“Based on the location of the hotel and our positioning in the ‘neighbourhood’, we see ourselves complementing the existing offering on the Palm Jumeirah,” he asserts. “What sets us apart is our superlative line up of restaurant offerings, a novel portfolio that really plays tribute to expertise in product knowledge and delivery, alongside authentic touches throughout and interaction.

“There are several ways in which Fairmont The Palm, Dubai can truly become a firm fixture in the community and in The Palm ‘neighbourhood’,” he continues. “Proximity is key given its location on the Golden Mile and Palm villas, as well as compelling and engaging restaurant and entertainment offerings that will cater to residents. The hotel will also launch a Friday brunch that will extend over several of the restaurants and the outdoor areas.

“We also benefit from a cross marketing opportunity with our well- established sister properties in the UAE — Fairmont Dubai and Fairmont Bab Al Bahr — and given their award-winning F&B offerings, will certainly attract local residents to experience our offerings.

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Lastly, our meeting space lends itself towards social bespoke events and gatherings, including neighbourhood block parties with arranged transportation for residents to truly enjoy the hotel, a vibrant children’s activity centre including sports lessons, organised games, arts and crafts and play areas that are fully supervised by trained staff members,” he adds.

Outside of Dubai, the core markets for Fairmont The Palm will be  CIS (former Soviet Republics), Europe, Russia and the GCC, says Van Kan, with the dynamic meetings space also opening up a “great opportunity for companies to start looking again at incentive travel into the city”.

With the concepts and facilities at the hotel fixed and every sensory detail cemented in Van Kan’s mind, his task now is to find the staff to deliver this vision. “It’s about hiring staff that aren’t shy, that love what they’re doing,” he says.

Recruitment is done online initially, and by its very nature, this means applications from Generation Y are coming thick and fast. The challenge this poses is ensuring that Fairmont’s HR policies will match this youthful workforce.

“We recruit online and tell people to fill in our Fairmont survey online. We’re telling people to go online so targeting a certain generation. We need to find out how our Generation Y colleagues like to be interacted with. Do they like our handbook? Is the language suitable?” he questions.

In total, 750 colleagues will be recruited ahead of the September 1 opening. And on that date, it’s not just going to be a handful of rooms that enter the market, but the full inventory of rooms, food and beverage and leisure amenities.

“Because the hotel is so delayed, to open it piecemeal I don’t think would be the right thing to do — plus, the hotel will be ready,” he says.

With Dubai beach hotels again reporting high occupancies in 2012, the opportunities for Fairmont on the Palm are golden.

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