Leading hospitality advisory and brokerage consultancy, HTI Consulting recently hosted its second Pan-African ‘Virtual Hotel Club,’ a digital forum that saw the operations directors from major brands active in the African hotel space share their unique insights around hotel re-opening strategies and ‘lessons learnt’ during the current global pandemic.
An introductory session saw key data delivered by CEO of HTI Consulting, Wayne Troughton, followed by a panel discussion involving the representatives from major hotel brands including: Accor, Hilton, Radisson Hotel Group, Cresta Hotels, Onomo and Valor Hospitality Partners.
Tourism’s fight for recovery
“The impact of the Covid-19 pandemic on the African tourism Industry has been both overwhelming and immediate,” stated Troughton. “When comparing figures to last year, Q1 2020 saw a total of 67 million fewer tourist arrivals to African countries, coupled with a loss of $80 billion in export revenue and 100% of destinations imposing travel restrictions of some kind,” he said.
“Data provided by STR Global reveals that hotel occupancy rates (Jan – Jul 2020) fell a staggering 79.2% to 16.9% across Africa, ADR (Average Daily Rates) dropped 9.8% to US$ 93.98, whilst RevPar (Revenue Per Available Room) fell 75.8% to US$15.91,” he continued. “The obvious impacts of lockdowns and the closing of international borders are clearly illustrated in these numbers,” he said. “But, in the past few
weeks we’ve finally begun to see reassuring signs as restrictions are lifted, international borders reopen and many hotels come back online,” he said.
“From an international travel perspective, its encouraging to see airlines such as Emirates, Qatar and Kenyan Airways resuming several flights to African destinations, and Ethiopian Airlines already operating at 40% of pre-Covid capacity. Hopefully these resumptions signal the start of an upward trend, although airlines such as KLM, AirFrance and Lufthansa are still blacklisted in some Africa countries due to EU
Covid legislation,” he stated.
Still more encouraging, Troughton acknowledged, was that STR Data (Jan – Jul 2020) revealed that most branded hotels across East, West and Southern Africa have reopened doors. Occupancy rates in West Africa in July showed Nigeria (22.1%) as more resilient than other markets due to higher domestic demand, whilst in East Africa, Ethiopia was the best performer (increasing to 25.7% in July from a 16.7% low in April) compared to neighbours Tanzania and Kenya who lack similar international business demand.
Unsurprisingly, South Africa suffered the lowest occupancy rates in the Southern African region YTD July. International border closures and strict interprovincial travel lockdowns saw the vital regional hub experience a fall of -48% points in occupancy rates from 57.2% in January to 8.7% in July. It appears the country has now managed to flatten the curve and international borders open on 1st October, though with many key source markets experiencing worrying second wave outbreaks, the results of these openings await to be seen.
“Though the large majority of branded hotels, within the STR portfolio, across Africa have reopened, the current crisis continues to affect travel and tourism businesses of all sizes, from the largest international airlines to the smallest independent hotel owners,” said Troughton. “Immediate responses have understandably focused on designing plans for short-term survival. As the crisis evolves, however, the industry is now identifying key priorities and procedures to facilitate recovery in the medium to long-term.”
Navigating new pathways to open doors
In the panel session, participants shared some of the motivations and considerations around hotel reopenings:
Samantha Annandale (Regional Operations Director, Onomo Hotels) kicked off discussions, stating that the key motivation behind Onomo’s decision to reopen certain properties was, naturally, focused on breakeven parameters. “A tremendous amount of work went into establishing these base figures, as well as incorporating the vital human elements aligned to each property,” she said. “Further considerations centred on lockdown regulations and assessing the overall ‘appetite for travel,” she continued. “We were also keenly aware that in remaining ‘risk averse’ for too long, we potentially risked losing market share and support.” The Onomo group focuses predominantly on 3-star corporate city hotels or hotels near airports, which they all own and operate themselves.
Jan Van der Putten (VP Operations Africa &; Indian Ocean, Hilton Hotels) emphasised that ascertaining demand and opportunity were also some of the critical factors behind the group’s decisions to reopen hotels. “Ultimately, we knew there was no one recipe,” he stressed. “Issues such as cash flow and obtaining the owner’s agreement as to the right decision for each location remained imperative to us.”
Craig Erasmus (VP Operations, Accor Hotels) was in agreement regarding the importance of discussions with each property owner concerning the reopening of certain properties. Much attention was given to aspects such as safety, sanitisation and ensuring properties were completely prepared to ‘right-side to the new normal’ in implementing new hygiene protocols, he said. “How certain hotels are segmented against each other was another important factor,” he explained. “In Gauteng, South Africa, for example, four of our Accor Hotels have one owner, so the decision to open only one of these hotels served as an appropriate initial response.” Twenty-eight out of 67 Accor hotels across the African region continue to remain closed.
William McIntyre (Regional Director Southern Africa, Radisson) stated that the core of the group’s approach to dealing with the Covid crisis centred upon analysing the ‘cost of closure.’ “We subsequently made the decision that, apart from 4 hotels closed at owners request, we stayed open!” he said. “What this meant was that, in South Africa’s Lockdown Level 5, our properties were able to assist stranded foreign nationals and essential services personnel,” he said,
“We hosted call centre business who needed to ‘spread out their work force’ and, instead of setting up in cubicles, they worked in hotel rooms. We shut down certain sections and outlets of properties and changed our operating structures. We also utilised guest rooms differently by setting up way-lay stations, factory-type settings and corporate quarantine areas,” he explains. “And, in every circumstance, we managed to mitigate the costs of dormancy!” he said. “But it was hard!” he confesses. “We’ve learnt lessons and dealt with scary situations but, ultimately we’re happy we stayed open,” said McIntyre. “On the up side, we’ve cemented some new key relationships that will help take us into the future.”
According to Osbourne Majuru (Group CEO, Cresta Hotels) the reopening of Cresta hotels in various regions was tackled on a leveled, case-by-case basis. The group owns and leases properties in Zimbabwe, Zambia and Botswana. “All leisure properties, such as those at Victoria Falls, Chobe and the Okavango Delta, were closed from March until now,” he stated. “But scenarios differed from country to country and our operating team had to take various factors into account,” he said. “The recovery trajectory for hotels varies for individual properties, even those within the same market. For example, two hotels in the same city—one previously filled with domestic business and another with mainly inbound international demand—will see their occupancy and market mix rebound differently.
In areas where lockdowns weren’t that stringent (Zambia) we were able to keep certain wings of hotels open. In other areas, such as CBD’s or parliamentary areas (Harare, Zimbabwe), we opened sections earlier,” he said. “In Gaborone, Botswana, we saw no value in opening three properties at once, so we opened one that relies on local business.” Forty percent of the group’s property portfolio (and its leased properties) currently remain closed.
Euan McGlashan (Owner, Valor Hospitality Partners) emphasised the different approaches prevalent in different international regions, stating, “In the USA, our hotels almost never shut down. At its worst, hotels there were closed for something in the region of a week! ‘Staycation’ markets were running full capacity in the summer. On the other hand, the group’s UK portfolio was shut for 4 months (nearly 5) but has just opened, he remarked. Relevant to African markets, he gave 3 definitive criteria for reopening:
1. Government support (‘In the USA, govt. support effectively meant we could pay employees, taxes and mortgage’).
2. Cost of opening vs. closing.
3. Not being last to market to open. (‘Spier Hotel in SA remained online with food and beverage purchases’).
Green Shoots of Recovery – Rooted in Lessons –
“At Valor we’ve always known that culture is everything to us,” said McGlashan, “But this pandemic has just further cemented that fact,” he said. “We knew we simply couldn’t leave staff behind! Gaining profitability by cutting staff and leaving them unemployed is not the answer and we’ve tried to keep everyone with some form of income,” he stated.
“There are certainly some green shoots out there; movie crews and businesses are shortly returning to South Africa, for example. Guest sentiment and travel sentiment is that there is a pent-up demand for travel and we anticipate that by mid next year we’ll see a lot of activity in South Africa, in particular.”
Annandale believes the current crisis has brought about real tenacity and resilience in the hospitality industry. “Onomo’s processes and planning with regards to implementing new safety protocols, reopening hotels and maintaining operations has undoubtedly been a collective effort – from stakeholders, shareholders, employees and third-party suppliers,” she said “There’s been a real spirit of togetherness,” she says. “Service providers have stepped up, our employees (who have not always been on full pay), have also assisted us tremendously in keeping things going and thereby preserving jobs. ”
McIntyre expressed that one of the toughest aspects has been the financial and emotional wellbeing of employees and staff. “One of the hardest things is knowing that, at Radisson, we are working as hard as we can, adapting operations to the best of our ability, and knowing that there are still thousands of staff waiting to come back to work; waiting for unemployment benefits,” he said. “Aside, from this, the challenging nature of changing our operations so drastically and bargaining over centralized costs is another burden we had to overcome.” “But,” he said, “the dedication and effectiveness of our sales teams and staff was amazing and, ultimately, there are lots of heartwarming stories to come from this!” “We ultimately took a positive view on what was happening, took the decision to close away – and we just adapted! By the 1st October we’ll be fully open across the whole region.”
Majuru agreed that, for Cresta Hotels, the toughest aspects were dealing with human coping strategies and mental health issues. “These are never to be underestimated,” he said, “We’ve been working with the WHO who’ve brought in doctors and therapists to help staff. We’ve also addressed the stigma associated with Covid, especially in Africa.”
“As part of our reopening strategy we are integrating a process where we work to integrate staff back into the workplace. But from an operations point of view – will we go back to the staff to room ratios that we had? We don’t know! In many instances too, we found it easier for hotel staff to stay at the properties and therefore we went into salary negotiations around certain cash reserves.”
Annandale agreed that, along with the positives that have come from working together with external parties and stakeholders, Onomo will “do everything to provide an even better experience than pre-Covid, and do it with due diligence!” Together with the other panelists, she stressed the importance of continuing to create a welcoming environment for guests that centred around a safe yet familiar environment.”
“At HTI Consulting we continue to believe in the tourism potential in the African region and strongly encourage further support from governments and brand managers to allow owners to minimise further losses and support recovery” stated Troughton. “For the time being, the complete reopening of countries and tourism markets and the various possible scenarios remain very uncertain. Hotels need to continue with their reopening strategies and adapt to new markets and changing conditions – through product innovation, hygiene protocols and cost containment –
in order to survive this transition period.”
“African hotels can expect significant uncertainty during the transition period. Customers will need more flexibility in case situations change, and some may be fearful of committing to advance purchase rates with inflexible terms,” he said. “Whilst preparing for the comeback, industry professionals must not forget one fundamental rule that built their past success: knowing their guests’ concerns, adapting operational processes to new market requirements, and continually building competitive advantage around them,” he concluded.
Radisson Hotel Group announces its arrival at Victoria Falls, an UNESCO world heritage site
Radisson Hotel Group (Image source: Saadiyah Hendricks)
Radisson Hotel Group is proud to announce its first resort and third hotel in Zambia, with the signing of Radisson Blu Resort Mosi-oa-Tunya, Livingstone, Zambia. Due to open by the end of 2022, this new addition places the Group firmly on track to achieving its objective of reaching 150 hotels in operation and under development in Africa by 2025.
Nestled on the banks of one of Africa’s longest rivers, the Zambezi, in Mosi-oa-Tunya National Park, 5km south of the historic city of Livingstone, just 4km north west of the Victoria Falls, one of the seven natural wonders of the world and an UNESCO world heritage site. Convenience is amplified with Harry Mwanga Nkumbula International Airport located just 15 minutes away.
For an immersive experience of the destination, situated right next door, is Safari Par Excellence, offering unique on and off the river adventure activities, from Victoria Falls bridge activities, water-rafting, canoeing and game drives to helicopter rides, river cruises and elephant encounters.
The hotel will be constructed and operated with the greatest respect to its close proximity of the natural wonders and aims to obtain the EDGE green building certification as well sign the UNESCO Sustainable Tourism Pledge, becoming a best practice in the implementation of Radisson Hotel Group’s leading Responsible Business program.
The construction of the new hotel which is currently underway, and the design fully integrate local materials and focuses on employing and upskilling local craftspeople. It will consist of a contemporary 174-room main hotel and 26 luxurious villas. Guests can indulge in their favourite cuisine at the all-day dining restaurant and sit back with their favourite drink at the coffee bar. To bask in the fresh African evening air in comfort, guests can gather around the outdoor boma and firepit. During their stay, guests can also enjoy the hotel’s expansive swimming pool, find serenity at the spa or maintain their health at the sports and fitness gym. Ideal for all occasions, the hotel’s meetings and events facilities will include a ballroom of over 500sqm, boardrooms as well as meeting rooms, perfect for leisure and business use.
Ramsay Rankoussi, Vice President Development, Africa & Turkey, Radisson Hotel Group, said: “We have been present in Zambia for many years and have long recognized the potential of the country. It was essential for us to complement our presence in Zambia with a resort offering in one of Africa’s most visited leisure tourism destinations – the Victoria Falls. This marks our third hotel in the country, complementing our existing portfolio of one hotel in operation, Radisson Blu Hotel, Lusaka, and the under-development Park Inn by Radisson Lusaka, Longacres, due to open early next year. Through this unique resort, we look forward to demonstrating our strong Responsible Business heritage and sustainable programmes and initiatives which will further promote the destination and ensure the preservation of this unique reserve and location. We are truly proud to have partnered with NAPSA for the launch of the Radisson Blu Resort Mosi-oa-Tunya, Livingstone as we further seek to reinforce our collaboration in promoting tourism across Zambia.”
Mr. Yollard Kachinda, Director General of NAPSA, the owning company said: “It is an honour to be partnering with Radisson Hotel Group, a company that believes in thriving, sustainable, and responsible business that supports people, communities and the planet with various procedures and programs to build better futures. We are proud to be associated with the creation of several jobs, both directly and indirectly. It is also satisfying to note that most of the materials are locally sourced, such as steel coming from Kafue Steel, timber coming from Zambezi Sawmills and other materials such as quarry and stones also being sourced within the community. We are looking forward to introducing this unique resort to the market and are confident that the various sustainable elements of the hotel will uplift the community and enhance the overall experience of this beautiful destination and its economy.”
Image source: Saadiyah Hendricks
Radisson Hotel Group operates to high standards of performance and advocates socially and environmentally sustainable business practices. More than ever, Radisson Hotel Group’s highest priorities remain the health and safety of its guests and employees. The Group partnered with SGS, the world’s leading inspection and certification company, to implement the Radisson Hotels Safety Protocol, which ensures the highest hygiene standards and strengthens the Group’s existing rigorous sanitation guidelines. In the run-up to the opening of Radisson Blu Resort Mosi-oa-Tunya, Livingstone, Zambia will implement the Radisson Hotel Group brand standards including the Radisson Hotels Safety Protocol related to safety and security.
Black Canadians making travel safer for women by helping them rent spaces from other women with Femmebnb
Femmebnb Inc. Co-Founders, Yaa Birago and Diana Obeng (Source: Yaa Birago)
Dismayed by her solo travel experience in 2017, Yaa Birago made it her goal to curate a safe space where like-minded women travel enthusiasts can come together to plan, book, meet, talk, and share everything about travel. Softly launched amidst pandemic, Femmebnb Inc. is the first-ever social networking short-term vacation rental service powered by an Artificial Intelligence (AI) travel assistant that is at the forefront of reshaping ‘Women’s travel experience’, once the world reopens.
After being sexually harassed in-front of her airbnb apartment in Rome, and receiving no support from her male bnb host, Yaa Birago – CEO and co-founder of Femmebnb Inc., felt unsafe and unpleasant for the rest of her trip. This is exactly what was told to her when she announced her solo travel to her family – it’s unsafe! With this experience and the urge to change the travel horizon for women, the idea of Femmebnb sprung in her mind.
The validation of a need to have a platform and community that is solely for women travellers & hosts came from a survey initiated by Femmebnb where over 229 women shared that they would feel more secure knowing their host is a female, and that the rental is booked via a platform that deeply understands these concerns. This is the reason why Femmebnb has already received over 3000 registrations by women from 60 countries on the platform despite the travel industry being on hold due to COVID-19.
Source: Yaa Birago
“Being a hodophile, I was extremely disappointed when my solo travel to Europe turned out to be a nightmare as I faced sexual & street harassment. Upon receiving no support from my male bnb host when I discussed the incident with him, I realised that a female host would have naturally been more emphatic. This, combined with the help I attained from a female companion in France with whom I had merely chatted on Facebook before my travels, affirmed that we need to curate a safe social networking vacation rental space for only women where common concerns can be addressed and resolved together. This embarked the idea of Femmebnb in 2017. After 3 years of persistence and determination, fused with technology, creativity and research, we have finally launched and are ready to change ‘her travel experience’. – Yaa Birago, CEO & Co-Founder, Femmebnb Inc.
When Yaa proposed the idea to an old ally Diana Obeng, she jumped in right away to co-found the company with her.
Diana Obeng, Co-Founder, Femmebnb Inc. – “As a woman, I shouldn’t have to hope and pray that my safety is not at risk when I am planning to travel solo in a new country, but unfortunately, that’s the first thought that comes to mind. I cannot downplay that women fear their safety over every other concern related to traveling alone. Hence, when Yaa proposed the idea of curating a safe space for women travelers, I jumped on board in a heartbeat. We are determined and have invested every bit of our soul into this project and I am excited to help reshape ‘women travel experience’.”
Femmebnb is an exclusive membership platform, ensuring that every member on the platform is vetted. The verification process consists of 5 steps: email, phone, government ID, property documentation/utility bill and/or video verification. The on-site personality video feature facilitates trust and credibility between the host and guest. For the time being, a one-time subscription fee of $4.99 has been waived off the platform, making it free for all to register!
Source: Yaa Birago
A portion of every transaction made on the site for bookings goes towards providing menstrual equity, menstrual hygiene education and menstrual products to girls in Africa as a means to help eradicate period poverty.
(By woman/women, Femmebnb Inc. means anyone who identifies as a woman, non-binary, gender-fluid or non-conforming (womxn).
Yaa Birago’s Short Bio
Source: Yaa Birago
Yaa Birago is a tech entrepreneur, Co-founder and CEO of FemmeBnB Inc.; the first social networking vacation and short-term rental platform that allows women to rent their spaces to other women in hopes of maximizing safety, peace of mind and comfort, along with AI- Powered Travel Companion to help women plan their trip from start to end. She started the company to provide safe space and peace of mind for women travelers after she had a terrifying experience as a solo traveler in Rome.
Yaa holds a B.A degree in Criminology and Sociology from the University of Windsor but her passion for tech, women and children advancement led her into the Information Technology and Non-Profit sector for the past 11 years. Yaa is also the Co-Founder and President of Hands of a Hero Foundation (HOHF), a non-profit organization that provides mentorship, leadership, and career development programs for youth and children in Canada and Ghana. Yaa was a recipient of Global Impact Award and Women’s Courage International Award.
She was named as a Black Canadian Role Model and Top 100 Black Women to Watch in Canada. In addition, she was selected as Top30 under30 Pioneers by FOG and in March 2020, she was recognized as WOCStar Woman to Watch. Moreover, Yaa was recently recognized as the TOP 20 Women CEOs in Vacation Rental Tech by VR Tech and the Top 25 Women in the Travel Industry by TravelPulse.
Yaa is passionate and enthusiastic about travel technology, women travel safety, sustainable travel, and improving women’s travel experiences across the globe.
Bordeaux-based Nigerian Wine Consultant creating the French Experience with an African twist
Bordeaux-based Nigerian Wine Consultant, Chinedu Rita Rosa (Photo: Roger Das)
Most times when you think of a French wine expert, especially in Bordeaux, a strong-willed, driven and passionate Black Woman doesn’t come first to mind.
Chinedu Rita Rosa is making waves in the Bordeaux wine community. As a Nigerian Black Woman in her 40’s, she is a rare and long-overdue sight in the wine industry. Over the past six years, she has built a home in Bordeaux with her two teenage daughters and French husband.
For over 20 years Rosa has been active in the wine industry, though she came into the wine business by chance, as an unofficial adviser to her late husband selecting wines for importation into Nigeria. Originally working as a banker, wine did not become her profession until the passing away of her late husband in 2008 who was a Lebanese businessman.
In 2008 she returned to Nigeria and worked with her late Husband’s Friends in XO Wine Store as a Manager where she was in charge of organizing various wine events, teaching wine appreciation, and increasing the selection of wines from all over France. She did all this with minimal professional experience. She likes to put it into simple terms that anyone could relate to, “ I learnt while drinking on the job!”
With Nigeria being a beer-drinking society it was not an easy sell for wines, when she first started, although it was a delightful process, Rosa mentioned. She witnessed, ChiChi (as she is fondly called by her friends) mentioned. She witnessed, seeing the shift of peoples’ opinions about wine, especially when she found the right wine to pair with a client’s palette. Meeting people and discerning their taste and discovering their wine preference is an art that she is passionate about.
“As the years went by, it became much easier to match wines with clients taste” said Rosa. It was during this time that she also acquired knowledge of wine importation, wholesales, retailing and grassroots marketing strategies due to the distribution network of XO Wine stores.
After her first year, Rosa knew this was a profession that she would like to pursue, she continued studying, tasting and enjoyed experimenting with wine tasting pairings. She turned her wine education into a social circle with clients and friends who were also wine lovers. For her, these were some of the most rewarding best moments of her wine career.
Bordeaux-based Nigerian Wine Consultant, Chinedu Rita Rosa (Photo: Roger Das)
She discovered how African foods reacted to different grape varieties and from different wine regions, not forgetting Champagne. She boosts “ If you haven’t tried eating àsun or suya with red wine, you must; it is not to be missed”
It was important to ensure sure that all her knowledge of wine and the industry was accredited, which led her to Bordeaux, where she learned about the technical side of winemaking, regions, and styles. Chinedu found herself the only black and African student for the entire term of the course. In the first step of her official wine studies, received a certification from the school of wine in Bordeaux “Ecole Du Vin.” She is a true believer that the best wines come from Bordeaux.
A fabulous wine lovers group was established in the spirit of the numerous tastings and to date, it exists in Lagos exclusively for members of the XO Family.
Continuing her wine education journey in Bordeaux was a dream and when she decided to re-marry and move to France there was no second-guessing where she was going to call home. Chinedu says,” Naija women are born Entrepreneurs.”This drove her ambition and she ventured into media marketing, blogging, and vlogging in the wine world of Bordeaux, and she also created a networking community where she is the president of like-minded people and entrepreneurs from all over the world that has settled in Bordeaux. The Bordeaux Business Network has over 1000 members and is a thriving support community for expat entrepreneurs.
In Bordeaux, Chinedu has become known as the black lady who is invited everywhere and also hosts a lot of events (not unlike in Lagos!) due to her professional commitments. She attends most wine and entrepreneurial events in the Bordeaux metropolis and is easily distinguishable as a black businesswoman with a glowing smile.
Does this bother her? She has mixed feelings on the subject, Chinedu takes no issues with being the ONLY anywhere, it is a testament to her African upbringing after all. “‘Naija no dey, carry last,” she says. and Being yourself and standing out is important, but she is driven to encourage other black entrepreneurs and young people to come into this profession, where she believes the possibilities are endless.
Chinedu is a distinguished WSET (Wine & Spirits Education Trust) certification, holder. Her wine knowledge spans the process of winemaking to marketing and exportation. She had envisioned that there would be more people of color in the wine industry with her qualifications that she could connect with on a cultural level but she is still left searching. She hopes that this will start to change soon.
Bordeaux-based Nigerian Wine Consultant, Chinedu Rita Rosa and friends (Photo: Roger Das)
As the founder of VINES BY ROSA, an import and marketing company based in Bordeaux she now collaborates with amazing brands, representing them in African Markets. Some of her most notable representations include: CHATEAU DAUZAC, MARGAUX GRAND CRU CLASSE, HINCH IRISH WHISKEY, NINTH WAVE GIN, LGI WINES. These brands are Winemakers that tailor to the African Market specifically creating labels and even Nicolas Feuillatte Champagne.
Always thinking about the future Chinedu wants to continue to build on her passion, education, and dedication, increasing the quality of wines and spirits being imported into Africa and propelling wine appreciation in the continent. She is on a mission to demystify the art of wine tasting and bring good wine to every table at the right price. In the process of this journey, she hopes to inspire other black men and women to join the wine industry and looks to the day where she is not the, I am almost always the only professional BLACK (Woman) at tasting events and business functions, especially here in Bordeaux. “I want to change that,” she ends.
Taking it one- step at a time to secure long-overdue space for aspiring Black women in the wine industry, through the success of Vines By Rosa, she hopes to inspire more people to take their passion and dreams forward.
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