ahct sept 2012 web size

Published since 1976 Vol 37 september 2012

hong Kong sAR hK$50 china RMb50singapore s$15 Malaysia RM30Thailand bt300Rest of Asia us$10

KEEP IT GREENEffective laundry, clean conscience

PICK ‘N’ MIXThe rise and rise

of the cocktail

RIGHT PLACE, RIGHT TIMEIndustry leaders talk recruitment

AsiAn Hotel & CAtering times is publisHed montHly by tHomson press Hong Kong ltd (tpHK)

The opinions expressed in Asian Hotel & Catering Times do not necessarily represent the views of the publisher or the publication. Whilst every effort has been made to ensure the accuracy of information contained in this publication, no responsibility can be accepted by the publisher, editors and staff, agents and contributors for omissions, typographical or printers errors, inaccuracies or changes howsoever caused. The editors reserve the right to edit any material submitted at their discretion. All materials published remain the property of TPHK. Reproduction without permission by any means is strictly prohibited. Correspondence should be addressed to The Editor, Asian Hotel & Catering Times, Room 1205-6, 12/F, Hollywood Centre, 233 Hollywood Road, Sheung Wan, Hong Kong. Tel: (852) 2815 9111 Fax: (852) 2851 1933. Fantasy Printing Ltd. 1/F, Tin Fung Industial Mansion, 63 Wong Chuk Hang Road, Hong Kong.

All rights reserved (c) 2012Thomson Press Hong Kong Ltd

Welcome to the September issue of AHCT, the most trusted source of information on what’s happening

in the Asian hospitality industry. Environmental issues are foremost once

again in reports covering essential equipment used in the hospitality industry – induction cookware and next generation laundry technology.

While the start-up costs for some of this equipment can be higher, subsequent savings

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on electricity, water and manpower can see it pay for itself relatively quickly. The message beginning to get through is that sustainability is a force for good – for CSR, the bottom line and the environment. Laundry technology is on page 42 while induction cookware is on page 46.

Elsewhere in the magazine this month we look at budget guestroom design, the renaissance of the cocktail, how olive oil is spreading across Asia, executive recruiters

EDITORDaniel Creffield

DEsIGN byKoon Ming Tang

[email protected]

CONTRIbuTORsZara HornerRebecca Lo

Michael MackeyJane Ram

Gregg Schroeder Michael Taylor

AssOCIATE PubLIsHERSharon Knowler

[email protected]

ADvERTIsING sALEs MANAGERStanley Cheng

CIRCuLATION EXECuTIvEBecky Chau

[email protected]

CHAIRMANJS Uberoi

DIRECTORGaurav Kumar

endoRseMenTs

discuss what’s really going on in the industry, and much more.

We need to hear from hospitality professionals about the constant developments in the industry, good or bad, so please do send your comments and suggestions in to: [email protected]

E d i t o r ’ s M E s s a g E

AHCT september 2012 3

MARKET REPORT20 Malaysia battles oversupply

TECHNOLOGy22 Maximising the bottom line

DEsIGN26 Small but perfectly formed

NEWs INDusTRy6 Targeting China luxury; IHG F&B shake-up; openings; awards and more

PRODuCT50 Cushions; coffee machine; washing up

CuLINARy52 Italian micro beers; French premium vodka; NZ seafood

MANAGEMENT14 Recruitment industry insights

OCTObER• Spas• Security• Dairy• Jam• Wine• Tabletops

NOvEMbER• Loyalty programmes• Truffles• Caviar• PMS• Whisky

CONTENTSVolume 37 September 2012

Advertisers’ Index

PROfILE 32 Positively challenging

fOOD34 Fat of the land

DRINK38 Mixing it up

34

3832 Via Dei Birrai 45A/S Woodschow 29Agon Hotels and Resorts 15Alpha International 55Andy Mannhart 49Athena 37Boncafe 33Enjoi Limited 35Equip’Hotel 61FHC 57Global Search International 11Greenfield OBCHyperlux IBCiDeaS 25International Wine & Spirits Fair 60IPSO 43Jensen IFCLamb Weston 9Leader Radio Technologies 23Meiko 13Moet Hennessy Diageo HK Ltd 41Pevonia 18 & 19Rancilio 17SATS 7Tiger Company 47Tsit Wing Coffee Co Ltd 53Winerack Limited 51WMF 27Zieher 31

EQuIPMENT42 Laundry equipment that saves – money and the environment

46 Cooking by numbers – the beauty of induction

EvENTs AND EXHIbITIONs56 Events calendar58 Equip’Hotel previewed

APPOINTMENTs62 Who’s moving where

Drinking in the profits Olive oil

4 AHCT september 2012 AHCT september 2012 5

NowoniPadAvailable on App store

signature cocktails at 137 Pillars house, chiang Mai, Thailand

More than 430 properties in over 80 countries are now registered in the Leading Hotels of the World (LHW) portfolio. Established in 1928 with 38 initial members, the hotel group is “rolling out the red carpet for the new wave of Chinese travellers, offering services tailored to the needs of the world’s fastest growing outbound luxury travel market.”

As external visa and internal travel restrictions for mainland Chinese ease, they are venturing further afield and LHW hotels are actively “embracing the expectations and preferences of the new generation of Chinese world travellers,” says a press release.

“Efforts are being made by many of our member hotels to welcome this new

Fairmont Hotels & Resorts has opened a property in Jaipur India, marking the group’s entry into the country. Created from the ground up, the design influence of the 255-room property is a re-imaging of a traditional Mughal palace. A focal point of each guestroom is the bathroom, which features a complex geometrical pattern of stars and diamonds.

wave of luxury travellers,” said Ted Teng, LHW CEO. “From little things such as localised menus and welcome messages in Chinese to specially created tours and shopping experiences.”

In London, The Ritz London was the first hotel in Britain to accept the China Union Pay card, China’s largest electronic payment network. Guests can use CUP cards throughout the hotel to pay for accommodation, dining, souvenir gifts and beauty treatments.

The Landmark London is one of only two hotels in the city serving Chinese breakfast items such as congee, pickles, warm soya milk, salted eggs and steamed Chinese buns.

The Hotel Okura Amsterdam, provides Chinese TV channels and Chinese newspapers.

The Hotel Metropole Monte-Carlo provides chopsticks at its 2-Michelin star Joel Robuchon restaurant.

In Slovakia, at Hotel Arcadia Bratislava there’s a special smoking room and Chinese speaking tour guides.

In New York, the Hotel Plaza Athenee New York organises private shopping experiences at partner boutiques and can arrange real estate agents with translators to accompany guests looking to buy property in the city

The Taj Mahal Hotel, New Delhi, features a luxury Oriental suite and Chinese sightseeing itinerary.

Home comforts

In Japan, an increasingly popular destination for Chinese travellers, The Windsor Hotel Toya Resort & Spa offers Chinese cultural performances for Chinese New Year and welcomes Chinese guests with traditional dumplings.

Chinese travellers interested in gems are catered for at Cape Grace, Cape Town. In conjunction with an African jewellery brand, the hotel offers private viewings, customised designs and a bespoke consultation with a master goldsmith.

Fairmont makes an entrance in India

TheRitzLondon

HotelMetropoleMonte-Carlo

i n d u s t r y n E w s

6 AHCT september 2012

1143AsianHotel&CTA4H&Rdec.indd 1 11/4/11 12:38 PM

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AsianHotelCateringTimes.pdf 1 7/17/12 11:28 AM

Cooking up a storm in BaliThe InterContinental Bali Resort has set a clear new F&B direction with the appointment of two top chefs.

Italian native Egidio Latorraca is now in charge of the Bella Cucina kitchen while Indonesian Setyo Widjonanto has taken over the helm at Japanese KO.

It’s Latorraca’s first resort experience, and after seven months he says, “There’s a lot new to understand. And very high expectations.” The one major difference with a resort, he says, are the guests. “It’s much more about personalisation. You must try to understand what the guests are looking for from you and the resort.”

A certified Master Chef of Italian Cuisine, Latorraca has been brought in to “shake up” the way things are done in Bella Cucina. “It’s very important to inject authentic Italian culture and soul into the restaurant,” he says. “Traditional recipes; family style with a modern twist.”

With that in mind, chef has already changed 90% of the menu, and that’s just the beginning. “It’s a day-by-day, step-by-step process,” Latorracca admits. “Build the reputation and improve,” is the plan.

This well-travelled chef, who sleeps with a notebook by his bed to jot down his ever-flowing ideas, is determined to draw upon his international knowledge and create a complete culinary experience.

“You can’t just change a menu, “ he says. “You have to be proactive, dynamic, flexible. If the customer is happy, and returns to the restaurant, and the company is happy the restaurant

Rooftop renovationFollowing a complete redesign, the rooftop bar at the Sofitel Plaza Hanoi has reopened. Singaporean architects DPD+ Design executed a new concept throughout the venue, celebrity chef Will Meyrick has written a new menu and Hong Kong music producers have composed the Summit Lounge’s signature soundtrack.

is performing, that will be a kind of success,” he says, however, “I am never 100% satisfied. I am always looking to improve. If a chef is not looking for his next challenge he is missing soul.”

Over at one of Bali’s most well-established restaurants, KO, for chef Setyo Widjonanto it is likewise all change.

“For 18 years there had been no change to KO’s menu,” chef points out. “It is a dinner only venue but the menu did not reflect that.”

Having worked exclusively in various Nobu establishments since 2005,

Widjonanto says he is so experienced at what he does now he no longer suffers from nerves.

“I will draw upon the Nobu style,” he says, but “they won’t be 100% Nobu recipes. There will be more and new combinations using only the freshest ingredients, as local as possible.”

It takes Widjonanto “about a day” to perfect a new recipe. “I was employed to make changes so even before I started I had ideas in mind.”

Success will be 100 people a night, he says, adding: “I am happiest when I see a customer’s smile after the first bite.”

SetyoWidjonanto

EgidioLatorraca



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A team of four students from the SchoolofHotelandTourismManagement at The Hong Kong Polytechnic University has won first prize at the Seoul MICE Youth Challenge of the Korea MICE Expo 2012. The students’ mock bid for a major international convention, demonstrating the competitive advantage Hong Kong has over other destinations, detailed strategic action plans and comprehensive logistic arrangements. The global student competition provides a unique platform for potential creativity and business sense, and is an opportunity to broaden global perspectives and professional networks.

IN BRIEF

KhunEakrachRatree, bartender at 137 Pillars House Chiang Mai, Thailand, has won the gold medal at the Battle of the Bartender Competition held in conjunction with the Pattaya Food & Hoteliers Expo 2012. Eakrach’s winning concoction, The Golden Siam, combines Havana rum, Malibu, Bael fruit juice, honey and lime juice.

Aston International has opened its third favehotel in Bali, the 50th Aston International managed hotel in Indonesia, the favehotelUmalas – Bali. favehotel is Aston’s new select service hotel brand, aiming to offer inexpensive, contemporary hotels to budget minded travellers. favehotels currently operate nine hotels in Indonesia and Malaysia with 50 hotels in the pipeline.

Banyan Tree Group’s integrated resort, LagunaLăngCô in Vietnam, is scheduled for a November 2012 launch. It’s Banyan Tree’s first property in the country. Phase 1 of the project represents a US$200 million investment. The resort will comprise of two hotels, villas, and a golf course.

TheHongKongPolytechnicUniversitySchoolofHotelandTourismManagement (SHTM) is this year’s recipient of the McCool Breakthrough Award from the International Council of Hotel, Restaurant, and Institutional Education, the world’s largest organisation of hospitality and tourism educators. Ranked number two in the world, the SHTM plays a key role in leading hospitality and tourism education and research and its Hotel Icon facility clinched the award.

SwissotelHotels&Resorts has completely redesigned its site to improve navigation and new functionality. Larger images, expanded selection of videos and virtual tours, Google maps for each hotel and an integrated booking process all now feature. A special offer, including accommodation with free breakfast, has been created to celebrate the site launch.

Accor has opened NovotelSaigonCentre, a newly-built hotel in Ho Chi Minh City. The new 247-room upper mid-scale hotel “completes the spectrum of Accor brands [in] the city from luxury Sofitel, upper-midscale Novotel, to economy ibis.”

AstonInternational has opened its 11th select service favehotel, the 72-room favehotel Pluit Junction – Jakarta.

Hong Kong’s JPlusBoutiqueHotelhas been awarded a TripAdvisor Certificate of Excellence 2012 as a result of its Insider Access Card, which affords guests priority admission to some members’ clubs as well as special privileges and discounts at restaurants, bars, fashion and lifestyle stores, and several spas and salons. The Philippe Starck design debut in Asia, J Plus Boutique Hotel, was relaunched earlier this year under the new ownership of CSI Properties.

Starwood Hotels & Resorts Worldwide has announced the opening of its first dual-branded ski resort complex in China. Owned by Dalian Wanda Group, TheWestinChangbaishanandSheratonChangbaishanResort are adjacent to the Changbai Mountains bordering Russia and North Korea. The opening marks Starwood’s first ski resort in Asia-Pacific. The 103-hotel operation has another 100 hotels in the pipeline.

With “a lot of growth for California lifestyle products in Asia,” Jeff Williamson, director of the California State Trade and Export Promotion noted the presence of nine California companies at the NaturalProductsExpoAsia2012 held in Hong Kong in August. Williamson went on to say Asia is “set to become the locus of global consumption spending which will expand the already sizable health-conscious consumer segments.”

JohnFlood,President&CEOAstonInternationalIndonesia





Japanese group SolareHotels&Resorts will be the first hotel group in the country to display room rates and availability online in real time. Solare operates, franchises and asset-manages some 12,600 rooms throughout Japan, including core Chisun, and Loisir hotels and the Okinawa Marriott Resort & Spa. It is believed the real time display of rates and availability “will streamline the traveller’s experience and generate additional incremental revenue.”

Starwood Hotels & Resorts Worldwide will open LeMéridienDhaka in July 2013. Owned by Best Holdings, the 304-room hotel will mark the second Starwood managed hotel in Bangladesh. Le Méridien Dhaka will span the eighth and 15th floors of a new mixed-use development.

TheLanghamXintiandi has unveiled its luxurious new suites, including the presidential and chairman suites located on the hotel’s highest level, and 18 two-room parlour suites, marking the completion of the hotel.

SelectServicePartnerHongKong and veteran chef LaiWai-Hung have been honoured in the global Airport Food & Beverage Awards 2012 for Best Airport Food & Beverage Reflecting ‘Sense of Place’. The Michelin one star restaurant has also been ranked by CNN among the top six airport restaurants in the world. To celebrate the international recognition, Hung’s Delicacies airport branch will serve three unique seasonal goose dishes until the end of September.

DoubleTree by Hilton has opened its newest property in China, the 389-room DoubleTreebyHiltonShenyang. The opening marks the entry of the group’s third brand in Northeast China, following the opening of Hilton and Conrad Dalian earlier this year.

Technology partner and transaction processor for the global travel and tourism industry, Amadeus, and LotusTours, a Hong Kong travel service provider and ticketing wholesaler, have announced a 10-year partnership. Amadeus’ customised, end-to-end IT solutions and consultancy services will enable Lotus and its affiliated companies to streamline work flows and automate manual tasks for improved efficiencies. Lotus plans to “aggressively open up new business opportunities such as cruise and new retail business models”, and to that end “will work with Amadeus to develop a bespoke suite of solutions.”

Eastin Hotels & Residences brand expansion in the Asian region continues with 11 properties now operating in three categories. Each Eastin Hotel consists of a minimum of 150 rooms, including the newly opened five-star EastinGrandHotelSathornBangkok.

Japanese eatery zuma London is celebrating its 10th Anniversary while zuma Hong Kong turns five. Now with a presence in Istanbul, Miami, Dubai and Bangkok, zuma was the vision of chef Rainier Becker who wanted to “bring all the elements I enjoy from a dining experience under one roof … a fun, informal and easy-going ambience [in] an open lounge area and bar around the dining area… with food which is designed for sharing.”

HotelFortCanning announced its official opening with a recent charity gala dinner supporting Club Rainbow Singapore. It was also the charity’s 20th anniversary.

(Fromleft)OhCheeEng,HotelFortCanningCEO;GohMinYen,executivechairman;NgEngHen,MinisterforDefence;GregoryVijayendran,ClubRainbow’spresident;KarenTan,fundraisingdirector

To mark the occasion of HerMajestyQueen Sirikit’s 80th birthday, also known in Thailand as Mother’s Day, the management and staff of Dusit Thani Laguna Phuket visited the residents of Baan Pah Klok Elderly Home Care & Social Welfare Development Center to host lunch, play games and sing songs.



Working as a hotel manager in China I realised how difficult it was to find qualified staff, and when it came to hiring expatriates from overseas it was also often hit and miss. Around 40% of foreigners who

come to work in China do not complete their first contract. They resign or their contracts are terminated.

At property level, HR departments were often not well equipped or experienced enough to carry out proper executive recruitment. Their approach was as for rank and file hiring. From corporate head office level, applicants or resumes would be sent that weren’t suitable for the location or requirements at the particular property.

Observing the growth of China’s hotel industry since the late 1990s, and my own experiences being offered positions by people who had no direct exposure to the region, or understanding of how local differences can make a hotelier a star in one place and a failure in the next, made me realise that there was a need for a search firm which understood that good recruitment requires a deeper understanding, and matching hoteliers and jobs based not only on the required skill set but also the person to place.

That sounds like an open door, but it basically requires a set of checks to determine who is suitable to go where, and more and deeper questions of the employer, i.e., the hotel organisation that is hiring.

Hoteliers are passionate about their work, and their passion will continue as long as their posting is right for them and all they expected it to be. This requires an intermediary who has clearly defined the opportunities, and the challenges of a position to be taken up.

We are in an industry where there is no shortage of potential business, in the sense that there is no lack of hotels looking hard and long to hire, and still not finding the right people. However, we supply a limited resource, which is qualified hoteliers; the ones everybody is after. Despite great demand, we as an agency cannot produce more talent from a factory, or drill a new source!

The pool of talent is out there; it’s a matter of how to reach

Beware the headhuntersBy René J.M. Schillings

them, and to convince them to consider a position we have available. Many hotels lose the opportunity to hire the candidate they want due to slow processing of the application, indecisiveness, changing direction, or simply not understanding how to execute recruitment, so that the candidates have the upper hand.

This applies mostly to the candidates in short supply and great demand, which in the case of China are Mandarin speaking hoteliers with a stable employment record, who have worked for internationally established branded hotels. We have many cases where actually it is the candidates who decline job offers after a lengthy interview process. Our best clients, incidentally, are not the opening projects, but existing hotels that have been operating between two and 20 years, that have a ‘normal’ turnover of staff.

Professional executive search is still in its infancy in China, compared to more established markets worldwide. We felt like pioneers when we introduced the concept. The arrival of more agencies has in general helped to build the understanding that a search firm has the specific experience, routine and systems to assist a hotel.

A big playing fieldAs one of the most established search firms for hoteliers in China, we cover perhaps only 1% of vacancies. There is room to grow and room for other agencies, too. However, I can categorise the competition in China into three types:

A) Well established search firms, often with a pedigree or specialisation in the hotel/hospitality field, who have opened an office in China. In general we are happy with their presence as they have sound and established practices and procedures. However, their understanding of China may be limited to the major cities, whereas the bulk of the demand for good matching is in the secondary cities and emerging resort locations.

B) Established search firms, typically based overseas, who have been recruiting for hotel jobs worldwide, who have increased their focus on China, due to a general downturn in worldwide business.

Perspectives on peopleThree industry leaders in the field of recruitment provide insights

a popular platform for most of these agencies to find the candidates they recommend to their clients.

The way forwardIf you just run the numbers and consider that many businesses in China are still only touching the surface I think the future is bright. The many hotels opening today in China will be needing managers for decades, and while the number of people entering a career in hospitality is growing, the number of those who make it a life-long career is diminishing.

The fast growth in China will one day slow down, but those hotels will be there and will need people to operate them. HR directors are still learning to work together with professional agencies as partners, and hotel operators are seeing the benefit of better recruitment and selection as a solution to high turnover, or hiring the wrong people in the first place.

René J.M. Schillings, MA B-ha, is the managing director of TOP Hoteliers. Founded in 2004, TOP Hoteliers was the first specialist hotel recruitment firm established with an office in the PRC. With offices in Hong Kong, Shenzhen and Beijing, TOP Hoteliers recruits management level hoteliers, from the region, within Greater China, and throughout Asia. Schillings came to work in mainland China as a hotel manager first in 1997, and has been based in Hong Kong since 2005.

These firms fail to operate in a specialised way. Due to their conventional approach to recruitment for hotels worldwide they often miss the essence of understanding the location or the hotel property beyond the website. While these firms continue to learn more about China, they can never become a niche player in this market.

These agencies often deliver world-class candidates who then become the 40% who don’t complete their first contract. Some hotels in China – whom we don’t work for – who, due to high turnover, unstable management, or mega-projects that turn out to be white elephants, end up engaging such overseas firms, who naturally take on these search assignments based only on what they can see from a distance, not at close range.

C) Pop-up, start-up firms locally in China. Something that seems to be successful in China is often quickly copied by those who believe they can do it as well. These search firms worry us, as they seriously affect understanding of what a real executive search firm does, or can do. The majority of these firms have no particular hospitality specialisation and their game seems to be to get as many searches, and to reach as many hoteliers as possible.

Without much due diligence or understanding of the subject matter they randomly cold-call hoteliers to try to interest them in a job, about which they have a very thin understanding. These so-called headhunters literally call everybody in the phone book, not really doing a pre-selection on whom to target, but rather to see who will take the bait. LinkedIn or similar social media seems to be

RenéJ.M.Schillings

M a n a g E M E n t


M a n a g E M E n t

www.agonhospitalitycareers.comE-mail: [email protected] HOSPITALITY RECRUITMENT

connectingquality candidates with quality hospitality groups

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With high demands for talent, attracting and retaining staff is

proving to be one of the leading issues facing the hospitality industry. Employees now want much more than a paycheck. They’re demanding a well-balanced working environment, j o b s a t i s f a c t i o n , c a r e e r development and competitive compensation.

As an employer, you need to do your homework. Take time to find out what market benchmarks are, and be realistic about what you can offer and the type of individual you want to attract. Are you looking for someone with immediate experience to step in and do the job, or can you afford to invest time in training someone with less experience? At the end of the day, salary should be based on the candidate’s work experience.

People often think that a recruiter’s job is merely a matter of filling vacancies with job seekers. This is very far from the truth, for a professional recruiter at least. It is much more

of a matchmaking service. Not only is it a matter of lining up skills and expertise, but also personalities and cultures, individual and corporate goals.

A matchmaker for couples would be hard-pressed to make an introduction based on just reviewing profiles, and would expect a few hours of dating to lead to a happy union. So it is in introducing candidates and employers. The getting-to-know-you process for recruitment is often time-pressed, and this is where the value of a recruiter can shine.

A good recruiter will understand the job role, the employer, and the unique challenges of different work environments. And just as importantly, the recruiter knows the candidate’s aspirations and how the candidate may fit in to that position. As a result, our clients rely on our consultants as we come from the industry, ‘speak the same language’, and can understand both spoken and unspoken needs. Possibly we’ve even worked with the candidate or the employer before, which can give unique insights into making good and lasting matches.

A brand is only as strong as its weakest link. So when a guest checks in at a hotel, or sits down for a meal, those service interactions with the front line are absolutely vital. The guest is not necessarily going to know about the GM or VP’s background, which international brands they have worked for, or what the operations manual may say.

Rather, the battle for customers’ hearts and minds often starts with front line staff. Therefore, recruitment of the masses is an important process to be carefully planned. Often hotels are hurried for opening day, and in today’s competitive labour environment, may be tempted to hire any reasonably warm body and then trust

in a training process. However, the

most ideal candidates in any hotel position show a propensity for smiling, helping out, and attention to detail. This reveals their hospita l i ty DNA which is an indicator of how

effective they’ll be as hoteliers. After that, training programmes, retention strategies and an effective quality assurance programme are important reinforcements to a smart recruitment strategy.

Our company mainly focuses on higher level appointments, but we have had the chance to help build teams from the grassroots too, which is exciting considering the impact of the scores of hotel ambassadors. I recall my father’s story (Richard Agon, founder and chairman of Agon Hospitality Recruitment), when he was hired as a receptionist by the Hilton Hong Kong some time ago. He asked for, and received, a personal interview from the GM, which he credits, even some decades on, as the first valuable impression of the hospitality industry. That on the hotel team, everyone is a VIP.

Darryl Agon is executive director of Agon Hospitality Recruitment, the executive recruitment subsidiary of Agon Hotels and Resorts. Agon is the fourth generation of hoteliers in his family and co-founded the modern version of the group 10 years ago. He leads the group’s overall operations providing end-to-end hospitality solutions for hotel development, management, and human talent to owners and operators across Asia-Pacific.

At the same time, many of today’s companies are still basing hiring decisions on the skill factor alone, in the process completely overlooking the all-important attributes potential candidates can bring into an organisation.

Now, more than at any other time, employers need to understand the importance of company culture in attracting candidates. Finding a candidate who fits in culturally will ensure a much better chance of success. After all, hiring the wrong person can actually result in a company losing its good staff members.

Andrew Chan, MBA, is the CEO of TMS Asia Pacific and is responsible for the company’s presence, operations and strategic direction. He joined TMS in 2005 and has previously served as managing director Asia, before being appointed to his current role. Established in 1994, TMS Asia Pacific is a leading specialist travel, tourism and hospitality recruitment and HR services company. Offices in Singapore, Bangkok, Beijing, Hong Kong, Shanghai, Sydney, Melbourne, Brisbane and Auckland offer comprehensive coverage over 22 key market sectors across the Asia-Pacific region. TMS has also established strategic global partnerships in the UK and the UAE.

Revealing your hospitality DNABy Darryl Agon

Looking beyond the skill factorBy Andrew Chan

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It is hard to come up with one catch-all definition of the hotel sector in Malaysia.

The capital, Kuala Lumpur, is primarily a business market and tourists often head for the islands of Sabah and Sarawak.

Peninsular Malaysia and the island of Penang are a mix of business and tourist markets but complicate any definition by seemingly having their own markets. On top of this is the issue of seasonality.

Seasonality is a rather generous way of describing what for many hotels is becoming a day-to-day way of living, especially in KL. Here it has little to do with the hotels and much to do with technology.

Traditionally, it used to be a week between a room being booked and the guest turning up. However, with many reservations now being made online, this is typically down to two days. “We can pick up a good 20% of occupancy in just two days,” Jagdish Pantlia, new general manager of Novotel Kuala Lumpur City Centre says.

Part of the issue is resisting becoming too reliant on web bookings. Last year reservations made via internet sites represented 37% of the total made and this is now 46%. “We have to keep it in balance. We cannot go beyond that. Our max is 50%,” adds Pantlia.

That said, Novotel is obviously doing something right, as the 295-room property is logging an 85% occupancy rate. This is mostly corporate, at around 60%, with the remainder leisure. It is also short stay, with the average being two or three days. This, plus the

importance of the business traveller means it is very busy Monday to Friday with the weekends “dead quiet”, in the words of one hotelier.

However, these healthy occupancy figures are not leading to bursting coffers, as many of those guests are eschewing the property’s F&B outlets in favour of KL’s bustlingly restaurant scene. This produces the unusual situation where 87% of the property’s revenue comes from rooms and a meagre 13% from F&B. Typical industry figures are closer to 50%.

“This is a very tough scenario,” says Pantlia. He and his staff are working hard at getting that spend up, with happy hours along the lines “one ringgitt Margaritas” and buffets, but it’s a slog, he says.

Oversupply is a dragThat situation is likely to get worse before it gets better. One of the problems is quite simply there are too many hotels in Malaysia, especially in Kuala Lumpur, which has created a permanent downward drag on rates, and with it, profits.

“The rates as a whole are too low. We are only US$80 [and are] an Accor Hotel,” argues Pantlia. “That’s not because we are low, that’s what the rate is here. [Around] 70% of Kuala Lumpur hotels are at that rate.”

Nor is it likely to improve. Last month alone an Ibis, W, and a St Regis were scheduled to open. A key issue of this is a political impasse – there is no consensus between the industry and the government about how to solve the problem.

The situation could also start happening outside KL. A thriving commercial centre, Penang’s Georgetown, for example, is supplemented by strong tourist potential. The island has a number of attractions, which it is adding to.

Penang demonstrates the opportunities for hoteliers in Malaysia as well as the pitfalls. What is happening there also hints at why the sector is not developing as healthily as it should.

“With the declaration of Georgetown as a UNESCO World

Already flooded with hotels, with more constantly coming on line, Malaysia is seeing low rates

of typically below US$100 and no easy solution in sight, writes

Michael Mackey

Spoilt for choice

Heritage site, more boutique hotels are coming on line to cater to culture and heritage demand. There will be six new hotels and a water theme park in Teluk Bahang Penang,” explains Markus Christ, GM at the 443-room Traders Hotel.

What remains to be seen is whether or not these new developments will fragment the market further or catalyse growth and development. Christ’s few hints are not very encouraging. Traders, a business hotel, last year closed its occupancy rate at 85%. “This year [it is] expected to close lower,” he says.

Limited marketsPart of the explanation for this is the limited pool that Traders is tapping, with guests coming from Malaysia, Singapore, Japan and Europe. This is in contrast to a larger market in Kuala Lumpur where Indians and Australians are more prominent.

Malaysia’s Muslim roots make it attractive to the Middle East market which is in evidence in Kuala Lumpur and Penang, but exists only on a seasonal basis outside Georgetown. Meanwhile, May to September sees an influx from the Middle East and Europe, says Elaine Yue-Wibisana, GM of the Shangri-La’s Rasa Sayang Resort and Spa.

September and October sees the MICE trade come before the winter, when longer term and older leisure travellers arrive from Europe. “The main core will be from the UK,” she says, adding that many of them are returnees.

The point is not so much the rotation of markets Rasa Sayang is attracting, but the brief interlude of the MICE trade. Elsewhere this is year-round business, but in Malaysia it is much smaller – Traders says only 3% of its business is MICE, for example – although Yue-Wibisana reports it is growing.

The other market it needs to win back, or at least take the battle to, is the tourism sector, especially long haul. “Compared to some other parts of Southeast Asia, Malaysia tourism is much less developed. Most visitors come from neighbouring ASEAN countries and share cultural and ethnic traits with Malaysians. In addition, visitors are concentrated in a few destinations,” adds Traders’ Christ.

Things are changing in Penang, which will soon have a convention centre, “and that will bring in more business”, according to Yue-Wibisana. Many properties, Shangri-La Rasa Sayang among them, are moving from leisure to a more mixed approach, even outside the traditional business area of Georgetown. What is also being factored in is the emergence of major new markets.

“The Chinese and the Indians are coming,” says Yue-Wibisana, but she acknowledges there is work to be done both there and more broadly to guarantee increased arrivals and more diverse visitor demographics.

Shangri-LaRasaSayang–movingfromleisuretoamoremixedapproach

JagdishPantlia,NovotelKualaLumpurCityCentreGM–“averytoughscenario”

NovotelKualaLumpurCityCentre

ElaineYue-Wibisana,GMoftheShangri-La’sRasaSayangResortandSpa

Smoking them outOne specific problem hotels in Malaysia have to contend with is smoking.

Many visitors are shocked to see and smell lit cigarettes in hotel bars and other public places.

“We wanted to make this a 100% non-smoking hotel,” says an almost apologetic Jagdish Pantlia, general manager of Novotel Kuala Lumpur City Centre. “But if do we risk losing business.”

Currently what exists is an uneasy compromise. Three of the Novotel’s 23 floors are smoking and the property is reluctantly planning to increase this.

“Non-smokers despise it – it’s another problem,” said Pantlia, who estimates guests as divided 70%–30% between non-smokers and smokers.

One solution to be trialed is an open-air terrace. This would not only give the hotel another facility, if would create more space for smokers and non-smokers, taking the problem outside.

M a r k E t r E p o r t


M a r k E t r E p o r t


consulting to the hospitality and travel industries. “Using advanced, best practice revenue management systems

turns reactive approaches to pricing into proactive knowledge about future price needs,” according to Tate. “The more advanced systems enable hoteliers to make a more informed decision about their pricing strategies.”

It’s not just about doing the same job faster, but changing perspectives entirely in the hotel industry. Growing application of revenue management signals a shift from a focus on occupancy rates. In its place, revenue per available room – RevPAR – has become a measurement of a hotel’s success. Accordingly, tactics have shifted from short to long-term, intensifying the need for increasingly sophisticated RM systems.

Aiming to boost revenue is not always enough for a healthy

business. Discounting rooms in the low season to keep occupancy levels high, for example, might have the unintended effect of eroding profit, and without RM in place, the hotelier may not know what effect such a policy is having until the ink is dry at the end of the month.

Cary Umrysh, Pros Revenue Management vice-president of professional services for hotels and cruise lines, points out that not every customer is willing to pay the same amount for the product on offer, and hotels need to match the right customer with the right price at the right time. “For every hotel room, there are tens of thousands of ways to sell it,” Umrysh says, citing packages, wholesalers and other channels.

New developments“How the systems have improved,” Umrysh says, “is in being able to accurately measure what kind of demand there is coming through the many channels and for what product.” Weekday business travellers, for example, often require business services, but weekend guests may prioritise a room with a good view, and families with children likely want age-appropriate facilities and activities.

RM is well suited to handling this variety of needs from a variety of customers. “For the Asian market, that’s something that can really go over well,” Umrysh says, noting that in the region a great deal of business is conducted in five-star hotels and their restaurants. “There is a lot of opportunity in those properties, a lot of ancillary spending going on. A business person staying at the hotel might mean a meeting for four people happens in the hotel restaurant.”

Revenue management (RM) has come a long way in the past few years. Many hoteliers who once poured over spreadsheets trying to identify customer trends, so that they could try to replicate the highs and avoid

the lows, now use the latest technology to collect and analyse data through online and cloud-based subscription systems. The number crunching in pricing, competition, demand, customer behaviour and market factors is polished off at mind-boggling speeds, leaving hotel operators time to make better, more strategic decisions.

The sheer volume of data available today makes it impossible to make informed decisions about pricing strategies without the help of technology, according to Grahame Tate, Asia-Pacific managing director at IDeaS Revenue Solutions, a worldwide company that offers pricing and revenue management software, services and

A growing reAlisAtion

Ensuring maximum profit from a property in flat as well as boom times is uppermost in hoteliers’ minds. Technology takes some of the guesswork out of the equation. Gregg Schroeder reports

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Different strokesJust as every hotel property is different – from small business hotels to upscale boutique properties and rambling resorts – the best RM systems are customised to the individual situation.

“Some hotels need high-end revenue management for groups, F&B, meetings, ancillary revenue, rooms [and other revenue sources],” according to Tate. “While other hotels may just need a forecast or some pricing for rooms.”

RM systems are available off the rack and to a certain degree can be customised. However, bigger clients demand custom-tailored systems to analyse more factors, including competitor data, online customer reviews and even something as specific as the impact of an airline adding or reducing flights at the local airport. Usually, Umrysh says, a new client has the data but has not been able to make good use of it. RM providers create systems to utilise that information, which may lead the hotel or chain to providing a unique service to their customers. “In many cases, that’s their ‘secret sauce’,” he says.

Price warsOne of the key challenges for hoteliers across Asia in relation to online booking is that the internet has made it possible for potential customers to quickly and easily find the cheapest prices available. This has resulted in some hoteliers continually trying to match or undercut each other on price. “This can erode profit margins ever further and damage a hotel’s positioning,” Tate notes.

“The longer a hotel discounts its rate, the more likely this lowered rate will become the reference price in the minds of consumers, making it harder for a hotel to lift its rates back to the original price. While it may seem logical that lower hotel prices would stimulate demand for the hotel sector in general, demand for hotels has been found to be relatively inelastic. This means that when prices drop, the increase in demand won’t be enough to offset the decreased rate to maintain revenues. Price wars create a lose-lose situation, therefore price matching and deep discounting should be avoided,” Tate asserts.

GaylordHotels,ResortsandConventionCenters

But at the same time, he warns against turning a blind eye to competitors’ prices and offerings – something RM systems can be built to accommodate. “It is crucial hoteliers take a long-term, strategic view, including a rational approach to competitor pricing,” Tate believes. “In the long run, this will be far more profitable than impulsive pricing decisions, which only have short-term benefits.”

Booming Asian marketsUmrysh expects revenue management to grow in the Asia-Pacific region. Systems pioneered 30 years ago by the airline industry and adopted by the large international hospitality groups have been in place for some time, he says, but for the smaller businesses, the idea is probably quite new.

Destination resort properties can greatly benefit from RM systems, Umrysh says. They are likely to have unique offerings, depending upon location and amenities, and can capitalise on the specifics of what they are doing – whether it’s access to unspoilt beaches, use of nearby golf courses, organising excursions, providing spa treatments or offering other leisure activities. They can get clear pictures of what guests are willing to pay for, and break that down by country. Properties can then control how many bookings they release to higher paying countries.

“It just has to be done in a way that the customer feels he is getting value,” Umrysh says.

What properties can benefit most? “We tend to look in terms of the revenue of a hotel,” he adds. A typical traveller’s hotel with budget priced rooms is probably too small to benefit. But a small hotel with a variety of rooms – junior to deluxe suites – and other revenue streams such as spa treatments, F&B, gift shop and excursions has more income streams to consider. “Then,” Umrysh says, “there is more to play with.”

Often after hoteliers start using an RM system, they see the possibilities. One sprawling hotel Umrysh worked with realised rooms closer to the lifts were worth US$10 more than rooms that were a longer hike from the lobby. Prior to using an RM system the management hadn’t thought of these types of things.

“For that to work they had to have customers who stayed there before, to say it was a long walk to the lobby.” That information was available, he says, and it was customers who recognised the value.

It’s the small, specific things where RM does its best. RM systems enable hoteliers to find the little opportunities – “5% here, 10% there,” Umrysh says – and that can make the difference between being profitable or not.

People make the differenceTate and Umrysh agree that one key ingredient in the successful implementation of an RM strategy is people.

“RM is a process that is driven by a combination of people and tools,” according to Tate. “The hotel schools are starting to focus more on RM, but it’s been a slow process and there are nowhere near enough good, qualified revenue managers available these days. It’s now more than an emerging career and the hotel schools should be promoting and teaching both the analytical skills and the soft stills required to be revenue managers. Some hotel groups, such as IHG, Starwood, Accor – mainly the larger groups – have strong programmes to develop RM talent, but I believe the schools could play a bigger part still in seeding the market with revenue managers.”

Umrysh concurs. “Having the solution is one part, but having someone who can use it is another matter.”

t E c h n o l o g y


Never judge a book by its cover. In this age of unshaven 20-year-old, hoodie-wearing computer geek billionaires checking into backpacker hostels, staying in luxury hotels is considered passé by some intrepid

travellers, particularly those who are only sleeping there and will occupy a guest room for less than eight hours.

But now, cheap is not necessarily synonymous with bad. In fact, it can be argued that budget is the new black – it’s becoming a fashion statement to stay where the action is, and where only what’s used is paid for. Tech savvy wanderers know size doesn’t matter, and that the best designed guest rooms are not necessarily ones with crystal chandeliers.

9h or Nine Hours is a Kyoto capsule hotel designed by Fumie Shibata that puts a unique spin on sleeping. The concept is simple: the capsule hotel targets guests whose needs are basic, such as wi-fi, a good shower and a quiet place to rest for the night. Instead of getting a room, they get a chamber just over a metre wide to sleep, plus use of common facilities such as bathrooms and storerooms at an affordable price. North, in space-challenged Tokyo, capsule hotels are inexpensive alternatives to hotel rooms and have been operating there since the late 1970s.

Shibata’s design is cleanly contemporary, using white as the dominant colour in common areas such as communal bathrooms and a wi-fi lounge. Separate men’s and women’s floors are well signed with graphics by Masaaki Hiromura, and there is an entire range of products such as bath towels and toothpaste with 9h branding. Sleeping pods are lozenge shaped and stacked row above row like

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staggered bunk beds. Individual lighting control and sound systems help lull guests to sleep.

“We approached the project from a comfort perspective,” Shibata explains. “The sleeping pod was designed from a mould and is based on a honeycomb structure. It is like being in a mother’s womb.”

Red Planet Hotels is the asset owning company of Tune Hotels, the accommodation arm of Air Asia. Since the company was incorporated in 2010, it has been aggressively developing budget hotels in The Philippines, Thailand and Indonesia, with 10 slated to be open by the end of 2012. Red Planet’s architecture all boast the company’s signature red trim against a white structure, with guest rooms clocking in at 14 square metres.

Though basic, they all fulfill the brand’s promise of supplying five-star quality beds, power showers and blackout curtains. Key card access to elevators and night security personnel ensure peace of mind. The extras such as towels, air conditioning and television come in packages that are pre-selected. If guests don’t want to pay for them and book early enough, they get a better price.

Back to basics“You can tailor your stay,” says Tim Hansing, Red Planet’s CEO. “Our concept is that guests who arrive at 10pm and leave at 8am don’t want to pay for a spa that they aren’t going to use. We have stripped the hotel down to its basics. We believe that if we keep it simple and do it properly, people will come back. Our customers are anyone who takes budget airlines – 80% to 90% are domestic travellers. We use regional architects to design our hotels, with one firm per country. We lease out the ground floor retail space adjacent to the reception, usually to a 7-Eleven or maybe a pub.”

aloftSukhumvit11Bangkokurbantwinroom

9h’scapsuleroomstargetguestswhoarelookingforthebasicsatanaffordableprice

This property is an aloft on steroids. We have become very popular on weekends and with local guests as well as short haul international ones. It’s a brand that appeals to both leisure and corporate travellersBrendan Daly, aloft Sukhumvit 11

TuneHotelsMakati–whileroomsarebasictheyallprovidefive-starqualitybeds,powershowersandblackoutcurtains

Hansing believes that the company has great potential for growth as travel becomes more ubiquitous in Asia, and sees China as his next target. “No other budget hotels span Asia-Pacific like we do,” he says. “It’s OK to have competition in China since it’s a big country. There’s a lot of growth through its budget hotel base. The capital cities are very popular locations for our hotels since they have a broader base of demand.”

aloft, the younger sister to W hotels, has been mushrooming all over the globe since Starwood’s hip brand launched its first property at Montreal’s airport in 2008. Sydney native Brendan Daly, general manager with aloft Sukhumvit 11 opposite Bangkok F&B icon Bed Supperclub, has been with the property since its pre-opening days in 2010. The 296-room, purpose-built hotel designed by Hassell and owned by first-time hotelier Parvinder Khanijan, is an extension of

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the typical aloft found at US airports. The biggest difference is its guestrooms: starting at 32 square

metres, they are noticeably roomier than the aloft standard of 27 square metres. As aloft prides itself on being tech savvy, 49 guest rooms are branded Touch Rooms, where a guest’s smartphone can control all the electrical gadgets within, including lights, air conditioning and entertainment.

“aloft is a brand that allows for what the local market allows,” says Daly. “It has the W feel of being fashionable and lifestyle driven, yet it is also affordable and good value for money. We have certain

OvoloisdesignedbyKPlusKandoffersJapaneseinspiredtouchessuchaslowplatformbedsandprefabricatedshowertrays

aloftSukhumvit11BangkokTouchRoomsallowaguest’ssmartphonetocontrolelectricalgadgets,includinglights,airconditioningandentertainment

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brand standards that are twisted here. Bar WXYZ, for example, has a more club feel and is also more colourful. This property is an aloft on steroids. We have become very popular on weekends and with local guests as well as short haul international ones. It’s a brand that appeals to both leisure and corporate travellers. We offer lots of services in the guestrooms that appeal to business travellers.” As well as properties across mainland China, aloft will see expansion in Taiwan and India, along with a 400-room property slated to open in Kuala Lumpur at the end of this year.

Hong Kong’s Ovolo, too, has recently ventured into the hotel business as owner Girish Jhunjhnuwala rolls out the conversion of his service apartment portfolio into business hotels. Designed by K Plus K, the 45–57 square metre guestrooms offer Japanese inspired touches such as low platform beds and prefabricated shower trays that dictate the size of the rooms. Space saving elements include a hydraulic assisted rack that lets guests hang clothes high and out of the way while thoughtful elements include a 24/7 DIY laundry room for freshly laundered shirts at any time of the day.

“It goes back to the notion of how the Japanese used to build hotels quickly,” explains Paul Kember, founding partner of K Plus K. “The Japanese influence in our design was both technical and practical as well as in romantic aesthetics, such as the river stone rubber tile flooring – which is actually from Japan.”

We approached the project from a comfort perspective ... the sleeping pod was designed from a mould and is based on a honeycomb structure. It is like being in a mother’s wombFumie Shibata, 9h

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Christian Knerr is a man on a mission. The InterContinental Bali Resort’s executive

chef joined the team eight months ago, having taken management instructions of “more and more and

more” to heart.“I am going to change a lot,” Knerr says. “I have treated this

appointment like a pre-opening. Deleted all and started again. I never do anything in half measures.”

His love of food and cooking was learnt in the country kitchen of his German grandmother. And while he has difficulty in recalling his first cooking attempts – “probably a cake” – he has no such problem when it comes to the kitchen lessons, which are with him to this day.

“It was all, and only, the freshest ingredients. A handful of this, a little of that. There were no scales involved.”

Despite family opposition, Knerr followed his heart into the professional kitchens of the world and having worked in several Michelin-starred restaurants in Europe, and most recently as executive chef at IHG’s Dubai Festival City, accepted the role in Bali “for my career, and for my family.”

One of the biggest challenges, Knerr says, is Bali itself. “But I try to make this into a positive thing,” he is quick to point out. Produce and ingredient availability can be a problem, but he says, “this means you have to be flexible, and able to quickly adapt ideas. It makes things interesting.”

Knerr – who has never wanted to own his own restaurant, “too uncertain”, he says – has 80-plus chefs and more than 40 stewards under his directorship. “I want to grow the team, but it will be a slow and steady process.”

Not only this, he aims to continuously change menus in all the property’s F&B outlets, revamp the restaurants completely, and “implement a policy of using local produce as much as possible, better, consistently high quality results.”

The days of the foul-mouthed, screaming executive chef are over, he says. “I am very much a team player. I want to find, train and keep good people. My goal is to have a bank of talent here.”

Budgets are now a big part of the executive chef ’s role, he admits with a roll of the eye. “Delivering proper costings and numbers is time-consuming and painful, but it has to be done,” Knerr says. “You must have your numbers under control in a kitchen.”

Control is an issue Knerr often returns to. “I believe in controlling all the basics,” he says. “That way I can ensure quality for those who count – the guests.”

Working in a resort means he has much more contact with guests, Knerr says, and he is always happy to chat and get feedback. “People are much more open and adventurous with food now.

“They are ‘in the know’ so I must be, too. That means I am constantly educating myself, seeking out new information, coming up with new ideas.

“There is no such thing as a perfect menu.”

Working in Bali means creative thinking is essential, says InterContinental executive chef Christian Knerr. Interview by Zara Horner

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• It is not mixed with non extra virgin olive oils

• There is no bitter taste, its low FFA preserves it past its use-by date

• The only 100% natural food oil

• Coats the food with a thin layer of oil rather than saturating it

• Improves the taste of natural and seasoned foods

• Minimal flavour exchange

• Makes all Chinese cuisines – fish, vegetables, meats, noodles and wontons – taste fabulously natural

Note: Enjoi Ltd supports the Chinese government series of statements seeking to make food safety regulations a priority in their agenda for progress.

enjoi_adjuly.indd 1 21/08/2012 6:20 PM

Greater understanding of olive oil’s health benefits, as well as its rich flavours and variety, has made it a staple in Western cuisines for centuries.

Meanwhile in Asia it’s taken time to catch on.“We do not think Chinese restaurants here are using much olive

oil,” says Flora Chang, managing director of Hong Kong import and distribution company Green Olive. “Price is the major issue.”

It’s a point with which Tom Bennell, managing director of Olives and Oils, supplier of a bespoke range of olives, oils and pastes, agrees. “Compared to other oils, olive oil is still so much more expensive.”

Nevertheless, he says, “sales are up for sure” in Asia, even if it is still mainly in “the middle class” market. “[There has been] steady growth over the last five years and in the last two, a 15% increase.”

Chang says, “Olive oil has become more popular [throughout Asia] in recent years … I can tell from our sales figures. Sales of olive oil have grown steadily [at an] estimated 10–20% yearly.”

Both Hong Kong and Taiwan could now be considered mature markets for olive oil, Chang says, but only because “you can see oils with different quality and price levels in supermarkets and stores.”

Meanwhile, China is “a big potential market”, and with the country now planting its own olive groves, producers and distributors are anxious to see the outcome. “Let’s see what happens in a few years,” says Chang.

Conchita Martinez, export manager, China market with producer, manufacturer and distributor Shanghai Duproch International Trading Company, says olive oil’s rising popularity in Asia reflects its growth figures throughout the rest of the world.

“In Asia, [olive oil is most popular] in Japan,” she says. “I think that it is because it is a developed economy. In 2010, China – where olive oil consumption only really started three or four years ago – consumed 32,000 tonnes of olive oil, and the prediction is that by 2015 that will grow five times. Between 2007 and 2008 consumption in India increased 43%.”

At the hobOthers have a different perspective. Executive sous chef at The Excelsior Hong Kong Joseph Chan says that when the hotel began using olive oil there were only a few basic types available, whereas now the choice is far greater.

It’s this increased selection, Chan says, which has contributed to olive oil’s growing popularity and usage. “Oils from different countries have different characteristics,” he says, adding that another reason there is an increase in using olive oil is the health benefits.

Olive oil has been used over the centuries in cosmetics, as medicine, for skincare, as fuel, in religious rituals and of course as a cooking ingredient. Research has proved its consumption

FAT OF THE LAND

Up to now olive oil has failed to make significant in-roads to Asia’s commercial kitchens, but that could be changing, reports Zara Horner

Pic:ShanghaiDuprochInternationalTradingCompany

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Instead people choose “low cost, less healthy, genetically modified, hydrogenated oils that have flooded the market.”

Notwithstanding, Horton agrees olive oil is “definitely more popular now” in Asia.

Healthier optionPlus, as people have become more concerned with what they consume, and levels of food safety, local oils are being “passed up” for international varieties, he says.

“Just like the wine industry, the olive oil industry is becoming big,” Horton says, calling it a “frontier time”. Indeed, Australian produced Enjoi oils are described much as wines: “robust and full bodied … intense flavours of tea leaf, tobacco and bitter salad greens … light mouth feel … warm, intense finish”, say the company notes.

“Our biggest customers are Westerners, without a doubt,” Horton admits. But he adds, “Wherever there’s a conscience, you’ve got a sale.”

“Those people who are buying oil are often told to purchase the cheapest option to increase margins. This is a false economy. There needs to be more education. You don’t need to spend a lot to buy good quality oil.”

But the price of olive oil is high at present as a result of reduced harvests and economic pressures.

“Spain, Greece and Italy are the historically large producers but all those countries are experiencing financial difficulties and a lot of [olive grove] land has been turned into accommodation and other uses, so the amount of good oil produced has declined,” explains Horton.

Meanwhile in relatively new production regions such as Australia and New Zealand, climactic changes and natural disasters have resulted in a reduced harvest.

Nevertheless, Horton sees nothing but growth on the horizon. “There’s a lot more olive oil being used in Asian kitchens than five years ago,” he says. “Cake, bread and pasta makers are all using it in big quantities now.”

Olive oil has become more

popular throughout Asia in recent

years … sales have grown steadily at

an estimated 10–20% yearly

Flora Chang, Green Olive

lowers cholesterol levels, may benefit insulin levels, and, being monounsaturated fatty acid-based, it’s good for the heart.

“In our hotel we use extra virgin olive oil for salads and some cold appetisers, and olive oil for cooking to maintain flavour, and nutritional value,” Chan says.

“However, one should not heat olive oil to its smoke point as [it] will oxidise and the flavour will change. Olive oil should never be used for deep frying.”

It’s a point Steven Horton takes issue with. The director of sales and marketing Asia-Pacific for production and distribution company, Enjoi, agrees that extra virgin olive oil “that is old, rancid and/or high in transfats will not fry well at all,” and that “it will burn faster than most oils.”

But, he adds, fresh, pure extra virgin – which is characterised by the International Olive Oil Council as having less than 0.5% free fatty acids – “will shallow or deep fry the best French fries you could wish to eat.

“Remember, like all natural oils as they go past 226O C [extra virgin olive oils] begin to burn and then smoke. Rarely is any cuisine fried as high as 210O C.”

The only reason for not frying with this oil is price, Horton says.

TheExcelsiorHongKong‘sJosephChan–theincreasingselectionavailable,plusthehealthbenefitshavecontributedtooliveoil’sgrowingpopularityandusage

BelazuextravirginbasiloilfromOlivesandOils

MelgarejooliveoilfromShanghaiDuprochInternationalTradingCompany

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From manhattans to martinis, margaritas to mojitos, tastes in cocktails have evolved greatly over the decades. Layered drinks with fancy garnishes appear to be on the way out. And simpler concoctions with fresher ingredients and more

basic presentations are on the way in.“The market seems to change every two to three years,” says

Peter Woo, marketing director at The Edrington Group in Hong Kong. “Demand for cocktails can be fickle, and it can change very quickly. Eight years ago I saw a lot of cocktails using vodka. But that gradually changed to tequila. Now it is changing to rum. And people are now more open to brandy, cognac and whisky.”

As palates become more sophisticated, people are demanding fresher ingredients. They are also open to more varied taste sensations.

“They are looking for the real McCoy,” Woo says. “They are trying new things. They can accept something bitter and something herbaceous.”

According to Philippe Pesch, director of restaurants, the Marriott Guangzhou Tianhe, the move toward fresher ingredients is part of a global trend. He has also noticed an increase in the amount of fruit.

“It’s not just a matter of liquors, spirits, and soft drinks any more,” Pesch says. “There is also a move toward making drinks fruitier.”

In terms of garnishes, the move is also towards simplicity.“A lot of the glasses used to look like there was a forest on top,”

Pesch says. “So garnishes will become simpler – pairing the cocktail itself with the garnish. A lot of bartenders have been creating garnishes that do not reflect the ingredients of the cocktail. There is a move back toward the simpler cocktails of the 1930s.”

In China, cocktails are a relatively new concept. So bartenders

Chemical reaction

From bartending to mixology, cocktails have evolved over the years. While bartenders in Asia are getting back to basics, that means very different things in different Asian markets, as Michael Taylor discovers.

have to focus on two very distinct markets: expatriates, who are following the global trend toward more traditional cocktails, and locals, who have sweeter tastes.

For cocktails calling for soda water, Pesch recommends substituting tonic water. He also recommends experimenting with green tea – especially sweetened green tea.

“The Chinese want something sweeter or flavoured with green tea,” Pesch says. “This can mean serving green tea with hard liquor. It can also mean infusing gin or vodka with sweetened green tea overnight.”

If the trend in China is toward pre-Prohibition cocktails, that doesn’t mean just dusting off old recipe books. You’ve got to give it a twist, says Christoffer Backman, manager of The Long Bar at the Waldorf Astoria in Shanghai.

“You have to make the cocktail yours, either by tweaking or sourcing unique items and ingredients,” Backman says. “The most popular cocktails at the moment are martini cocktails, apple/lychee espressos and mojitos. This is attributed to the fact that they are ‘starter’ cocktails – refreshing and sweet, opening up to more experimenting down the road as the palate evolves.”

What’s more, if cocktails are a relatively new concept in the world’s second largest economy, the market is evolving rapidly. And this is good news for the food and beverage industry.

“Cocktails are only in their infancy in China with a fast growing number of great bartenders and outlets,” Backman says. “As the demand grows so will suppliers’ and importers’ willingness to bring in more industry related products, which will ultimately grow and ensure a steady up-climb for the cocktail in our part of the world.”

And a back to basics trend can mean different things in different places. In Japan, for example, whisky and soda was popular in the

Eight years ago I saw a lot of cocktails using vodka, but that gradually changed to tequila – now it is changing to rum. And people are now more open to brandy, cognac and whiskyPeter Woo, The Edrington Group

TheLongBaratWaldorfAstoriaShanghaiontheBundhasa34-metrebarcounterandadrinksmenuthatincludesfavouritesfromtheoldWaldorfAstoriaBar

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Quality countsAll cocktails are profitable, and premium cocktails are the most profitable of all. In a bid to boost profits, however, some mixologists substitute inferior quality liquors and other ingredients, thinking that customers won’t know the difference. But this is short-sighted, one industry insider maintains.

“It is a miscalculation to believe that low cost ingredients will bring you higher profits, at least not in the long run,” says Julien Defrance, general manager at Likidostyle. “Take the cosmopolitan as an example. For sure, using low quality vodka and classic Triple Sec you will make more profit per glass. But your guests will drink only one cocktail.

“Using luxury ingredients such as a good cranberry juice, a premium vodka like Belvedere, Grand Marnier, and fresh lime juice, you will make less per glass, but your guests will order more cocktails because of the better taste.”

Cocktails are all about luxury, glamour and pleasure. They are meant to entertain your guests. So why not a “sexy aperitif” instead of a classic glass of wine, Defrance asks. “It will make your guests feel confident with the outlet and at the same time bring in more revenue,” he says.

If Defrance believes that you shouldn’t skimp on the quality of your ingredients, he also recommends shorter – but higher quality – drinks menus.

“But again – and this is my personal feeling – I much prefer a place with only two to three signature cocktails on the drinks list so that I can expect the best margarita in town or the sexiest cosmo for my girlfriend instead of a long list of standard cocktails,” Defrance says. “That’s the challenge: less choice, but the best choice.”

1950s, 60s, and 70s. Then it all but disappeared. Now the classic combination is staging a comeback.

The Shangri-La, Tokyo’s Lobby Lounge signature cocktail is the marunouchi highball. Made of 12-year-old Suntory whisky and soda with fresh lemon and lime, it is the most popular item on the menu.

“Whisky and soda is popular again with the younger generation,” says Kentaro Ishibashi, manager, The Lobby Lounge. “The marunouchi highball is especially popular with women as it has a very fresh taste.”

But in Thailand, getting back to basics means something completely different.

“The latest trend in Thailand is ‘back to the roots,’ which means using local Thai ingredients,” says Eakarach Ratrii, assistant bar manager at 137 Pillars House in Chiang Mai, Thailand, who took gold in the Thailand Battle of the Bartender competition 2012.

“The most popular cocktails in our Jack Bain’s Bar are our seven signature cocktails – Passion, Innovation, Love, Lust, Aspiration, Reselection and Sophistication,” Ratrii says. “The most profitable cocktails are those with less alcohol that are topped with juices or soda. An example is the bar’s Innovation, which features Finlandia, cranberry vodka, apple juice, cranberry juice and lemon juice.”

When all is said and done, Asia is a vast market with what Ermanno Lelli, director of Hyper Consulting and managing director of Catuma Asia, calls “a large amount of micro behaviours”. Hong Kong, for example, where he is currently based, is very different from other countries in the region because of the strong Australian/English influence. He estimates of all F&B outlets, 90% are wine bars or pubs.

For profits, nothing beats a dry martiniCocktails made with gin or vodka are the most profitable. The reason is that they are cheaper to produce than other spirits, and they are therefore sold to F&B establishments at a lower price. Cocktails made with them, however, can be sold at the same price to consumers as those made using higher priced spirits, an industry insider says.

“Fruit juice on the other hand can be a huge expense as it is extremely perishable,” Adam Brewer, brand ambassador at Diageo, Hong Kong, Macau, and Guinness Greater China says. “Lime juice, for example, will only last a day before going bad, and, depending on the season, it can be costly to buy. Taking this into account, you are looking for a cocktail that is mostly spirit and made of gin or vodka, i.e., the classic dry martini.”

ErikLorincz,headbartenderoftheAmericaBarattheSavoyHotel,London,craftingaTanquerayNo.Tendrymartiniatthe2012WorldClassGlobalFinalsinRiodeJaneiro,Brazil

TheEdringtonGroup,aleadinginternationalpremiumspiritscompany,ownsandproducessomeofthebestknownScotchwhiskybrandsintheworld,manyofwhichareusedincocktails

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Commercial laundry equipmentfor the hospitality sector

A World LeaderIPSO is one of the world’s leading brands of commercial laundry equipment. The IPSO laundry equipment is offered to various markets, from hospitality & health care institutions to coin-operated laundries and commercial laundries. IPSO’s extensive product range consists of washer extractors, tumble dryers, ironers and auxiliary equipment, all available from small to large capacities.

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It’s all very well for guests to demand more luxurious bedding, bathwear and table linen, but the trend, which has been growing for more than a decade, is bound to have a knock-on effect, not least on hotel laundry departments.

The need to improve throughput rates while preserving quality is now matched with the demand for cost reduction and energy efficiency.

According to latest American Hotel and Lodging Association (AHLA) figures, many hotels have experienced an increase in laundry volume of up to 25% in recent years, added to which, the need to launder luxury linens increases the challenges because the materials retain more water, which means more weight, more product, more drying time, more labour and more expense.

Jeffrey Hopkins, director of sales APAC Alliance Laundry Systems says, “Environmental concerns play a part in everything

enables the washer to gradually ramp up to super-high extract speed, which eliminates large current draws and more efficiently manages acceleration, saving more than 40% in electricity usage.”

Some UniMac models feature a water management system that includes 30 programmable water levels to reduce water consumption. In addition, it offers a leak detection system that will alert to a possible drain valve leak before it becomes a problem.

Over-drying expenseThe AHLA notes laundry experts believe 90% of on-premise laundry equipment over-dries for six minutes on average. Eliminating that time from 10 loads a day would save an hour of labour, and hundreds of dollars in energy costs, plus linen damage would be significantly reduced.

Drying time should be less than 35 minutes for a load of towels, says the association’s literature. Any longer wastes time and energy while degrading linen quality.

A recent Alliance survey of commercial laundry distributors and managers showed 79% of respondents believed on-premises laundries over-dry by more than eight minutes per cycle.

“When calculated at an average of eight additional minutes per load, our OPTidry dryers have a significant impact on annual savings – as much as US$883 in utility, and nearly US$5,000 in labour,” Hopkins says.

The machines may also extend the life of linens. “According to the results of a study in our test lab, linens experience 31% less fibre loss when over-drying is eliminated.”

Since dryers pull air out of the room, there must be fresh air to replace the exhaust. If fresh air is lacking, dryers will not heat properly, leading to longer drying times. For every 75-pound

With environmental concerns high on most hotel group’s list of priorities, Zara Horner finds out what laundry technology and innovations are now available to help reduce, reuse and recycle

we do.” The company’s most popular hospitality brand in Asia is UniMac.

“Long before it became trendy to call yourself ‘green’, UniMac focused on reducing water usage and improving energy efficiency. Our complete line of washer-extractors, commercial dryers and flatwork ironers are designed to get the most out of the gas, water and electricity used.”

The company also uses ‘Conserve, Save, Green’ stickers on machines to denote “the most efficient energy saving machines we offer,” Hopkins says.

One of the main differentiation points separating a green washer-extractor from other models is that they spin the load at 300 g-force or higher to remove significantly more water than mid-speed 180 g-force or low-speed 100 g-force models. “The key benefit is that with less water left in the load, less drying time is necessary – so you’ll pay less for gas and electricity,” Hopkins says.

A washer-extractor operating at 800 rpm reduces the amount of moisture by 47%, cuts drying time by more than 40% and reduces gas usage by at least 35%, according to 2010 AHLA data.

UniMac’s rapid jetspray rinse also reduces rinse cycles. “Think of it like taking a shower instead of a bath,” explains Hopkins. “It’s faster, uses less water and still gets the job done.” Shorter rinse cycles also mean shorter overall operation, which cuts costs.

“Four fast-fill valves lower cycle time and electrical consumption by shaving minutes off every cycle versus machines with just two valves,” says Hopkins. “And UniMac’s frequency drive system

capacity dryer, there should be 1280cm of open space for air to come through, says AHLA data.

When asked if environmental concerns play any part in purchasing decisions in Asia, Gerda Jank, head of marketing, Jensen-Group, a leading supplier of laundry solutions to the hospitality industry, says: “Although labour costs and productivity figures are still the most important key arguments, we see a strong tendency towards ecology as well.“

Clean and green

AllianceLaundrySystems’UniMacisthecompany’smostpopularhospitalitybrandinAsia

Pic:Electrolux

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that environmental concerns are playing an increasing role in purchasing decisions.

“Upfront price is often considered [to drive] decision making, but we are observing a strong change in this short-sighted business view, especially in the booming Asian markets.”

He says customers are “getting more sensitive over environmental issues, paying greater attention to the ecological footprint of their installation.”

Electrolux has approximately 20,000 customer contacts a day in Asia.

Green issues and utility savings are priorities, Hennefeld says, and for more than a decade the company has been in the top 10%

of those listed on the Dow Jones Sustainability Index. “Customer obsession is what inspires all our product range at

each stage of development,” Hennefeld says. “All our products, from washer-extractors to tumble driers to

flatwork ironers, are equipped with unique intelligent programmes and patented features, for guaranteeing the best in terms of quality results for a long life cycle with the lowest total running costs.”

Electrolux-washer extractors guarantee low water consumption, with tumble dryers equipped with moisture sensors, “so they stop on the drying result requested by the operator. As a result no energy is wasted and the linen lasts much longer. This performance is unique in the industry, giving our customers the best possible process result on lowest cost,” says Hennefeld.

The company’s flatwork ironer range, “is designed to have maximum efficiency, use limited energy, [and] minimise labour.”

The Electrolux Professional unique wet-cleaning system is “the best way to handle delicate garments such as wool and silk without using hazardous chemicals,” Hennefeld says. “Having this system installed, our hotel industry customers are also able to generate significant additional revenues because of its outstanding ecological and economical performance.”

Jank goes on to explain the Danish company’s CleanTech concept “aims at increasing both the efficiency of the primary energy [source] and the productivity of the equipment.

“When developing new machines, we concentrate on achieving high performance and minimum energy and water consumption. This involves the integration of internal energy and water recovery systems.”

This is partly achieved by ensuring that Jensen machines “achieve higher process temperatures”, so drying and finishing times “are dramatically shortened”, which increases productivity.

For example, “The integrated energy and water recovery system within the Senking Universal tunnel washer saves around 0.15 kwh/kg, or 30%,” says Jank.

While “the flexible chest in our ironers increases capacity by maintaining full contact angle over time – up to 50% higher compared to a fixed chest ironer.” The irons also have “a fast heat-up, and a fast change of temperature,” Jank says, and “small heat distribution channels create a turbulent flow.”

Promising energy savings “up to 60% per year and lower investment and installation costs”, Jensen’s CleanTech range – which includes the thermal oil heated Jenroll EXPG 800, 1200, 2000 ironing systems and the gas-operated dryer with infra red control, the DT 60-240 Gas – requires “no boiler house, or steam boiler so no maintenance or boiler water treatment; no steam or condensate piping and no energy losses due to radiation, blow down and hot emissions; and faster, easier installation and start-up.”

Jank says increased productivity – “up to 25%” – is also guaranteed and that “higher operating temperatures for ironing allows more volume, [while] shorter drying and finishing cycle times lead to higher output and pace savings.”

Sold on the environmentLike his industry colleague, Christoph Hennefeld, global segment manager Horeca at Electrolux Professional, is noticing

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It looks good, saves energy, reduces kitchen heat and the need for noisy extractor fans, and is easy to clean – what’s not to like about induction cookware, asks Jane Ram

Alternative energy

RevolutionrangefromRevol

Induction technology has been around for decades, and while increasing demand has driven prices down in recent years, initial investment is still the major issue. Depending on the model you pay anywhere from twice to five times the price for

conventional cooking equipment. And the need for special cookware adds to the start-up costs.

With today’s rising energy prices, induction equipment is significantly cheaper to run and those who take the plunge find immediate and significant savings in their fuel bills, says Claudio Conforti, executive chef at Nico’s Spuntino Bar Restaurant in Hong Kong. “Once bought, an induction stove starts saving money for you and [reducing] pollution for others. Induction equipment is three times more cost efficient than electric and 30% more efficient over a gas stove,” he says.

Kitty Mortland, marketing co-ordinator for CookTek, says “When heating, ventilation and air-conditioning is factored in the payback period for the difference in cost is less than two years.”

Daniel Wettling, former executive chef of the Hong Kong Bankers Club, committee member of the Board of Hotel, Catering and Tourism Manpower and Training and external examiner of the culinary modules for the Vocational Training Council, is more cautious.

“Induction cooktops transfer energy from the cooktop to the saucepan more efficiently than any other cooktop. Year by year you may save a small amount on your energy bill. But at the moment, this saving will not offset the additional cost of an induction cooktop. As with solar panels, you have the latest and greenest technology, but while the electricity bills are lower, it costs you a lot to get them

The switch to induction cooking does require a radical change of approach and some chefs find this harder than others ... standing at an induction range, even great cooks must rethink their basic movesDaniel Wettling, Board of Hotel, Catering and Tourism Manpower and Training

WokinductionunitfromSpringGmBH

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installed. We all have to do our bit for the environment, but we should not confuse short-term savings with overall cost reduction.”

The younger generation of chefs take touch pad technology for granted in so many aspects of daily life that they have found it easy to adapt to the innovation. A couple of years ago an induction wok was developed in Asia, which represented a big breakthrough.

Kitchen revolution “I have been lucky enough to try professional platforms of many sorts,” says Conforti, “including wok induction cooking which to me was a surprise as I did not understand how the magnetic field could pass through a concave induction device to such a singular shaped pan like a wok, but it works very well.”

The switch to induction cooking does require a radical change of approach and some chefs find this harder than others. “Induction is providing chefs with instant heat response and even distribution in the pan with minimal heat radiation going into the working environment. It is revolutionising the way we work,” says Anthony Fletcher, head chef of The Pawn, an upscale restaurant/bar/lounge in Hong Kong.

“Standing at an induction range, even great cooks must rethink their basic moves,” says Wettling. The heat comes on so fast that anyone used to pouring oil in a pan and chopping the last of the onions while it heats is making a big mistake. Learning to control heat levels with numbered dials is like trying to master a new language. Explaining how it works is also a challenge.”

The trend for show kitchens and the increasing visibility of induction stove tops has boosted the kitchen geek appeal of induction cooking in recent years. At the same time the increasing visibility of induction stove tops has pushed the development of more stylish induction cookware.

New offerings include the Revolution range from Revol, which is being distributed by Eurochef Asia and Global Hotelware.

This range features a wide choice of colourful lids calculated to brighten buffet presentation of all types of food. The completely non-porous ceramic ware absorbs no fats, odours or bacteria and is suitable for all types of heat source, including induction. Its other advantages include higher thermal-shock and mechanical properties than any other type of non-porous culinary ceramic known today,

CookTekpredictsagrowthininductionwarming,holdingandhomedeliveryproducts RevolutionbuffetrangefromRevol

ApogeerangefromCookTek

TabletopmodelwithtemperaturecontrolfromSpringGmBH

according to Jamie Lok, spokesperson for Eurochef Asia. “Revolution won’t deteriorate naturally with wear and tear –

no scratches, rust or ageing – and it goes from the freezer to the microwave oven, or from induction or gas heat to a traditional oven, or from the table to the dishwasher. It is also easily cleaned, thanks to its naturally anti-adhesive enamelled surface,” explains Lok.

Keeping a light burningFood warming on buffet spreads is the new area of growth for induction technology. Many Sofitel and Mandarin International hotels are among users of the keep-warm induction model from the Swiss company Spring GmBH, which has a variable temperature control ranging between 60-95O C.

Spring GmBH is continuing to develop new ideas and, according to product manager Joerg Diefenbach, 2013 will see the launch of two more induction models. One promises a revolutionary approach to temperature control and the other is designed expressly for buffet purposes and is set to change thinking in this area of F&B management.

The big innovation of 2012 has been the launch of CookTek’s SinAqua Induction Waterless Food Holding System, says Mortland. This machine won the Kitchen Innovations Award at the National Restaurant Association show in Chicago, in May this year.

“It eliminates the need for steam without compromising food quality. No more plumbing and drainage hassles, no mess, no leaks, no spills, and no potential waterborne health risks. With the SinAqua, food can be maintained for almost twice as long without sacrificing quality, while using only half the energy,” says Mortland.

Mortland foresees a whole new area of explosive growth in induction warming, holding and home delivery products. Another exciting development in the pipeline is technology to allow the use of any type of metal cookware – even copper and aluminium.

Already De Buyer (sold through Global Hotelware) is marketing Prima Matera, a line of 90% copper, 10% stainless steel-lined cookware. The pans are ideal for traditional French cuisine and all sorts of reductions. The highly polished finish includes an innovative ferro-magnetic bottom, which makes it suitable for all types of hotplates, including induction.

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Casalis has introduced a new cushion series – the Slumber cushions use soft mohair, are available in 12 natural colours, and four sizes (40x40cm, 50x50cm, 60x60cm and 35x60cm). They are made from three-dimensional elastic textile.

Meanwhile Casalis has renewed its collaboration with Polish designer Aleksandra Gaca who has developed the 3D Textile, a woven fabric, which looks

Doing the dishesDishwashing technology manufacturer, Hobart has addressed the problem of cutting costs and saving energy with innovative warewashing solutions in its UX utensil washer series, which use less power, water and detergent as well as reducing CO2 emissions.

A fine filter system, Genius-X2 cleans the water during the wash cycle, removing soil particles and pumping them out at the start of the cycle. This cuts detergent consumption by up to 30%.

The Vapostop exhaust heat recovery system in the door opening prevents steam escaping the machine, reducing energy costs by up to 40%. The steam is then passed over a heat exchanger, heating up the fresh water intake by around 20°C.

Waste water heat recovery reduces energy costs by transferring heat from the hot waste water to the fresh water for savings of up to 60%.

Hobart’s new compact Fux-C container washer has extremely low energy consumption rates as it cleans in large quantities. This also cuts water consumption by up to 20% to just 200 litres per hour at peak capacity by optimising the wash system arrangement in the rinsing cycle.

Fux models’ blower sections reduce moisture by more than half to speed up drying results. Special high-pressure wash arms and nozzles remove stubborn dirt without pre-treatment, post-treatment or pre-soaking.

Formoreinformation:www.hobart-export.com

NespressoinnovatesCoffee machine and capsule maker Nespresso has launched its latest machine innovation, U.

The first of its kind to feature a rounded, adjustable water tank, which slides to allow directional change to suit different interiors, the U has a tactile interface, which memorises cup lengths including ristretto, espresso and lungo sizes and doesn’t require reprogramming.

U’s cup support is designed to fit long or short drinks.

Heating up in just 25 seconds, the U is available in four colours, cream, black, grey and orange.

Formoreinformation:www.nespresso.com

good, and “offers acoustic isolation”. The noise absorbent panels and wall

coverings are a fusion of mat and gloss, hard and soft. The fabric can be used to soundproof panelling, walls and/or ceilings.

Whole rooms can be covered or just the inside of closets.

Formoreinformation:www.casalis.es

Cushions and quiet

p r o d u c t n E w s


Smooth grape vodkaFrench luxury vodka brand Ciroc has arrived in Asia. Described as “unusually smooth”, Ciroc has a “refreshing, sophisticated profile and sensual citrus taste”.

One of the world’s only vodkas created from grapes, which are grown in France, Ciroc is produced using a unique cold maceration, fermentation and storage process – techniques more commonly practiced by fine wine producers. Ciroc is distilled five times to enhance flavour.

The ‘ultra-premium’ vodka is presented in a distinctive hand-crafted, blue-based bottle with stone features, inspired by a blue Gaillac indigenous flower.

Ciroc may be used in combination with other beverages, “from Champagne through to tonic”.

Inspired by high gastronomy, Nespresso has launched Crealto, a long-roast limited edition grand cru coffee.

A one-off unique blend outside the brand’s collection of 16 permanent grand cru, Crealto was created by Nespresso green coffee specialist Alexis Rodriquez, who took his inspiration from Michelin-starred chef Mauro Colagreco’s long-roasting techniques at low temperatures.

Chef Mauro also created four coffee recipes for Nespresso Club members.

Organic Italian in ThailandThai boutique resort Kirimaya has launched its own wine label.

Set in 800 acres of parkland two hours north-east of Bangkok, the 64-room resort has commissioned the creation of two organic wines at Italy’s largest and most awarded organic vineyard, the Castello Colle Massari Winery in Tuscany.

The wines have been made by Maurizio Castelli.

The Rigoleto 2007 is “an intense ruby red wine with a fruit nose, marked by a sweet spiciness with notes of black fruit.” A full-bodied, smooth wine, which pairs with meat dishes and medium ripe cheeses.

The Melacce 2010 is “a fruit white wine with a rich straw yellow colour, an intense nose with clear, fruity traces of green apple and white peach, together with floral notes of citrus fruits.” With a pleasant acidity and a good length, the wine pairs well with all fish and antipasti and is a good apperitif.

Formoreinformation:www.kirimaya.com

The name Crealto stems from the combination of Italian words createur and alto, referencing high gastronomy.

Blended from arabicas, Crealto has an intense roasted flavour and a rich nutty aroma.

Best served as an espresso (40ml) it may also be enjoyed as a milk recipe.

The coffee is presented in a white capsule marbled with brown streaks – reminiscent of the way chefs decorate their creations.

Gastronomic coffee

Formoreinformation:www.nespresso.com

The name ‘Ciroc’ is a combination of two French words, cime meaning peak or summit, and roche meaning rock.

Formoreinformation:www.ciroc.com

BEVERAGE INDUSTRY REVOLUTION!

PIONEERING MACHINE MAKES HONG KONG STYLE MILK TEA– AUTOMATICALLY!A new tea machine to produce Hong Kong’s classic milk tea, offering ‘tea master’ hand-made quality.

TASTE THE DIFFERENCE FOR YOURSELF AT RESTAURANT & BAR 2012

PICK THE POD FOR THE PERFECT CUP OF COFFEE!

Flats F-J 11/F., Blk. 1, Kwai Tak Ind., Kwai Tak Street, Kwai Chung, N.T., H.K.Customer Service Hotline : (852) 2429 0585www.twcoffee.com

PROFESSIONAL TECHNOLOGY of 9 bar Italian pump and 4.9 bar pressure by extracting coffee essence from coffee pod into a cup

QUICK AND EASY OPERATION• A single coffee pod can make a cup of 45ml Espresso, 80ml or 120ml coffee in a minute

• Just press buttons to make coffee in 3 easy steps• Machine is cleaned automatically

Restaurant & Bar Hong Kong 2012

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c u l i n a r y n E w s


The ultimate display for your wine.

Made in France

For a free brochure containing full detail,please contact:

Alpha International Food Services909, Chai Wan Industrial City, Phase 2,70 Wing Tai Road, Chai Wan, Hong Kong.Tel: (852) 2889 2123 Fax: (852) 2889 1757http://www.eurocave-alpha.comEmail: [email protected]

Combining high quality, luxury materials, ShowCave has given the wine cabinet a facelift. Innovative, with a capacity for 180 bottles, it boasts high-tech features and a bold design.Designed to showcase your best vintages, ShowCave will appeal to both wine professionals and connoisseurs.

Showcave

Lee Fish premium quality, chilled seafood is imported from New Zealand and Australia for distribution throughout Asia.

Wild caught, chilled fish that are sashimi grade species include John Dory, wild and red snapper, seabream, yellowtail kingfish, swordfish, yellowfin tuna, trevally, blue cod, alfonsino, scampi, rock lobsters, pacific oysters and greenshell mussels.

Lee Fish products are mainly line-caught, instantly killed by the Japanese method (Iki-jime). Well iced and carefully handled from catch to loading at an optimum of 0OC – 2OC, every batch can be traced back to individual fishing boats.

The shortest time possible from catch to plate is guaranteed.

Lee Fish is now presenting black-footed paua, one of three native paua only found in New Zealand.

This blue abalone has been prized by the Maori for generations for its nutritious meat and distinctive blue shell and black lip, a natural skin pigment which the Maori people believe brings health and vitality to those who eat it.

The abalone farm uses micro filters

and UV light to purify natural seawater, and high-tech cryogenic freezing and vacuum packaging. With 100% chemical-free farming and all natural feeding processing, the product contains none of the chemicals often found in canned abalone.

Lee Fish rock lobster, available under the Kiwilobster brand, is wild caught in New Zealand and South Australia only.

A distinctive varietal with a purple outer shell and bright orange legs, the lobsters grow slowly in the cold waters, resulting in a creamy flesh and sweet taste.

Lobster farming is not allowed in New Zealand and wild lobster is managed under a quota system to ensure harvests are sustainable and ocean habitats renew continuously.

Caught lobsters are flown to pack factories, where they swim in tanks before export. A minimum swimming time of 24-48hrs is expected before the lobster is packed in wood wool and ice for transport.

Formoreinformation:www.leefish.com

Saluté!Artisanal brewery 32 Via dei Birrai is the first Italian microbrewery granted the quality certificate ISO 9001:2008 DNV and the certificate CI.

The beer is 100% Italian made from “a meticulous selection of raw materials and judicious procedures that pay tribute to the very word brewery and the art of brewing.”

A full-flavoured selection of beers which are “delicately fresh to intensely aromatic and rich”, are available and said to complement a variety of dishes whether sweet or savoury, meat or fish.

The beers have also been successfully used as a cooking ingredient.

Formoreinformation:www.32viadeibirrai.com

Catch of the day




E v E n t s


DAte eveNt DetAiLS ORGANiSeR

2012 marks the 10th anniversary of one of the fastest growing exhibitions for the hospitality sector in Asia-Pacific – Restaurant and Bar Hong Kong, which has a growing reputation as the biggest and best niche gourmet hospitality event in the region. Its focus is on presenting excellent products and services to inspire and create ideas to develop the foodservice and hospitality business.

The third edition of China Catering Expo will be held in Macau, September 21-23. The expo is already recognised as a regionally significant sourcing, launching and networking platform for the catering industry in Asia,

As Asia’s largest and longest running hotel investment event, HICAP has become the most important gathering of hotel investors, financiers, and leading industry professionals in the Asia-Pacific region.

Hotel Expo is the longest-running hospitality exhibition in Macau. The widest spectrum of industry-related equipment, supplies, and technology as well as hotel operations and management will be showcased together with concurrent activities.

Laundry Expo 2012 is the most influential and authoritative annual event in China Laundry Industry. It showcases the latest technologies, machines, apparatus and chemicals for laundry, dry-cleaning, stain removing, ironing, dyeing and disinfecting. Exhibiting brands come from USA, Japan, UK, Germany, Netherlands, Denmark, Italy, France, Spain, Portugal, Belgium, Australia, Korea, mainland China, Hong Kong and Taiwan.

Asia’s most exciting wine & spirit event, the HKTDC Hong Kong International Wine & Spirits Fair offers a wide range of high quality wine and spirits, beer and other alcoholic beverages, as well as wine production, products and services to buyers from all over the world. It is the gateway for winemakers and distributors of wine and other beverages to gain a share of the lucrative and flourishing wine market in Asia.

FHC China is the biggest international trade show for food, wine and hospitality equipment in China. FHC China features Wine and Spirits China 2012, Meat China 2012 and Tea and Coffee 2012 specialist areas, with Olive Oil China, Ultimate Barista Challenge China, Ice Cream University, Wine Seminars, China Sommelier Wine Challenge, FHC international cooking competition and more.

HOTERES JAPAN, CATEREX JAPAN and Japan Food Service Equipment Show are professional exhibitions focusing on equipment for commercial kitchens and the food service, tableware, IT systems, furniture/interiors/exteriors and food hygiene equipment for the hotel and lodging and restaurant and catering industries. The exhibitions have 800 exhibiting companies and approximately 50,000 professionals visiting annually.

Diversified Events Hong Kong Ltd2104-5 Island Place TowerIsland Place 510 King’s RoadNorth Point, Hong KongTel: +852 3105 3970Fax: +852 3105 [email protected]

Partnership of Appointed Coordinator Administration Center of 3rd China Catering ExpoTel: + 852 2827 6766Fax:+ 852 2827 6870 [email protected]

HICAPC/O BHN2900 Bristol Street, Ste. D101Costa Mesa, CA 92626 USATel: +1 714 540 [email protected]

Coastal International Exhibition CoTel: + 852 2827 6766Fax: + 852 2827 [email protected]

Unifair Exhibition Service Co., LtdTel: +86 20 8327 6369 ext. 830Fax: +86 20 8327 6330 [email protected]

Hong Kong Trade Development CouncilUnit 13, Expo Galleria, Hong Kong Convention & Exhibition Centre,1 Expo Drive, Wan Chai, Hong KongTel: +852 1830 668Fax: +852 2824 [email protected]/hkwinefair

China International Exhibitions Room A2402-03, Singular Mansion, No.318-322 Xian Xia Road, Shanghai (200336), ChinaTel: 86 21 6209 5209Fax: 86 21 6209 [email protected]

Japan Management Association3-1-22, Shiba-koen, Minato-ku, Tokyo 105-8522, JapanTel: +81-(0) 3-3434-1377Fax: +81-(0) [email protected]/hcj/eng

Sept 11 – 13 Restaurant & Bar Hong Kong Convention and Exhibition Centre Wanchai Hong Kong

Sep 21 – 23 3rd China Catering Expo The Venetian Macao CotaiExpo Macao

Sep 24 – 26 2012 China International Laundry and Dyeing Industry Exhibition Shanghai Everbright Convention & Exhibition Center, China

Oct 10 – 12 Hotel Investment Conference Asia Pacific InterContinental Hong Kong 18 Salisbury Road Kowloon, Hong Kong

Oct 10 – 12 The 8th International Hotel Expo 2012 The Venetian Macao CotaiExpo Macao

Nov 8 – 10 HKTDC Hong Kong International Wine & Spirits Fair Hong Kong Convention and Exhibition Centre Wanchai, Hong Kong

Nov 14 – 16 FHC China 2012 Shanghai New International Expo Centre Shanghai China

Feb 19 – 22 HCJ 2013 Tokyo Big Sight (Tokyo International Exhibition Center, Ariake) 3-10-1, Ariake Koto-ku Tokyo 135-0063 Japan

Equipping half a century

Reknowned restaurateur and chef Alain Ducasse is lending his support to this year’s edition of Equip’Hotel.

Running over five days, the bi-annual exhibition will showcase the latest industry trends and innovations as well as provide a networking forum for representatives from every sector, including trade association members, personnel from training colleges, public organisations and institutions, as well as business professionals.

For more than 50 years Equip’Hotel has been a driving force in the horeca industry, so it is appropriate one of the industry’s prime movers and shakers should be its patron.

“Alain Ducasse is an outstanding chef, hotelier, trainer and entrepreneur. As chairman of the Châteaux & Hôtels Collection he has built a group that embodies his values of innovation and excellence within the hospitality industry,” says Corinne Menegaux, director of Equip’Hotel.

Speaking of Equip’Hotel’s “comprehensive overview of the latest trends and innovations”, Ducasse says, “I am honoured to take part in an event that is so crucial to the growth of our industry.”

COMING NEXT

equip’HotelPorte de Versailles, Paris11 – 15 November, 2012

www.equiphotel.com

Along with Châteaux & Hôtel Collection, the Collège Culinaire de France will be a major partner of Equip’Hotel 2012 and a leading participant of the Chefs Studio, a springboard for promising young chefs from all backgrounds.

Organisers are expecting to build on previous show figures. In 2010, 1,450 exhibitors participated and 107,091 professionals visited the exhibition, while 18.6% were international visitors.

This year’s show will include five themed areas in which demonstrations by top international chefs and emerging talents will be held, pop-up restaurants will serve latest culinary trends — Le Bus Equip’Hôtel will also tour the streets of Paris as an original mobile restaurant — various competitions will run, including when 12 prominent chefs chosen by members of the College Cullinaire will create dishes from an identical basket of ingredients in a bid to be crowned Talent Equip’Hôtel 2012 — plus the latest innovations in table decoration, equipment and techniques will be on display. New restaurant trends will be showcased and tested: high quality fast-food; multiple consuming and vending options; mobile food vending; and group catering.

E x h i b i t i o n s


YOUR FREE ACCESS AT www.equiphotel.com [code DG17]

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Organised by

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“ To guarantee my clienteleperfect service, I insist on my hotel o� ering the latest equipment on the market today ”

International Visitor PromotionDelphine GELLY & Dalinda BOUNOUARA

[email protected].: +33 (0)1. 47. 56. 50. 56

DominicChan

HarryLiu

PeterChan

DerekChuwas

DirkDeCuyper

TimVongswang

MahemaBhutia

MathieuGinglardiKhairudin‘Dean’Nor

KristyMarland

MariannaTang

MarionEnder

Dirk De Cuyper is has taken over the role of Hilton Worldwide regional GM for Thailand and GM of Millennium Hilton Bangkok. De Cuyper, who speaks six languages, has worked for the hotel group for 20 years and was senior director of openings Greater China.

New vice-president of information technology at Kosmopolito Hotels International is Dominic Chan. Based in Hong Kong, Chan was deputy general manager of e-commerce at Hong Kong Airlines before joining KHI.

Agon Hospitality Recruitment has appointed Harry Liu as recruitment consultant. Liu has 17 years of experience in the Hong Kong hospitality field, including at a range of four and five-star hotels.

Chedi Club Tanah Gajah has recruited Singaporean chef Khairudin ‘Dean’ Nor. The 39-year-old chef brings more than 17 years of culinary experience to the Chedi, eight of which mentored by chef Emmanuel Stroobant, host of TVs Chef in Black series. Nor rose from chef de partie to sous chef at Singapore’s Saint Pierre restaurant.

Life Resorts Vietnam has appointed Kristy Marland as general manager. Australian Marland has worked in Darwin, Jakarta and Japan, including five years with Watermark Hotel Group. Her most recent position was GM at the group’s Hotel Nagasaki, in southern Japan.

Marion ender is the new assistant manager at the Blue Ocean Resort in Mui Ne. Swiss-born Ender is a tri-lingual Ecole Hôtelière de Lausanne graduate.

Auberge Discovery Bay Hong Kong has appointed Marianna tang director of sales and marketing. Tang has worked for Caledonian Airways and Swissair and was most recently director global sales North Asia for Pan Pacific group.

Peter Chan assumes the role of director of finance Auberge Discovery Bay Hong Kong. Chan has worked with a number of hotel operators during his 30-year career, including Ramada Renaissance (now Langham HK), Conrad and Grand Lisboa, Macao. He comes from his role as director of finance at Sands Cotai Central, Macao.

New director of operations at Auberge Discovery Bay Hong Kong is Derek Chuwas. As well as holding senior roles with the Regal and Peninsula hotel groups, Chuwas has worked at the Mandarin Oriental Hotel, Japan, and Cathay Pacific’s VIP Lounge, The Cabin.

Mathieu Ginglardi has joined Spoon by Alain Ducasse at InterContinental Hong Kong as chief sommelier. Ginglardi has worked at other Ducasse restaurants in France and Hong Kong, as well as at a variety of Michelin-starred restaurants in his native France and elsewhere.

tim vongswang has been appointed general manager of the new Riva Surya Bangkok. Vongswang returns to the hospitality sector after a career spanning more than 30 years in the hospitality and fitness industries; his most recent role was as area business manager at Fitness First, Bangkok.

Dusit International has appointed Mahema Bhutia as director of sales and marketing for Dusit Devarana New Delhi. Bhutia brings 12 years of industry experience to the role, including in key positions with Hyatt Regency, Marriott, Renaissance and Oberoi Group.

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