HOSPITALITY MANAGEMENT COMPANY
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Our Vision Five Continents Hospitality goes where no one else dares!
Our Mission Our mission is to create the highest performance levels for any property we manage through utilising the most sophisticated and appropriate practices. This will deliver significant new returns on investment for owners while keeping our guests happy in the best traditions of the hospitality industry. Five Continents employs professionals with extensive and international experience to sustain our network. Our managers are selected for their leadership qualities and represent our mission to deliver to owners, staff and customers our best endeavours on their behalf.
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Professional Global Creative
Network Solutions
Our Leadership Five Continents Hospitality was founded on the twin pillars of regional experience and transitional management expertise. This is delivered and led by Elia Timani an experienced regional hospitality entrepreneur and Andrew Huckerby an acknowledged leader in the field of transitional hospitality management.
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ELIA TIMANI President of Business Development & Managing Director Built on a solid foundation of experience at Le Meridian and The Ritz Carlton over 15 years in the UAE Elia Timani is a well-respected sales professional. His extensive knowledge of the regional market supports the contribution of the marketing teams within the hotels. It also enables the search for new opportunities to develop the company. Since the Millennium however Elia has utilised his experience gained in Ritz Carlton and devoted his attentions to
one of the best performing hotels in the area
building businesses in the region. His personal ideology of developing hospitality concepts that confront the unpredictable nature of the industry. This he manages by applying innovative solutions in situations where others have failed or fear to go! This approach has brought tangible and successful results in each of his businesses.
with regular visits from the King of Bahrain and his staff complementing a busy hotel and catering resort operation. Cassells Al Barsha, Dubai was the third hotel to be added and was also in financial distress at the time. Within 6 months the recovery was under way on the back of extensive marketing in Europe, Russia, China and from within the region. It is now the busiest hotel in Al Barsha and along with Ghantoot is the subject of significant interest from a number of International Hotel Chains now that their performance is assured.
The development of Five Continents Hospitality as a crisis hotel management company started with the regionally important and well established RAK Hotel which was losing money despite running 11 bars, nightclubs and a cellar. After three years under management it is now a well-respected and profitable 3 star hotel operating under Hansa Hotels by Five Continents brand with a 5,000 capacity banqueting suite servicing the Northern Emirates including the Royal Family. Cassells Ghantoot, Abu Dhabi was the first property under the Five Continents Hotels & Resorts brand and was closed by the previous operator due to a lack of profitability. From reopening under Five Continents management this is now
Despite the world-wide recession which started in 2008 tourism into RAK continued to grow and Elia created a travel agency, World of Travel, bringing in over 50,000 visitors during its first years of operation. This business has now developed into a full service travel agency managing over 75,000 visitors into the UAE including cruises, air travel and ground handling services. Working with partners in Europe, Saudi Arabia and the UAE Elia has built up a network 2Built on a solid foundation of experience at Le Meridian and The Ritz Carlton over 15 years
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in the UAE Elia Timani is a well-respected sales professional. His extensive knowledge of the regional market supports the contribution of the marketing teams within the hotels. It also enables the search for new opportunities to develop the company. Since the Millennium however Elia has utilised his experience gained in Ritz Carlton and devoted his attentions to building businesses in the region. His personal ideology of developing hospitality concepts that confront the unpredictable nature of the industry. Thus he manages by applying innovative solutions in situations where others have failed or fear to go! This approach has brought tangible and successful results in each of his businesses.
that their performance is assured.
The development of Five Continents Hospitality as a crisis hotel management company started with the regionally important and well established RAK Hotel which was losing money despite running 11 bars, nightclubs and a cellar. After three years under management it is now a well-respected and profitable 3 star hotel operating under Hansa Hotels by Five Continents brand with a 5,000 capacity banqueting suite servicing the Northern Emirates including the Royal Family. Cassells Ghantoot, Abu Dhabi was the first property under the Five Continents Hotels & Resorts brand and was closed by the previous operator due to a lack of profitability. From reopening under Five Continents management this is now one of the best performing hotels in the area with regular visits from the King of Bahrain and his staff complementing a busy hotel and catering resort operation. Cassells Al Barsha, Dubai was the third hotel to be added and was also in financial distress at the time. Within 6 months the recovery was under way on the back of extensive marketing in Europe, Russia, China and from within the region. It is now the busiest hotel in Al Barsha and along with Ghantoot is the subject of significant interest from a number of International Hotel Chains now
In a journey which started in Ras Al Khaimah in a hotel with no power over the Millennium, Elia accepted the challenge of a Boutique Hotel of 83 bedrooms with 12% occupancy! The owner of the property, His Highness Sheikh Saeed Bin Saqr Al Qassimi, was supportive of the move to change the corporate business to leisure at a time when RAK was not on the tourism map. International tourists from Switzerland were the first to accept the adventure which formed the basis for a European led business development. With the confidence of a busy hotel filled with international visitors His Highness gave the green light to Elia for major developments on the site despite the world wide fall out following the 9/11 attacks in 2001. The hotel, based around the heritage of Al Hamra Fort, continued to add inventory and now boasts over 1200 rooms and extensive leisure facilities all of which was funded by external investors and reinvested profits. Elia was also instrumental in the creation of the Al Hamra Palace and the construction of the first Wellness Spa Resort in the UAE at Khatt Springs. The resort management at Al Hamra Fort was subsequently taken over by Hilton and the Al Hamra Palace by Waldorf Astoria.
Despite the world-wide recession which started in 2008 tourism into RAK continued to grow and Elia created a travel agency, World of Travel, bringing in over 50,000 visitors during its first years of operation. This business has now developed into a full service travel agency managing over 75,000 visitors intothe UAE including cruises, air travel and ground handling services. Working with partners in Europe, Saudi Arabia and the UAE Elia has built up a network of like-minded organisations to strengthen each businesses sales potential. Turnover in 2011 was in excess of AED 100 million.
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ANDREW HUCKERBY MBA Vice President Operations Recruited from the United Kingdom to specifically manage start-up hotels and those in transition for Five Continents Hospitality Andrew is a career operator in transitional management. He has been directly associated with the management of over 40 hotels as well as leisure clubs, golf courses and catering outlets for both international brands and independent businesses.
In his most recent role for Five Continents he has successfully reengineered 4 star hotels in both Dubai and Abu Dhabi. This has involved operational restructuring, marketing and sales reorganisation and targeted capital investment programmes. In both hotels the results have been impressive both in financial terms and speed. These are referenced in the case studies. Before joining Five Continents Andrew developed a luxury historic country house hotel from a failed project basis to one of regional significance in Southern England. Working with the property owners the business developed a wedding and restaurant business with a regional reputation for service delivery and food quality. Following extensive market research regarding the potential for development the property was subsequently sold to an international consortium.
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As Operations Board Director for two European based hotel companies Andrew’s role was to typically take control of problematic hotels during a rebranding, renovation or sale process. This included individual 3, 4 and 5 star hotels as well as brand portfolio hotels. It also included the internationally acclaimed 5 star Royal Crescent Hotel in Bath as well as other hotels of significance. In both groups the businesses responded quickly to his management style despite the operational challenges of managing under these circumstances. Service levels were significantly higher and as a result general trading and profitability much improved. As a result of these improvements Andrew was made Director in charge of Brand, Customer Services and Central Sales and Marketing during the re-launch of the company.
Prior to becoming Operations Board Director he was a franchisee of the Holiday Inn Plymouth Hoe. Under his tenure and under a different international brand this hotel became a star performer within the group having previously been a failure. This was achieved with radical management practices, service excellence and innovative sales and marketing. The hotel was subsequently rebranded back to Holiday Inn. During his period based in the Southern England Andrew also engaged and led his local city during significant change in managing tourism. Over a 20-year period he successfully created the mechanisms and structures for a self-managed and self-financing tourism organisation with the engagement of local authorities and businesses.
During his time based in the Southern England Andrew also engaged and led his local city, Plymouth, during a period of significant change in managing destination tourism. Over a 20 year period he successfully created the mechanisms and structures for a self-managed and self-financing tourism organisation with the engagement of both local authorities and businesses. This culminated in the successful hosting of the Americas Cup World Series global event in 2011.
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Our Brands Five Continents Hospitality – “To go where no one else dares!” The Business to Business Group Operations are run under the Five Continents Hospitality identity with our legendary corporate vision!
Five Continents Hotels & Resorts
Hansa Hotels by Five Continents
“Five Continents, Boundless
“Five Continents, Boundless
Cultures – One Hospitality Vision”
Cultures - One Hospitality Vision”
4 & 5 star property management brand whose principle activities are the operational management of properties within the brand.
Five Continents Central Reservations Centre
World of Travel
“Five Continents, Boundless Cultures - One Hospitality Vision”
A 15 year old wholly owned
A wholly owned international 24/7 reservations
centre
managing
a
customer interface for our brands and other affiliate businesses.
3 star property Management Company whose principle activities are business hotels with a difference. It achieves a blend between corporate and leisure business at unmatchable value without compromising quality standards.
company supporting over 75,000 visitors to the Emirates and Region from around the world.
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AL HAMRA FORT HOTEL RAS AL KHAIMAH
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CASE STUDY
• The Business This is a 4 star beach front property in RAS AL KHAIMAH. • The Challenge Under previous management the hotel was closed due to operational issues and lack of profitability • The Solution Five Continents took over management of the property reopening it in October 2012. • The Result Opened with 87 bedrooms in 1999 Finally operating with 1290 bedrooms 2007
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RAS AL KHAIMAH HOTEL
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CASE STUDY •• The Business This is a 3 star central property in Ras Al Khaimah. It has the largest ballroom in the Northern Emirates and is popular for weddings and corporate events. • The Challenge Under previous management the hotel was used primarily as a drinking venue with 11 disco’s and an alcohol retail shop. Accommodation sales were not significant and the hotel lost money and was unable to pay the rent. • The Solution Five Continents took over management of the property reopening it in 2011. The bars and shop were closed and the hotel now operates as a dry venue. • The Result Due to lack of comparative data due to the closed nature of the hotel comparisons are made on a rear on year basis. Q1 2014 Occupancy Growth 10% Q1 2014 Revenue Growth 25% Q1 2014 Gross Operating Profit Growth 51%
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CASSELLS BEACH RESORT GHANTOOT - ABU DHABI
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CASE STUDY •• The Business This is a 4 star beach front property in Ghantoot midway between Dubai & Abu Dhabi. A converted Royal Palace the resort boasts a range of leisure facilities, catering outlets and large bedrooms in a very quiet location. • The Challenge Under previous management the hotel was closed due to operational issues and lack of profitability. • The Solution Five Continents took over management of the property reopening it in October 2012. New catering and leisure facilities have been added and the bedrooms are in the process of being extended from 88 to 118. • The Result Due to lack of comparative data due to the closed nature of the hotel comparisons are made on a rear on year basis. Q1 2014 Occupancy Growth 8% Q1 2014 Revenue Growth 15% Q1 2014 Gross Operating Profit Growth 25%
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CASSELLS AL BARSHA HOTEL DUBAI
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CASE STUDY •• The Business This is a 4 star hotel with 312 bedrooms in the Al Barsha district close to Sharaf DG Metro Station. There was only one catering facility operating and the leisure pool required attention. • The Challenge Under previous management the hotel was in financial difficulties due to operational issues and lack of profitability. • The Solution Five Continents took over management of the property and have been working in partnership with the owner from April 2013. Additional facilities have been opened or reopened. Restaurant (new) Restaurant (reopened) Coffee Shop (new) Coffee Shop (reopened) Women’s Hairdressers (new) Men’s Hairdressers (reopened) Leisure (upgraded & re-launched) • The Result Year on Year Growth Q1 2014 Occupancy Growth Q1 2014 Revenue Growth Q1 2014 Gross Operating Profit Growth
8.2 % 18.5% 45 %
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OUR IDENTITY The milestones of our success as a business with our strategic allies is measured in these critical areas: •
Image
Five Continents is committed to maintaining a branded positive public image at all times. This means maximising our efforts to act in a professional and friendly manner whilst being socially responsible. We have earned our reputation as an efficient, innovative and dynamic organization concerned for society. •
Strategic allies
The group concerns itself deeply with the creation of strategic allies whom will be selected through defined, professional and standardised set of criteria thereby developing an unrivalled consortium to assis us in providing Turn key solutions for project realisation. •
Commercial Survival
We are a commercial organisation and therefore profit motivated. Our culture is to optimise profit with the minimum possible investment and we depend on our morals and ethics to cooperate with our strategic allies in investing all legal available resources.
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Resources
The effective use of our resources is one of our main concerns. We work hard to increase, develop, invest, standardise and employ professionally. Our resources include, but are not limited to:
Our people Creativity Technology Time Strategic allies Capital Financing resources Our assets Experiences Law
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Staff
We are committed to generating a working environment in which every employee can derive job satisfaction and feel a genuine sense of pride & belonging to the organisation. Five Continents acknowledges its responsibility for creating a congenial working atmosphere in which individuals have the opportunity and indeed are encouraged to achieve their maximum potential as well as making their maximum contribution. •
Best Practice
All staff members and managers in particular, are able to adopt and use the best business practices resulting in the development and achievement of objectives assigned.
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Our Services
As an experienced professional operator in the hotel and hospitality industry, Five Continents has developed its own package of services, which help support groups to benefit from our skilled teams with their accumulated experiences. Our professionals will work effectively and efficiently to provide the contracted services in quality manner and to recognised international standards.
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1. Hotel Management As a pioneer organisation in the field, Five Continents has developed unique quality management principles for specific purposes that satisfy all parties. If anything truly defines our managed hotels and resorts, it is the value we attach to lasting memories. Building upon a century of experience as hoteliers has endowed us with a rich tradition of hospitality. We offer experiences in hotels and resorts that are authentically local and of unrivalled presence. A genuine hospitality is achieved when service and attention to detail elevate each stay into cherished memory. In practicing our management, we employ all quality management applications that maximise the investment and keep resources for the most productive ones. Hospitality management, financial control, market penetration, quality audit, and many others are all controlled to achieve the assigned and contracted objectives.
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We staff our hotels with strong General Managers who already understand our management culture and have proven their capabilities. We provide them with state-of-the-art management and financial support systems and hold them accountable for results. Some characteristics of our management include:
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Decentralised Operations Authority
Centralised support systems and latest technologies support the local GM. Daily forecasting and accountability for labour and related costs allow the GM to manage in real time. •
Regular Performance Reviews
Monthly reviews and comparisons with the Annual and Quarterly plans. We create action plans to capitalise on opportunities and to address challenges. Results-driven performance measurements for hotel and personnel evaluations. •
Maintenance and Asset Protection
Five Continents develop formal, written asset protection and preventive maintenance programs that involve all employees and include checklists for quality assurance.
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2. Risk Management Not all hospitality projects or businesses are in a good enough health to achieve the managers or owners’ objectives. Many reasons may create such circumstances or stand behind them. However it is in our art to deal with such crisis investing the present resources of the business in creating the best outcome and solutions. Analysis of problematic hospitality businesses always require our experience to process all business components: market, financials, personnel, sales, logistics, assets and any resource of production. Experiences have taught us that our risk management tools are sufficient to deal with critical business situations and to provide the suitable solutions.
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3. Building Re-Innovation Five Continents believes that assets (specifically buildings) have been created for two main reasons: to work as long as possible, and to create as much as possible in return. We have developed a business model that will achieve such objectives and more. Refurbishment of old building and transferring them to attractive productive hotels has proved a very efficient experience where owners have achieved triple of the returns before refurbishment to create an efficient hotel. In many cases, we have financed the operations (as a loan to owners) who were then able to quickly pay back out of the returns of the same buildings. The whole process is assessed, planned, designed, and managed by our departments for efficiently. Our strategic partners are cooperating with us on low cost basis, which is finally for the owner’s benefit.
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4. Hospitality Consultancy & Advisory The pre-qualifications we have in the field of hotel industry are qualifying us to provide advisory and consultancy service to hotels and hospitality businesses. Our professionals are fully qualified to provide consultancy in the following fields: • • • • • • • • • • • • • •
Marketing Human resources Management structuring Equipping of hotels Branding Financial models Feasibility studies Investment alternatives Hotel trade marks Building design for hotel purposes Resources of hotel business Solutions for problematic situations Revenue maximizing Operational fields
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5. Technical Services Five Continents employs a set of criteria that help hotel developers to design their building as per the international standards for any level of classification. We provide all necessary support to the building designer in order to make the building: • • •
Meet the local and international hotel standards Achieve the highest possible efficiency Achieving the hotel atmosphere by the lowest possible cost
6. Hotel Auditing & Consultancy In practicing our auditing role, Five Continents will practice, at the same time, a consultancy position showing a clear and specific SWOT analysis of the result found in records and other resources of information.
6.1 Financial • • • • •
Centralised, standardised accounting system Accounts Payable managed at local level Core financial statement formats consistent with the Uniform System of Accounts for the lodging industry Financial reporting flexibility utilising finance software Access to our preferred vendors which offer longestablished relationships, competitive pricing plans, and cost reductions based on total volume of Five Continents managed hotels
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• • • • • • •
Cash management services – tracking/forecasting cash flows, online banking access, electronic payments High-calibre, well-trained, friendly corporate accounting staff In-house trainer available for training hotel accounting staff Seamless transitions – all aspects are handled, from operational issues to liquor license transfers and opening bank accounts Comprehensive Standard Operating Procedure (“SOP”) manual Tight expense controls maximise bottom line without negative impact to the guest experience Maintain focus on achieving financial goals through timely, accurate financial information provided to the management team and ownership
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6.2 Human Resource • • • • • • • • • •
Seamless management company changes at the hotel level Designated internal payroll department for in-house payroll production Large-group discounted recruitment advertising pricing Pre-employment profile testing Hotel level support and trainers Large-group discounts for insurance benefits premiums Established worker’s compensation insurance Strict enforcement of staffing guides based on business demand Online salary surveys for immediate local market and industry benchmarking reports Five Continents Training programs
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6.3 Revenues management •
Corporate Director of Revenue Management
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Brand-recognised property level Revenue Management team
• Focus on ensuring property-level Revenue Managers are certified in brand revenue management training programs • Triangle management of the revenue cycle between the GM, DOS and Revenue Manager at the property with daily analysis, weekly meetings, end-of-the-month critiques, quarterly property assessments and brainstorming sessions • When brands we work with have cluster and centralised revenue management, we partner with those solutions and offer additional Five Continents support •
Ongoing in-depth analysis of trends and performance
• Relentless focus on modifying strategies to generate the greatest RevPAR result; driving occupancy by manipulating our mix of business at the highest ADR possible
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6.4 Sales & marketing •
Performance Measurement Weekly monitoring of property performance from above property Sales and Revenue teams, through a diagnostics process and support added to assist Constant analysis of sales and revenue strategies and modify when opportunities are identified Rigorous monthly evaluations of individual and team performance. Consistently striving to excel on every level of sales performance
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Reward and Recognition Program
Incentive for superior performance focusing on new business/ penetration, retention/saturation of existing business, and securing group need-date business •
Systems
Maintain sales automation systems: Travelclick, CRS & ReviewPro platforms
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Tools Business plan focus on the situation, target, proposal for every segment Best Demonstrated Practice Library - Successfully proven actions for each market segment Above and on-property sales action plans targeted tomeet and exceed budgeted goals SharePoint – internal site to house reports, sales & marketing tools & sales docs to increase onpropertysales performance
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Field Sales Support Coordination, strategy and development of marketingmaterial and programs, trade shows, sales blitzes, presentations, etc. Hire Right – stringent interview process, profile testing, background checks
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7. Hotel Turn-key Services Our Project Management Team has extensive experience in all phases of hotel development, including renovation and new “ground-up” construction. • Provide property/hotel due-diligence reviews • Provide budgets for work to be performed, from preliminary plans, PIP’s or QA’s. • Develop detailed scopes of work for all approved work • Select architects, designers, and MEP Engineers for required design elements • Interface with Brand (either Five Continents or other) to obtain Brand approval • Bid out Brand-approved design & scope of work to manufacturers, installation contractors or general contractors. • Review proposals from qualified contractors. • Award contracts • Approve any change in scope of work and issue change orders • Review all work and schedules with hotel/property • Track delivery of all material • Interface with hotel management during renovation/ construction projects • Provide hotel with “AS BUILTS” and copy of approved design books • Accounting • Manage Retention Process on behalf of owner
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8. Feasibility Studies Our project feasibility study provides an evaluation and analysis of the potential of the proposed project which is based on extensive investigation and research to give full comfort to the decisions makers. Our feasibility studies aim to objectively and rationally uncover the strengths and weaknesses of an existing business or proposed venture, opportunities and threats as presented by the environment, the resources required to carry through, and ultimately the prospects for success. In its simplest terms, the two criteria to judge feasibility are cost required and value to be attained. As such, we shape a well-designed feasibility study that provides a historical background of the business or project, description of the product or service, accounting statements, details of the operations and management, marketing and policies, financial data, legal requirements and tax obligations (if applicable). Generally, our feasibility studies are professionally prepared to precede technical development and project implementation.
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9. Procurement Simply, for hotels and resorts, we practice this act of obtaining or buying goods and services professionally. Our process will depend on client’s requirements, but generally the process includes preparation and processing of a demand as well as the end receipt and approval of payment. For us, it may involve: 1. Purchase planning, 2. Standards determination, 3. Specifications development, 4. Supplier research and selection, 5. Value analysis, 6. Financing, 7. Price negotiation, 8. Making the purchase, 9. Supply contract administration, 10. Inventory control and stores, and 11. Disposals and other related functions.
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10. Business Transition Five Continents is the acknowledged leader in transitional management. Whether from an owner to a new owner, from a management company to another operator or as a result of substantial change required in the business due to increased competition, rebranding or financial issues Five Continents will lead the business through the change cycle. The independent approach to managing the businesses in such a hands on manner is ideally suited to those requiring change. Our managers understand the values of leadership based change where the starting and end points are established and the business requires a sophisticated approach to delivering the desired objective.
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11. Integrated Marketing Platform Five Continents has built up a vertically integrated marketing platform for delivering revenues to our businesses. The following components form this effective marketing platform: • Hotel based Reservations Departments • Local leisure and corporate sales agents • Experienced Regional Sales Directors • Corporate Revenue Director • Corporate Marketing Director • Ecommerce Director • Central Reservations Service • Corporate Internet Marketing Director • International Sales Offices in Europe and Asia • Middle East Travel Agent and Ground Handling Service • International Travel Show Representation in Europe, Russia, Middle East, India and China •
Public Relations through sector specialists
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Five Continents Loyalty Programme
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12. Financing Facilities Five Continents has built a solid network of investors and financers all over the world. In addition, it is sourced by a reasonable capital for its operations. Both resources will enable us to manage the financial resources necessary for some selective investments. If the criteria is applicable to the bossiness selected, Five Continents will finance/ manage the finance of the following: • • •
Furnishing new building and equipping them to be 4-Star or 5-Star hotels. Renovation of old hotels or building aiming to have them hotels of 4-Star or 5-Star Contribution in the cost of construction if the location is a prime one
In all conditions, we only finance the buildings which will be managed by us and under our brand for 10-15 years at least, depending on the finance provided. All financed capitals will be dealt as loans paid back during the management period.
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13. Networking & Outreach An essential element of our approach has been to network with strategic partners and utilise their specific skills in the delivery of our projects when it is cost effective for the project. This has led to us developing a series of relationships based on mutual respect that deliver timely support and direction to our businesses. This covers all areas of our business and new relationships are constantly being forged where the need is demonstrated.
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14. Branding A key component of Five Continents success has been the ability to build a brand that is strong enough to achieve market visibility and flexible enough to recognise the value of locally operated businesses. A developed brand standard regime and recognition of the importance of discipline in supporting its development are at the core of the group.
15. Affiliation Services A key component and unique aspect of our business model is for the relationships to be based on specific affiliations where the resultant outcome adds value for both parties. This may well apply in marketing and branding and other management services such as Finance, Operations and Investment where the relationship is mutually beneficial.
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Our Strategies Five Continents Hospitality is guided by its solid strategic perspectives towards the future of its existence in the target markets. Our strategies have been always the key for our success and progress towards the creation of our network of partners and strategic allies.
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Resourcing Our Strategy Partners, clients Suppliers Financers Assets: buildings, equipment, materials Technology & Know how Information and knowledge Human power Time
How does the strategy drive partnerships and resources approaches
A coherent and consistent approach to resourcing the strategy
How do partnerships and resources approaches influence the delivery of products and services?
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Operational Strategies 1. Without compromising on the quality offered, sustained growth in cash flow and earnings is only created by continually improving operational efficiency. 2. Enhancing the present performance of any property, we contract, leaving the owner comfortable for the new growth we add. 3. To maximise the outputs of resources we control at the start. 4. We always keep the properties we manage as the guidance of hospitality business benchmarking in the markets where we exist. 5. Developing of our resources and tools through those local and international leading strategic partners in the field. 6. Location plays a fundamental role in our properties’ selection, but manipulation of other weak locations to Five Continents standards is also our goal.
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Processes are designed and managed to optimize stakeholder’s value
Products and services are developed
Products and services are promoted and marketed
Products and services are produced, delivered and managed
Customer relationships are managed and enhanced
Research & development of innovative products and services
Effective promotion and transfer into operations
Reliable, effective, and lean delivery of products and services
React to customer Manage Customer Anticipate customer
Structured process management & improvement
Customer Results
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Our Managed Hotels & Resorts 1. To enable them to exchange all possible cooperation and coordination among themselves, in a way that will help the growth of the invested capitals in those businesses. 2. To support businesses with the most possible advanced tools and techniques of management and investment tools applied in the local and international markets. 3. To create, develop and initialise opportunities for businesses we manage and to select the most sophisticated one to execute and handle the investment, considering the investment employed in that subsidiary. 4. To have a well-structured communication system with our managed businesses in such a way that enables Five Continents to control, audit, and assure the success of its investment.
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5. To provide our managed hotels, resorts, and properties with all possible consultancy services in the financial, managerial, operational, marketing and other business fields. 6. To provide directions and assessment of subsidiaries performances, considering Five Continents’ capitals employed regarding the strictness of orientation. 7. To act actively to have Five Continents the most effective voting party on businesses boards, that by developing the suitable MMA that facilitates such, coordinating with the boards of those businesses. 8. Five Continents management aims to provide to its portfolio managed businesses:
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Our Ethical Approach •
Strategic Allies
Five Continents will do its best to develop selective quality standards that maintain, increase and satisfy our strategic allies’ satisfaction and needs. We will not prevent any opportunity that may benefit them and contribute to their success.
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Clients
Our clients, partners, and guests will continue to be the focus of our attention and through them we believe we can develop our business and resource it with the best practices.
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Traceability
An idea, discussion, point of view, and suggestion will be highly respected, documented, traced, reacted to, followed up within the sufficient time and through the channel that will make it valuable.
Time
The Company respects time as the most important resource of business. Among all other resources, time will continue to mean “money” for the group, and costs are strongly connected to the effective use of this resource.
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Responsibility
Blaming others, claiming victimhood, or shifting the responsibility may solve short-term crises, but refusal to take responsibility erodes respect and cohesion in an organisation.
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Legality
Five Continents will never share in, and/or encourage, and/or participate in any illegal business wherever the group works or practices any business operations.
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Honesty
We believe that “honesty is the best policy” is true today even more than ever and target to practice the best of it in all business practices that satisfy the needs of our clients.
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Integrity at Work
Integrity creates strength and stability. It means taking the high road by practicing the highest business ethics standards.
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Quality
Quality should be more than making the best product, but should extend to every aspect of the work. A person who recognises quality and strives for it daily has a profound sense of self-respect, pride in accomplishment, and attentiveness that affects everything.
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Trust
There is no free ride to good work ethics. Trust is hard to earn and even harder to get back after you have lost it. Everyone who meets the group must have trust and confidence in how the group handles the issue of business ethics.
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Respect
Respect is more than a feeling, but a demonstration of honour, value, and reverence for something or someone. We respect the laws, the people we work with, the company and its assets, and ourselves.
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Perseverance
The resilience to be patient and handle the clients business to the best of our ability and to the benefit of the ownerthe issue of business ethics.
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Teamwork
Two or more employees together make a team. It is a business necessity to work openly and supportively in teams whether formal or informal. We need each other, and sometimesstrategic alliances, for effective problem solving in the work place.
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Leadership
Managers and executives should uphold the ethical standards for the entire organization. A leader is out front providing an example that others will follow.
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OUR INTERNATIONAL OFFICES Five Continents Hotels & Resorts (Main Office) Address:
2nd floor RAKIA Building Al Jazeera Al Hamra Ras Al Khaimah P.O. Box 6460 Ras Al Khaimah UAE Contact Person: Mr. Elia Timani Designation: Managing Director President of Sales & marketing Chief Business Development Officer Tel. No.: +971 7 2444510 Fax No: +971 7 2444512 Email:
[email protected]
Five Continents Hotels & Resorts (Dubai) Address: P.O. Box 114477 Dubai UAE Tel. No.: +971 4 4084777 Fax No: +971 4 4087771 Email:
[email protected]
Five Continents Hotels & Resorts (Abu Dhabi) Address: P.O. Box 126969 Abu Dhabi UAE Tel. No.: +971 4 4084777 Fax No: +971 4 4087771 Email:
[email protected]
Five Continents Hotels & Resorts (KSA)
Address: Jeddah, Kingdom of Saudi Arabia Contact person: Mr. Khaled Reda Designation: Vice President of Business Development Tel. No.: +966 12 530 1234 Email:
[email protected]
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Five Continents Hospitality Management GmbH & Hansa Hospitality Management GmbH (Germany)
Address: Berlin, Germany Contact Person: Mr. Burkhard Grunzke Designation: Vice President of Business Development Contact No.: +49 45 247008 458 Email:
[email protected]
Five Continents Hospitality Management GmbH (Switzerland) Address: Zurich, Switzerland Contact person: Mr. Heinz Kropp Designation: Vice President of Business Development Contact No.: +41 79 475 3112 Email:
[email protected]
Five Continents Hospitality Management & Hansa Hospitality Management Ltd., (United Kingdom) Address: Plymouth Devon, UK P19 0DW Contact Person: Mr. Ian Calvert Designation: Vice President of Business Development Contact No.: +44 753 404 655 Email:
[email protected]
Five Continents Hospitality Management Sarl (Belgium) AAddress: Brussels, Belgium Contact person: Dr. Mezianne Meziant (Belgium) Designation: Vice President of Business Development Contact No.: +32 2 511 0402 Email:
[email protected]
www.fi vecontinents.com