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Y O U R N O . 1 S O U R C E F O R T H E L AT E S T H O S P I TA L I T Y I N S I G H T S I N T H E M I D D LE E A S T MAY 2025 | HOTELANDCATERING.COM LEADERS IN HOSPITALITY AWARDS 2025 WINNERS REVEALED WHERE EXCELLENCE RESIDES
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6 MAY 2025 | HOTELANDCATERING.COM IN THIS ISSUE TWO NIGHTS ABOVE ELEVEN A Collaborative Take on Peruvian Cuisine LEADERS IN HOSPITALITY AWARDS 2025 WINNERS Industry leaders, decision-makers, and rising talent gathered to recognise the standout performers of the year POWER, PRESENCE & PEOPLE Reimagining JA Ocean View Hotel with Rebecca Hong 22 32 28 Contents 30 SUCCESSFUL TRADE FAIRS It’s 2025, 2-3 years (depending on where you were based then) since the final COVID shutdowns ended, and trade fairs are back on the agenda 66 RECORD YEAR FOR RESTAURANTS Dubai Approves Nearly 1,200 New Licenses in 2024 70 THE ROLE OF LEADERSHIP IN THE FUTURE OF THE BAR INDUSTRY The bar industry has long been a space where creativity, culture, and community intersect 72 WHY DUBAI’S F&B REVENUE STRATEGY NEEDS A RETHINK Dubai’s hospitality industry is globally admired for its innovation, ambition, and ability to set new standards in luxury and guest experience 18 KING OF DOUGHNUTS Matthew Jones on mastering the craft of breadmaking 24 RECORD ATTENDANCE AND GLOBAL GROWTH HIGHLIGHT ATM 2025 IN DUBAI The Arabian Travel Market 2025 has wrapped up a landmark edition, drawing more than 55,000 attendees from 166 countries 26 FROM BLUEPRINTS TO BRANDING Some people discover hospitality in the polished halls of five-star hotels
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8 MAY 2025 | HOTELANDCATERING.COM SUBSCRIBE Contact subscriptions@bncpublishing.net to receive Hotel & Catering every issue CEO Wissam Younane wissam@bncpublishing.net MANAGING DIRECTOR Rabih Najm rabih@bncpublishing.net EDITOR-IN-CHIEF Seymone L Moodley seymone@bncpublishing.net COMMERCIAL MANAGER Alex Brown alex@bncpublishing.net MARKETING & COMMUNICATION LEAD Aaron Joshua Sinamban aj@bncpublishing.net DIGITAL EDITORIAL SUPPORT Karan Moodley karan@bncpublishing.net CREATIVE LEAD Christian Harb chriss@bncpublishing.net PO Box 502511 Dubai, United Arab Emirates P +971 4 4200 506 | F +971 4 4200 196 For all commercial enquiries related to Hotel & Catering News ME, contact sales@bncpublishing.net All rights reserved 2025. Opinions expressed are solely those of the contributors. Hotel & Catering is officially licensed exclusively to BNC Publishing in the MENA region. No part of this magazine may be reproduced or transmitted in any form or by any means without written permission of the publisher. Printed by United Printing and Publishing | upp.ae Images used in Hotel & Catering are credited when necessary. Attributed use of copyrighted images with permission. Hotel and Catering News ME HotelCateringME Hotel & Catering News Middle East hotelcateringme In addition to our print edition, we’re bringing you all sorts of industry news on our web mediums. We’re looking forward to interacting with our readers on all of our social media and web platforms. See you on the web! CREDITS
9 HOTELANDCATERING.COM | MAY 2025 CONTRIBUTORS Contributors 01 03 02 04 MARTIN KUBLER Chief Sloth at The Gluttonous Sloth - HORECA Consulting with Attitude, “It’s important to not just announce your presence at a fair, but to give people a reason to visit.” MATTHEW JONES, Founder, Bread Ahead Bakery “The secret lies in the combination of perfect texture, rich fillings, and a real commitment to quality.” REBECCA HONG, EAM and Hotel Manager, JA Ocean View Hotel “A warm and genuine welcome sets the tone for a memorable stay, creating a lasting impression and an ultimate sense of place and belonging.” CHEF PENELOPE DÍAZ, Fusion Ceviche وand CHEF ERICK ALONSO, Above Eleven Dubai “We’ve been good friends since we met at her restaurant, Fusion Ceviche. Ever since then, we have always said we need to do something together.” Hospitality Voices This Month
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12 MAY 2025 | HOTELANDCATERING.COM 304 T hree. Zero. Four. That’s the number of beautiful humans who showed up at our Leaders in Hospitality Awards last month. That’s 304 stories, talents, and reasons why this industry keeps moving the way it does: loud, fast, passionate, and full of purpose. I didn’t get to speak to every one of you (though I would’ve loved to), but I felt your energy, and I just want to say, wow. What a night. Hosting you was a joy and a privilege. Every cheer, every moment on stage, every win meant something. Not just because of the glitter and the gold (though we do love a shining piece of precious metal), but because behind every nomination was real work, real effort, and real heart. And I see it. We all do. If you submitted a nomination, if you were shortlisted, if you walked up to that stage, know this: you’re a winner in our eyes. This industry doesn’t run on titles or trophies. It runs on people. People who care, who innovate, who grind behind the scenes and still show up smiling. You are the reason Hotel & Catering is more than a publication; it’s a beating heart. And while we’re still riding the high of awards season, ATM gave us something else: a reminder that this region is ready for more. More growth, more risk, more bold moves. The future of hospitality is being built right here, and we're all in the room where it’s happening. Of course, we’ve packed this issue with some standout reads. We break down key insights from the latest Dubai Gastronomy Industry Report by the Department of Economy and Tourism, which revealed a remarkable year of growth with nearly 1,200 new restaurant licences issued. We also chat with the king of doughnuts on perfecting the art of breadmaking and drop in at JA Ocean View Hotel for a conversation with leading lady Rebecca Hong on what it really means to reimagine a hotel. And that’s just the beginning. This issue is a celebration of the momentum. A keepsake of that unforgettable night. A love letter to the ones who make it all possible. Telling your stories is my favourite thing to do, and I look forward to more successful stories in the coming months, for you and me. SEYMONE L MOODLEY EDITOR-IN-CHIEF seymone@bncpublishing.net Seymone Leigh Moodley seymonemoodley EDITOR’S NOTE H&C “The future of hospitality is being built right here, and we're all in the room where it’s happening.
SAUDI AR ABIA’S LARGEST F&B SOURCING EVENT 2:00PM – 10:00PM | RIYADH FRONT EXHIBITION & CONFERENCE CENTRE T H E SAU D I FO O D S H OW.C O M @ T H E S A U D I FO O D S H O W 1,300+ LEADING F&B EXHIBITORS 100,000+ GLOBAL F&B BRANDS 100+ COUNTRIES REPRESENTED SAR 150 SAR 250 S CA N TO G E T YO U R PA S S AT O U R O N L I N E E XC LU S I V E P R I C E
14 MAY 2025 | HOTELANDCATERING.COM OPENINGS & LAUNCHES H&C Fairmont Hotels & Resorts, part of the world-leading hospitality group Accor, in partnership with Shrem Airport Hotels, announces the official opening of Fairmont Mumbai in April 2025. Joining a distinguished portfolio that includes landmark destinations such as The Plaza in New York, The Fairmont Peace Hotel in Shanghai, The Savoy in London and Fairmont The Palm in Dubai, Fairmont Mumbai promises to deliver the brand’s signature blend of timeless luxury and world-class hospitality. FAIRMONT HOTELS & RESORTS ANNOUNCES THE GRAND OPENING OF FAIRMONT MUMBAI COVEBEACH OPENS ICONIC: DUBAI’S FIRST DAY-TO-NIGHT CLUB ON THE SAND COVEBEACH, Dubai’s original, premium beach club brand, reveals the third and final phase of its highly-anticipated expansion at La Vie, JBR by introducing its stunning, new beachfront destination: ICONIC. Officially open to the public, the new space spans over 16,000 square feet, marking a bold new chapter in COVEBEACH’s legacy, and cementing its place as Dubai’s ultimate day-to-night lifestyle destination.
15 HOTELANDCATERING.COM | MAY 2025 OPENINGS & LAUNCHES Novotel, in collaboration with Paris Saint-Germain (PSG), is delighted to unveil the Legendary Room celebrating Pedro Miguel Pauleta at Novotel Riyadh Sahafa. As part of the global Novotel Legendary Rooms initiative, this immersive and bespoke hotel room brings to life the legacy of one of PSG’s most iconic players, offering guests a unique blend of storytelling, design, and hospitality. St. Regis Hotels & Resorts announced that it is set to unveil The St. Regis Le Morne Resort, Mauritius on 6th May 2025. Set against the dramatic backdrop of Le Morne Brabant Mountain, a UNESCO World Heritage Site, with cliffs that soar down to one of the Indian Ocean’s most coveted beaches, the resort will bring the brand’s celebrated traditions, sophisticated dining and signature family programming to the island’s best beachfront address. NOVOTEL AND PARIS SAINT-GERMAIN UNVEIL PEDRO MIGUEL PAULETA’S LEGENDARY ROOM IN RIYADH THE ST. REGIS LE MORNE RESORT, MAURITIUS: A NEW ERA OF TIMELESS GLAMOUR NESTLED ON THE ISLAND’S MOST ICONIC PENINSULA
16 MAY 2025 | HOTELANDCATERING.COM NEWS & APPOINTMENTS H&C Dinner by Heston Blumenthal at Atlantis The Royal is pleased to announce the appointment of Chris Malone as Chef de Cuisine. With 15 years of global experience, along with his drive and determination, Chris has been a key member of Atlantis Dubai’s culinary team for the past five years. He has contributed to the success of several of the destination’s award-winning fine-dining restaurants, including Dinner by Heston Blumenthal, from pre-opening to launch. DINNER BY HESTON BLUMENTHAL APPOINTS CHRIS MALONE AS CHEF DE CUISINE An award-winning and seasoned hotelier, Philippe has in-depth experience across regional roles in the luxury sector on multiple continents. His strategic vision, leadership, expertise in operations and organisational culture, combined with his extensive experience with new openings, will continue to position Dorchester Collection at the forefront of luxury hospitality. DORCHESTER COLLECTION ANNOUNCES NEW CEO
NEWS & APPOINTMENTS Hilton is pleased to announce that Liz Perkins has assumed the role of Vice President, Com- mercial, Middle East and Africa (MEA). Liz most recently served as Vice President, Commercial Operations, Asia Pacific at Hilton and moves to Dubai to take on this new role, which will see her oversee commercial perfor- mance at more than 150 hotels across MEA. As the creative force behind some of the region’s most iconic dining destinations, RIKAS Hospitality Group introduces the RIKAS App, an intuitive and forward-thinking platform that simplifies discovering and booking its venues, while offering a more rewarding guest experience. This launch also marks the first initiative led by RIKAS’ newly formed Guest Experience Team, spearheaded by Dia Bah, with a clear mission: to elevate and personalise the RIKAS journey from the very first interaction, even before guests set foot in any of its venues. RIKAS BECOMES THE FIRST DUBAI-BASED HOSPITALITY GROUP TO LAUNCH ITS OWN RESERVATION APP HILTON APPOINTS LIZ PERKINS AS VICE PRESIDENT, COMMERCIAL, MIDDLE EAST & AFRICA
18 MAY 2025 | HOTELANDCATERING.COM EXCEPTIONAL GASTRONOMY H&C King of DOUGHNUTS A true pioneer of artisanal baking, Matthew Jones has spent more than four decades mastering the craft of breadmaking, shaping London’s baking renaissance, and inspiring a global wave of home and professional bakers alike. As the founder of Bread Ahead. one of the UK’s most celebrated bakeries and baking schools, Matthew has transformed the way people experience quality bread and pastries, turning everyday bakes into sought-after icons. From his early days working alongside culinary legends to leading the charge in bakery education and launching an internationally adored brand, Matthew’s journey is one of passion, precision, and perseverance. With a fan-favourite dough- nut that’s travelled the world and a baking school that’s demystified sourdough for thousands, Bread Ahead is more than a bakery, it’s a movement. In this issue, we explore the story behind the man who put Borough Market on the global baking map, what fuels his crea- tivity, and what’s next for the “King of Doughnuts.” From London Kitchens to a Baking Empire My journey in baking started in the kitch- ens of some of London’s finest restaurants in the late ’80s and early ’90s. It was during this time that I realised how much I loved the art of making bread and pastries. The transformation from simple ingredients into something so satisfying and whole- some really captivated me. I wanted to share this passion with others, and in 2013, I founded Bread Ahead to make excep- tional, handcrafted bread and pastries accessible to everyone. It all began with a simple vision of delivering real quality and flavour to people, and it has grown beyond anything I ever imagined. Matthew Jones on mastering the craft of breadmaking
19 HOTELANDCATERING.COM | MAY 2025 KING OF DOUGHNUTS What Sets Bread Ahead Apart Bread Ahead stands out because of our commitment to traditional meth- ods and using the best ingredients. We take our time to craft each prod- uct, from our doughnuts to our sour- dough loaves. The key is the atten- tion to detail. We bake fresh multiple times a day, ensuring our products are as fresh as possible, no matter what time of day you visit. What also makes us special is the experience we provide; it's about more than just buying bread; it's about a celebration of flavour and craftsmanship. World’s Favourite Doughnuts The secret lies in the combination of perfect texture, rich fillings, and a real commitment to quality. Our doughnuts are made from scratch every day, with fillings like vanilla custard and salted honeycomb, which bring a balance of sweetness and richness. It’s all about the layers of flavour and that soft, melt-in-your- mouth texture. I always say we don’t rush the doughnut-making process, it’s the patience and attention to detail that make them irresistible. Why Baking Schools Matter The Bread Ahead Baking School was born out of the desire to share what I’ve learned and to demystify the baking process. Baking is a craft, and it’s something that takes patience and practice. Teaching allows me to pass on the skills and techniques that have been passed to me over the years. What I enjoy most is seeing the students’ faces light up when they finally make something amazing themselves. There’s a real sense of accomplishment, and it’s incredible to be a part of that journey. Growing Without Compromising As we expand, quality control is eve- rything. We’ve established a strong culture around the value of crafts- manship and attention to detail, and we make sure our teams follow our core processes. Whether it's sourc- ing ingredients or training our staff, we maintain the same high standards in every location. The feel of Bread Ahead, that welcoming atmosphere is key, and we ensure that each new location reflects that same dedication to quality, authenticity, and customer care. MATTHEW JONES, Founder, Bread Ahead Bakery
20 MAY 2025 | HOTELANDCATERING.COM REPORT H&C A Founder’s Role Today I’m still deeply involved in the kitchen, although my role has shifted over the years. I don’t bake every loaf or doughnut now, but I oversee the operations, making sure the stand- ards are maintained. My role now is more about setting the vision for the company, ensuring quality across all locations, and mentoring my team. I love visiting the bakeries, seeing what’s happening on the ground, and continuing to contribute creatively to our product range. Tradition Meets Innovation We stay fresh by never compromis- ing on our values while still embrac- ing innovation. Trends come and go, but quality remains constant. We’re constantly testing new recipes and playing with different ingredients. The key is to stay true to what we do best, making great bread and pastries but also be open to evolving. We also listen to our customers and pay at- tention to what they enjoy, so we can introduce exciting new options that fit their needs. Building Community At Bread Ahead, we pride ourselves on creating a community. It’s not just about selling baked goods; it’s about sharing our passion and offering an experience. Whether it’s through our interactive baking classes or engag- ing with customers in-store, we focus on making every interaction special. People know that when they come to us, they’re getting something made with care, and that builds loyalty and connection. It’s that personal touch that makes all the difference. Looking Ahead We’re always working on new things. At the moment, we’re expanding our presence both in the UK and interna- tionally. I’m particularly excited about opening more Bread Ahead locations in the Middle East and introducing our baking school to new regions. We’re also continuing to innovate with our product range, so expect some exciting new flavours and offer- ings in the near future. Words of Wisdom for Aspiring Bakers My advice would be to stay true to your vision and never compromise on quality. It’s easy to get distracted by trends, but if you focus on creating something that’s genuinely great, the rest will follow. Also, be patient it’s a long journey, and there will be challenges, but persistence and a commitment to doing things properly will pay off. Build a team you trust and make sure you’re always learning, because the world of food and baking is always evolving.
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22 MAY 2025 | HOTELANDCATERING.COM Two Nights Above Eleven A Collaborative Take on Peruvian Cuisine I n April, Above Eleven hosted a special Four Hands dinner fea- turing Chefs Penelope and Erick, who collaborated on a five-course sharing menu available for two nights only. With a shared interest in spot- lighting Peruvian cuisine in Dubai, the chefs brought their individual styles to the table in a menu that reflected tradition and personal expression. We spoke to them about the inspiration behind the collaboration, how it came together, and the dishes that defined the experience. CHEF ERICK What was your initial reaction when Chef Penelope approached you for this collaboration, and why did you feel Above Eleven was the right platform? We’ve been good friends since we met at her restaurant, Fusion Ceviche. Ever since then, we have always said we need to do something together. Above Eleven is a wonderful space, and with its vibrant atmosphere, we knew we could create something special to showcase the beauty of Peruvian cuisine. How do you balance tradition with innovation when curating Peruvian menus for a diverse Dubai audience? Peruvian cuisine is all about fresh ingredients, from the fish to the spices. For me, it’s about balance: keeping the classic techniques and preparation while adding contemporary flair. As long as it’s fresh and respectful of the roots, I know diners here will enjoy it. Can you walk us through one dish from the collaboration that best represents your culinary identity? We’re both from the north of Peru, so we chose to include a classic dish from that region, Sudado de Pescado. It’s a well-known and much-loved fish stew. We prepare an aderezo (base sauce) using: > 40g aji amarillo > 10g garlic > 30g red onion > 30g loche squash > 100ml chicha de jora > 20g aji panca > 100ml vegetable oil > 10g coriander leaves and stems Once the sauce is ready, we sauté onions and tomatoes in a pan, add the sauce and fish stock, place the fish on top, cover and let it cook. It’s finished with fried cassava, simple and deli- cious. Above Eleven is known for its unique take on Nikkei and Peruvian cuisine. Chef Erick Alonso, Above Eleven Dubai, and Chef Penelope Díaz, Fusion Ceviche WHO’S COOKING H&C
23 HOTELANDCATERING.COM | MAY 2025 How did you weave that into this special menu without losing authenticity? There are many chefs and restaurants that draw inspiration from Nikkei traditions. For this menu, we used that as a foundation to create some- thing of our own. We stayed true to Peruvian flavours while allowing for subtle touches that reflect the Nikkei influence. We think the balance came through really well. How important is it for you to educate diners about Peruvian ingredients that are often overlooked or underrepresented? It’s crucial. Today, ceviche is served in restaurants all over the world, but many miss the key ingredients that give it its true character. The ajies, native potatoes, and even specific fruits, these elements are essential. Without them, you’re only scratching the surface of what Peruvian food is really about. CHEF PENELOPE You’ve made it your mission to champion Peruvian cuisine. What inspired this commitment, and what has the journey been like so far? I see myself as a real ambassador for my home cuisine. Every dish I serve at Fusion Ceviche is inspired by my life in Peru and the memories I carry from that time. It’s been a long journey, but I feel grateful to be able to represent Peruvian food in Dubai. As the founder of Fusion Ceviche, how has your personal interpretation of Peruvian cuisine evolved in a multicultural city like Dubai? It hasn’t been easy getting to where we are now, but we’ve stayed con- sistent in our philosophy: every day, we strive to be better than the day before. Being surrounded by top-tier restaurants in a competitive city is a big challenge, but we continue to bring our energy and our culture to the table. What does it mean to you, personally and professionally, to be part of this Four Hands collaboration with Chef Erick at Above Eleven? It means a lot. Having the support of another Peruvian chef, especially outside of our country, is so powerful. I’m very grateful to Chef Erick and the Above Eleven team for making it happen. It’s been such a rewarding experience. Ceviche has become a must- have dish globally. How do you continue to innovate while staying true to its roots? It’s amazing to see Peruvian ceviche gaining popularity around the world. In Peru, ceviche varies from the coast to the jungle, and that variety is something I love to explore. I think it’s great to see fusion approaches, but the basic rules of ceviche must always be respected. What role does storytelling play in the dishes you create, and how do you infuse your personal history into the food? I grew up cooking every day with my 10 siblings, parents, and uncles, it was part of our life. Every dish I create car- ries a piece of that time. Seeing people enjoy my food brings those memories back to life in the most beautiful way. What advice would you give to young female chefs looking to carve out their space in the culinary world, particularly in the Middle East? Be consistent, respect the process, be honest, and always stay passionate. It’s not easy to succeed, but it’s not impossible either. With hard work and dedication, you can achieve a lot. Like we say in Peru: keep moving forward but never with fear. TWO NIGHTS ABOVE ELEVEN
24 MAY 2025 | HOTELANDCATERING.COM TRAVEL & TOURISM H&C T he Arabian Travel Market 2025 has wrapped up a landmark edition, drawing more than 55,000 attendees from 166 countries, a significant 16% rise compared to last year. This surge in participa- tion underscores the event’s growing influence as a global hub for travel and tourism professionals. Held at Dubai World Trade Centre from 28 April to 1 May, this year’s exhibition saw a notable expansion across all ver- ticals, with participation from over 2,800 companies. The Middle East accounted for 19% of the exhibitors, while 81% represented international markets. Organised by RX Global, ATM 2025 revolved around the theme “Global Travel: De- veloping Tomorrow’s Tourism Through Enhanced Connec- tivity,” spotlighting how innovation and collaboration are reshaping tourism worldwide. His Highness Sheikh Mohammed bin Rashid Al Maktoum, UAE Vice President, Prime Minister, and Ruler of Dubai, toured the exhibition, while His Highness Sheikh Ahmed bin Saeed Al Maktoum officially opened the event. Crown Prince His Highness Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum also visited, reviewing highlights from this milestone edition. Exhibition Director for the Middle East, Danielle Curtis, commented: “This year’s event was more than a market- place, it was a meeting point for ideas, partnerships, and transformative visions for the future of travel. The strong global turnout and dynamic exhibitor engagement affirm ATM’s vital role in driving the tourism agenda forward.” All regions posted double-digit year-on-year increases in participation: the Middle East rose by 19%, Asia by 20%, Europe by 17%, and Africa led with a 21% rise. Asia stood out as the fastest-growing region at this year’s show, with growing regional ties and improved access driving increased representation. RECORD ATTENDANCE AND GLOBAL GROWTH HIGHLIGHT ATM 2025 in Dubai
25 HOTELANDCATERING.COM | MAY 2025 RECORD ATTENDANCE AND GLOBAL GROWTH HIGHLIGHT ATM 2025 IN DUBAI Beyond the GCC, the top contributing international mar- kets were India (6%), Türkiye (3.2%), the UK (3%), Egypt (3%), the US (2%), China (1.5%), Sri Lanka (1%), Spain (1%), Maldives (1%), and Pakistan (1%). Travel technology featured prominently at ATM 2025, with the Travel Tech zone expanding by more than 26%. Over 100 tech exhibitors demonstrated next-gen solutions, and the new Start-Up and Innovation Zone introduced 21 trail- blazing companies, alongside an interactive VR showcase illustrating the future of digital travel. The hotel sector also experienced healthy growth, with a 12% year-on-year rise and participation from all major international hotel groups. In addition, the conference programme included more than 70 sessions and featured insights from over 200 global thought leaders across the main Global Stage, the Future Stage, and the new Business Events Stage under the IBTM@ATM umbrella. The debut of IBTM@ATM marked a key development for the business events sector, drawing global associations such as ICCA, GBTA, and the World Energy Council. The plat- form brought together tourism boards, corporations, and MICE professionals to discuss evolving trends and opportu- nities in meetings, incentives, conferences, and exhibitions. With strong momentum, strategic insights, and record- breaking attendance, ATM 2025 cements its position as a cornerstone event for the future of travel and tourism.
26 MAY 2025 | HOTELANDCATERING.COM MOVERS AND SHAKERS H&C S ome people discover hospitality in the polished halls of five-star hotels. For Zineb El Fakir, it began on dusty construction sites, trailing behind her engineer father, her sneakers caked in freshly poured concrete. Long before she understood job titles or guest journeys, she was quietly ab- sorbing the essence of hospitality, not in theory, but in motion. “I grew up on hotel construction sites, always chasing after my father,” she recalls. “Most days, he would pick me up from school, only to make a ‘quick stop’ at one of his sites. I’d eat my snack between piles of cement.” While other kids dreamed of space and stetho- scopes, Zineb had a simpler answer when asked what she wanted to be when she grew up: “I want to work in a hotel.” No specific title. Just the feeling. Still, she followed a pragmatic path, business school in France, a career in banking and the automotive industry, and building brands that didn’t quite ignite her passion. But marketing always lingered. “Crafting a campaign feels like choreographing a dance,” she says. “As a dancer, I needed a space where ideas could move freely.” Then came COVID, the great global pause and with it, clarity. “My career in automotive was peaking, but I asked myself, ‘Is this really what I want to do?’” she says. The answer led her to take a leap of faith into hospitality marketing. Her first role? Leading marketing for Hilton Tangier- no hospitality background, just in- stinct and creative fire. That spark hasn’t dimmed. Since then, Zineb has left a bold mark on every campaign she’s touched, from heartwarming moments like Fairmont Tangier’s surprise Mother’s Day trib- ute, where staff were reunited with their moth- ers to reimagining F&B narratives and building emotional guest experiences from scratch. “Marketing isn’t about selling,” she explains. “It’s about feeling. It’s a bridge between what we tell and what people remember.” to BRANDING From Blueprints ZINEB EL FAKIR, Director of Marketing, NH Collection Dubai The Palm
FROM BLUEPRINTS TO BRANDING That mindset guided her next big step: joining the pre- opening team of Fairmont Tazi Palace Tangier. “It felt like a full-circle moment. The little girl walking construction sites was now part of the strategy room, from hard hats to grand opening speeches.” It was there, in the long nights and launch chaos, that she learned the grit behind the glamour. Today, as Director of Marketing at NH Collection Dubai The Palm, Zineb has found her rhythm in a city she calls a mir- ror of herself, “part East, part West, a little sparkle, a lot of soul.” In her two years at the property, she’s built an award- winning marketing presence across digital, content, and social platforms. But for her, it’s never about vanity metrics. “I don’t chase numbers. I care about the faces, the guests who check in with wonder and check out with stories.” Her journey has also shaped her outlook on the future of marketing in hospitality. “It’s no longer just a support role. It’s a voice. A vision. A work of art.” Zineb’s story is also a message for the industry: “Don’t shy away from hiring people from outside hospitality. Especial- ly in marketing. Fresh eyes bring fresh ideas. That’s when it gets interesting.” And her own story isn’t done. One day, she hopes to open a luxury guesthouse in Morocco’s northern mountains, not a resort or palace, but a soulful 44-room hideaway. “Why 44? Because it’s my lucky number. Even dreams are allowed their quirks,” she smiles. For now, she continues to learn, create, and connect, building beautiful memories for others, while quietly collecting stories of her own. “Don’t shy away from hiring people from outside hospitality. Especially in marketing. Fresh eyes bring fresh ideas. That’s when it gets interesting.
28 MAY 2025 | HOTELANDCATERING.COM LEADING LADIES H&C W ith nearly two decades of experience across some of the world’s most respected luxury hospital- ity brands, Rebecca Hong brings a rare blend of strategic insight and heartfelt leadership to her new role as EAM and Hotel Manager at JA Ocean View Hotel. Known for her guest-first mindset and strong operational back- ground, Rebecca is now steering the beachfront Dubai prop- erty into its next chapter, one rooted in genuine connection, elevated experiences, and presence-driven hospitality. Rebecca believes that half the guest journey is shaped at arrival, a moment she treats as more than a check-in, but the start of a meaningful stay. It’s why she’s often found on the floor with her team, greeting guests, refining service touchpoints, and ensuring that excellence is felt from the very first interaction. Her leadership style is centered on empowerment and empathy, building teams that are not just well-trained but deeply guest aware. Prior to joining JA Ocean View Hotel, Rebecca held senior roles at Yas Plaza Hotels, The Oberoi, Jumeirah, Anantara, and Hyatt, where she led multi-property transforma- tions, launched new ventures, and redefined standards of guest experience. Whether overseeing refurbishments or leading pre-openings, her focus has always extended beyond operations, investing in people, building culture, and crafting environments that feel both elevated and personal. Now at JA Ocean View, Rebecca is focused on shaping a re- sort lifestyle identity that blends comfort, local character, and thoughtful service. From championing pet-friendly stays to observing guest flow in the lobby, no detail escapes her attention. Fluent in English and Korean, and pas- sionate about cultural inclusivity, she’s redefining what it means to lead with presence, making each guest feel seen, heard, and genuinely welcomed. POWER, PRESENCE & PEOPLE Reimagining JA Ocean View Hotel with Rebecca Hong
29 HOTELANDCATERING.COM | MAY 2025 POWER, PRESENCE & PEOPLE We speak to Rebecca to learn more about her vision, leader- ship philosophy, and how she’s bringing fresh energy to a beloved Dubai property. You’ve taken the reins at a beloved JBR landmark. What’s your vision for this new chapter at JA Ocean View Hotel? My vision is to build a team that embodies authentic, heart- felt hospitality, exceeding guest expectations with love, passion, and genuine care. By living by our brand's values, we foster loyalty, transforming first-time visitors into devoted return guests who feel truly valued and appreci- ated. Through this, we aim to offer warmth, empathy, and exceptional guest experiences to every single individual who walks through our doors. What are some of the first changes or shifts you’ve implemented to reposition the hotel as a lifestyle-led sanctuary? I prioritise two key principles in my operations: shifting the focus from product to people-centric and meticulous at- tention to detail. Lifestyle is something we live in, and what makes it the best is within every detail we cherish and pur- sue. By putting guests and people first, and ensuring every detail is meticulously managed, we create the experience of wonders. This was the first shift that I undertook here at the JA Ocean View. You believe that 50% of the guest experience is shaped at arrival. What does that moment mean to you, and how do you train your team around it? A warm and genuine welcome sets the tone for a memora- ble stay, creating a lasting impression and an ultimate sense of place and belonging. By personally connecting with guests upon arrival, we can tailor our service, build rela- tionships, and proactively address any potential concerns, ensuring their comfort. I lead by example – I connect with guests and train my team to actively engage with guests too, boosting their confidence. Can you share a story where a first impression truly transformed a guest’s experience at the hotel? I remember one guest who wrote a note about her 'purpose of stay' during her online booking stage. She was travelling from the US, and her mother was travelling from another part of the world to spend one week together after many years. Upon arrival, I greeted her, had a small chat, and found out that it was her from the booking. When I ad- dressed her by name, she was surprised and delighted that we paid attention and remembered such details. Interac- tions with the guest and me were unplanned, and this made her feel special and recognised. You’re known for leading with empathy and emotional intelligence. How does that influence the way you manage guest relations and day-to-day operations? My go-to tool for exceptional service is connecting, remem- bering, and caring. Empathy thrives on two-way commu- nication in my opinion, building meaningful relationships with guests and my team, and this approach is often a mas- ter at creating a culture of genuine care and understanding. As one of the few female hotel leaders in Dubai, how have you navigated the industry, and what kind of leadership legacy are you hoping to build? I always want to be an inspiring leader for my team. Noth- ing makes my day more than when a team member says they'd like to be like me someday. It's the greatest compli- ment ever and a constant reward. You’re often seen on the floor, coaching and connecting with your team. What’s your approach to team-building and culture-setting? Being hands-on and present on the floor gives me a more accurate understanding of what's happening and provides better insight than reports alone. I use, of course, my go-to tool to set the culture for the team and when I am putting the team together. What do you look for when hiring or promoting, especially when aiming to build guest-obsessed teams? When nurturing talent, I prioritise empathy, willingness to learn, passion, and a desire to make a difference. I often choose team members with great potential and empathetic connections for mentoring and further development, who have a set value and a loving heart, over an efficient or only process-driven individual. 29 HOTELANDCATERING.COM | MAY 2025
30 MAY 2025 | HOTELANDCATERING.COM POINT OF VIEW H&C I t’s 2025, 2-3 years (depending on where you were based then) since the final COVID shut- downs ended, and trade fairs are back on the agenda. I’ve always loved a good trade fair, ever since at-tending my first Arabian Travel Market back in 2005. Trade fairs remain highly relevant to the hospitality industry in 2025, but their role has evolved sig-nificantly. They remain one of the best ways to build relationships and trust, after all, despite the rise of digital communica- tions, ours is still very much a people business. They also still are the best channel to showcase new products, services, or technologies, though, in 2025, hospitality is blend-ing more with tech, sustainability, healthcare, and lifestyle sectors - trade fairs al- low these sectors to collide, offering networking and partnership opportu- nities that wouldn’t naturally happen oth-erwise. Thought leadership and education are a much bigger part of trade fairs these days and top fairs (like ITB Berlin, Fitur, ATM, or The Hotel Show Dubai) now heavily feature conferences, workshops, and panels. Companies attend to learn about trends - think AI personalisation, carbon-neutral op-erations, or regenerative tour- ism, but these conferences also offer a great opportunity if you’re starting out in the industry or if you’re looking to sharpen your profile before moving into, say, consulting or advisory roles. Engaging speakers with industry knowledge and experience are al-ways welcome. With travel becoming more regional- ised post-COVID and due to ongo- ing global uncertainties, re-gional and niche trade fairs have gained in importance. Local presence matters more, and fairs help companies anchor themselves in key markets. So, yes, trade fairs are still very rel- evant, but companies must approach them more strategically in 2025: expe- riential, hybrid-ready, collaborative, and regionalised. Trade fair success really breaks down into four connected strategies: Pre- event, booth and on-site, content and storytelling, and post-event. Let’s have a look at each of these in more detail. Your pre-event strategy centres around your goal, i.e. why are you attending? If your answer is, because we have always attended, you may want to think again. Trade fair booth rates are expensive and not eve- ry company out there needs a booth, you may be better off just attending as a visitor. Qualifying goals could be brand awareness, lead generation, new partnerships, or product launches. You really only need one main goal to shape everything else. You should start micro-targeting at- tendees well in advance, trade fairs are often busy, and it pays to identify key attendees and book meetings ahead of time. Ideally, you’d start your email and LinkedIn outreach about 4-6 weeks prior to the event. It’s important to not just announce your presence at a fair, but to give people a reason to visit. This could be an exclusive demo, a gift, or a VIP briefing. In terms of your booth and on-site strategy, try and create more than a booth. Create an experi-ence. People remember interactive stands and SUCCESSFUL TRADE FAIRS BY MARTIN KUBLER, CHIEF SLOTH AT THE GLUTTONOUS SLOTH, HORECA CONSULTING WITH ATTITUDE
31 HOTELANDCATERING.COM | MAY 2025 SUCCESSFUL TRADE FAIRS hospitality is a sensory industry. Even small booths can be turned into experiences and offer excitement. Forget about business cards, this is 2025, so use QR code scans or instant AI-driven apps like Brella or Swapcard. I’m also a big fan of Flow Page, which allows you to create short one-page websites accessible via QR codes in just a few min- utes, everyone manning your booth could have one. Also, please ditch the generic merch. We all have enough pens and generic gadgets already. Think sustainable and offer something of real value like customised insights, trend reports, or hospitality innovation checklists downloadable via QR code. Staffing and cooperation are crucial, so bring engaging, trained people who can start conversations, qualify leads quickly, and follow up live when appropriate. Have a team in the background that scans social media activities and men- tions live and can also engage digitally with visitors to your booth. In terms of content and storytelling, try and make an effort. How many trade fair booths have you passed where bored- looking employees sit surrounded by business cards and tire hotel profiles and images hoping that someone is going to strike up a conversation? Consider live demos, be-fore/after case studies, or hourly mini-masterclasses. If your prod- uct or service is sustainable, make it hyper-visible, think dedicated screens, signage, and certificates. Also, focus on the human impact and frame your message through guest happiness or team empowerment lenses. Your post-event activities, much like the check-out experi- ence in a hotel, are crucial. You should be able to follow up within 48 hours with personalised emails with references to the conversation at your booth. What do you want leads to do next? Come and see you again next year for another chat? Surely, there must be more, so have a solid plan and next steps in mind for your leads. Trade fairs are also great content sources and socially wrap- ping up with event highlights can boost your online visibility for weeks after. Try and focus your post-fair time on hot and warm leads, don’t waste time blasting everyone ge-nerically, we all get enough generic emails already. If you combine experience-based booth design + smart lead generation + personalised follow-up, you'll absolutely maximise your ROI from trade fairs in 2025.
32 MAY 2025 | HOTELANDCATERING.COM COVER STORY H&C LEADERS IN HOSPITALITY AWARDS 2025 WINNERS REVEALED WHERE EXCELLENCE RESIDES The region’s most anticipated hospitality event took place last night at Sofitel Dubai The Palm. Industry leaders, decision-makers, and rising talent gathered to recognise the standout performers of the year. In this issue, we reveal the winners of the Leaders in Hospitality Awards 2025, those who have set new benchmarks and led by example across hotels, restaurants, and support services. Congratulations to all the nominees and this year’s winners. Special thanks to our event partners: BE WTR – Official Hydration Partner Guest Supply – Official Hotel Amenities Partner Mouhajer International Design and Contracting – Gold Partner The Impression – Gold Partner
33 HOTELANDCATERING.COM | MAY 2025 WHERE EXCELLENCE RESIDES
34 MAY 2025 | HOTELANDCATERING.COM COVER STORY H&C BEST HOTEL HYGIENE PRACTICES AVANI+ PALM VIEW DUBAI HOTEL & SUITES HOTEL GYM OF THE YEAR ETIZAN FITNESS, ERTH ABU DHABI
35 HOTELANDCATERING.COM | MAY 2025 WHERE EXCELLENCE RESIDES HOTEL SPA OF THE YEAR THE SPA AT THE CHEDI MUSCAT HIGHLY COMMENDED WELLBEINGS HOLISTIC HEALING MARRIOTT MARQUIS JEWEL OF THE CREEK
36 MAY 2025 | HOTELANDCATERING.COM COVER STORY H&C LOBBY OF THE YEAR BLÜTHNER HALL AT RAFFLES THE PALM DUBAI BEST HOTEL INTERIOR DESIGN OF THE YEAR THE CHEDI MUSCAT
37 HOTELANDCATERING.COM | MAY 2025 WHERE EXCELLENCE RESIDES BEST DIGITAL TRANSFORMATION IN HOSPITALITY RADISSON HOTEL GROUP HIGHLY COMMENDED HUDINI MANKARA TECHNOLOGIES
38 MAY 2025 | HOTELANDCATERING.COM COVER STORY H&C CSR INITIATIVE OF THE YEAR ERTH ABU DHABI – BEE CONSERVATION INITIATIVE IN PARTNERSHIP WITH ROLLS-ROYCE HIGHLY COMMENDED HILTON DUBAI THE WALK TOWER RACE
39 HOTELANDCATERING.COM | MAY 2025 WHERE EXCELLENCE RESIDES INNOVATION OF THE YEAR ACCOR SHARED SERVICES – AI DELIVERY & DATA SCIENCE ECOSYSTEM FAMILY-FRIENDLY HOTEL OF THE YEAR RIXOS BAB AL BAHR
40 MAY 2025 | HOTELANDCATERING.COM COVER STORY H&C SUSTAINABLE HOTEL OF THE YEAR ERTH ABU DHABI HIGHLY COMMENDED ROVE EXPO CITY
41 HOTELANDCATERING.COM | MAY 2025 WHERE EXCELLENCE RESIDES HOTEL WITH THE BEST VIEW ANANTARA SANTORINI ABU DHABI RETREAT HIGHLY COMMENDED PULLMAN DUBAI DOWNTOWN
42 MAY 2025 | HOTELANDCATERING.COM COVER STORY H&C LEADING BEACH CLUB OF THE YEAR KAIMANA BEACH LEADING HOTEL F&B OUTLET OF THE YEAR ZING BEACH AND POOL BAR, HILTON DUBAI PALM JUMEIRAH
43 HOTELANDCATERING.COM | MAY 2025 WHERE EXCELLENCE RESIDES LEADING HOTEL NIGHTLIFE VENUE OF THE YEAR CÉ LA VI DUBAI MID-MARKET HOTEL OF THE YEAR VOCO DUBAI THE PALM
44 MAY 2025 | HOTELANDCATERING.COM COVER STORY H&C LEADING BEACH HOTEL INTERCONTINENTAL ABU DHABI HIGHLY COMMENDED RIXOS PREMIUM SAADIYAT ISLAND
45 HOTELANDCATERING.COM | MAY 2025 WHERE EXCELLENCE RESIDES SERVICED APARTMENTS OF THE YEAR GRAND MILLENNIUM HOTEL DUBAI LEADING HOTEL MANAGEMENT COMPANY OF THE YEAR ALEPH HOSPITALITY
46 MAY 2025 | HOTELANDCATERING.COM COVER STORY H&C RESORT OF THE YEAR ANANTARA MINA RAS AL KHAIMAH RESORT HIGHLY COMMENDED FAIRMONT AJMAN
47 HOTELANDCATERING.COM | MAY 2025 WHERE EXCELLENCE RESIDES LEADING NEW HOTEL DELANO DUBAI HIGHLY COMMENDED RIXOS AL MAIRID RAS AL KHAIMAH
48 MAY 2025 | HOTELANDCATERING.COM COVER STORY H&C LEADING BUSINESS HOTEL SOFITEL DOWNTOWN DUBAI HIGHLY COMMENDED MEDIA ONE HOTEL
50 MAY 2025 | HOTELANDCATERING.COM COVER STORY H&C HOSPITALITY REAL ESTATE PIONEERS OF THE YEAR DAMAC HOTELS & RESORTS HIGHLY COMMENDED THE FIRST GROUP
51 HOTELANDCATERING.COM | MAY 2025 WHERE EXCELLENCE RESIDES LEADING HOTEL GROUP OF THE YEAR ACCOR HIGHLY COMMENDED RADISSON HOTEL GROUP
52 MAY 2025 | HOTELANDCATERING.COM COVER STORY H&C LEADING LUXURY HOTEL OF THE YEAR ANANTARA SANTORINI ABU DHABI RETREAT THE FRONT DESK EXCELLENCE AWARD JACQUELINE ESIC, JA HATTA FORT HOTEL
53 HOTELANDCATERING.COM | MAY 2025 WHERE EXCELLENCE RESIDES CONCIERGE OF THE YEAR ANSAR BASHEER, DESTINATION MINA SEYAHI EXECUTIVE HOUSEKEEPER OF THE YEAR ASIF KHATRI, HILTON DUBAI JUMERIAH & HILTON DUBAI THE WALK
54 MAY 2025 | HOTELANDCATERING.COM COVER STORY H&C IT MANAGER OF THE YEAR ABDUL MUNAF, ADDRESS HOTEL JABAL OMAR MAKKAH PROCUREMENT MANAGER OF THE YEAR MELWYN COUTINHO, SHANGRI-LA DUBAI
55 HOTELANDCATERING.COM | MAY 2025 WHERE EXCELLENCE RESIDES REVENUE MANAGER OF THE YEAR AMAN ARORA, TAJ EXOTICA RESORT & SPA, THE PALM, DUBAI OPERATIONS MANAGER OF THE YEAR WAEL HADDAD, PULLMAN DUBAI DOWNTOWN
56 MAY 2025 | HOTELANDCATERING.COM COVER STORY H&C MARKETING TEAM OF THE YEAR NH COLLECTION DUBAI THE PALM HIGHLY COMMENDED HILTON DUBAI THE PALM JUMEIRAH
57 HOTELANDCATERING.COM | MAY 2025 WHERE EXCELLENCE RESIDES HOTEL MANAGER OF THE YEAR ANTONIO OSTUNI, SOFITEL DUBAI THE PALM F&B MANAGER OF THE YEAR JUSTIN THEKKUDEN, TAJ DUBAI
58 MAY 2025 | HOTELANDCATERING.COM COVER STORY H&C HOSPITALITY MARKETEER OF THE YEAR ROSETTE FARES, RIXOS GULF HOTEL DOHA HIGHLY COMMENDED NAWFAL MBAMBA, AL BALEED RESORT SALALAH BY ANANTARA
59 HOTELANDCATERING.COM | MAY 2025 WHERE EXCELLENCE RESIDES PR PERSON OF THE YEAR CYBELLE DAOU KHADIJ, ACCOR COMMERCIAL TEAM OF THE YEAR SOFITEL DUBAI THE PALM
60 MAY 2025 | HOTELANDCATERING.COM COVER STORY H&C HOTEL CHEF OF THE YEAR DARREN ANDOW, FAIRMONT THE PALM GENERAL MANAGER OF THE YEAR MEHMET TULUNAY, RIXOS MARINA ABU DHABI
61 HOTELANDCATERING.COM | MAY 2025 WHERE EXCELLENCE RESIDES HOSPITALITY EXECUTIVE OF THE YEAR KERRY HEALY, ACCOR RISING STAR OF THE INDUSTRY OWEN MBABVU, PARAMOUNT HOTEL DUBAI
62 MAY 2025 | HOTELANDCATERING.COM COVER STORY H&C HOTEL TEAM OF THE YEAR TAJ EXOTICA RESORT & SPA, THE PALM, DUBAI HIGHLY COMMENDED INTERCONTINENTAL HOTEL & RESIDENCES ABU DHABI
63 HOTELANDCATERING.COM | MAY 2025 WHERE EXCELLENCE RESIDES LEADERSHIP EXCELLENCE AWARD AMMAR SAMAD, ZULAL WELLNESS RESORT BY CHIVA-SOM HOSPITALITY CEO OF THE YEAR EMILE RAZZOUK, OAK HOSPITALITY
64 MAY 2025 | HOTELANDCATERING.COM COVER STORY H&C LEADING HOSPITALITY ENTREPRENEUR MONA FARAJ, EXPLORETECH LEADING HOSPITALITY HEAVYWEIGHT OF THE YEAR PAUL BRIDGER, ROVE HOTELS
65 HOTELANDCATERING.COM | MAY 2025 WHERE EXCELLENCE RESIDES GREEN LEADERSHIP AWARD OLA AL DOURI, RADISSON BLU HOTEL DUBAI
66 MAY 2025 | HOTELANDCATERING.COM TRENDS H&C Record Year for Restaurants DUBAI APPROVES NEARLY 1,200 NEW LICENSES IN 2024 A fusion of new openings, international accolades, and major events provided a recipe for success for Dubai’s gastron- omy industry in 2024, further rein- forcing the city’s position as one of the world’s fastest-growing and most exciting culinary capitals. According to the third annual Dubai Gastron- omy Industry Report, published by the Dubai Department of Economy and Tourism (DET), the city’s food and beverage (F&B) sector had a remarkable year of growth, with almost 1,200 new restaurant licences issued to operators. With new openings spanning various categories and cuisines, Dubai’s unique culinary scene continues to showcase the city’s rich multicul- tural identity, catering to the eclectic tastes of both residents and visitors. The surge in new dining outlets underscores Dubai’s commitment to diversifying its culinary offerings and the growth aligns with the ambi- tious goals of the Dubai Economic Agenda, D33, to double the size of Dubai’s economy by 2033 and to further consolidate Dubai’s position as a leading global city for business and leisure. Gastronomy is a key component of this strategy, contributing to Dubai’s economic diversifica- tion and enhancing its appeal as a premier destination for food enthusiasts and industry investors. In a survey of diners in Dubai, the latest edition of DET’s ‘Gastronomy Always On’ (GAON) report revealed a net satisfaction score (NSS) of 62%. Conducted in September and October 2024 with more than 1,100 respondents, offer- ing a balanced representation of Dubai's diverse population, the GAON Wave 6 report high- lighted shifting dining preferences alongside detailed demographic insights. The findings also revealed strong satisfaction levels across DUBAI GASTRONOMY INDUSTRY REPORT, PUBLISHED BY THE DUBAI DEPARTMENT OF ECONOMY AND TOURISM (DET)
67 HOTELANDCATERING.COM | MAY 2025 RECORD YEAR FOR RESTAURANTS key elements of the city’s overall gastronomic offering, including in a range of cuisines (NSS: 70% – up 3% compared to Wave 5); fusion and innovation (NSS: 61% – up 2%); cultural heritage (NSS: 58% – up 1%); and world-class chefs (NSS: 64% – up 2%). Additionally, the findings underscore the city’s multicultural fabric. UAE nationals represented 18% of respondents, followed by MENA nationals (25%), South Asians (20%), North and Southeast Asians (10%), GCC nationals (12%), and Western- ers and other nationalities (15%). This diversity mirrors the rich and varied culinary landscape that continues to make Dubai a global gastronomy hub. Ahmed Al Khaja, CEO of Dubai Festivals and Retail Establishment (DFRE), part of the Dubai Department of Economy and Tourism (DET), said: “Dubai’s gastronomy sector is an integral part of the emirate’s tourism strategy and broader vision, and its ongoing growth is a testament to our visionary leadership and the objectives set out in the D33 Agenda to make Dubai the world’s best city to visit, live, work and invest in. The findings from the Dubai Gastronomy Industry Report 2024 further reinforce the city’s position as a global culinary hub and emphasise the diverse nature of Dubai’s food offering, drawn from the culture and cuisines of nearly 200 nationalities who live here. “The past year has brought remarkable achieve- ments that validate our strategic direction and at the heart of Dubai’s culinary success lies an unwavering commitment to excellence and qual- ity within the hospitality sector. Looking ahead, we remain committed to further strengthening Dubai’s position as a world-class gastronomy hub. We will continue to collaborate with key stake- holders and partners, including small and me- dium enterprises and homegrown talent shaping the gastronomy landscape, and ensure they are supported in their endeavours and aligned with our initiatives to showcase and develop Dubai’s unique culinary scene.” As part of DET’s market outreach initiatives, the department regularly surveys respondents in key visitor source markets about their attitudes and perceptions of Dubai’s gastronomy scene, and how the city compares to other global food destinations they have travelled to. In the lat- est Dubai International Brand Tracker, which includes findings based on visitor feedback, Dubai outperformed many of the world’s lead- ing culinary destinations across key metrics. The benchmarking results for H1 2024 found that Dubai ranked second only to Paris as the world’s leading gastronomy capital, surpassing estab- lished destinations like London, New York, and Tokyo. Meanwhile, Dubai claimed the top spot for the variety of dining experiences it offers, ahead of Paris and Singapore. Digital and social media has also been a power- ful tool in promoting Dubai’s culinary offerings and engaging with food enthusiasts. A strategic initiative by DET, the ‘Dubai Eats’ social media campaign showcases the emirate’s food scene with short-form videos, captivating images, and user-generated content that has increased market penetration and driven user engage- ment. Hashtags like #DubaiEats and #MyDubai have amplified the campaign’s reach, increasing engagement by 12.6% on Instagram alone, while interactive content like food challenges, chef stories, and behind-the-scenes kitchen tours have kept audiences hooked. According to DET data, 70% of UAE diners consult social media before choosing a restaurant, making an engaging online presence essential. AHMED AL KHAJA, CEO of Dubai Festivals and Retail Establishment (DFRE), part of the Dubai Department of Economy and Tourism (DET)
68 MAY 2025 | HOTELANDCATERING.COM A growing appetite for value Dining out remains a hugely popular pastime, with resi- dents visiting restaurants 2.5 times per week on average, according to the GAON Wave 6 report. Casual and family dining restaurants have surged in popularity, with 84% of respondents confirming they have visited an establish- ment in this category, up from 78% in Wave 5. This reflects a growing appetite for relaxed dining experiences that offer good value for money without compromising quality. The latest GAON report further highlighted the rise of afforda- ble and accessible dining options such as food courts, street food, and food trucks, which cater to the city’s growing population of budget-conscious diners seeking conveni- ence, value and quality from their dining experiences. While Dubai embraces a modern and global dining ethos, its gastronomy sector remains deeply rooted in tradition. Restaurants specialising in Emirati and Arabic cuisines, like local favourites Al Fanar and Arabian Tea House, have seen a consistent rise in popularity, catering to both tour- ists seeking an authentic experience and residents looking to reconnect with regional flavours. At the same time, the city’s love for experimentation continues to shine, with a growing number of ‘third culture cuisine’ establishments offering fusion menus that blend international flavours in unique and creative ways. Interestingly, the importance of cuisine diversity has become a top priority for diners. The GAON report shows that 49% of respondents consider the type of cuisine the most important factor when selecting a restaurant, up from 34% from Wave 5. This supports Dubai’s ongoing efforts to position itself as a culinary melting pot where diners can find everything from street-side shawarma to Peruvian- Japanese fusion. When choosing where to dine, Dubai residents value hy- giene as the most important deciding factor. Aligned with the city’s emphasis on safety and cleanliness, ensuring that diners feel secure in their chosen venues, hygiene was cited by 50% of all respondents. Other deciding factors include the type of cuisine offered (49%), ambience (43%), service quality (42%), and value for money (38%). Online reviews have also become more influential in both everyday dining (27%) and special occasion (34%) decision-making. Online searches and sustainability Google data revealed that the number of unique online searches relating to Dubai’s F&B offerings reached 741,500 in the first seven months of 2024, rising 23.5% from the 600,500 searches logged during the same period a year earlier. Furthermore, Google’s ‘Interest in Dining Index’ – a metric that measures online consumer engagement with dining-related topics – showed a consistent rise in demand for Dubai’s F&B options in 2024. An analysis of Google search volumes for specific cuisine types in Dubai also provided valuable insights into con- sumer preferences. Indian cuisine was the most searched by a wide margin, accounting for 34% of all dining-related searches in the first seven months of 2024, up from 28% during the same period in 2023. Other popular cuisines searched for online in the same period included Chinese and Lebanese. China cuisine searches on Google saw a 79% increase YoY, with the growth aligned with increasing visi- tor numbers from China and the broader North-East and South-East Asian markets. Lebanese cuisine maintained steady growth, with searches increasing by 32% YoY, from 31,000 in 2023 to 41,000 in 2024, highlighting the enduring popularity of this Middle Eastern staple. Global accolades and events With thousands of establishments, from local hidden gems to internationally renowned brands. the culinary excel- lence of Dubai’s restaurant sector has not gone unnoticed on the global stage. The third edition of the MICHELIN Guide Dubai was unveiled in July 2024, featuring 106 restaurants across 35 cuisines, an increase of 16 restaurants from 2023. Four restaurants were awarded two stars, 14 with one star, three with a Green Star, 18 Bib Gourmands, and 66 MICHELIN-selected restaurants. On the World’s 50 Best Restaurants 2024 list, Trèsind Studio was ranked at No.13, while Orfali Bros Bistro was ranked at No.64 on the extended list. Additionally, Dubai ranked ninth in Time Out’s 2024 list of ‘The World's 20 Best Cities for Food Right Now’, with the popular city guide publication lauding the TRENDS H&C
69 HOTELANDCATERING.COM | MAY 2025 emirate’s culinary landscape as ‘more diverse and creative than it’s ever been’. Dubai was in the spotlight in November 2024 as the city hosted the 8th edition of The Best Chef Awards, the first time the awards were held in the Middle East and it’s largest to date. At a spectacular ceremony at Atlantis, The Palm, the prestigious event underlined Dubai’s status as a global gastronomy capital, with 550 chefs from 61 countries honoured. Other major industry events included the 29th edition of Gulfood at Dubai World Trade Centre, which attracted more than 5,500 exhibitors and 150,000 visitors from 190 countries. With a theme of ‘Real Food, Real Busi- ness’, the show in February 2024 not only highlighted global culinary excellence but also set the stage for transformative discussions about the future of the industry. Strategic initiatives Strategic partnerships and collaborations have played a crucial role in Dubai’s growth as a global dining destination. The Summer Restaurant Week was a key highlight of Dubai Summer Surprises in 2024, with more than 60 of the city’s finest dining establishments participating. Offering 10 days of gourmet gastronomy adventures and extraordinary dis- counts, the event was supported by strategic partners such as Emirates, Talabat, and Majid Al Futtaim. Dubai’s gastronomy scene continues to evolve and its growth is mirrored by continued success across the tourism and economic sectors, with the emirate welcoming 18.72 million international overnight visitors in 2024, an increase of 9% compared to the previous year. The F&B sector’s impact extends far beyond dining tables and attracting visitors. It serves as a crucial economic multiplier, generat- ing tourism revenue, creating employment opportunities, and strengthening local supply chains. Supporting the growth of gross domestic product (GDP) in the emirate, the accommodation and food service activities sector increased by 3.7% in the first nine months of 2024, accounting for a total 3.4% share of Dubai’s overall GDP during the period. RECORD YEAR FOR RESTAURANTS host.fieramilano.com 17–21 OCTOBER 2025 fieramilano INTERNATIONAL HOSPITALITY EXHIBITION NEW SHAPES OF HOSPITALITY “The past year has brought remarkable achievements that validate our strategic direction.
70 MAY 2025 | HOTELANDCATERING.COM T he bar industry has long been a space where creativity, cul- ture, and community intersect. However, true innovation and long- term success require more than just a well-crafted menu – they demand strong leadership, collaboration, and a deep understanding of storytelling across the team. Since day one, Galaxy Bar’s journey has been about creating a movement among bars to collectively elevate the region’s nightlife scene and shape the future of hospitality through a people-centric mindset. In the ever- evolving world of hospitality, staying ahead means constantly reimagin- ing experiences, fostering talent, and building meaningful connections. But how does one achieve this while stay- ing true to their identity in a landscape where guests are always seeking the next best thing? Leadership in Hospitality: Balancing Vision and Inclusion Leadership in the bar industry is often misunderstood as merely managing operations, but in reality, it is about inspiring teams, fostering cultural ex- change, and shaping experiences that resonate with diverse groups of people. From my years in hospitality, I’ve seen leadership done right, and I’ve seen it go wrong. In my opinion, the most successful venues thrive not because of one visionary individual at the helm but because of a culture of shared ownership. At Galaxy Bar, we believe in a democratic approach to leader- ship. Every decision, whether about our cocktail menu, guest experience, or activations, is shaped by the team. This level of involvement fosters passion, accountability, and innovation, key ingredients in a successful hospitality team. I have been taught that a strong leader cannot lead through authority alone but must inspire progress through rec- ognition, empowerment, and a shared sense of ambition. This is why I keep one foot behind the bar and one on the floor. By maintaining a hands-on presence, I ensure that leadership is not detached from creativity and service, it is deeply embedded in it. Becoming a Trailblazer Galaxy Bar has been a trendset- ter from the beginning. When we first launched, many were sceptical, our intimate space, celestial design, and approach to the bar experience felt unconventional in a city known for grandeur. Yet, true luxury is not about excess; it is about intention. Today, the meaning of luxury is evolv- ing. For the discerning guest, luxury is no longer about possessions, it’s about time, exclusivity, and quality of experi- ences. It’s the ability to disconnect from the noise and immerse oneself in something truly special. At Galaxy Bar, we embrace this philosophy. Every IN THE FUTURE BAR INDUSTRY THE ROLE OF LEADERSHIP OF THE BY MAURO CORTESE, GENERAL MANAGER, GALAXY BAR IN THE MIX H&C
71 HOTELANDCATERING.COM | MAY 2025 detail, from the craftsmanship behind our cocktails and the design of the bar, to the energy of our team and the seam- less flow of an evening, is curated to create moments that feel both effortless and extraordinary. As we look ahead, we see the future of luxury in intentional storytelling and human connection. Guests are looking for more than just an exceptional drink, they are looking for “third spaces” that gather a community they can mean- ingfully connect with. So, the key is to craft a memory, an experience that lingers long after they’ve left. Whether through intimate, invite-only activations, curated collabo- rations with the world’s top bartenders, or an unwavering dedication to hospitality that feels both elevated and deeply personal, at Galaxy Bar we look ahead to creating moments that feel luxurious and personal. Cultural Exchange & Collaboration: The Future of the Bar Industry True innovation in the bar industry stems from the diver- sity of voices within a team. When people from different backgrounds, experiences, and perspectives come together, they challenge conventions, push boundaries, and unlock new creative possibilities. At Galaxy Bar, we believe that the best ideas emerge from collaboration, when bartend- ers, hosts, and creatives contribute their unique insights to shape a more dynamic and forward-thinking approach to hospitality. Additionally, as the Dubai bar scene continues to grow, it’s essential that we, as industry leaders, play an active role in shaping its future. From participating in major industry events to mentoring up-and-coming talent, our responsi- bility extends beyond our venue. We are contributing to a larger movement, one that elevates the region’s reputation on the world stage. Yet, creativity does not exist in a vacuum. The bar industry, particularly in the Middle East, thrives on cultural ex- change, learning, and shared expertise from professionals around the world. That’s why one of our biggest initiatives this year is the 12 Stars activations, a new menu launch and collaboration programs. By hosting inbound and outbound guest shifts with some of the world’s best bars, we expose our team and guests to diverse styles of mixology, broaden- ing our collective knowledge and enriching the overall ex- perience. At the same time, through specially curated acti- vations and exclusive events, we ensure that every moment guests spend with us is both immersive and memorable. Building a Legacy: The Next Chapter for Galaxy Bar My return to Galaxy Bar as General Manager has been a very conscious choice, and I feel fortunate never to have closed that door. I am grateful for the opportunity to con- tinue growing and empowering my team, some of whom have been instrumental to the bar’s success since 2019. Moving forward, we are leaning into strengthening our identity to ensure that every experience whether for an industry professional, a regular, or a first-time guest, is seamless, memorable, and impactful. Therefore, as we continue to push boundaries and elevate the UAE’s cocktail culture, one thing remains clear, Galaxy Bar is still the one to watch, we are only just beginning. At Galaxy Bar, we believe that the best ideas emerge from collaboration, when bartenders, hosts, and creatives contribute their unique insights to shape a more dynamic and forward-thinking approach to hospitality. THE ROLE OF LEADERSHIP IN THE FUTURE OF THE BAR INDUSTRY MAURO CORTESE, General Manager, Galaxy Bar
72 MAY 2025 | HOTELANDCATERING.COM POINT OF VIEW H&C BY LI HAWKINS, MANAGING DIRECTOR, INSIGHT OUT CONSULTANCY WHY DUBAI’S F&B REVENUE STRATEGY NEEDS A RETHINK
73 HOTELANDCATERING.COM | MAY 2025 WHY DUBAI’S F&B REVENUE STRATEGY NEEDS A RETHINK D ubai’s hospitality industry is globally admired for its innovation, ambition, and ability to set new standards in luxury and guest experience. How- ever, when it comes to food and beverage (F&B) operations, a pillar of hotel performance, many properties have yet to unlock their full commercial potential. Despite the sector’s capacity to contribute significantly to total rev- enue, F&B is still often managed as a service amenity rather than a strategic business unit. In a city recently recognised by TripAdvisor as the world’s leading gastronomic destina- tion, and where F&B can generate up to 50% of revenue in luxury hotels, this presents not only a missed opportunity but a call for a more data-led, margin-conscious approach to revenue growth. The Issue Isn’t Capability or Demand, It’s Commercial Courage Let’s be clear: revenue management in F&B isn’t new, niche, or exclusive to Michelin-starred venues in the city. Dynamic menus, time-of-day pricing, event-based yield manage- ment, and real-time forecasting are already embedded in successful standalone restaurants across DIFC, Jumeirah, and beyond. The real question isn’t can it be done? It’s why aren’t more hotel outlets doing it? Too often, the excuse is a lack of volume, brand position- ing, or tech infrastructure. But low demand shouldn’t deter strategic thinking; it demands it. If your outlet isn’t full, the answer isn’t to discount, it’s to reengineer. Every outlet should understand its RevPASH (Revenue Per Available Seat Hour), average check by daypart, and contribution margins by dish and space utilisation. These should be core metrics of your operations because relying on gut instinct or “signature events” to fill the gaps is no longer sustainable, or necessary. Part of the hesitation stems from the com- plexities unique to F&B operations. Unlike rooms, which benefit from standardised pricing and fixed cost structures, restau- rants carry higher variable costs, lower gross margins, and far more operational nuances. This requires a shift away from traditional RevPAR-style thinking and toward a more profit-oriented strategy, one that emphasises cost control, menu mix, labour efficiency, and time-based profitability. It’s a more sophis- ticated model, but one that offers significant commercial upside for those hoteliers pre- pared to catch up and embrace it. The future of hotel F&B isn’t about competing with standalone venues, it’s about outmanoeuvring them through insight, efficiency, and strategic agility.
74 MAY 2025 | HOTELANDCATERING.COM POINT OF VIEW H&C Rethinking the Luxury Revenue Narrative There’s also a lingering myth that luxury and data-driven discipline don’t mix. But high-end doesn’t mean exempt from accountability. Many premium venues dazzle with experiential marketing and aesthetic prowess, but few can articulate their margin per seat or profit by timeslot. This is where a strategic rethink is needed industry-wide in the UAE. Great design and five-star plating do not preclude commercial rigour. In fact, in today’s competitive dining landscape, they demand it. Instagram traction and full houses don’t guaran- tee profitability, especially in a market like Dubai where diners are increas- ingly value-conscious and experience- led. True commercial luxury lies in the ability to balance theatre with throughput and ambience with aver- age cheque uplift. Hotels Have the Footfall but Not the Framework The irony? Hotels are sitting on enviable assets: captive audiences, prime locations, operational scale, and cross-departmental synergy potential. But many still treat F&B as an accessory to the room business, not a pillar of performance. In too many properties: > F&B operates in silos, disconnected from revenue and finance functions. > Marketing teams chase awareness metrics rather than commercial ROI. > Financial controllers see F&B as a cost burden rather than a value contribu- tor. Meanwhile, the independent venue across the street is reforecasting every Monday, tweaking prices every weekend, and driving yield per cover with surgical precision. Five Immediate Steps Hotels Can Take — No Excuses Required Progress doesn’t need to start with technology or budget. It starts with mind- set and execution. Here’s what any hotel F&B team can do, starting today: > Engineer your menu like a profit centre. Design for margin, not just taste. > Forecast demand by outlet and daypart. Let data shape rosters, stock, and strategy. > Optimise for time, not just spend. A high-value dish served at peak hours is worth more than the same dish during a lull. > Tie promotions to revenue goals. “Brand engagement” is no longer enough — what’s the contribution? > Train leaders in revenue language. If your F&B manager can’t interpret RevPASH, they can’t grow it. From Cost Centre to Competitive Edge Dubai’s hotel restaurants don’t need reinvention, they need integration. Revenue, marketing, operations, and culinary teams must unite under a shared commercial vision. The truth is, that every seat in a restaurant is a perishable asset. Every minute it goes unfilled is revenue lost forever. And in a market as competitive and as high- potential as Dubai, that loss is even more amplified. The future of hotel F&B isn’t about competing with stan- dalone venues, it’s about outmanoeuvring them through insight, efficiency, and strategic agility. That means no longer relying on Saturday brunch to carry the month. No more waiting on occupancy spikes to justify innovation. F&B must be treated as the revenue engine it is capable of becoming, rather than simply a brand asset, but a busi- ness unit, measured and managed accordingly. Because if hotels don’t act, the restaurants across the road will continue to eat their lunch.
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