So Long, Minibar: How the Coronavirus Will Change Hotel Stays - NBC

A hotel that doesn't include a breakfast buffet and minibars would have been inconceivable to many Americans three months ago. But coronavirus has changed all that.

Hotel experts predict that the pandemic will drastically alter hotel stays in coming months, prompting many properties to embrace a host of new practices, up to and including temperature checks upon guests' arrivals.

The Four Seasons' guinea pig journey began last month, when H. Ty Warner, the property's owner, said he would open his hotel's doors to medical professionals working on the COVID-19 battlefront. The announcement set into motion a series of moves that have overhauled the hotel's standard operating procedure.

"We now have almost no touch points in the entire hotel, which is completely against a hotel's nature of being hands-on and kind," Tauscher said. "We used to be known for the human touch — but now we're all about no touch at all."

Check-ins and check-outs are performed virtually, with no human-to-human contact. Elevator rides are limited to one guest per car. Room service has been discontinued, and the hotel's restaurant, bar and complimentary coffee station are closed indefinitely.

The hotel's new dining option: pre-made boxed meals, available in an industrial refrigerator in the lobby.

KFC India to provide 1 Million Meals to Feed Communities in Need

KFC India announced, that it has pledged to donate at least 1 Million meals to help communities in need during the ongoing coronavirus pandemic. These meals will be provided to migrant workers and daily wage earners struggling to earn a livelihood and afford meals during the extended lockdown.

Supported by the Yum! Foundation, KFC India will be funding these meals.

KFC has partnered with ResponseNet to work with impacted communities in need across Delhi, Assam, Bangalore, Mumbai, Jharkhand and other states. ResponseNet will be disseminating kits of essential food and necessity items as rice, flour, pulses, cooking oil, spices, etc. in the identified regions.

 KFC India has also made the following commitments to support its people and communities during the ongoing pandemic.

Thanking frontline warriors - Healthcare workers: KFC is committed to serving more than 10,000 thank you KFC meals to healthcare workers at hospitals across Delhi, Pune, Bangalore, Hyderabad and Kolkata.

Employee well-being : Yum! Brands Foundation has set up the Global Employee Medical Relief Fund, to provide financial support for KFC team members at company and franchise-owned restaurants all across the world, who may be diagnosed with or who are caring for someone diagnosed with COVID-19.

Continuing to serve consumers through Safe & Contactless Delivery: Consumers can avail the Contactless Delivery option on prepaid orders, thereby ensuring no up-close contact with our delivery riders at the time of receiving the food, including exchange of cash.

KFC continues to implement stringent measures as regular temperature checks, intensified sanitization of surfaces at the restaurants, social distancing, even in the kitchens, etc. across all restaurants

Panic pricing won’t work for big hotels

We urge the stakeholders of the hospitality industry not to reduce their prices less than 5% of their original rates,” said Nirav Gandhi, Director of Express Group of Hotels and Executive Committee of FHRAI.

He was moderating a webinar organised by the industry body, The Federation of Hotel and Restaurant Associations of India, on ‘Survival to revival, restart and resume operations’.

Delna Jasoomoney, Associate VP-Travel industry Sales & Luxury Partnerships for Taj Hotels and Resorts, who was also present in the panel, said that the industry should not go for panic pricing crashing the rates. “Dropping the prices down won’t make a difference. Apart from offering our customers less price we should try to offer best value. We also need to be flexible with policies and cancellations,” she said.

Jasoomoney mentioned that IHCL has ensured that they keep the engagement with their customers very strong even during the crisis. According to her, there will be a pent up demand once things normalise. She also mentioned that most of the outbound travellers will now hesitate to fly abroad, thus opening up a big avenue for hoteliers to channelise those travellers into inbound travel.

Dropping the price down is not a viable option that big giants are looking for, but for individual or small chain hotels, it might be the only option left to cope with the dire situation. 

Covid-19 Crisis: Value engineering for hotels is the key

The engineering department of a hotel holds great importance for a property to function efficiently. By providing utility services like electricity, steam, hot water, air-conditioning and refrigeration and maintaining engineering and services of various other equipment, the chief engineers are undoubtedly the backbone of a hotel

Chief engineers across all hotels in the country are figuring out ways to keep their hotel operating and running smoothly, post lockdown.

Sanitisation for us will be the most important aspect. We may look forward to adding more toilets around the properties. Even when we start operating, we would go with 50% of the workforce at a time

The virus becomes suspended in droplets smaller than five micrometres, known as aerosols, it can stay suspended for about a half-hour, before drifting down and settling on surfaces where it can linger for hours.The finding on aerosol, in particular, is inconsistent with the World Health Organization’s position that the virus is not transported by air. This has opened up a whole new sphere for engineers to work on.

We as engineers have to ensure that air inside a room or a public space like a lobby or restaurants, keeps changing. More air handling units will have to be installed in hotels. Instead of taking the air back, there should be a provision of pumping fresh air” said Rothin Banerjee, Director - Engineering, Taj Palace, New Delhi.

For Rahul Singh Sisodia, Director - Engineering JW Marriott, Aerocity, New Delhi, value engineering in the current situation is the key as a huge amount of liquidity and cash flow is needed to ensure the efficiency of a hotel.

OYO owners dub Covid-19 impact assistance by the company as hogwash

OYO, the largest aggregator of budget hotels in the country, is claiming that the hotel company has initiated a slew of initiatives to financially support OYO owners “to blunt the Covid-19” impact, the hotel owners are not ready to accept the claim at its face value.

The hotel owners suspect the content of the offer which the company has released through the media, is another ploy to “dupe” them to stay put in their assets

 OYO had said that the company, in order to “lessen the burden of payments due and accrued”, will waive off multiple charges like value added service charges, wizard membership accruals, etc. from March onwards from the owners. “Under these initiatives, a total of INR 24 crore discounts has already been offered to over 3000 OYO partners and continues to impact several others,”

Covid-19 support incentives to owners include weekly payments and reconciliation, reduced joining fee and complimentary top up for those who want to join OYO Secure programme, retention linked incentives ranging from 50% starting from April, etc.

The asset owners also question the attempt by OYO to garner brownie points in the name of CSR by offering hotels for covid-19 quarantine purposes to government and disaster management authorities while the company is not paying any rental or minimum guarantee.

 Oyo staff in India to go on leave with limited benefits from May 4 for four months, and also asked all employees in the country to accept a cut in their fixed salaries by 25% due to the impact of the Covid-19 on the hospitality industry

Sentiment Survey: Australian Hotel Industry and the Impact of Covid-19 - By Damien Little

This sentiment survey was conducted by Horwath HTL Singapore, in partnership with AHS Advisory, to gauge the impact of the COVID-19 pandemic on hotels across Australia. 

Key findings of the report include:

• The majority of hotels in the survey (67%) are planning to remain open. This is a higher ratio than had initially been expected heading into the survey. A greater proportion of Hotels located in Regional markets (69%) are planning to stay open compared to their State Capital counterparts (65%) despite the fact that a greater proportion of participating Regional hotels have already closed.

• The majority of survey participants expect the impact of COVID-19 to be long-term, thus, occupancy performance is expected to start rebounding only in Q4 2020. There is no noticeable difference in the trend of occupancy expectations among properties, regardless of location, although hotels in Melbourne expect Q3 2020 to record lower performance than Q2 2020. This could be due to the looming amount of new supply to enter the market.

• Unsurprisingly, domestic-sourced demand segments are expected to recover faster, since there is more uncertainty surrounding the return of international travel. This strongly aligns with Australia being a predominant domestic hotel market.

Mandarin Orchard Singapore to Rebrand As Hilton Singapore Orchard

OUE Limited and OUE Commercial REIT Management Pte. Ltd. have collaborated to rebrand the landmark Mandarin Orchard Singapore to Hilton Singapore Orchard, following a comprehensive and strategic review.

OUE, which is the master lessee of Mandarin Orchard Singapore, has entered into a Branding and Management Agreement with Conrad International Management Services (Singapore) Pte. Ltd. to rebrand Mandarin Orchard Singapore into Hilton's flagship in Singapore.

Asset enhancement works to add new meeting facilities as well as refreshed food and beverage offerings to cater to the growing demand for regional and global meetings, incentives, conference and exhibition ("MICE") events have also been planned. The planned refurbishment will be conducted in phases and will commence in 2Q 2020 to capitalise on the current challenges facing the hospitality industry due to COVID-19. The refurbishment is scheduled to be completed by end-2021.

Upon its relaunch in 2022, the hotel will feature 1,080 well-appointed rooms and five restaurants and bars including an all-day dining restaurant. The hotel will also boast meeting and function spaces spanning a total of 3,765 square metres, including three ballrooms

48% of Americans Canceled Summer Travel Due to Coronavirus Concerns

Uncertainty surrounding the coronavirus pandemic has caused nearly half (48%) of Americans to cancel their summer travel plans for this year leading to more distress for the travel industry

Here's what our survey found:

• 46% of those who had upcoming travel plans lost money on nonrefundable deposits and cancellation fees, averaging $854.30 per person. Most of the lost costs came from airline tickets (59%) and hotel rooms (44%).

• The coronavirus pandemic is changing consumers' views about travel. Forty-three percent feel more negatively about the industry as a whole, and many will change their behavior as a result. For example, 55% said they're less likely to take a cruise once the pandemic is over, and 52% are more fearful of overseas travel.

• 1 in 4 Americans are planning a celebratory trip once the threat of the coronavirus disappears, especially millennials, Gen Xers, parents of children under 18 and six-figure earners.

• 40% of consumers said they're more likely to purchase travel insurance for future trips due to the coronavirus. However, 18% said the health crisis made them less likely to consider insuring their future trips.

Here's how hotels are redefining the tea experience for their guests while adding to their revenues

The entire process of growing, hand-picking of leaves, careful sorting and harvesting is fascinating and a premium-grade cup of tea commands a fitting price

Tea is not just therapeutic, but great to taste, besides being zero calories.” The rise and rise of gourmet tea Hotels serving teas beyond the regular Earl Grey and Darjeeling have helped popularise gourmet teas. Cafes and restaurants in hotels now serve single estate teas and unique blends

The making of a gourmet tea

Brewing a good cup of chai is an art and everything lies in how well it is balanced. Bala Sarda, Founder & CEO, Vahdam Teas believes gourmet tea is much like fine wines

At the Emperor Lounge, The Taj Mahal Hotel - Mansingh Road, 26 tea varieties are served, from Panch Dhatu Tea to Rooibos Apple

“A good cup of tea should be brewed at the right temperature, served in beautiful teacups from a stunning teapot, and feel fresh to the palette.”

As wellness finds its way to the centrestage of people’s lives, particularly after the COVID-19 scare, tea, with its various health benefits, will find increased acceptance.

The hotel tea experience 

At Port Muziris, Kochi, A Tribute Hotel by Marriott, guests are treated to an unusual tea tasting session at Kettle, the tea lounge. The cellar holds several varieties of teas inspired by Muziris’ spices and floral heritage. Jasmine, a common flower around these parts, lends itself to a delicate tea. Hibiscus-imbued tea leaves, a green variant flecked with saffron, the not-to-be-missed blue tea made by infusing tea leaves with the butterfly blue pea flower, and lavender-infused teas are part of the extensive cellar.

The cellar at Port Muziris, Kochi, A Tribute Hotel by Marriott, holds several varieties of teas inspired by Muziris’ spices and floral heritage.

With Mister Chai, we went all out to ensure that the typical chai time is a far more luxurious experience.” Among its offerings is Kali Mirch Chai, served with the Colaba Fish Fry Sandwich. ITC Maurya's rooftop Pan-Asian restaurant - Tian, asked Anamika Singh of Anandini Tea to work with its chef de cuisine to put together a tea-paired menu. The hotel now has a regular teatime service delivered at the room by designated butlers, exclusively for those who check-in at the women-only Eva Floor. For its executive floor guests, it has a dedicated tea lounge named Samaya, where the house blends are particularly popular.

The Lounge & Terrace on the lobby level of Four Seasons, Bangalore introduced the rarefied experience of loungy, relaxed afternoon teas to Bengaluru. In-house tea sommelier Mousumi Sharma has put together blends such as Apple Cinnamon Dust, Wild Berry Tales, Chocolate Mint and Orange Blossom, along with the classic

The art of pairing

Nair believes that each tea has its defined list of food accompaniments. High-Tea in Britain is said to be an extravagant and lavish affair,  accompanied by garden sandwiches,  scones, tarts, pies and cake. The rise and rise of High-Tea show how widely appreciated and accepted this mid-evening meal is.

The art of pairing the right food with the right cup of tea requires the sommelier to have some practice and a well-defined, sensitive palette

They  are best paired with very light food  such as white fish like sea bass or mild cheeses and desserts. Pakoras or a hot plate of vegetarian fritters go incredibly well with a piping cup of spiced chai, according to Samuel Massey, Director of Food &Beverage,Vivanta New Delhi, Dwarka.

Ranjit Batra, President – Hospitality, Panchshil Realty pens his view on the emerging new order in hospitality

The hotel industry will see a paradigm shift in the post-COVID-19 world. We will soon be referring to it in terms of BC and AC — Before COVID and After COVID. A lot of people compare the resilience of the hotel industry during the SARS epidemic and the 2018 financial crisis, and it eventually got back after a lag of a couple of years.

Most of them believe — taking cues from the fact that almost 85% of hotels in China have opened now — that it will see a V-shaped recovery. I think that is a pipe dream. SARS was an epidemic and affected only 26 countries.

In India, the entire country was placed under lockdown at a snap of the finger. This will have a significant impact on all the key stakeholders — owners, operators and customers. There will be some short-term impact and some long-term structural changes.

HVS India estimates hotel revenues in India to decline by anywhere between $8.5billion and $10 billion in 2020, not to mention the job losses. Let us take the impact on different stakeholders.

THE OWNERS

Indian owners will be staring at a loss for 2020, with a glimmer of hope that 2021 at least sees them break even. Taking a cue from HVS estimate of revenue loss and assuming average NOP margins of 25% to 30%, the owners would be staring at a loss of NOP of almost $2.5 billion to $ 3 billion. The owners will also have to bear the opening cost, once the hotels are ready to open after the lockdown.

THE OPERATORS

Operators have long maintained that their interest is aligned to that of owners as their fees are tied to revenues and net profits. However, it will be interesting to see whether the operators step up to the plate and ease the financial burden of the owners, especially when most of the owners are at their wit's end. The test of a relationship is always in hard times only.

It will be interesting to see how the relationship between the operators and their employees will pan out, with some operators choosing to seek pay-cuts from their employees, while some choosing to stand by them, making sure there are no pay-cuts and insisting that owners toe the line

THE CUSTOMERS

The increase in a web-based meeting on the likes of Zoom and CISCO WebEx, coupled with the shift towards work-from-home, will lead to business travel being curtailed to a large extent in the near future. Hotels, mainly dependent on business travellers, will require significant time before their occupancies see some traction. Usually, domestic leisure destinations should rebound first, with domestic travel restrictions being eased first.

THE WAY FORWARD

The future will belong to the owners with a stronger balance sheet and operators who stand by the owners. The customers will vote with their feet for hotels that they feel safe in and care about the environment.

OYO Cuts 25% Salary Companywide, After Furloughs

Gurugram-based hospitality unicorn OYO Hotels and Homes has now asked its employees to “accept” 25% salary deduction as it looks to overcome the impact on revenue from the Covid-19 pandemic.It  will be effective for April-July 2020 payroll.

OYO has decided to put some employees on leave with limited benefits from May 4, 2020 to August 2020. The benefits would include medical insurance and parental insurance, school fee reimbursement, and ex gratia support.

The development comes amid reports that OYO has told its UK employees that more employees would be furloughed under the government’s job retention scheme. High earners are also being asked to take a temporary pay cut.

OYO group CEO Ritesh Agarwal had earlier asked employees to go on temporary leave and had offered to look after the medical and healthcare benefits of all the employees across all its regions.

Agarwal has also forgone his salary for the year and senior leadership have been asked to take a 25% from the salary. Other Senior Executives across the world have voluntarily contributed 25%-50% of their salary.

As OYO tries to cut employee costs, the company is offering support to its hotel partners. The startup claimed that it has waived off multiple charges which are paid by partner hotels from March onwards. A benefit of around INR 24 Cr has been offered to over 3000 OYO partners.

OYO has also partnered with multiple lending institutions including fintech startups, NBFCs, add private sector banks to facilitate adequate financing for hotel transformation, Capex and working capital requirements of hotel-partners.

A retention linked discount has also been launched for a few hotel partners. It ranges from 50% on base fees for April and May. For beyond April, OYO might offer an extended discount until June.

IHG to open first Regent hotel since brand acquisition

IHG (Inter Continental Hotels Group) announces the signing of a management agreement with Shanghai 21st Century Hotel Co., Ltd. for its iconic property located in Lujiazui, Shanghai, China.

From 16 May 2020, the hotel will be officially branded as Regent Shanghai Pudong and ready to welcome guests with a truly unique and luxury experience, which the legendary brand is famous for. All existing reservations will be automatically forwarded and honoured by Regent Shanghai Pudong.

Expanding its luxury footprint, IHG announced the acquisition of a majority stake in Regent Hotels & Resorts in March 2018 and brought the much-loved brand into the top end of its portfolio. Since then IHG has worked quickly to combine its expertise in luxury with Regent’s deep heritage and revered legacy, relaunching the brand by evolving it to appeal to the modern luxury traveller.

Renovation is already underway to rebrand the iconic InterContinental Hong Kong into a Regent hotel in 2021, bringing the hotel back to its roots as it first opened its doors as a Regent in 1980.

In addition, the brand is also expecting new openings in Phu Quoc, Vietnam later this year, Bali, Indonesia in 2021, Kuala Lumpur, Malaysia as well as Chengdu, China in 2023.

Starbucks prepares to reopen stores and have employees return to work as company predicts 'normal operations' in the US by June

Starbucks announced that it is preparing to reopen stores across the United States and hopes to resume normal operations in June. 

 Kevin Johnson, CEO said Starbucks will use different formats and timing to reopen stores after some shuttered and others limited operations amid the coronavirus lockdown. 

Starbucks, unlike grocery stores and hospitals, was not permitted to stay open after stay-at-home orders and social distancing guidelines were mandated. 

'This is prompting many to define the next steps that will appropriately prioritize health concerns while, at the same time, take thoughtful and measured steps to serve our communities.' 

ITC Hotel Group helps its employees to combat COVID-19

ITC Hotel Group has embarked upon several initiatives to ensure the safety and well being of their employees such as:

Salaries Before Time: Salaries of the hotel group employees were processed well before time, by 23rd of March, to ensure that there are no delays owing to the lockdown and employees can cater to their needs in these unpredictable times.

Engagement Conversations: With an objective of proactively enquiring about the well-being of their employees as well as, to uphold the intent of ‘Personal Connect’, each HR Manager personally calls a minimum of 10 employees daily to enquire about their health and safety and that of their family members. 1200+ employees have been reached at their homes & extended necessary support through this initiative.

Mental Health – 1 to 1 Help: To uphold the overall well being of their employees the hotel group has leveraged its association with “1to1Help” to offer a holistic Employee Assistance Program. 1to1Help is a leading EA provider in the country and has a range of self-help resources as well as a large panel of professional counsellors along with a special section on Covid-19. It is an important service to assist employees in dealing with anxiety, stress, WFH arrangements, isolation etc. 

Enhanced Communication – SMS Blasts: The hotel group has collated the phone numbers of all 7000 employees. It has also enabled an SMS Blast service for communicating messages and important information related to care, safety and updates. 

COVID Advisories: Apart from the guidelines circulated by CHR, the following employee well being advisories were shared with all unit HR Managers with an objective of generating awareness, standardizing responses and upholding ITC’s culture of care and concern

Learning and Development: For employee learning and growth the hotel group has also rolled out a number of e-learning courses targeted at specific roles and levels through multiple channels of E-Learning. 

In “The Day After”, Hospitality is the Future

Over 7.1 million people infected in all regions of the world and far too many losses. World Trade expected to fall by between 13% and 32%.

A massive 75 million jobs at risk as per the UN World Tourism Organization, a 20 to 30% expected drop in international tourist arrivals, 2.1 Trillion $ of GDP loss, with 80% of small and medium-sized companies endangered.

Thanks to a dedicated on-line task force, we all switched to distant and online learning, producing thousands of videos on nearly all topics covering everything from mixology to finance or revenue management. Our faculty members have once again proven their incredible commitment to our students who are now connected to us from everywhere in the world.

Every day around the world, corporate, personal and collective initiatives are multiplying to support medical and hospital staff, who are more mobilized now than ever. The Chefs of our schools have joined forces to support and bring a bit of comfort to these health warriors.

The word "Hospitality" has never been so meaningful: empathy, generosity, sense of service…

As a first sign of recovery, close to 90% of the hotels in China are now reopened, and China air traffic is running at above 40% of its capacity. Moreover, governments around the globe are preparing and starting to implement post-confinement strategies.

We have the unique opportunity to create a "Day After" that is more balanced and more sustainable, and Hospitality will be one of its driving forces.

Hospitality, amounting to 10% of global GDP and accounting for one out of nine jobs worldwide, will be one of the main contributors to the rebound of the world economy and to job market recovery.

In "The Day After", Hospitality is the future.

The Art of War, Post-Covid19, and the New Sales and Revenue Managers

"Plan for what is difficult while it is easy, do what is great while it is small."

The New Sales and Revenue Manager should always be strategizing. As horrible as this crisis is, it presents a pause that can be used to become smarter about your work.

"In the midst of chaos, there is also opportunity"

The New Sales and Revenue Manager needs to forget the pre-Covid19 world. When there is an economic reset, all the old rules are discarded, at least for a while. Accounts that you could never reach, will now be open to speaking with you. People who would have never accepted your invite on Linkedin are more likely to accept now. Dig into your PMS or CRM and extract your old contact file. If you have data on old bid requests, begin to segment them by group size first since you will not be able to bring large groups for now. Then segment these contacts by as many dimensions as your system has and attack that list with no recollection of when they last rejected your offer.

"If quick, I survive. If not quick, I am lost.."

Analytics on discounts performance will be critical. Knowing when a dicount's performance is statistically significant will help you quickly judge whether it is working in this new world.

The New Sales and Revenue Manager needs to be creative. The vast majority of hotels will reopen their operations offering only a slightly more relaxed version of the same old cancellation policy, contract terms, and rewards policies.  You need to rethink your norms from the point-of-view of a traveler that is scared to make a decision that may cost them more than just money. To create more flexible terms, you need to understand your cancellation data, your group wash numbers, and any other data on business that did not materialize. This information is waiting for you in your PMS.

"Know yourself and you will win all battles"

The New Sales and Revenue Manager needs to understand their position. All hotels will reopen from a position of weakness because they will be begging for business.The New Sales and Revenue Manager needs to be proactive. When times are good, we can be reactive and not lose much. However, under crisis mode, only those that are ready for anything, will thrive.The New Sales and Revenue Manager needs to be ready to lower rates. 

"He will win who knows when to fight and when not to fight"

The New Sales and Revenue Manager needs to stay calm. Again, the first reaction of the market will be to lower rates. Hotel owners are just under too much financial pressure right now to stand their ground.

The New Sales and Revenue Manager needs to think like the competition. Look back at your old STR reports to see what your competition did when demand was slow. How far did they lower their rates? It's very likely that they will run the same playbook. Know what to expect so you can plan how you will react. The last thing you need is to adopt the old attitude that you are smarter than your competition or that they have different motivations than you do. Everyone is now in the same boat trying to get to the same destination. Your competition is just as eager as you are, but you can be way more prepared.

"Therefore, just as water retains no constant shape, so in warfare there are no constant conditions."

Access Point Financial Launches “Navigating Hospitality Finance 2020” Information Resource for Hoteliers Facing Changing Market Conditions

 Access Point Financial, LLC (APF), a leading direct lender and specialty finance company focused exclusively on the hospitality industry, announced the debut of a new online resource entitled, "Navigating Hospitality Finance 2020," 

The informative four-part series is intended to help hotel owners and investors with an interest in hospitality to plan their best financial strategies during changing market conditions brought on by the Coronavirus (COVID-19) global pandemic and its direct impacts on the hotel industry.

The informative four-part series is intended to help hotel owners and investors with an interest in hospitality to plan their best financial strategies during changing market conditions brought on by the Coronavirus (COVID-19) global pandemic and its direct impacts on the hotel industry.

Hoteliers and investors have a lot to consider in developing effective short- and long-term financial strategies

To help our clients better assess their respective situations and navigate the recovery, our goal is to be a responsible partner and provide impactful resources and tools to ensure their ongoing success.

The first edition of the four-part "Navigating Hospitality Finance 2020" series explores the changes to terms and conditions that lenders have implemented during the crisis.

IHG Army Hotels Support Communities and Military Families During COVID-19 Response

IHG Army Hotels, a portfolio of hotels which serves thousands of guests every day on forty military installations in the United States and Puerto Rico, continues to fulfill its mission to serve communities and military families during the COVID-19 pandemic.

In addition to caring for active and retired members of the military and their families, properties are providing safe and comfortable accommodations for service members who are supporting COVID-19 relief efforts or those who have been temporarily displaced during this emergency, including military personnel whose barracks or on-post housing have been repurposed. 

Army and base leadership to best support the installation mission and their communities in the most impactful way. For example: 

• Hunter Army Airfield and Fort Stewart (Georgia) – Hotels on these bases are just a few of the properties that are using their talents to make face masks for their colleagues, local first responders and hospital personnel on post.

• Joint Base San Antonio (Texas) and Fort Wainwright (Alaska) – To help provide a sense of normalcy for families, hotels on base maintained and adapted a years-long holiday tradition with a “socially distant” visit from the Easter Bunny, who dropped off individually wrapped goodie baskets for children in house.

• Across the Country – Through fundraising activities across multiple bases in recent months – including bake sales, denim days and other grassroots activities – teams at IHG Army Hotels properties across the country were able to make a collective donation to the Stephen Siller Tunnel to Towers Foundation, an organization which builds mortgage-free smart homes for injured veterans and first responders. 

  IHG Army Hotels have reached agreements with Garrison leadership in order to alleviate the financial burden of servicemembers affected by the “Remain in Place” order while awaiting transportation to their new permanent duty station

Tokyo's Olympic Hotel Gains Forecasted to Lessen in 2021

The Summer Olympics’ performance gains for Tokyo hotels are projected to be lower after the one-year delay in the event, according to the latest forecast from STR and Tourism Economics.

“We are projecting less overall demand when compared with our initial forecast for 2020, and while double-digit RevPAR growth is expected, it will come from a much lower base,” 

“Lower absolute demand levels would be linked with traveler perception based on the timeline of the COVID-19 pandemic, as well as financial challenges of a potential global recession. The still high level of demand combined with ADR growth should drive RevPAR upward, similar to the growth percentage we saw during last year’s Rugby World Cup in the market.”

Mandarin Oriental Hotel Group extraordinary effort

An extraordinary gesture for extraordinary heroes. Our team at Mandarin Oriental, Marrakech has been busily sewing masks to distribute to local hospital workers. Thank you to our community heroes; thank you to our MO heroes.