel budgets for next year, the majority of global travellers expect essential amenities to be included in the price of their hotel and more than half say special offers can play a big part in their choice of destination,” said Helena Egan, director, global industry relations at TripAdvisor.

According to the study, Australians are set to spend the most globally in 2016 with an average travel budget of US$10,900, followed by the Swiss ($10,100) and the Americans ($8,400).

Asian travellers will have more modest budgets, with Japan ranking the highest at $5,600 on average, followed by China ($3,600), India ($3,100), Thailand ($2,200), Malaysia ($2,100) and Indonesia ($1,400).

Carlson Rezidor expands India portfolio

By TTG Asia

December 15, 2015

CARLSON Rezidor Hotel Group is expanding its India foothold with seven new properties under the Radisson Blu, Radisson and Country Inns & Suites by CarlsonSM brands.

Slated to open first in 4Q2016 is the 89-key Radisson Srinagar located within 2km of the main commercial and retail hubs of Srinagar city. Facilities and attractions nearby include golf courses, Dal Lake, Sher-i-Kashmir International Conference Center and Asia’s largest tulip garden.

Country Inn & Suites By Carlson Jammu is scheduled to open next in 3Q2017 in Gandhi Nagar. The 55-room hotel will be close to Jammu Airport and Jammu Railway Station.

Following that, in 3Q2018, Radisson Pahalgam Golf View Resort will open with 118 rooms. Located approximately 7,200 feet above sea level in Pahalgam, the resort will offer direct access to the Pahalgam Golf Course.

Meanwhile, 100-room Country Inn & Suites By Carlson Sonamarg will be built close to the scenic Himalayan glaciers and trekking routes in Sonamarg. Accessible by the Srinagar-Ladakh highway, the new hotel is expected to open in 4Q2018.

The opening of the 80-key Country Inn & Suites by Carlson Gulmarg and 225-key Radisson Blu Srinagar will take place in 1Q2020 and 2Q2020 respectively. Radisson Blu Srinagar is located near Dal Lake and approximately 10km away from Srinagar Airport.

The seventh property, Radisson Blu Resort Tangmarg with 150 rooms, is slated to open in 4Q2021. It will be sited within a 25-acre site in the Himalayan mountains.

Currently, Carlson Rezidor has close to 120 hotels in operation and under development across 45 Indian cities. The group is expecting an increase to more than 170 hotels in operation and in the pipeline in India by 2020.

Hainan Airlines opens Xi’an-Rome route

By TTG Asia

December 15, 2015

HAINAN Airlines has launched a twice-weekly service between Xi’an and Rome.

Flights depart every Wednesday and Saturday from Xi’an aboard an airbus A330 at 01.00 and arrive in Rome at 05.55 the same day. The return flight will leave Rome at 12.35 and land in Xi’an at 06.00 the following day.

The flight is scheduled to increase to thrice-weekly come March 27, 2016.

Qatar offers in-flight Wi-Fi

By TTG Asia

December 15, 2015

QATAR Airways, in partnership with telecommunications provider Ooredoo, is offering 15 minutes of complimentary Wi-Fi on all of Qatar’s A380, A350, B787, A319, and select A320 and A330 aircraft from December 17.

Passengers are charged US$5 or $10 for one-hour or three-hour usage respectively beyond the first 15 minutes. A fixed $20 fee regardless of duration is also available.

Passengers on Qatar’s A380 First Class cabin will be offered complimentary Wi-Fi for the duration of their flight.

SLH kicks off agent loyalty programme

By TTG Asia

December 15, 2015

SMALL Luxury Hotels of the World (SLH) has launched a travel agent rewards initiative named Small Luxury Heroes.

Agents can register on SLH’s website to receive a Luxury Agent ID linked to their SLH profile, which they can enter when making reservations whether via GDSs, call centre or SLH.com.

Each booking will earn points based on overall value which will accumulate and can be redeemed for rewards ranging from Amazon gift cards to SLH gift certificates and complimentary hotel stays.

As part of the launch celebrations, agents who register for the programme before January 31, 2016 will be added into a prize draw to win one of 25 US$1,000 SLH gift certificates. These vouchers can be used towards a stay at any of SLH’s 520 hotels in over 80 countries around the world.

According to SLH, reservations by travel agents account for almost two-thirds of all of its bookings.

Aviation industry backs Paris climate deal

By TTG Asia

December 15, 2015

THE global aviation community have declared their support following the positive conclusion of the 2015 Paris Climate Conference (COP21), which news outlets worldwide hailed as a turning point in human history towards a low-carbon future.

The International Civil Aviation Organization (ICAO) was already slated to meet in September 2016 to address aviation emission issues, but the COP21 pact, as agreed upon by world leaders, has provided more reason for governments and aviation stakeholders to reach a favourable agreement.

“IATA welcomes the historic COP21 Paris Agreement which will provide additional momentum to governments for the negotiations at the ICAO on an aviation emissions agreement, which are expected to conclude next year,” said Tony Tyler, director general and CEO of IATA, in a media release.

“The aviation industry, through ICAO, is working towards securing its goal of carbon-neutral growth from 2020, and the positive outcome of the Paris conference gives more impetus to governments to achieve this.”

The Air Transport Action Group (ATAG) also made a statement after the COP21 deal, saying that the aviation industry through ICAO “already has its own mandate and well-established programme for further addressing aviation and climate change.”

It further added that “the aviation industry will continue to promote and support the work taking place at ICAO and encourages governments meeting there to increase their engagement and ambition to reach agreement.”

The deal made in Paris is the first time in over 20 years of UN negotiations to achieve a universal agreement on climate with aims to keep global warming below 2°C by the end of the century.

Keeping them happy and productive

By Rebecca Elliott

December 15, 2015

Travel organisations reveal the strategies they have undertaken this year to retain their best employees and keep them at the top of their game

Simon MCGrath
COO Pacific,
AccorHotels

What’s the one big step you took this year in a bid to retain employees?
At AccorHotels Australia, we are proud to have a loyal workforce with 60 per cent of our employees having more than two years’ service. This is a reflection of the passion and commitment from our employees towards our guests. We recognise the talent challenges that come with a rapidly changing industry, and we have introduced several new programmes to support internal promotion and diversity.

This year, we have committed to achieving a greater gender diversity in senior leadership roles. We set an ambitious target to increase the number of women in executive positions from 27 per cent to 50 per cent by 2018, which is above our global target of 35 per cent.

What visible results did you see?
We have increased our female representation, with female general managers now up to 39 per cent. We have also identified 16 additional female leaders whom we are upskilling to progress them to a more senior or general manager role within the next 12 months.

Biggest learning point from it?
Diversity is at the very heart of our organisation; companies benefit greatly from having women in senior leadership roles and this is one of our top priorities.

On top of this, we will be employing up to 180 indigenous applicants this year (we’re aiming for 600 new Indigenous employees by 2018), and we also seek to attract additional mature workers who we highly value for their experience and communication skills. – Rebecca Elliot

Amanda Arlin
Director of Human Resources,
Panorama Group

What’s the one big step you took this year in a bid to retain employees?
We are aware that digitalisation (breaks down) boundaries, enabling people access to information at faster speeds than ever. To stay ahead and win the hearts of our customers, our strategy is to ‘humanise’ the brand, and make the brand and products relevant to them. Our challenge is aligning the people to this strategy.

We are now trying to think outside of the box where the human resource department is no longer just a support unit of the company but is expected to be a business partner too. As such, we have changed our policies and services to be relevant to our people.

For example, we customise compensations and benefits to fit employees’ needs, such as giving an option for health benefits or transportation solutions for certain levels. We apply value-centred recruitment, taking onboard those who show service attitude. We also learn to understand generation motives and behaviour.

The most important thing is leadership. Surveys have shown that when employees resign, they are not leaving the company but they leave the (management). We have in place the Panorama Leadership Excellence programme to help our managers to become Panorama leaders.

What visible results did you see?
This policy is (still) in progress, but we have seen excitement from within, shown by the numbers that keeps it on track.

Biggest learning point from it?
We cannot have the same policy for everyone. This is because we are humans, we are unique and we like to be treated as special individuals. To build trusting relationships, we need to connect and engage. – Mimi Hudoyo

Nichlas Maratos
Vice President of Sales, Asia-Pacific,
Starwood Hotels & Resorts

What’s the one big step you took this year in a bid to retain employees?
Starwood firmly believes that the rapid growth and global success of Starwood is anchored on our associates, and the company takes a multipronged approach towards retaining staff. This includes training, both on the job and e-trainings; incentive, especially with the sales teams; and career development.

Also introduced this year was Starwood Careers Month, an Asia Pacific-wide talent attraction exercise that focuses on both internal career development and external recruitment.

What visible results did you see?
Our annual internal survey, StarVoice, has shown that associate engagement scores has consistently improved year- on-year with Asia-Pacific achieving the highest rating of 91 per cent in 2014, which is testament to our successful human resource programmes and initiatives. We are confident that scores this year will be similar.

Biggest learning point from it?
As Starwood continues with our strong growth trajectory, especially across the Asia-Pacific, the need for retaining and attracting quality talent has become more evident. – Paige Lee Pei Qi

Chris Thomas
General manager, Talent and Innovation,
HK Express

What is the one big step you took this year in a bid to retain employees?
The airline shares the success with the staff immediately when we record positive earnings. For example, in addition to the already competitive base salary we offer, the bonuses of 2015 should be approximately two months of basic salary, which clearly motivates our staff to stay at HK Express.
We also built a brand-new, modern office space just next to the airport and we’ve replaced 80 per cent of our desktops and laptops in a move to upgrade systems and drive productivity across our back-office staff.

What visible results did you see?
Compared with 2014, the turnover rates in our two largest talent areas are significantly lowered. Our turnover in cabin crew is down 50 per cent, while cockpit turnover is also on track to be lower than 2014. Our office turnover remains low compared to the industry benchmark.
We’ve also enjoyed a big uptick in talent satisfaction as a result of the new office space and system upgrade. We encourage a shared dialogue with our people, listened to what they wanted most and delivered it.

Biggest learning point from it?
Our biggest learning point is the value derived from the unfiltered and anonymous staff feedback. We are pleased with both the high participation rate (85 per cent) and the staff survey result. By result, I don’t mean we scored top marks in all categories. Rather, the survey highlighted areas of concern and gave our team a clear focus on issues to fix. With a strong commitment to fixing those issues, we wish to build a more satisfied team, and are confident that with the system upgrade, we will have a more productive workforce. – Prudence Lui

Syed Razif Al Yahya
Group Managing Director,
Sutra Travel Management Group

What’s the one big step you took this year in a bid to retain employees?
We introduced numerous technology-driven initiatives and products to make work more efficient for all our employees. The Gen Y employees love technology and they love the changes we have introduced in the workplace.

What visible results did you see?
I noticed that young people, with or without experience, wanted to join the company because they saw a future with us. Most of the existing staff also easily adapted to the changes.

Biggest learning point from it?
You have to provide training and give people time to adapt to the changes. This is especially true for the older generation of experienced staff who are comfortable with doing things manually. However, a minority will resist change and only look out for their own interests. Such people will eventually choose to resign. – S Puvaneswary

Rattan Keswani
Deputy Managing Director,
The Lemon Tree Hotel Company

What’s the one big step you took this year in a bid to retain employees?
Firstly, we focused on learning and development interventions at four stages – initial, supervisory, executive and higher management roles. Depending on their tenure, employees are taken through the higher levels of learning, based on their inclination and potential. We also identified employees and offered them learning opportunities and personalised mentorship programmes to enable them to aspire and grow. Lastly, performance bonuses are given based on deliverables, special projects and cross training targets. This helps to create a robust pipeline for growth as well as a ‘steel spine’ of ‘must-retain’ employees.

What visible results did you see?
Not only have these multiple programmes and strategies paid off in terms of higher motivation levels within the company, but they have also curtailed attrition. Our efforts in grooming these leaders of the future is bearing fruit. This year, Lemon Tree Hotels has been adjudged the 30th Best Place to Work For in India and the second Best Company in India for Unique Initiative/Programme.

Biggest learning point from it?
Employees desire an approximate two-year career progression. If we are able to project it for them and deliver our promise, retention gets proportionally managed. It’s important to identify talent, nurture it, grow it and retain it. – Rohit Kaul

Hiran Cooray
Chairman,
Jetwing Hotels

What’s the one big step you took this year in a bid to retain employees?
This year, the biggest investment we made to retain our best talent was to invest heavily on a programme called Learning and Development Activities. Throughout the year we designed and implemented development programmes aimed at a wide audience, ranging from general managers, executives, supervisors and trainees.
Signature programmes such as The Senior Managers Development Programme, Jetwing Lead, Everyday Leaders, Jetwing Ascension and Jetwing Achievers were implemented to enhance associates’ knowledge, skills, introduce them to new concepts and patterns of thinking.

What visible results did you see?
A change in the approach when performing and handling duties was a key point that was observed, while improved coordination and stronger working relationships within the group and among work teams was also observed.

Biggest learning point from it?
Focused and structured investment on learning and development activities helps strengthen the bond within our organisation, while enhancing innovation levels, improving capacity and yielding better performance from our associates. – Feizal Samath

Hideaki Furusawa
Manager of Global Sales Department,
Yokohama Bay Sheraton Hotel & Towers

What’s the one big step you took this year in a bid to retain employees?
We have regular performance reviews and team meetings, but we feel that feedback from the staff and having open communication channels are important. We insist that all our managers listen to their subordinates – regardless of whether their comments are positive or negative – and we think that this helps to increase understanding between everyone involved. Being able to communicate sounds like a simple thing to do, but it’s critically important.

What visible results did you see?
Turnover in the hospitality industry is a constant issue, but we think we are having some success in making people happy in their positions and keeping them longer. But looking into the future, I fear this could become a problem as we, like many hotels in Japan, are operating at 95 per cent capacity and that is putting more pressure on our staff.

Biggest learning point from it?
As well as keeping those channels of communication open, a competitive salary and guaranteed holidays are important to staff, particularly for the younger employees. I’ve heard of staff at Japanese companies who have never taken paid holidays, even after many years with a company. I don’t think such a company will be able to keep its best people if it treats them like that today. – Julian Ryall

This article was first published in TTG Asia, December 11, 2015 issue, on page 24. To read more, please view our digital edition or click here to subscribe.

Additional reporting from Mimi Hudoyo, Paige Lee Pei Qi, Prudence Lui, S Puvaneswary, Rohit Kaul, Feizal Samath and Julian Ryall