Housekeeping debate

What is your biggest consumable product expense?
Jimmy Francis: That would be bathroom supplies, which represent around 35—40% of the housekeeping budget. As a brand we tend to always use Bvlgari at The Ritz-Carlton, which is inline with our corporate brand standards so we continue to spend our money with Bvlgari.

Ulricke Hocke: Each hotel brand has its own standard, but we will not use non-branded amenity products. It’s more expensive but we feel that guests prefer a branded product. They look for that.

Richard Corda: The cost of paper products and tissues also adds up.

Are the hotel’s desired products generally readily available?
UH: It’s very difficult to find the right products that you’re looking for. The first delivery will come out perfect and then you struggle.

RC: Until suppliers get the contract from you they will come to the hotel 10 times, but once the business is in their hand you have to run to them.

JF: Most of the suppliers do not have the products here, they all get them from abroad, such as from Eastern Europe; it always takes time.

Asif Khatri: It’s very slow. They cannot meet the delivery deadline because they’re relying on everybody else. For Hilton, we never go for operating equipment, linen, towels or guest amenities from global suppliers.

We have local suppliers and we know the time from order to delivery will take six months, so we have to order six months beforehand.

Hla Tun: Goods are always produced abroad and come by shipping, unless you’re prepared to pay extra.

Suvarna Bahadarpurkar: For it to improve, companies should keep a certain quantity of goods in town. You just cannot change suppliers overnight so you are literally at the suppliers’ mercy.

Do you have difficulties forecasting the quantities so far in advance?
RC: Sometimes, but at least with hotel chains there might be supplies at one of the hotels.

So if we run short we can usually request help by taking items from another property. My stock is there and if we have sister hotels running out we share, but we only have to because of this system [of advance ordering]

JF: We’ve been fortunate at Ritz-Carlton that we’ve never run out.

UH: Now, because we didn’t think summer business would have gone as well as it has, our minimum stock is empty now, but we have been able to cope. I take supplies from Al Manzil Hotel [a sister property], which is okay, but not ideal because every brand has its name on the items. You just have to be creative.

 

Josephine Wallis: We have to be really careful with ours because we use Hermès and it’s not used anywhere else so that’s really difficult. We have to make sure we’ve got two-to-three months stock sitting there in case the occupancy goes up.

AK: Also it is very important to check the expiry dates on the products if you are keeping them in stock for up to six months. We do tracking of all the expiry dates.

Have budgets been affected by the economic downturn?
AK: Yes, ours has reduced by 30% for our operating equipment in order to make the bottom line.

Occupancy hasn’t gone, but the room rates have. It’s unacceptable for anyone; we’ve never seen this kind of summer. We’re running at 90% occupancy year-to-date. In previous summers so far this has never happened.

RC: We went down a little in occupancy in May and June, but when it came to July it was unexpectedly high. But again the rates are down; that is what affects budgets.

Robson Stanislaus: In some ways the economic downturn is a good chance for us to save the costs that perhaps you’re not so concerned about in the good times. It’s going to be a struggle until the end of the year, but we have supplies in our stores.

How have you worked with suppliers to reduce costs inline with budgets?
SB: Suppliers were quite flexible and helped us to be able to maintain our operating costs, one of the ways was through outsourcing laundry and bathroom supplies.

JW: We were finding we had five or six different suppliers across the hotel for laundry bags for example, so we all sat down together and decided on the standard we wanted and went to one supplier. Over the past few years we had never done that.

UH: You become creative at times like this; you sit down and find the most efficient way of doing things.

RS: Even if there is a contract in place we’re now in a position where we can squeeze suppliers on prices. We can negotiate and suppliers are offering us a percentage of discount. And that’s despite us already having signed a contract at a higher price.

JF: The contracts are coming up for renewal at this time. But some suppliers know that hotels need them.

UH: It is all give and take. Prices are becoming normal compared to how high they used to be. Previously you would just pay — you wouldn’t sit down and think and renegotiate.

Now every contract has been looked at and we’ve got an extra 10% off everything. It’s the give-and-take attitude that has changed for the better with some suppliers, but not all. You’re in a stronger position now. There’s also choice out there with more suppliers entering the market.

Some of you have experience working in other parts of the world, how does the industry here compare?
RC: It’s a different market; the staffing and working environment were quite different in Europe. It’s all local people and not easy to get the work done like we do here.

UH: Suppliers in Europe and Asia are organised, they have better products, and they’re always one step ahead. They’re very creative. Here you have to force them to look for something because they don’t go that extra mile to come up with new ideas.

RS: Definitely products are more expensive because of transport here — I think almost 99% of us get products from the Far Eastern countries — but labour costs are very much higher elsewhere.

SB: In the rest of the world suppliers chase you; here you chase suppliers.

JF: If you tell suppliers the specifications, it will take some time but eventually they will get the product right.

What needs to change in the regional supply market to move forward?
UH: If suppliers don’t have something they can say no. It’s no big deal, just say ‘no’ and move on or perhaps suggest an alternative.

RS: ‘It’s coming, It’s coming’ they say and it never arrives.

JW: They’re three hours late when they’re just delivering a sample. Suppliers just need to be honest with us and not waste our time.

RC: We have the same issue; just give us dates and times and if you promise something give it to us.

RS: Last year I ordered something from a company for the guest rooms and I still haven’t received it. There are very few good suppliers, but there are some who will tell you directly. They do an excellent job.

Is ‘green’ talk just lip service or have you adapted your processes to be environmentally friendly?
RC: We give an option to guests. If the guest hangs the towel we won’t wash it. And it’s the same with the bedding, we have a card next to the bed and if they put it on the pillow, we do not change the bed sheets. Yet we still get complaints.

Some people really understand and they hang the towels for two or three days and put the card on the pillow, but that’s only a few — not more than 15%-20% of guests. From the hotel’s side, we don’t use any plastic bags; we only use biodegradable material.

JW: At this stage we keep talking about it, but we haven’t done anything. I’d probably say I can count less than five people that have ever asked me not to change their sheets. Guests still have this luxury perception that isn’t concerned with the environment.

SB: People stay in a hotel for luxury, the last thing on their mind is the environment.

JF: There are environmentally-friendly procedures that can be implemented back of house in the hotel. We started a recycling programme inhouse and we have a recycling station in the hotel. We also partnered with a local organisation to clean up the beach.

UH: You just have to look around to see that there is not enough awareness, if I compare Dubai to Germany, Germany’s 20 years ahead.

SB: At business hotels clients are educated and they understand. At resorts people are on vacation. They don’t think about it.

RC: I’m sure slowly but surely the government will step in here to raise awareness about emissions and explain how pollution can be reduced. Even in third-world countries they’re putting restrictions on plastic bags.

The government needs to step in and put in place restrictions for hotels to become more environmentally friendly; unless these are enforced nobody will do it.

AK: We started the green options for guests, such as not changing linen more than nine years ago and it has been extremely successful, apart from the odd time I get a complaint that the sheet has not been changed.

If that happens we explain that it’s to save the environment. It is really working. I’d say 99.9% of guests are onboard with this now.

We also started using micro-fibre cloths in our linen products some time back, which was also very successful and saved the hotel a lot of money during the calendar year.
 

It was convenient too because the design fits in with the decor and we can wash it in clean water with no need for detergent.

RC: What percentage of GCC guests care about ‘green’ issues?

AK: They do co-operate with some procedures, but it’s different with towels — GCC guests will always want new towels.

HT: It is different with different nationalities. It is all about raising awareness and education of green issues. There is currently no awareness in this region.

What training and career progression do you offer to communicate these messages to staff?
JW: Before every shift we have a briefing. So we have points that we put onto our housekeeping daily sheet so that everybody knows. We also have weekly points that come from learning and development and something called ‘Hotspot’; a 15-minute training every month.

Last month we encouraged staff to use the guest’s name more often and we are reinforcing that now. That kind of briefing is really important for us and our operation.

JK: We offer 21 days’ training and at the end of the training on a daily basis we have something called a ‘Time Out’, and it can be some time to review the day and we often share stories from other properties. It can last 15-to-20 minutes.

For a room attendant, it is the same thing every day of the week so the first half an hour is very important for them — they learn a lot and develop themselves.

RC: We have a policy that every employee, whether they have been with us for one month or five years, has to undergo training for at least five hours every month.

UH: Sometimes employees take these jobs out of sheer desperation and when you look at their application, their education is huge, then they get stuck and if you know you’ve not got career progression you’ll just get lost.

SB: Now anyone who joins us is monitored and based on his/her performance we offer cross training, but they have to work hard.

Have the numbers of housekeeping staff at your property been affected due to the economic climate?
RC: We’re currently not hiring, but at the same time, we’re not terminating staff either.

JW: Our occupancy has gone down a little bit so we’ve lost some staff, but that’s naturally through people leaving and I’ve sent 45 colleagues to different areas.

Some are at Jumeirah Bab Al Shams, Madinat Jumeirah and Jumeirah Living. There are around 30 at Wild Wadi Water Park. They’ve all been there for two or three months doing cross training so it’s been a good chance for them.

UH: We’ve got 12 new staff due to start. You find a lot of staff have been made redundant. There are staff available with a lot of Middle East experience. Personally I will go for a younger generation.

It is important that their English is good and I can communicate with them. You know from the moment a candidate walks into the interview; if they’re bright-eyed and bushy-tailed they’ve got a job.

It’s the way they present themselves. Regardless of the job it’s the eagerness and enthusiasm that counts — everybody has a little spark to them and if they bring that across they’ll be in.

JK: Anyone coming for a job at the Ritz-Carlton has to go through a special selection procedure.

So right through the ranks, everyone goes through the same ratings. The interview can last anything from 45 minutes to two hours. We look at whether you fit into the company culture.

AK: We are training staff for our brand, we can groom them. But no matter what we do here they will decide to go eventually.

JK: I see what you’re saying, but if you’re investing time and money in that person why wouldn’t you choose the best person?

UH: There’s a lot of movement. A lot of staff are going to Abu Dhabi to Yas Island. They are quite desperate so they are taking one of my Burmese boys who’s moved from a room attendant to a supervisor.

So I gave him a supervisor crash course. He’s been a good attendant for the last three years, he’s got his big break and I had no vacancies.

They get the same benefits here, but I’ve just been told the property he’s going to [in Abu Dhabi] as a supervisor is paying AED 3000 (US $817) [per month], which is huge. We pay well, but we cannot match it.

The Address Dubai Marina, for example, has held open days and thousands of people attended.

SB: The Monarch, Dubai is also holding open days.

JW: The open day concept for recruiting staff is quite new to this region.

RS: They’re saving money on advertising the vacancies.

How do you retain staff?
UH: I have a lot of staff who work with me everywhere. I’ve been working with them since 1995. We have a good day every day.

We tell jokes. We start the day on a positive note. It also depends on you; you may have horrible days, but if you walk into the office with a frown your employees’ spirits are crushed.

It’s important to work closely and listen to staff. Their problems are huge to them so treat them with respect.

SB: It’s about respect. With Marriott, most of the things we do recognise the efforts of our employees. We have a week in September we call Housekeeping Appreciation Week.
 

Departments come along and give some gifts to appreciate the work being done.
 

Housekeeping is a non-revenue department — we don’t contribute to profits directly so monetary incentives are something we don’t get.

RS: If staff arre happy it certainly makes your job easier.

Are there any new or emerging source markets for staff?
HT: For Traders, we recruit from all over the world. There is some interest in Burma.

JK: We get staff from all over the world applying because it is a very big hotel chain.

It’s easy to find the right people now, but 10 years ago it would take me about five interviews to find the right employee because the staff didn’t have the qualifications. We’re looking to upgrade our selection procedures in the upcoming month.

GETTING TO KNOW YOU: HOTELIER’S EXPERT PANEL

Jimmy Francis
Housekeeping manager
The Ritz-Carlton Dubai

Francis has been in his current role at The Ritz-Carlton Dubai for two and a half years. He has a decade’s experience in the housekeeping industry, having previously worked at the One&Only Royal Mirage, Dubai and prior to that he spent three years at the Taj West End Bangalore in India.

Richard Corda
Executive housekeeper
Coral Al Khoory Hotel Apartments, Dubai

Having clocked up almost 30 years in the industry, Corda’s experience spans Bali, Djibouti and Europe, and in the Middle East; Doha and Saudi Arabia working across renowned hotel brands, such as Hilton and Sheraton. He joined the Coral Beach Resort, Sharjah in 2006 before taking up his current role at Coral Al Khoory Hotel Apartments.

Josephine Wallis
Executive housekeeper
Burj Al Arab, Dubai

Wallis’ 21-year housekeeping career has seen her working across various London hotels for almost a decade before she joined Jumeirah in Dubai 11 years ago.
 

She climbed her way up the ladder through various roles within Jumeirah’s Dubai properties before securing her current position at the high-profile Burj Al Arab more than five years ago.

Suvarna Bahadarpurkar
Housekeeping manager
Renaissance Dubai Hotel

Having started her career as a housekeeping supervisor with Oberoi Hotels & Resorts based in India, Bahadarpurkar moved onto Marriott Hotels & Resorts in Dubai. She has covered several of Marriott’s hotel brands, including a pre-opening and undertook her current role at Renaissance Dubai Hotel two years ago.

Hla Tun
Executive housekeeper
Traders Hotel Dubai

Tun has been in the industry for almost 13 years. He has spent the last two and a half years with Traders Hotel Dubai and prior to that Tun had the opportunity to work across hotels in Muscat, Oman.

Robson Stanislaus
Executive housekeeper
Burjuman Arjaan Dubai

Having dedicated 11 years to Rotana, Stanislaus has worked his way through the ranks. After being promoted to assistant housekeeper, he continued in that role for three years before taking up his current position as executive housekeeper at Burjuman Arjaan.

Asif Khatri
Executive housekeeper
Hilton Dubai Jumeirah

Khatri started his career as a room attendant 21 years ago. He worked in various roles in Saudi Arabia before moving to Dubai to join Hilton Hotels as a floor supervisor. While working at the Hilton Dubai Jumeirah he earned the promotion to executive housekeeper.

Ulricke Hocke
Complex executive housekeeper
Al Manzil Hotel and Qamardeen Hotel, Dubai

Hocke has been with Southern Sun for three years, having joined from Habtoor Grand Resort & Spa, where she was part of the pre-opening team. Prior to that Hocke spent two and a half years at Le Méridien Dubai. Her career has taken Hocke to Jordan and Indonesia.

Top 10 issues raised

• Bathroom amenities represent the biggest consumable expense and in Middle East hotels, guests prefer branded products.
• Delivery of supplies is extremely slow with hotels having to order six months in advance due to products being imported from overseas.
• Unexpected high occupancy during the summer, combined with decreased budgets, means some hotels have run short of supplies. Sharing supplies among sister properties has acted as one solution to this, but is not ideal.
• Creativity is key. Hotels are being more creative with supplies and reviewing and renegotiating supplier contracts. However, suppliers need to get more creative with the products they’re offering, according to the hoteliers.
• There was reluctance among hotels to consider new suppliers. Some added that they were unable to bring new suppliers onboard as the contracts were formed at higher levels and were not easily renegotiated.
• The housekeeping execs had a mixed reaction to ‘green’ issues. Most said more awareness was needed among GCC guests to make operations more environmentally friendly, while one hotel claimed guests were proactive in being ‘green’.
• Ongoing staff training was identified as a key area to save energy and costs by communicating the right message to staff in terms of the environment and security issues following the recent Jakarta bombings.
• Having witnessed a ‘slight’ fall in occupancy, Jumeirah claimed it had opted to cross-train staff and move among the properties. The Qamardeen Hotel had witnessed staff being poached for new developments such as Abu Dhabi’s Yas Island.
• Open days were named as a new concept in this region for recruiting staff and a lot of staff applying for vacancies had been made redundant from other properties.
• Burma was identified as an emerging recruitment source market due to Burmese people’s desirable attitudes.