Raza Ahmed is the general manager of Radisson Blu Anchorage Hotel, Victoria Island, Lagos, Nigeria. In this interview with Lucky Onoriode George, Publisher, African Travel Times Magazine, he bares his mind on the challenges that people like him have to contend with day-to –day running of a hotel, especially with all the crisis occasioned by the COVID-19 pandemic. Excerpts:
Moving to Nigeria to work, what’s different?
I have been very blessed and fortunate to be able to see the hospitality industry in different places including Asia the United States of America, and now Africa. Every country, every culture has a completely different style and something that makes it its own. I think the hospitality culture is definitely growing in West Africa. Being in Nigeria, it is a very hospitable country.
Nigerians are very warm and friendly; they are hustlers and go getters and bringing that and refining that service culture is something that is really starting to pick up here. It is a hugely service-driven country and I have seen a lot more people wanting to engage in proper training and getting proper experience, so that they are knowledgeable about what it is that they are selling.
That is what I believe, we are not there yet, there are a lot of things that need to change and happen, but the nice thing about it is that groups like Radisson Hotel Group are dedicated to implementing the proper training programmes for its teams and staff.
How is Radisson Blue Anchorage different from your previous experiences?
Radisson Hotel Group is flying high in the hospitality industry: today it stands as one of the largest hotel groups in the world, with more than 1,400 hotels in operation or under development.
The Radisson brand stands out for me because it believes that people are at the centre of a successful hospitality business. The foremost way to be a responsible company is to have ethical business practices at the core of our culture.
Our ethical standards can be seen every day in the way we treat our stakeholders from customers and team members to suppliers and other business partners.
Talking of this period of COVID-19 pandemic, how are you managing?
From the onset of the pandemic, it was clear to me that this was a rare and massive change. Along with the team we decided to focus on bringing positive results and understood that the only way of succeeding is to become smart and dynamic. We engaged with all our guests and bookers in a way of looking forward to the end of the crisis, building lasting relationships that would benefit the hotel in times to come.
Radisson Hotel Group was the leading chain in developing Safety Protocols in order to prepare for guests to return. This association with the Swiss- b a s e d SGS, th e world’s leading inspection, verification, testing, and Certification Company, led to a full review of the best health and safety practices.
The outcome was the 10-step and 20-step protocols that ensure that all aspects of well-being and safety of both the staff and guests are the primary focus of what we do. Those tools gave us the confidence to put, go-to-market strategies that resulted in additional business for the hotel and increasing our market share substantially.
What is the extent of the impact COVID-19 has on the hospitality sector in Nigeria?
These are uncharted waters; we have gone back to the times of Ebola, although this was mainly localised around the West African region, but with a phenomenally higher fatality rate of over 90 percent compared to COVID-19 of around 10 percent.
The hospitality and aviation industry were the first and have been the worst hit so far. This is mostly because the industry is primarily involved in the provision of accommodation, transportation, entertainment, food, and other services to individuals who move from place to place for business and leisure.
Restriction of movement was one of the first steps taken to combat the virus, and then the eventual closure of borders and domestic travel. In fact, it is estimated that travel will decrease by 40-50 per cent after the pandemic restrictions are removed.
It is also important to note the shift of the pandemic epicentre from China to Western Europe and US, which are the hotel’s industry’s major source markets and therefore, the economic impact to the sector is far reaching. Keeping in view the fact that the total contribution of tourism in Nigeria to the country’s Gross Domestic Product [GDP] is 35 percent, it accounts for huge economic and social losses from this sector alone.
Radisson Blue Victoria Island has just carried out refurbishments, how much of a game changer is this for you?
The hotel has rolled-out a comprehensive strategy of innovation and renovation concentrating on the safety of the guests to accelerate the anticipated recovery from the pandemic. Radisson Blu Anchorage Lagos has embarked on an ambitious renovation exercise to the tune of a substantial investment with the sole aim of guaranteeing the safety and convenience of guests during, and post[1]corona virus pandemic.
The rooms are wearing a new colour, blends meant to continuously brighten the mood of guests while the gym and the pool have been redesigned with modern equipment for guests’ pleasure.
How do you sustain this position?
Through continuous improvement – innovation transfer across the brand, as well as, Hybrid Meetings, Carbon neutral meetings, training, strong marketing and public relations machinery.
What is the percentage of Nigerian guests that come to your hotel?
It’s about 75 percent to be confirmed.
With vaccine in the horizon, how hopeful are you for normalcy to return?
Our typical customers are the top corporate guests that are looking for personalised experiences and service. We like to call this a roll out of the micro – vacation. With vaccination rates being up, the domestic leisure travel segment is breathing life into Nigeria hospitality industry, we are on the road to full recovery.
There is a lot of pent-up demand, especially in the luxury segment of hotels. For example, we are seeing extremely high demand in Lagos for leisure, our rates have not dropped. For domestic travellers, we are offering flexibility in their booking dates and a wholesome, future-ready experience tailored to the ‘new normal’ that we are all faced with today.
In your projection, what direction will the hospitality business be taking in 2021?
It is important to remember that the hospitality sector is no stranger to crisis. Our industry has survived countless challenges and periods of economic downturn, and COVID-19 is no exception. Industry experts predict that the industry might begin seeing a rebound in typical demand within 18 to 24 months.
Understandably, hotels will be expected to adopt heightened cleaning standards moving forward, as cleanliness will be a critical factor in a guests’ decision to book a hotel room. Secondly, technology, love it or hate it, the hospitality business cannot ignore it. Hospitality providers will need to serve guests in a significantly more connected way, striking the right balance between automated solutions and human interaction.
So much change. And so much of it driven by the most important person in hospitality: the guest. Every brand operating in this dynamic and innovation[1]friendly market wouldn’t have it any other way.
What is your favourite local meal?
Suya and pepper soup anytime of the day.
What legacy do you want to leave after your time here?
There is no doubt that the success of this hotel and customer satisfaction is the best legacy I would like to leave behind.
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