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Wyndham Hotels & Resorts Reports Fourth Quarter and Full-Year 2020 Results

Wyndham Hotels & Resorts (NYSE: WH) today announced results for the three months and year ended December 31, 2020. Highlights include: Diluted loss per share for the quarter was $0.08 and adjusted diluted earnings per share was $0.07; diluted loss per share for the full-year was $1.42 and adjusted diluted earnings per share was $1.03. Net loss for the quarter was $7 million and adjusted net income was $7 million; net loss for the full-year was $132 million and adjusted net income was $96 million. Adjusted EBITDA was $56 million for the quarter and $327 million for the full-year. Global comparable RevPAR for the quarter declined 33% year-over-year; global comparable RevPAR for the year declined 35% year-over-year. System-wide rooms declined 4% year-over-year. Net cash provided by operating activities for the full-year was $67 million and free cash flow was $34 million. Paid quarterly cash dividend of $0.08 per share in fourth quarter, and Board of Directors recently authorized a 100% increase in the quarterly cash dividend to $0.16 per share beginning with the dividend expected to be declared in first quarter 2021. Repaid all remaining revolver credit facility borrowings. “We generated strong adjusted EBITDA and free cash flow in the worst year our industry has ever experienced. At the same time, we strengthened our portfolio with the completion of our strategic termination plan and drove sequential growth in hotel openings and our development pipeline,” said Geoffrey A. Ballotti, president and chief executive officer. “Our non-urban, drive-to economy and midscale hotels, combined with our ongoing investment in sales and marketing, captured rising pent-up leisure travel demand, which continued to produce sequential RevPAR improvements and domestic market share gains for our franchisees over the course of 2020.” Fourth Quarter 2020 Operating Results Revenues declined from $492 million in the fourth quarter of 2019 to $296 million in the fourth quarter of 2020. The decline includes lower pass-through cost-reimbursement revenues of $70 million, which have no impact on adjusted EBITDA, in the Company’s hotel management business. Excluding cost-reimbursement revenues, revenues declined $126 million primarily reflecting a 33% decline in comparable RevPAR and the impact from hotels temporarily closed due to COVID-19, as well as a $15 million decline in license and other fees also reflecting the impact of COVID-19 on travel demand globally. The Company generated a net loss of $7 million, or $0.08 per diluted share, compared to net income of $64 million, or $0.68 per diluted share, in the fourth quarter of 2019. The decrease of $71 million, or $0.76 per diluted share, was primarily due to the RevPAR and license fee declines, as well as excess marketing fund spend, which were partially offset by cost containment initiatives, lower volume-related expenses and the absence of transaction-related expenses. Full reconciliations of GAAP results to the Company’s non-GAAP adjusted measures for all reported periods appear in the tables to this press release. Full-Year 2020 Operating Results Revenues declined from $2,053 million in 2019 to $1,300 million in 2020. The decline includes lower pass-through cost-reimbursement revenues of $273 million, which have no impact on adjusted EBITDA, in the Company’s hotel management business. Excluding cost-reimbursement revenues, revenues declined $480 million primarily reflecting a 35% decline in comparable RevPAR and the impact from hotels temporarily closed due to COVID-19, as well as a $47 million decline in license and other fees also reflecting the impact of COVID-19 on travel demand globally. The Company generated a net loss of $132 million, or $1.42 per diluted share, in 2020 compared to net income of $157 million, or $1.62 per diluted share, in 2019. The decline of $289 million, or $3.04 per diluted share, was primarily due to the revenue decline, impact of the non-cash impairment charges and excess marketing fund spend, which were partially offset by cost containment initiatives, lower volume-related, separation-related and transaction-related expenses and the absence of contract termination expenses. Full reconciliations of GAAP results to the Company’s non-GAAP adjusted measures for all reported periods appear in the tables to this press release.

Create: Feb 13, 2021 Edit: Feb 13, 2021 International News

The Ritz-Carlton, Amelia Island Debuts Transformation

Since opening in 1991, The Ritz-Carlton, Amelia Island has remained at the forefront of Northeast Florida luxury with warm hospitality, nature-driven experiences and award-winning amenities. In honor of its 30th anniversary this year, the iconic barrier island resort will debut transformation that reflects the destination of unspoiled coastal beauty and Southern charm, an epitome of the classic beach vacation. The renovation includes upgraded rooms and suites, refreshed meeting and event spaces, three new restaurants, and renewed resort experiences. The resort is also celebrating its 30th anniversary, traditionally known as the Pearl Anniversary, celebrated with a gift of pearls. In celebration of this noteworthy year, the resort announces a “Year of the Peal” campaign featuring pearl-themed programming and partnerships. “For three decades, The Ritz-Carlton, Amelia Island has added new amenities and refreshed guest experiences.” said General Manager Greg Cook. “It’s only fitting that on the 30th anniversary, the resort will unveil a new chapter with beautiful, newly-designed rooms and suites that embrace the coastal beauty of our remote barrier island along with three new restaurants led by a talented group of chefs that celebrate the destination’s local, fresh cuisine.”RESORT RENOVATION Expertly designed by Wimberly Interiors, transformed guest room and suite interiors provide a framework to The Ritz-Carlton, Amelia Island’s surroundings and cater to the needs of the modern traveler. The design draws upon the breathtaking natural surroundings of the low country sea and skies. Horizon ocean views and spectacular sunsets over moody grey-green salt marshes – a jewel-like setting – the landscape will be translated in the space with hue, patterns and textures. References abound from the journey into the property, through to the view across the ocean. The sophisticated palette is grounded in the rich neutral tones of the land and accented with the colors of the sand, sea and lush Spanish Moss and Live Oaks. The resort’s 446 resort guest rooms and suites will undergo a dramatic visual and functional transformation catering to the needs of the modern traveler including Smart TVs, bed side charging stations and newly redesigned living areas provide more space for guests to relax in the newfound comfort of coastal luxury. Seamlessly blending the indoor and outdoor spaces, each guest room is equipped with private balconies boasting stunning ocean or coastal views. Guestroom bathrooms have also received a luxe overhaul complete with dual vanities, enlarged showers and suites with free-standing bathtubs. The three specialty suites located on the eighth floor – the Amelia Suite, the Atlantic Suite and The Ritz-Carlton Suite – will debut elevated décor such as bespoke furniture and nature-inspired photography and artwork.CULINARY REFRESH In 2020, The Ritz-Carlton, Amelia Island unveiled Coquina, an al fresco restaurant with a terrace lounge and ocean view bar. Set to a backdrop of ocean breezes, Coquina offers diners access to an innovative, oceanfront restaurant with a culinary presentation focused on seafood and coastal dishes inspired by the island’s Eight Flags heritage. Gorgeously casual, this restaurant delights the senses with dinner served beneath lit palapas overlooking the resort’s dune-lined beaches. Coquina’s menu embraces the dynamic flavors inspired by the island’s time as a Spanish territory including ceviche made from freshly caught fish and shareable tapas. A full bar overlooking the ocean features signature cocktails and flavorful sangrias. Born from the relaxed spirit of days spent on the island’s waterways, the stylish new Tidewater Grill presents guests can instantly familiar, casual atmosphere for lunch, dinner, and drinks. Featuring a menu of American grill classics, coastal favorites, and a celebrated collection of regionally brewed beers, Tidewater Grill is the ideal place to trade stories of a day on the water – the best of times with the best of friends. Inspired by the culinary traditions of the resort’s celebrated restaurants, First Drop invites guests to savor an authentic artisanal beverage experience. Featuring locally roasted coffee, this new counter-service option also offers fresh juices, handcrafted milkshakes and smoothies, as well as carry-away selections and select small bites including breakfast and lunch sandwiches, salads, pastries, candy, and snacks. These new culinary venues will join the resort’s renowned restaurants: Salt, offering AAA Five Diamond dining that showcases innovative, contemporary American cuisine and Coast, highlighting local seafood specialties.

Create: Feb 13, 2021 Edit: Feb 13, 2021 International News

Tourism projects worth $5.9b underway in Mazandaran

A total of 250 tourism-related projects worth 250 trillion rials ($5.9 billion at the official exchange rate of 42,000 rials per dollar) are being implemented across the northern Iranian province of Mazandaran. On Thursday, Seifollah Farzaneh, the provincial tourism chief, called on potential private investors to help fund the [unfinished] projects to have them implemented ahead of the schedule. “We expect all banks [and potential private investors] to come to the fore to help complete those projects, which are under construction and semi-finished.” This way a large number of native young people will be gaining employment opportunities when these projects are completed, the official said. Elsewhere in his remarks, the official pointed to several tourism projects recently inaugurated across the lush green province. Although the province’s tourism sector is struggling with different problems and issues due to the outbreak of the coronavirus, 23 tourism-related projects were inaugurated across the province on the occasion of Fajr celebrations (Jan. 31- Feb. 10, marking the victory anniversary of the Islamic Revolution), he said. Worth 3.2 trillion rials ($76 million), the recently-inaugurated projects included a 20-room hotel and 22 eco-lodge units, which are expected to create 129 job opportunities for the locals, he explained. Minister of Cultural Heritage, Tourism and Handicrafts Ali-Asghar Mounesan announced in August 2020 that Iran’s travel sector had suffered a loss of 12 trillion rials (some $2.85 billion) since the outbreak of the coronavirus pandemic, however, he mentioned that all the tourism businesses across the country would have the capacity to fully resume their activities both in domestic and foreign markets. “Many tourism projects have been completed, or are being implemented, showing that a very good capacity has been created in the field of tourism in the country and [this trend] should not be stopped,” the minister stated. Mounesan added 2,451 tourism-related projects worth 1,370 trillion rials (around $32 billion) are being implemented across the country that signals a prosperous future for Iran’s tourism sector. The tourism minister also said the coronavirus pandemic should not bring traveling to a complete standstill. “Corona is a fact, but can the virus stop tourism? Certainly not. For us, the coronavirus is a new experience in dealing with crises that teaches tourism experts around the world how to deal with such a disaster, and thankfully governments are turning this into an opportunity for better planning.” Iran expects to reap a bonanza from its numerous tourist spots such as bazaars, museums, mosques, bridges, bathhouses, madrasas, mausoleums, churches, towers, and mansions, of which 24 being inscribed on the UNESCO World Heritage list. Under the 2025 Tourism Vision Plan, it aims to increase the number of tourist arrivals from 4.8 million in 2014 to 20 million in 2025. The latest available data show eight million tourists visited the Islamic Republic during the first ten months of the past Iranian calendar year (started March 21, 2019).

Create: Feb 13, 2021 Edit: Feb 13, 2021 Regional News

Iran reduces PCR test validity for air passengers

Iran has reduced the validity of negative COVID-19 PCR test results from 96 hours to 72 hours for inbound and outbound passengers. According to the Health Ministry, and the National Headquarters for Coronavirus Control, people flying to or from Iran need to do their PCR test within 72 hours before their flights. The new regulation replaced a role that required to bar passengers from boarding if they do not have a negative COVID test within 96 hours of departure. Iranian citizens without a negative coronavirus PCR test result are subject to medical screening and quarantine for 14 days at their own expense, while non-Iranian nationalities without the certificate are not allowed to enter the country. All passengers are subject to the medical screening on arrival, and if they are suspected of having the disease, non-Iranian nationalities will be quarantined at a place specified by the Health Ministry at their own expense and Iranian citizens will need to self-isolate for 14 days. According to some Iranian airlines, passengers from the United Kingdom, Japan, Botswana, Zimbabwe, Namibia, Seychelles, Angola, Mozambique, Lesotho, Malawi, Zambia, and Mauritius, as well as the travelers who have stayed in these countries for two weeks before entering the Iranian border, due to the spread of a new variant of the coronavirus in these regions, are not allowed to enter the country. The worldwide outbreak of COVID-19 has brought the world to a standstill, and tourism has been the worst affected of all major economic sectors. World tourist arrivals fell by 72% over the first ten months of 2020, according to data compiled by the World Tourism Organization (UNWTO) in December. Restrictions on travel, low consumer confidence, and a global struggle to contain the coronavirus pandemic are amongst factors contributing to the worst year on record in the history of tourism. Iran has also suffered the same fate as its foreign arrivals plunged 72% during the first eight months of 2020 when compared to 2019.

Create: Feb 13, 2021 Edit: Feb 13, 2021 Regional News

Luxury’s Next Competitor Is Not a Hotel

Every hotel property aspires to be luxury in one way or another, even as the word ‘luxury’ has become a bit overused in the past decade. As such, there are always new entrants testing out concepts and evolving various features, amenities or service offerings, all in an attempt to get one step ahead of the curve. The pandemic has, of course, shifted priorities but the pursuit of luxury still remains as a means of capturing guests’ hearts. Concurrent to this arms race amongst traditional hotels – and now also alternative accommodations – it is important that hospitality brands consider those accommodations not bound by land. Cruise lines are also evolving and diversifying in the wake of COVID-19, particularly as they try to cover as many traveler niches as possible, including several different types of luxury such as what’s addressed herein. As we all look to recover from this world-shaping crisis, hotels must take a more holistic approach in evaluating market forces and their competition. Launching the Seven Seas Splendor This is one event from the antecovidian times that still has significance for hoteliers. Aggressively promoted through social media channels, the christening of the New Regent Seven Seas Splendor was an hour-plus YouTube segment dedicated to the company, its staff and the ship. Watching this unfold, we could not help wondering at the tremendous organization that unfolded to not only construct this vessel, but importantly the efforts required to bring this product into the marketplace. While the coronavirus has cast a big question mark over its long-term success, what’s important to remember here is the larger trend – the expansion of the luxury cruise segment. This being a hotel publication, you may wonder why we are lavishing so much attention on a product launch that is not a hotel property. Fact is, that as hoteliers, there is a great deal of learning that we can glean from this singular event, as well as from the cruise industry’s overall response to the pandemic. If you are managing or owning a luxury hotel or resort, this new ship and others like it will soon become a significant competitor; just think of it as 375 rooms added into your comp set. The Seven Seas Splendor once again raises the bar on ‘accessible luxury’. By accessible, we mean prices that run at roughly $1,500 to $2,000 per night (meals included), which is a sweet spot for the luxury accommodation market segment. Of note, there is an even higher category of accommodations that we cheekily call ‘no-holds-barred-luxury’, such as a $5,000+ per night, multiple-bedroom villa-for-rent somewhere along the Mediterranean. Consider for a moment, a comparison between an eight-day cruise and the same length of stay on a leisure holiday hypothetically in one, two or three different luxury properties. Let’s say your budget is $1,500 per day for a hotel including three meals, alcoholic beverages, gratuities and taxes. These days, that is not really all that extravagant and probably not enough for five-star, land-based accommodations in Europe on an all-inclusive financial cost basis. Yet, that’s roughly the price range for a luxury, small boat tour (1,000pax or less). And remember the cruise makes it significantly easier on the traveler – unpacking only once and coordinating your needs with exemplary service, not to mention that this all-inclusive price may also comprise day excursions, entertainment, airfare and transfers. Three Key Lessons Rest assured that, for the decade ahead, this form of luxury is indeed a competitor to any traditional hotel that you must take into consideration when planning ahead. Here are three quick takeaways you can learn from this particular ship and other newer, luxury cruise liners of its ilk. 1. Don’t reinvent the wheel. The new Seven Seas Splendor is virtually identical in design to its sister ship, the Seven Seas Explorer, that launched some five years earlier (and a ship that Larry has journeyed upon). This made the new ship much more cost effective to design and faster to build. It also means that the staff familiar with one ship are almost effortlessly interchangeable, thereby reducing onboarding costs. From a marketing standpoint, it also means that guests of one ship will be eager to experiment with the new one once coronavirus fears have subsided. 2. Remember your target audience. Study trends in design but steer away from the cutting edge. Unlike many new hotel designs, this ship’s design elements are tasteful yet far from revolutionary. Often hoteliers seek to try ‘something completely new’ in design, perhaps to be provocative from a public relations standpoint. Yet in doing so, they forget that it is the guest that is the ultimate judge and jury. While now taking into account physical distancing measures, you should design appropriately if your core guest demographic is conservative and likely in the age range of 60 to 80 with a high net worth. 3. Lever your past guests from the entire chain to the new destination. You’re only new once, so make a big deal of it. As a past guest of a sister ship, not a week went by without an email bulletin on the progress and routing. We’ve all been quite good at communicating our updated health and safety policies throughout 2020, and that same level of efforts should be given to any new product launches in 2021. Such new property or program announcements are low hanging fruit for loyalty patronage. Wouldn’t a regular guest in one city opt for staying at the same hotel brand in another? Wouldn’t a loyal guest be keen for a return visit if you offer them exclusive or advanced access to a new onsite amenity? As a classic marketing tactic, look to drum up your base before attempting to reach wholly new audiences. Many people are eagerly awaiting the day when they can get their vaccines then start cruising again, and therein lies tremendous learning opportunities for hotels on what products and services travelers really want. To the captain and crew of this new ship – and to the members of your hotel team – we wish you smooth sailing in 2021 and hopefully no rogue waves like what we endured last year.

Create: Feb 11, 2021 Edit: Feb 11, 2021 International News

Grupo Lomas and Karisma Hotels & Resorts to Open Nickelodeon Hotels & Resorts Riviera Maya in June 2021

Fans of SpongeBob SquarePants, Dora the Explorer, Teenage Mutant Ninja Turtles and PAW Patrol get ready: Karisma Hotels & Resorts is opening Nickelodeon Hotels & Resorts Riviera Maya in June 2021. Beginning today, travelers can book accommodations at Mexico’s first Nickelodeon Resort, featuring one of the largest water attractions in Mexico and all ocean-front swim-up suites, accommodating families of five, for the ultimate family beach escape. Now, families can enjoy a premium vacation experience themed to Nickelodeon’s most beloved and imagination-expanding worlds, with something for everyone. All Oceanfront, Swim-up Suites Designed for FamiliesNickelodeon Hotels & Resorts Riviera Maya will feature 280 oceanfront swim-up suites, incorporating family-friendly amenities such as two bathrooms in every suite and plenty of space for a family of five, as well as playful design elements including art pieces pulled from beloved show archives and furnishings inspired by Nickelodeon’s iconic colors and current and past characters, such as Teenage Mutant Ninja Turtles, SpongeBob SquarePants and Dora the Explorer. In addition, the property will feature four rooftop, penthouse-style Signature Suites, including the fan-favorite Pineapple Suite and the first-ever Turtle Lair Suite, dedicated to the Teenage Mutant Ninja Turtles. “After the huge success of the Nickelodeon Hotels & Resorts Punta Cana, we could not be better poised to expand the brand experience with our resort with all oceanfront swim-up suites, along with themed experiences with an extended cast of 20 your favorite Nickelodeon characters,” said Mario Mathieu, Senior Vice President of Business Development, Design and Construction of Karisma Hotels & Resorts. “This property features many firsts such as the new Turtle Lair Suite, even more dedicated entertainment spaces such as SNICK Lounge and Mainstage, and the one-of-a-kind Aqua Nick® with its epic slides, river rides and the teen-friendly Soak Summit, which will be a destination in itself.” Aqua Nick®: Fun in the Water like You’ve Never Seen BeforeAt the epicenter of the resort’s entertainment offerings is Aqua Nick®, a six-acre themed water park featuring 2,000 sq. ft. of slides and more than 1,820 sq. ft of river rides, including a Lazy River and a faster-paced Adventure River, with complimentary and early access offered to guests. Park amenities also include the relaxing Bikini Bottom Beach, a Slime Spot, PAW Patrol Adventure Bay, an interactive water playground, and Soak Summit with 10 spine-tingling single and double-rider slides, including a multi-lane racing format. Because Aqua Nick® is conveniently adjacent to the resort, guests can still enjoy uninterrupted ocean views from their suites and seek out relaxing or high-energy spaces as they desire. Nickelodeon Place™: Character Experiences and Entertainment for All AgesNickelodeon Place™ will feature signature Nickelodeon characters such as SpongeBob SquarePants, Teenage Mutant Ninja Turtles, Blue from Blue’s Clues & You and more. Within Nickelodeon Place™ is Club Nick, the ultimate free play zone for kids complete with special themed days, a craft laboratory, playground, stage, surprise visits by Nickelodeon™ characters and even Slime!; along with immersive entertainment experiences. Guests can also pay homage to the iconic Big Orange Couch at SNICK Lounge, a sophisticated ‘90s-inspired space that serves as a game room, sports lounge and live music venue Nickelodeon Fun with World-Class Gourmet Inclusive® ExperiencesWith Karisma’s industry-leading World-Class Gourmet Inclusive® Experience, guests will have access to 24-hour in-room dining as well as world-class food and beverages served at six distinct restaurants for every taste. Adult time is also elevated, with sommeliers and expert mixologists crafting drinks at three bars, including The Bikini Bottom Bar and two swim-up bars. Other standout resort amenities include a state-of-the-art fitness center and a spa featuring kids’ treatments, couple’s suites, a luxurious bridal suite and outdoor treatment areas. Grupo Lomas Leadership to Bring Beloved Brands and Family Fun to Mexico“This year Grupo Lomas celebrates its 40th anniversary, and what better way to celebrate it than with the opening of this property that reaffirms our commitment to Mexico and continues to generate investment and jobs by betting on the most innovative accommodation concepts worldwide that contribute to strengthen the leadership of the Mexican Caribbean,” said Dolores López Lira, Chairman of the Board of Directors of Grupo Lomas. The tourism corporation’s investment in Nickelodeon Hotels & Resorts Riviera Maya will add nearly 2,000 luxury suites to its portfolio under the operation of Karisma Hotels & Resorts. “We are delighted to continue our successful partnership with Grupo Lomas and Karisma Hotels & Resorts to open this incredible resort along a stunning stretch of white sand beach, providing guests of all ages with an authentic vacation experience centered on five-star luxury, playfulness and the warm hospitality that makes Mexico such a beloved destination,” said Kevin Suh, President of Themed Entertainment at ViacomCBS. “With Viacom Global Insights reporting that 70% of kids find family time one of the most important sources of happiness, we’re excited to offer a fun destination that gives them a world-class family experience they won’t ever forget.” Nickelodeon Hotels & Resorts is being brought to Riviera Maya by hospitality trailblazers Grupo Lomas, which has introduced guests to an authentic Mexican experience for decades with an impressive collection of resorts such as the award-winning El Dorado Spa Resorts as well as game-changing local investments such as a 70,000 sq. ft. community greenhouse.

Create: Feb 11, 2021 Edit: Feb 11, 2021 International News

Angels Landing Partners Advance Plans for $2 Billion Twin-Tower Luxury Hotel Project in Downtown L.A.

Two acclaimed African American developers – Victor MacFarlane of MacFarlane Partners and R. Donahue Peebles of The Peebles Corporation – are doubling-down on their multi-million-dollar effort to bring thousands of new jobs and economic benefits to the nation’s second-largest city as development partners of Angels Landing, their $2 billion twin-tower luxury hotel project in downtown L.A.’s Bunker Hill neighborhood. MacFarlane and Peebles are majority-owner principals of Angels Landing Partners, LLC, the development partnership responsible for conceiving, designing, building, and operating Angels Landing. The partnership was officially selected by L.A. City officials at the conclusion of the city’s competitive bid process in 2017. Their partnership’s intentions are firmly focused on completing construction of Angels Landing before elite athletes, sports officials and tourists worldwide converge in L.A. for the 2028 Olympic Summer Games. Victor B. MacFarlane, chairman and CEO, MacFarlane Partners said, “Angels Landing aligns well with many of the projects we have built in the past 30 years throughout the U.S., including two residential developments recently completed near Pershing Square.” “The foundation of our business has always been to strengthen communities where we do business,” Mr. MacFarlane said. “We believe we can help communities prosper. We know Angels Landing will have a significant positive impact on L.A.’s economy. The ripple effect of Angels Landing’s substantial economic and employment activity will reverberate throughout L.A. County by providing good-paying union jobs to construct our hotel project and extensive career opportunities when the project is completed, and its hotels are open to the public. We have spent more than $10 million to move our project forward. We’re not letting the coronavirus pandemic slow us down. We anticipate our project entitlement this year,” he added. Angels Landing is comprised of two towers, each anchored by its own five-star hotel. In addition to the hotels, the development will feature an expansive modern urban park – known as Angels Landing Plaza – designed to serve as a pedestrian-centered, transit-adjacent, open space environment in the heart of downtown L.A. R. Donahue Peebles, Chairman and CEO, The Peebles Corporation said, “Equity and inclusion are bedrock principles at the Peebles Corporation. My success is predicated on opportunities I received because of those two important tenets. I have built an impressive collection of commercial and residential projects in New York, Washington, D.C., Miami, and other U.S. cities.” “In each city, I’ve been most excited about using my influence to empower Black-owned, Latino-owned, and women-owned business leaders. My company works diligently to help minority-owned enterprises grow their businesses through procurement contracts established through our development projects,” Mr. Peebles said. According to an analysis prepared by BJH Advisors, LLC., more than 8,300 new jobs will be created during Angels Landing’s project design and construction. The New York City-based firm’s report estimates Angels Landing would additionally create more than 800 permanent jobs in downtown L.A. An estimated 500 jobs would be created by vendors in the L.A. County region providing good and services to the two luxury hotels. In addition to new job creation, the BJH Advisors analysis projects Angels Landing would give L.A.’s local economy a $1.6 billion boost and contribute $731 million to local worker’s earnings during its construction. The project would generate as estimated 12 million in recurring tax revenues and $2.4 million annually in local property tax revenues, according to the report. “With Angels Landing, the transformative impact of empowerment and economic inclusion will be felt by an array of businesses, including Latino- and Asian-owned businesses. We have committed to a goal of 30% M/WBE contracting across the board for our project. We’re raising the bar for economic inclusion for development projects in Los Angeles,” Mr. Peebles added. Angels Landing Plaza will frame the angular, multi-level Bunker Hill site as a publicly accessible, privately managed park amenity, establishing it as a vibrant, inviting, and treasured locale for L.A.’s downtown neighborhood residents, weekday commuters, nightlife seekers, tourists, and hotel guests. L.A.’s historic Angel’s Flight funicular will operate on its hillside-climbing route contiguous to the Angels Landing development. “With our commitment to Angels Landing, we are committing to the future of downtown Los Angeles. Despite the millions of dollars expended so far to keep our project on-track, and notwithstanding the strong pandemic-induced recessionary pressures on L.A.’s economy, we continue to push hard to make our plans for Angels Landing a reality. Having recently completed our Park Fifth apartment complex, a two-building development adjacent to Pershing Square, Angels Landing represents our continued faith in the economic future of downtown Los Angeles,” Mr. MacFarlane said. Mr. Peebles said, “2020 was a trying year for nearly every sector in the business world. And the first three quarters of 2021 may be equally challenging. But we’ve faced big challenges in the past and always managed to prevail. The success of our development businesses is a testament to our drive and commitment to build projects that improve the quality of life in the communities where they’re built.” Mr. MacFarlane said, “The economic impact of the coronavirus pandemic has been significant this year. Some of those negative economic impacts, such as lagging job growth, are projected to extend well into 2021. But pessimistic economic indicators and projections have not shaken our resolve to build Angels Landing. We’re making our investment to create new jobs for L.A. area residents. We’re confident Angels Landing will help the L.A. economy rebound and gain strength. Angels Landing will create thousands of jobs that will result in millions of dollars circulating throughout the L.A. region providing a needed boost to small businesses.”

Create: Feb 11, 2021 Edit: Feb 11, 2021 International News

5 Steps to Prepare Your Hotel Housekeeping Team for 2021 and Beyond

The challenges the hospitality industry has faced in the wake of COVID-19 reminds us how critical the housekeeping department’s role is to a hotel’s overall success. The urgency to prevent the spread of COVID-19 has accelerated change in our industry, including the need for new hygiene and cleaning processes. Even before the virus, 78% of hotel guests believed cleanliness to be the most crucial factor affecting their choice of where to stay, with hotel cleaning protocols moving up to the #1 top-ranked category for travel with COVID-19. As guests expect the highest standards of sanitation to feel at ease in a hotel and once again return to travel, operators worldwide need to work with their housekeeping teams to better prepare for the impacts of these new realities. By using this time to further analyze housekeeping practices, hotel leaders have an opportunity to take advantage of advancing technologies to more accurately plan for operational shifts that, at the end of the day, influence bottom-line results. Here are a few ways hoteliers can prepare their housekeeping team for success in 2021. 1. Create a Structured Cleaning Program Using Industry Best PracticesTo earn guest confidence, hotels will have to demonstrate that they provide a clean and safe environment and are following specific disinfecting protocols. As part of this new dynamic, the ability to develop and implement proven strategies to meet these new cleanliness standards will be critical to staying ahead of the competition. This is a good opportunity to establish clear step-by-step standard operating procedures (SOPs) for the protocols needed to enhance cleaning regimens. Creating a distinct checklist for each area of the property, including the lobby, restrooms, common areas, fitness center, and guest rooms, will help to ensure nothing gets missed. Hotels can look to their brand or management company for guidance on a structured program, or they can leverage one from trusted industry organizations like the AHLA’s Safe Stay program or Amadeus’ disinfecting housekeeping checklist, endorsed by the International Executive Housekeeping Association (IEHA). 2. Alter Schedules for Guest Room Cleaning Based on NeedMany hotels are shifting away from daily cleaning with automatic opt-out cleaning programs, leading to, in some cases, dirtier rooms upon departure. At the same time, the enforcement of new hygiene protocols, including the expansion of high touchpoints and frequency of cleaning, can increase the amount of time needed to spend in a room. Updated practices on the use of disinfectants and surface dwell times can additionally alter the flow in which rooms are serviced. So, what does this mean for housekeeping and operational teams? The rise in guestroom cleaning times can make forecasting labor and servicing pop-up requests a more complex endeavor. Lack of planning for additional time can also cause strain on staff, while last minute modifications to departure room schedules can impact room readiness. By tracking and analyzing the labor and resources needed to execute the tasks these rooms now require, hotels can adjust to new cleaning schedules, while identifying valuable areas for improvement that will ultimately increase both staff and guest satisfaction. 3. Monitor How Many Hours Guest Rooms are VacantAs new guidance is issued for businesses to mitigate the risk of COVID-19, the procedures within hotels also need to adapt. For instance, the American Hotel & Lodging Association (AHLA) recommends rooms be left vacant for 24-72 hours prior to or after cleaning if possible, while China requires hotels that host international guests to change linens and clean guestrooms and bathrooms daily. Consumers are increasingly calculating risks associated with travel and want to have complete transparency when it comes to COVID-19-specific protocols before even booking a hotel room. The ability to promise, then track and report the number of hours a room is vacant is a must in today’s business environment. 4. Understand Which Rooms are Not Being Serviced and WhyStreamlining productivity may mean having to leave rooms not serviced for the day. Although a part of daily housekeeping, one of the biggest challenges is measuring why a room was not serviced, or “dropped”. Perhaps there is a need to alter opt-out programs. Perhaps there is a need for more staff. Having the ability to identify, record, and flag rooms with a special service status like “dropped rooms” allows teams to truly understand why rooms are not being serviced. This process allows housekeeping managers to schedule staff effectively, as well as audit and reconcile room counts at the end of each day to optimize operations. With today’s lack of time and budget, gaining important insights into dropped rooms is pivotal to every housekeeping team’s success. 5. Leverage Automation to Drive ProductivityAs we evaluate new ways to face the challenges ahead, hotel leaders must consider how innovation can play a critical role in closing the gaps between team capabilities and achieving business goals. The right hotel technology can be a powerful tool in the decision-making process by reaching across the hotel’s ecosystem to orchestrate proactive tasks such as automating room assignments, schedule turnovers, and reprioritizing work. Gaining valuable insights from automation dashboards and reporting tools can also enable better decision making in a world of unknowns. Whether it’s wiping down frequently used areas like elevator buttons, delivering guest requests like soap or chargers, or managing dropped or vacant rooms, modernizing processes with a housekeeping solution can help to maximize operational capabilities while ensuring the highest standards are met. During times of unpredictability, the ability to intelligently automate the prioritization, communication, and dispatching of the entire housekeeping operation is more valuable than ever. This way, limited time and budget is spent where it is needed most. Resetting for 2021 and BeyondMoving forward, there will be no greater focus from a guest’s perspective than a hotel’s commitment to its cleaning initiatives. Resetting for success in 2021 and beyond means understanding how technology can significantly enhance our capabilities as individuals and designing new business procedures that support it. Reflecting this dynamic presents an opportunity to lead the way in delivering the processes needed to support both housekeeping teams and guest confidence in this new era of hospitality.

Create: Feb 9, 2021 Edit: Feb 9, 2021 Housekeeping

Dubai’s Expo set to boost tourism

Millions of tourists are set to visit Dubai for the delayed Expo 2020, which is set to run from October 1 this year through to March 31 2022. The amusement and attractions industry has been buoyed by the promise of the resulting degree of "normal" business, promised by the director general of the emirate’s Department of Tourism and Commerce Marketing, Helal Al Marri. He asserted last week that the emirate is determined to go ahead with the celebration, despite the spike in infections that has occurred as a result of Dubai opening up to tourism just before Christmas. In fact, Al Marri blamed that spike on a small number of locals ignoring the regulations. “We are confident,” he said, “that we will be ready to make sure that the growth starts this summer, and by Expo in the fourth quarter, we look forward to welcoming the world.” The Expo is one of the world’s biggest organised events. If it goes ahead, it will generate billions in revenue for the government and the tourist industry in general. The infection rate in Dubai has risen four-fold over the Christmas and New Year period, but Al Marri was clear that the blame for this rested with the locals. He said: “We had a 98 per cent compliance and saw no increase in infections, but when that level of compliance dropped by a small margin, we saw the infection rate increase.” Since then, the UAE has been one of the world’s most efficient destinations in the roll-out of vaccinations, with around a third of the entire population inoculated by early February.

Create: Feb 8, 2021 Edit: Feb 8, 2021 International News

Japan 2020 travel surplus down 79% as pandemic hits inbound tourism

Japan's travel surplus in 2020 shrank to nearly one-fifth of the previous year, the first drop since the balance turned into the black in 2015, as international travel bans amid the coronavirus pandemic had a huge impact on the number of inbound visitors, government data showed Monday. The travel balance, which reflects the amount of money foreign visitors spend in Japan versus Japanese spending abroad, tumbled 79.2 percent to 562.1 billion yen ($5.3 billion) from a record 2.70 trillion yen in 2019 since annual comparable data became available in 1996, the Finance Ministry said in a preliminary report. Still, Japan's travel balance in 2020 logged black ink for the sixth straight year. In 2015, the balance saw its first black ink of 1.09 trillion yen since data compilation began in 1996, following a 44.4 billion yen deficit marked in 2014. Since 2011, when a massive earthquake, tsunami and the subsequent Fukushima nuclear crisis in northeastern Japan helped slightly widen a travel deficit to 1.30 trillion yen, the country's annual travel balance had continued to improve until 2019 with a steady increase in the number of foreign visitors. The reporting year's surplus in the current account, one of the widest gauges of international trade, fell 13.8 percent from 2019 to 17.70 trillion yen, its lowest level since 16.52 trillion yen recorded in 2015. It had increased 5.8 percent the previous year. In 2020, the goods trade balance saw a surplus for the fifth consecutive year, jumping almost eight-fold from the previous year to 3.05 trillion yen. The impact of a 15.0 percent decline in imports due to falls in prices of crude oil and other energy resources surpassed that of an 11.4 percent slip in exports amid sluggish demand for Japanese products such as cars and auto parts due to the pandemic. With the poor performance of the travel balance, services trade, which also includes cargo shipping, marked a 3.54 trillion yen deficit, following the first-ever surplus of 124.8 billion yen in 2019. It was the biggest red ink since the 3.81 trillion yen logged in 2012. The primary income balance, which reflects returns on overseas investments, showed a surplus of 20.72 trillion yen, the fourth largest since 1996, despite a 3.2 percent dip from a record 21.40 trillion yen in 2019, the first decline in four years. Many countries have imposed sweeping travel restrictions in response to the global spread of infections after the virus was first detected in China in late 2019. In 2020, 4.12 million foreigners visited Japan, which has promoted inbound tourism as a pillar of its growth strategy for revitalizing regional economies in recent years, plummeting a record 87.1 percent from 31.88 million in the previous year, according to the Japan Tourism Agency. Japan was originally scheduled to host the Tokyo Olympic and Paralympic Games last summer, but they were postponed for a year amid the pandemic. Largely consisting of tourists from China, South Korea and Taiwan, foreign visitors had kept expanding until 2019, when the figure hit a record high for the seventh year in a row. In December alone, Japan posted a current account surplus of 1.17 trillion yen, more than double the previous year's 544.9 billion yen to mark the 78th straight month of black ink. In the month, the country had a goods trade surplus of 965.1 billion yen and a services trade deficit of 343.5 billion yen. Primary income registered a surplus of 649.2 billion yen.

Create: Feb 8, 2021 Edit: Feb 8, 2021 International News

Abu Dhabi Tourism updates ‘Green List’ of destinations

The Department of Culture and Tourism – Abu Dhabi (DCT Abu Dhabi) has issued the updated list of ‘Green List’ destinations. Passengers arriving from these destinations will be exempt from mandatory quarantine measures after landing in Abu Dhabi and will only be required to undergo PCR testing upon arrival at Abu Dhabi Airport. Countries, regions, and territories included within the ‘Green List’ will be regularly updated based on international development. Inclusion in the list is subject to strict criteria of health and safety to ensure the well-being of the UAE community. The list also only applies to countries passengers are arriving from rather than citizenship. Please note below the updated ‘Green List’ as of 7 February 2021: • Australia• Bhutan• Brunei• China• Greenland• Hong Kong (SAR)• Iceland• Mauritius• Mongolia• New Zealand• Saudi Arabia• Singapore

Create: Feb 8, 2021 Edit: Feb 8, 2021 International News

Iran extends UK flight ban to Feb. 19

Iran has extended the ban on passenger flights to Britain until February 19 due to the spread of a new variant of the coronavirus, the Civil Aviation Organization of Iran announced. According to a statement by CAO on Saturday, the flights to and from the UK will remain suspended for another month, due to the new Covid-19 strain that is spreading rapidly in that country, Mehr reported. The measure was initially enforced on Dec. 22, 2020, for a fortnight at the request of the Health Ministry and the National Coronavirus Headquarters. The statement adds that in addition to the cancellations, the connection flights from other countries, especially European countries, have been completely restricted and controlled, and these restrictions continue until further notice. It is also specified that countries such as Japan, Zimbabwe, Namibia, Angola, Mozambique, Malawi, and several other countries where alarming mutant variants were reported as of January 21 were also subject to strict health laws, and those visiting or residing in such countries within the past two weeks were also banned from entering Iran.

Create: Feb 8, 2021 Edit: Feb 8, 2021 Regional News