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Hotel Management International Winter 2021
Editorial Editor Will Moffi tt
william.moffi
tt@progressivemediainternational.com Sub-editors Nikki Peach, Phoebe Galbraith Production manager Dave Stanford Group art director Henrik Williams Designer Martin Faulkner Head of content Jake Sharp
Commercial Client services executive Ruchita Marwaha Publication manager Natallie Cobden
natallie.cobden@
progressivemediainternational.com Division sales manager Martin John
martin.john@
progressivemediainternational.com Managing director William Crocker
Hotel Management International (USPS 6243) is published quarterly by Progressive Media International, which is a member of the Audit Bureau of Circulations, and is an offi cial publication of the European Hotel Managers Association.
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ISSN 2041-2452 © 2021
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A turbulent year “W
e must be ready for short-term turbulences,” Radisson Hotel Group’s global chief development officer Elie Younes told me recently. He was talking about the ongoing threat posed by Covid-19 variants such as Omicron, and the need for composed but agile leadership in times of crisis. It struck me as a handy mantra for navigating the winter months ahead. With scientific findings – and the news cycles they fuel – moving at warp speed, it can feel almost impossible to keep up with it all. After all, it was only a few months ago that many hotels and other businesses were flourishing again. Likewise, endless reports of rising infections can start to feel like an all-consuming cloud of negative emotion. However, as Younes makes clear, believing in a better future can not only help us navigate obstacles, but drive innovation and long-term growth. It’s a mindset that helped Radisson add 40 hotels to its roster in 2020, and as Younes outlines on page 16, that ambition shows no sign of abating. Speaking of ambition, tourism initiatives do not get more outlandish than Saudi Arabia’s shimmering Red Sea project. An archipelago of 90 islands, mountains, sand dunes and dormant volcanoes that promises to deliver 2,500 hotel rooms and 700 villas, it is a mark of intent from a country on a well- documented mission to become a hospitality powerhouse. However, as Andrea Valentino explores on page 27, those lofty aims will take significant sums of money and time to be realised. Of course, building for the future doesn’t always have to be done looking forwards, sometimes the pull of past glory can be just as enticing. As I discover on page 49, hotel designers are increasingly toying with our sense of collective nostalgia, tapping into a yearning to go back in time and explore past eras.
I hope you enjoy the latest edition of Hotel Management International and have a very merry Christmas. Here’s to a less turbulent 2022.
Will Moffitt, editor
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