September 2022 Digital Issue

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CONTENTS 

FEATURES 

10 HIGH-TOUCH HOSPITALITY 

HITEC underscores the important role 

technology plays in the hospitality world 

12 ALL INCLUSIVE 

Fostering a culture of DE&I to retain 

diverse talent is critically important 

13 PUSHING FOR CHANGE 

HAC calls on government for much-needed 

investments and policy shifts 

14 THE BIG REVEAL 

124 on Queen achieves project milestone 

16 RUNNING THE BASES 

Sky McLean expands the Basecamp 

Resorts brand 

17 THE HOSPITALITY 

MARKET REPORT 

CBRE’s forecast shows 2022 is on track 

to be a year of unparalleled recovery 

28 THE PATH FORWARD 

The international hotel landscape 

continues its spotty recovery in 2022 

VOLUME 35, NO. 6 | SEPTEMBER 2022 

A SENSE OF PLACE 

OZ Architecture looks at 

key design opportunities 

for resorts 

41 

36 THE CHANGE-UP 

Hospitality design firms create 

community-led co-working space 

43 SUNNY SIDE UP 

Hotels are re-imagining 

breakfast offerings 

47 DIGITAL CONSUMPTION 

Keeping up with digital-asset systems 

is crucial for the customer experience 

48 

HOTELIER 

Craig Reaume, 

W Toronto 

COVER PHOTO: STOCK.ADOBE.COM/ZARYA MAXIM 

Feelin’ our content? 

33 

GETTING 

PERSONAL 

Operators make efforts 

to personalize the 

guest experience 

DEPARTMENTS 

2 EDITOR’S PAGE 

5 CHECKING IN 

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hoteliermagazine.com SEPTEMBER 2022 | 1

EDITORIAL 

WHAT'S ON 

THE HORIZON 

With summer now fading into our collective 

memory, the industry is turning its sights on the 

last quarter of the year. For many hoteliers, the 

summer has been a great time to solidify sales 

and bask in the glow of increased travel trends. Now, they wait 

with bated breath to see how the fall will play out and whether 

business travel will begin to rebound. But with news that travel 

prices are expected to continue their upward trajectory, the 

reality may play out differently than many had hoped. 

According to the 2023 Global Business Travel Forecast, published 

last month by CWT (the B2B4E travel-management platform) and 

the Global Business Travel Association (GBTA), rising fuel prices, 

labour shortages and inflationary pressures in raw-material costs are 

the primary drivers of expected price growth. 

Interestingly, the past two years seem to have moved 

sustainability on the front burner as consumers and businesses 

have become increasingly concerned about combating climate 

change. That means there will be a renewed focus on promoting 

greater visibility at the point of sale for greener travel options, 

as well as carbon footprinting, helping the travel industry to 

actively assist in responsible choice-making. 

It doesn’t appear prices will decrease any time soon. Pent-up 

demand, a desire to build company culture and an uncertain 

economic outlook mean the cost-per-attendee for meetings 

and events in 2022 is expected to be approximately 25 per 

cent higher than in 2019, and it’s forecast to rise a further 

seven per cent in 2023. 

According to the study, prices are expected to rise 48.5 per cent in 2022, but even 

with this steep price increase, prices are expected to remain below pre-pandemic levels 

until 2023. Following an increase of 48.5 per cent in 2022, prices are expected to rise 

8.4 per cent in 2023. Rising demand and continued price rises on jet fuel, are putting 

upward pressure on ticket prices. 

On the hotel front, prices fell 13.3 per cent in 2020 from 2019 and a further 9.5 per 

cent in 2021, however the report expects them to rise 18.5 per cent in 2022 followed by 

an 8.2 per cent lift in 2023. Hotel prices have already eclipsed 2019 levels in some areas 

such and are expected to do so globally by 2023. 

In most parts of the world, hotel rates have risen sharply, including a 22 per cent 

increase in North America and a forecast 31.8 per cent across Europe, the Middle East & 

Africa. This has been fuelled by an accelerated recovery coupled with continued capacity 

constraints. 

Hotel rate increases were initially driven by strong 

leisure travel in 2021 but group travel for corporate 

meetings and events is improving and transient business 

travel is gaining healthy pace, putting further pressure on 

ADR. To access the full report of the study, click here. ◆ 

2 | SEPTEMBER 2022 

ROSANNA CAIRA rcaira@kostuchmedia.com 

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WITH US 

HotelierMagazine 

@RCaira_Kostuch 

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ROSANNA CAIRA 

Editor & Publisher 

AMY BOSTOCK 

Managing Editor 

NICOLE DI TOMASSO 

Assistant Editor 

COURTNEY JENKINS 

Art Director 

JENNIFER O'NEILL 

Design Assistant 

WENDY GILCHRIST 

Director of Business Development 

CATHI KREWICKI 

Account Manager 

KIMONE CLUNIS 

Sales & Marketing Assistant/ 

Events Co-ordinator 

DANNA SMITH 

Administrative Assistant 

DANIELA PRICOIU 

Accounting Services 

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ADVISORY BOARD 

Andrew Weir, Destination Toronto; Anne Larcade, Sequel 

Hotels & Resorts; Anthony Cohen, Cresent Hotels — Global 

Edge Investments; Bonnie Strome, Hyatt Hotels; Christiane 

Germain, Germain Hotels; David McMillan, Axis Hospitality 

International; Don Cleary, Marriott Hotels; Geoffrey Allan, 

Project Capital Management Hotels; Hani Roustom, Friday 

Harbour Resort; Heather McCrory, Accor; Laura Baxter, Co-Star 

Reetu Gupta, Easton's Hotels; Ryan Killeen, The Annex Hotel 

Ryan Murray, The Pillar + Post Hotel; Stephen Renard, Renard 

International Hospitality & Search Consultants 

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Headlines

SPONSORED CONTENT 

CHECKING IN 

Dustbane delivers 

innovation and 

efficiency to cleaning 

and disinfection 

Hotel cleaning has taken on a whole 

new meaning since the pandemic 

began. Heightened cleaning and 

disinfection protocols, combined 

with supply-chain issues and staffing shortages, 

have created additional challenges — and costs 

— for hotel operations. 

“Operators need new, innovative ways 

to help them keep their operations 

running smoothly while taking pressure 

off frontline staff and their budgets,” 

says Shannon Hall, president, Sales for 

Dustbane Products Ltd. 

With guests expecting a more elevated experience when it comes 

to cleaning and a sense of safety, housekeeping staff have been 

tasked with more frequent cleaning and disinfection protocols. This 

is not an easy task given the ongoing staffing shortages and high 

turnover rates. Adding to the challenge is that training for the new 

protocols has been limited, and new disinfection tools also require 

specialized training and specific timelines for applications. 

Dustbane’s line of cleaning-and-sanitation products has always 

been focused on creating cost savings, labour and productivity 

improvements, as well and health-and-safety or environmental reasons 

to change, says Hall. “What many operators don’t realize is that many 

tools like the Victory Electrostatic Sprayers, can be used for applications 

beyond disinfection. Helping to reduce the labour required to do 

odour control, soap-scum removal, and even pest control.” 

She adds that supply-chain shortages have also made it more 

difficult to access common items such as vacuums and auto 

scrubbers. “Customers are now starting to look to alternatives to 

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traditional upright vacuum types like our DB Series canister vacs 

that are also delivering better ROI and improved efficiencies,” 

says Hall. 

Another area where alternatives can help ease costs and 

time is specialized deep cleaning such as tile and grout, 

carpets, garbage compactors and odour control. Typically, 

these are outsourced to contract cleaners as they are too 

time consuming for housekeeping. Hotels can 

reduce their costs with technology such as 

Dustbane’s Doodle Scrub that can deep clean 

those areas in seconds. 

The need for more frequent spot 

cleaning has also increased, leading to 

a growing demand for products such as the Dustbane Power Clean 

Mini Spotter and Pivot orbital machine by Square Scrub. “The Victory 

sprayer, in combination with Dustbane’s Bio-Bac II or Bio-Bac Free, 

can also be a great option for odour control in stairwells, garbage 

and organics bins where odour build up can also attract bugs and 

rodents,” says Hall. 

As a Canadian manufacturer, Dustbane prides itself on developing 

chemicals that are less impactful on the environment and provide 

a safer alternative to some of the harsher chemicals on the market. 

Its Ecologo-certified products help reduce the amount of waste 

and packaging created by traditional chemicals, while also reducing 

carrying costs and order frequency. “In summary, they help improve 

the bottom line while making it simple for staff to use,” says Hall. 

For hotels looking to find out more about how to improve 

efficiency and costs, Dustbane’s site-survey process can help hotels 

identify immediate 

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MARGARET MULLIGAN 

THE LATEST INDUSTRY NEWS FOR HOTEL EXECUTIVES FROM CANADA AND AROUND THE WORLD 

Very saddened 

to learn of the 

passing of a great 

man, Deepak 

Ruparell. 

He was a mentor 

and a beloved 

friend to me for 

the last 15 years. 

Words don’t do 

justice to losing 

someone like 

him. He radiated 

kindness and 

generosity. This is 

a huge loss not just 

for his family but 

for Canada 

IN 

MEMORIAM 

Hotel industry mourns loss 

of Deepak Ruparell 

The Canadian hotel industry is mourning 

the loss of Silver Hotel Group president 

Deepak Ruparell, who passed away 

August 8 at the age of 67. 

Ruparell, who accepted Hotelier 

magazine’s Pinnacle Award for Company 

of the Year in December 2021, was renowned for 

his modesty, actively shunning the limelight and 

downplaying his success and accomplishments. 

In an interview last year, Susie Grynol, president, Hotel Association of Canada, 

praised the leader for his work with the association during the pandemic. “Deepak 

was a champion. When our industry started to unravel, he stepped up. He’s been a 

tireless supporter of the association. He didn’t miss a meeting, and he put in the work 

at the ground level, to make calls to MPs and to deliver the message that needed to 

be delivered in order to move our advocacy objectives forward. This industry hit a 

point of massive crisis and there were a few people who really stepped up and provided 

leadership, and he was one of them.” 

He also founded The Ruparell Foundation, which allows Silver Hotel Group to give 

back to staff and community through initiatives such as university scholarships for 

employees’ children, professional-development courses, team-building initiatives and 

volunteering with organizations such as Habitat for Humanity, and Meals on Wheels. 

At each leadership conference, there’s a focus on a particular charitable activity, such 

as providing lunch-bag meals for the homeless or building bikes for kids in Toronto’s 

Regent Park neighbourhood through the Dixon Hall Music School. 

“Very saddened to learn of the passing of a great man Deepak Ruparell,” posted 

Brampton mayor Patrick Brown on Twitter. “He was a mentor and a beloved friend to 

me for the last 15 years. Words don’t do justice to losing someone like him. He radiated 

kindness and generosity. This is a huge loss not just for his family but for Canada.” 

Ruparell leaves behind his wife Avni. He was a beloved father (father-in-law) of 

Rajeev, Shivani, Aarti and Sonia (Alex) and grandfather to Priya and Simran. A 

private funeral service was held in New York, with only close family in attendance. 

The family appreciates everyone’s support, prayers and words of comfort and asks for 

privacy at this time.◆ 


Now Open: 

Ace Hotel Toronto 

Ace Hotel Toronto, located in the city’s 

historic Garment District, has opened its 

doors. The 123-room hotel and its public 

spaces were designed by Toronto-based Shim- 

Sutcliffe Architects and Atelier Ace. 

Chef-partner Patrick Kriss, who holds 

the title of “Outstanding Chef” by Canada’s 

100 Best Restaurants consecutively from 

2017 to 2020, oversees all dining menus 

at Ace Hotel Toronto. He works alongside 

executive chef Devin Murphy, who runs daily 

kitchen operations, and pastry chef Victoria 

Ammendolia. Anchoring the building is 

Alder, a seasonal wood-fired restaurant. For 

its menu, chef Kriss draws inspiration from 

traditions and techniques in and around the 

Mediterranean while the hotel bar program is 

overseen by beverage manager James Park and 

sommelier Arashasp Shroff. 

Additionally, The Lobby offers a menu of pastries and locally roasted Sam James 

Coffee in the morning, followed by craft cocktails, wine by the glass, beers, snacks and 

shareable small plates at night. The Lobby also features a robust calendar of music, arts and 

cultural programming. Atop of the hotel is Evangeline, an 80-seat rooftop bar and lounge 

spread across a cozy indoor area and an open-air patio. Expected to open later this year, 

Evangeline will serve finger foods and small plates, along with beer, cocktails and wine. 

“Long a leading global light for its forward-thinking approach to city-making and 

design, Toronto is a city that embraces originality and is rooted in the same open-toall 

philosophy that founded Ace,” says Brad Wilson, CEO of Atelier Ace / Ace Hotel 

Group. “We could not be more proud to open Ace Hotel Toronto — the architectural 

magnificence of Shim-Sutcliffe Architects’ work has created a bonafide wonder. They 

have built an inherently civic space that respects the neighbourhood’s storied past 

while nurturing its future. Likewise, chef Patrick Kriss has worked in tandem with our 

team to create something exceptional at Alder.” 


Setting 

Sail 

After 28 years of dedicated 

service, Stuart Laurie 

has retired from IHG 

Hotels & Resorts. Laurie’s 

accomplishments are vast and 

his influence on Canadian 

hotel development extends 

beyond the impressive 

distribution of IHG brands 

across the country. His 

mark on the Canadian 

hospitality space can be 

seen from coast-to-coast. 

Laurie will be enjoying his 

retirement by continuing his 

passion for sailing. 

New GM at 

The St. Regis Toronto 

Hiren Prabhakar has been appointed general manager at The St. Regis Toronto, 

bringing 29 years of hospitality experience in luxury and full-service hotels to his 

new role. A member of the Marriott team for the past eight years, Prabhakar most 

recently opened the Toronto Marriott Markham, the first newly built, re-designed 

Marriott in Canada. Previously, he led the first global re-branding for St. Regis Hotels 

& Resorts at The St. Regis Moscow Nikolskaya in Russia. He has also held roles 

across India, Dubai, Poland, Spain, Germany, Zambia and Saudi Arabia. Additionally, 

Prabhakar’s time with Marriott has included the coveted Hotel of the Year, Marriott 

Luxury Brands Europe Award in 2017 at The St. Regis Moscow. He was also awarded 

General Manager of the Year at the Toronto Marriott Markham in 2019. 

WILLIAM JESS LAIRD [ACE HOTEL] 

Reaching Milestones 

Easton’s Group of Hotels has marked the completion of structural framework for its 

upcoming hotel, Canopy by Hilton Toronto Yorkville Hotel, which is slated to open in 

November 2022. Studio Munge led the hotel’s unique design. 

Upon completion, the hotel will feature a modern café with retail offerings from 

local businesses on the main floor, a highly anticipated restaurant, an indoor heated 

pool, yoga and fitness rooms and comfortable meeting spaces. The guestrooms can be 

found from the second to ninth floors, while the remainder of the building rising 55 

floors comprises of Gupta Group Developments’ Rosedale on Bloor residential units. 

“[This] is a significant milestone for the construction of this property and a testament 

to the skill and diligence of all parties involved,” says Reetu Gupta, Chairwoman 

and Ambassadress of The Gupta Group and Easton’s Group of Hotels. “We’re excited 

to bring Canada’s very first Canopy by Hilton Hotel to Toronto. The hotel with its 

premium location will bring a unique blend of luxury, convenience and urban living, 

offering a new way for guests near and far to experience the city.” 

Making a Difference 

Coast Hotels Limited, a fully owned 

subsidiary of APA Hotel Canada, Inc., 

has joined UNESCO and Expedia Group 

in the global expansion of the UNESCO 

Sustainable Travel Pledge. The brand 

and eight owned/managed hotels have 

committed to adhering to responsible 

environmental and cultural practices to 

make a difference in their communities. 

The UNESCO Pledge promotes 

responsible practices such as 

environmental protection, community 

resilience and heritage conservation, 

with the goal of changing the nature and 

impact of global tourism. With 22 hotels 

already certified by Green Key Global 

with a Green Key Eco-Rating of two or 

more keys, Coast Hotels adds a further 

commitment to sustainability practices. 

“Coast Hotels are nestled in magnificent 

mountain ranges and spectacular cities, in 

quaint towns and coastal retreats. We want 

to keep those places beautiful and be better 

stewards of the planet,” says Jin Sasaki, 

president of Coast Hotels. “An important 

factor in sustainable tourism is allowing 

the communities and cultures in which we 

operate to thrive. As part of this pledge, we 

commit to supporting our local communities 

through actions such as sourcing produce 

locally and hiring local people.” 

Best 

of the 

Best 

Manoir Hovey has been 

named the number-1 resort 

hotel in Canada for the 

second-consecutive year 

and No.50 in the Top 100 

Hotels in the World by Travel 

+ Leisure magazine’s World 

Best Awards. 

Built in 1900, Manoir Hovey 

is a family-run five-star Relais 

& Châteaux estate. In spring 

2023, Manoir Hovey will 

expand its wellness offerings 

with the debut of a new spa 

and lakefront spa pavilion. 

This addition will include an 

outdoor infinity pool, open 

year-round, and three luxury 

spa suites. 

“We are thrilled with the 

news and truly appreciative 

of the engagement and 

contribution of our valued 

guests,” says Jason Stafford, 

managing director of 

Manoir Hovey. “As a thirdgeneration 

family-owned and 

operated property, we are 

honoured to be recognized 

by this esteemed award for 

a second-consecutive year. 

This sizable achievement 

speaks volumes about the 

long-standing tradition of 

excellence that characterizes 

Manoir Hovey and was made 

possible by the generous 

efforts of our entire staff.” 

hoteliermagazine.com hoteliermagazine.com 

SEPTEMBER 2022 | 7

Supporting 

Guests’ Sleep 

Health 

SPONSORED CONTENT 

NTEN 

RISE... AND SHINE? 

By 

Matt Carter 

Given the pandemic-induced focus on air quality, 

social distancing and sanitation – not to mention 

the regular stresses of modern life – many of us 

are paying greater attention to our personal health 

than ever before. While self-care was previously 

seen as a luxury that involved occasionally 

indulging oneself as a treat, it’s come to be viewed 

as a daily requirement, essential to both physical 

and mental health. 

Indeed, wellness is now a dominant consumer 

value around the world – and a key driver for the 

travel and tourism industry. According to a 2021 

report, the Global Wellness Institute expects 

our increasing emphasis on well-being and 

work-life balance to power a 21 percent 

annual growth rate in wellness tourism 

as we approach 2025. Hoteliers are 

responding with an abundance of 

health-related amenities, including 

on-site experts, meditation classes 

and personalized spa services. Many 

are also ramping up offerings related 

to another key consideration with 

particular relevance for hotels: sleep. 

As the Centers for Disease Control and 

Prevention emphasizes, “getting enough 

sleep is not a luxury—it is something 

people need for good health.” If we’re 

deficient in this regard, it can weaken our 

immune system, making us more likely 

to catch a cold. Research also links sleep 

deprivation with more serious conditions, 

including type 2 diabetes, high blood pressure, 

heart disease, cancer, and obesity. Additionally, 

lack of quality slumber affects our brains, 

accelerating aging and increasing risk of dementia, 

depression, anxiety, and generally ‘fuzzy thinking.’ 

Alarmingly, drowsy driving is likely responsible 

for around 6,000 fatal crashes per year in the 

United States alone. 

Today’s health-conscious guests expect their chosen 

property to provide them with a good night’s rest. 

In fact, a TripAdvisor survey found 55 percent 

look for reviews that specifically mention sleep 

quality before they make a reservation. Guests are 

also increasingly on the lookout for sleep-related 

amenities, such as tech-free rooms, high-quality 

mattresses, pillow menus, and even in-room consultations 

aimed at resetting unhealthy sleep patterns. 

Of course, no such offering is complete without 

addressing noise – a problem with which hoteliers are 

all too familiar. For decades, it’s ranked among the top 

guest complaints across all property types, and is known 

to disrupt sleep by preventing onset, prompting shifts 

to lighter stages, and causing awakenings. However, the 

solution to this issue might come as a surprise to those 

unfamiliar with the science of acoustics. 

Studies conducted in healthcare, residential and military 

facilities show the likelihood a noise will disrupt an 

occupant largely depends on how much change it causes 

in their room’s typical ambient conditions. The greater 

the change, the harder it is for them to ignore, even 

while asleep. The ambient level in most guest 

rooms is often just 28 to 33 A-weighted 

decibels. In these ‘pin-drop’ environments, 

just about any noise – even normal 

conversation in the hallway – creates 

a significant change. 

Guests can be made more comfortable 

by taking a simple step that initially 

seems to contradict the goal of 

reducing noise: 

increase their room’s 

background sound level using masking 

sound. Although often compared to 

softly blowing air, the sound produced 

by a commercial-grade device such as 

MODIO Guestroom Acoustic Control 

follows a specific spectrum developed by 

the National Research Council to balance 

the need for acoustic control with that of 

occupant comfort. It covers many noises 

and reduces the disruptive impact of others, 

creating a less variable – and, therefore, more 

comfortable – sleeping environment. 

The rapidly-growing demand for such wellness offerings 

provides abundant opportunities as hotels continue 

to recover from the pandemic. Equipping your guest 

rooms with masking will ensure your guests get the 

‘healthy-dose’ of sleep they need to feel refreshed and 

rejuvenated – and singing your property’s praises, 

rather than anxiously awaiting their return home. 

Make sure your guests wake refreshed and ready to face the 

day – with MODIO, the only sound masking device specifically 

designed to let them control their room’s acoustics, just as 

they do temperature and lighting. The result? Fewer sleepless 

nights for them. Fewer noise complaints for your hotel. 

And a lot of praise for MODIO. It’s a win-win-win situation. 

CONTACT US FOR A DEMO | WWW.MODIO.AUDIO 

© 2022 K.R. MOELLER ASSOCIATES LTD. PATENT INFORMATION AT MODIO.AUDIO/PATENTS. MODIO AND LOGISON ARE TRADEMARKS OF 777388 ONTARIO LIMITED

HIGH-TOUCH HOSPITALITY 

Amidst the focus on tech trends, HITEC also offered labour solutions 

TECHNOLOGY 

BY LARRY AND ADAM MOGELONSKY 

This year’s HITEC — perhaps the world’s foremost 

hospitality-technology tradeshow — marked its 

first full return since the cancelled 2020 outing 

and the scaled-back exhibition in Dallas last 

September. A whirlwind of a show, the light 

at the end of the tunnel for hotels across Canada is that 

every technology vendor was keenly focused on helping the 

industry solve our labour issues. 

And while the exhibition, — this year, held in Orlando, 

Fla. — may already be several months in the rearview 

mirror, the industry’s current challenges are not, so it serves 

as a reminder on the importance of tech to support hotel 

operations and evolve the brand with new service offerings. 

Key to helping with labour is automation, automation 

and more automation. But there still seems to be a stigma 

around this word because of the implied creative destruction 

underpinning it — an assumed organizational downsizing. 

The opposite is, in fact, true. 

The automation of hotel operations is actually about using 

software, and perhaps a few ounces of machine learning and 

behavioural science, to handle the repetitive tasks that some 

associates would have to carry out manually in order to keep 

things running smoothly. Now, with those basic functions 

digitized then digitalized, your teams have more time to focus 

on complex tasks — the work that gives their jobs meaning 

— be it direct contact with guests, finalizing a big sales deal, 


developing a new brand initiative or anything else that gives 

a staffer or manager a sense of accomplishment. 

Even a platform that helps reduce e-mail notification 

volume will do wonders to lessen the interruptive work that 

blocks managers from devoting large chunks of time to a 

singular project and produce quality results. E-mail can be 

a silent stressor of nearly any modern workplace, so aiming 

for the Holy Grail of ‘inbox zero’ via a slate of automation 

tools will have a profound ripple effect on the happiness of 

your teams. 

To paraphrase one of the smartest technologists in the 

hotel industry, this ‘no touch’ automation enables the ‘high 

touch’ of hospitality. 

So, how exactly is tech helping hotels address their labour 

challenges through automation? This would take more than 

a 100 pages to properly demonstrate all the neat features that 

specific vendors have rolled out. Instead, we can summarize 

the solutions presented at HITEC and a general approach to 

hotel technology in five broad principles. 

1. Develop a process for continuous success. 

Deploying anything new is hard. From evaluation and 

implementation, through to team training and ensuring 

ongoing ‘daily active usage,’ technology needs to be 

hardcoded into your culture through SOPs, rich data 

integrations and, above all, a tacit ‘why’ that every member 


of the team understands. With so many vendors, a hotel 

stack can easily become convoluted to the point where 

incremental improvements to the guest experience are 

stymied by incompatibilities or ‘zombie platforms’ that no 

one really uses. 

2. Protect your human stack. Regardless of the 

hardware and software deployed, ultimately everything in a 

hotel comes down to the people you have who find the best 

solutions, develop the platform interfaces and maintain all 

the systems. The more the world of hotels becomes entangled 

with technology, the more central your IT team becomes and, 

at the same time, the more paramount it is that everyone 

in every department have a firm grasp of how it all works. 

Nurture your people that make this happen by embracing 

technology on the cultural level and supporting this process 

through continuing professional development. 

3. Simplify before you expand. The whole notion 

of ‘zombie platforms’ implies many disparate silos of data 

co-existing and overlapping. Look to simplify by finding 

partners that can deploy versatile solutions. Quite often, 

the best solution is to first deepen your relationship with 

existing vendors rather than deploy a new one to fit a narrow 

range of functionality. Again, part of the process must be 

to continually upgrade your human stack by ensuring team 

members are trained on all current systems and have time to 

keep up-to-date with all the latest technology news. 

4. Build rich data connections. Whether it’s an 

integration or interface, hotel tech stacks are gradually 

moving towards unified guest profiles and sophisticated 

customer personas at the centre, with onion-like layers of 

automation software extending outward to all departments. 

You will unavoidably need a field manual to understand the 

alphabet soup of hotel technology acronyms out there — 

PMS, CRS, POS, CRM, RMS, BI, WBE, CMS, PM, CDP 

and so on — but these pieces cannot exist in isolation. You 

need good IT professionals and a clear vision to build the 

data connections that will make all these tools actionable 

and improve the guest experience. 

• A CONSTRUCTION 

SOLUTIONS COMPANY 

• SPECIALIZING IN 

HOTEL CONSTRUCTION 

5. There will always be more you can do. One of 

the most profound beauties of technology is that it never 

stops improving. Each vendor is hard at work developing 

new features to stay competitive, while companies outside 

the hotel industry will influence the direction of the guest 

experience, either directly through bespoke products and 

sales efforts or implicitly by influencing customer behaviour 

or traveller demands. Technology is as much a process of 

evolution as it is any given function, thus reaching a likewise 

mindset to ensure success. 

With labour hard to find for the foreseeable future, 

automation is of critical importance for hospitality, starting with 

the process that will define the timetable of priorities for the year 

ahead. Then, luckily for you, HITEC next year takes place at the 

end of June 2023 in Toronto, offering all Canadians a great host 

city in which to learn and be inspired. ◆ 

Larry and Adam Mogelonsky are partners 

of Hotel Mogel Consulting Limited. You 

can reach Larry at larry@hotelmogel.com 

or Adam at adam@hotelmogel.com 

EXPERIENCE... 

THE DIFFERENCE 

416-625-2522 

BAYCON.CA

PUSHING FOR CHANGE 

12 | SEPTEMBER 2022 hoteliermagazine.com 

hoteliermagazine.com SEPTEMBER 2022 | 13 

DIVERSITY HAC 

ALL INCLUSIVE 

Retaining diverse talent means focusing on more than diversity 

BY CAYLEY DOW 

HAC continues to 

lobby government for 

policy shifts to aid in 

industry growth 

The talent 

leaders and employees 

BY SUSIE GRYNOL 

shortage and 

at all levels. 

retention 

issues have 

Develop Inclusive 

been felt most 

Leaders 

deeply by the 

A culture of DE&I needs The Hotel Association of Canada 

hospitality 

to come from the most 

(HAC) team has been hard at 

industry and, although 

senior leadership levels. 

work this summer to build out 

it has always mattered, 

Truly inclusive leaders 

a bold tourism-and-hospitality 

diversity, equity and 

inclusion (DE&I) in our 

industry is now more critical 

than ever. 

The hospitality industry 

naturally attracts diverse 

talent, but diversity alone 

is only one part of the 

equation. Most organizations 

put great energy into 

getting diverse talent in 

the door by offering unique 

perks, compensation and 

recognition, but these 

initiatives will fall short for 

an employee who simply 

doesn’t feel they belong. 

Creating a culture of 

belonging fosters equity and 

inclusion, which are also key 

to the diversity equation. 

DE&I Defined 

Although commonly 

grouped in a phrase, the 

terms diversity, equity and 

inclusion (DE&I) are quite 

distinct. “Diversity” is the 

‘mix’ — it encompasses the 

variety of unique dimensions, 

qualities and characteristics 

we all possess. “Inclusion” 

creating a culture that 

embraces, respects and 

values differences. “Equity” 

is the promise of equal access 

to opportunity, where all 

people are given resources 

to participate, perform and 

engage to the same extent. 

Why DE&I? 

In a recent McKinsey & 

Company study, it was 

found that companies in 

the top quartile for gender, 

cultural and ethnic diversity 

outperformed bottom 

quartile companies by up to 

36 per cent in profitability. 

A mix of backgrounds, 

perspectives and life 

experiences is more likely 

to generate more and better 

solutions to problems than 

a group of “like-minded” 

people. This mix also 

nurtures a more vibrant and 

engaging community. 

Fostering a Culture 

of DE&I 

Building culture is about 

can be who they are and 

be valued for their unique 

experiences. This is what 

makes them want to stay. 

Employees who differ from 

most of their colleagues 

often hide important parts of 

themselves at work for fear 

of negative consequences. 

Understand how your 

employees are feeling by 

asking their permission to 

discuss the issues and barriers 

they’re facing at work. 

Consider holding one-onone’s, 

not only with your 

active employees, but also 

those who have departed. 

Use this knowledge to assess 

how diverse, equitable and 

inclusive your organization 

is, to understand where there 

may be barriers in hiring, 

advancement and retention 

of certain groups, and to 

strategize meaningful ways to 

remove them. As a starting 

point, initiatives should 

include mandatory 

DE&I training for 

seek to understand the 

challenges and inequalities 

that exist for underrepresented 

groups such as 

women, visible minorities, 

Indigenous people, people 

with disabilities and people in 

the LGTBQ2+ communities. 

They approach people with 

humility and a learning 

mindset, asking questions 

such as “If you were giving 

me advice on how to make 

the workplace fairer and 

more welcoming, what 

would you say?” In group 

settings, they ensure diverse 

participation by asking 

“whose perspective are we 

missing?” They are allies 

and collaborators, driving 

systemic improvements to 

workplace policies, practices 

and culture. 

At a time when difficulty 

retaining employees is 

making headlines, one must 

focus not only on diversity, 

but on the other key elements 

of the equation — equity and 

inclusion — as well. ◆ 

growth strategy that will prioritize 

the sector as a key economic engine 

for government, with much-needed 

investments and policy shifts. 

The new Federal Tourism Growth 

Strategy is a unique opportunity to 

shape the government’s approach to 

our industry over the long term. HAC 

developed its policy recommendations 

through member consultations, 

surveys, focus groups and thorough 

economic analysis. We asked members 

about the biggest barriers to recovery 

and what is needed to kick-start 

growth across the hotel sector. The 

results of the consultations brought to 

light key concerns regarding labour, 

the hotel-investment environment, 

restrictive travel regulations and the 

need to support and celebrate our 

industry’s environmental and socialresponsibility 

endeavours. 

Chief among our asks is reform to 

Canada’s immigration system that will 

prioritize accommodation workers 

for processing and increase quota 

allocation. This will be essential in 

alleviating the critical labour shortage 

being felt across industry. To address 

domestic labour force gaps, we have 

recommended targeted recruitment 

campaigns for Canadians and tax 

and skills development and support for 

key demographics. 

Second is a sizeable investment 

strategy that will deliver new sources of 

patient capital, tax credits for retrofits 

and capital-cost allowance write-offs. 

And, of course, central to our asks 

is a predictable, frictionless travel 

experience, with increased air access to 

secondary and tertiary markets. You can 

find our submission on our website at 

hotelassociation.ca. 

We have been working closely with 

other leading national associations, 

including The Tourism Industry 

Association of Canada, Tourism HR 

Canada, the Indigenous Tourism 

Industry Association and Destination 

Canada to coordinate sector-wide 

alignment. We’ve also mobilized more 

than 120 tourism-and-hospitality 

business associations under the banner 

of the Coalition of the Hardest Hit 

Businesses (founded by HAC during 

COVID), to amplify our key asks. In 

fact, the Coalition has submitted our 

ambitious growth plan for a stronger 

and more inclusive tourism sector. 

Naturally, we have also been working 

alongside our Minister of Tourism, 

Randy Boissonnault and have had a 

series of meetings with him regarding 

the Growth Strategy this summer. First, 

a select group of senior hoteliers met 

with the Minister in Ottawa in July to 

discuss the needs of the sector. A big 

thank you to those that flew to Ottawa 

to attend the meeting. Next, HAC was 

also invited to the Minister’s riding 

in Edmonton to meet with him and a 

small group of national leaders in the 

tourism industry to further refine the 

Growth Strategy. 

Next up will be a major lobbying 

effort in the Fall to get action on 

all the big, bold ideas in the growth 

Strategy. We will need a full court press 

to get this across the finish line. Stay 

tuned for more details on how you can 

support this work. ◆ 

is making the ‘mix’ work. focusing on behavioural 

Cayley Dow is the founder and CEO of Thrivity Inc., a 

credits to encourage worker mobility. recommendations for the Growth 

human-resources consulting and coaching firm that 

Susie Grynol is the president of 

It unlocks the power of change that creates an 

Our labour recommendations also Strategy regarding labour, borders and 

helps service-oriented businesses to thrive in the 

the Hotel Association of Canada. 

diversity by collectively environment where people 

ever-evolving world of work. 

include increased funding for training transportation, investment and an



SEPTEMBER 2022 | 15 

PROFILE 

Queen. “It’s much larger than what you 

see from the street. You are more a part 

of a community. There is nothing like 

it in the region, and a great place for 

world travellers that want to disconnect 

and have fun.” 

He points to the newly constructed 

bar area that serves as the nervous 

system of the hotel, providing a 

relaxing and spacious setting for 

enjoying cocktails and small bites. 

The property offers 72 guestrooms ranging 

from single to full apartment-style suites 

original building in 2013, the 

partners bought an adjacent 2,700 

exceeding 

sq. ft. non-heritage building. They 

replaced it with an 11,000 sq. ft. 

building, which increased the room 

The 12,000-sq.-ft. world-class 

Nordic-inspired destination spa 

count from 16 to 26. 

At the same time, they moved 

Treadwell Cuisine, a popular local 

The floor-to-ceiling windows 

overlooking the courtyard create an 

al-fresco ambiance, while a small 

speakeasy dining area in a hidden 

restaurant and recognized leader in the 

farm-to-table movement to the site. The 

welcoming restaurant features an open 

kitchen and outdoor patio dining where 

corner provides the perfect spot for an guests can enjoy the courtyard gardens. 

124 ON QUEEN CREATES A 

intimate gathering. 

The Gate House was another critical 

TREASURE TROVE OF DELIGHTS 

The layout of the hallways on the addition in 2018. “We didn’t have 

BY DENISE DEVEAU 

main floor offers multiple exits to 

the street, courtyard and storefronts, 

space for events so spent $1.5 million 

on renovations, adding another 10 

including a Starbucks, The Budapest rooms, a bistro also run by Treadwell, “Delivering the highest level of service 

When a small apartment 40,000-sq.-ft. signature building on aesthetic typically seen in the town. 

Baker, Maple Fudge, OLiV Tasting and wedding facilities,” says Capasso. has been a constant since day-1. 

rental property in the the back of the original site. The new “We were aiming for a different 

Room, Pistachio’s Gelato and Pastries, Another acquisition of note is the Certainly, we made mistakes along the 

Old Town district of build includes 39 rooms, an expansive market,” he explains. “Instead, we 

Maison Apothecare and Ghost Walks. Caroline Building. Built in the early way, but we never lost sight of that part 

Niagara-on-the-Lake, cocktail lounge and meeting spaces, opted for pastel furnishings, light floors 

“We wanted to maintain the 2000s, it is home to four one- and twobedroom 

of the business.” 

Ont. came up for sale, 124 on Queen 

Hotel & Spa owners Nick Capasso 

and David Jones decided to join forces 

to build a unique hotel legacy in the 

picturesque town. Given they had no 

history in the industry, they relied on 

their extensive travel experiences to 

create stays that would check all the 

right boxes for guests. 

“We didn’t really know what we 

were doing when we started, but we 

knew what we liked in hotels when we 

travelled,” says Capasso. 

The 124 on Queen that you see 

today has come a long way. After 12 

years of expansion efforts, the team is 

celebrating its biggest milestone yet: 

the official launch of a newly minted 

plus a world-class spa that draws guests 

from miles around. Architects for the 

project were St. Catharines-based 

Quartek Group Inc. 

Factoring in all six of its properties, 

124 on Queen now offers a total of 72 

guestrooms, ranging from single to fullfledged 

apartment-style suites. 

The owners take pride in the fact 

that 124 on Queen is far from the 

typical Niagara-on-the-Lake property. 

“When we first started, it was still called 

Victorian Villas,” says Capasso. “We 

realized right away we didn’t want to be 

another traditional, red velvet, darkwood 

type of property, so we settled on 

a new name.” 

They dispensed with the Victorian 

and a contemporary wine-country feel. 

The cabinets, flooring and furniture 

are modern, while still honouring the 

town’s heritage.” 

Suites are generous in size (350 sq. ft. 

is the smallest), offering a large helping 

of high-end amenities, custom-designed 

mattresses, state-of-the-art appliances 

and electronically programmed 

fireplaces. Many have kitchen facilities. 

“We sought out the best materials and 

structural components and took every 

soundproofing precaution to ensure 

guest privacy,” says Capasso. 

General manager Eric Quesnel, who 

spent decades with Fairmont Hotels and 

Resorts, says guests are not experiencing 

a typical hotel when they stay at 124 on 

connection to the streets and old 

town,” explains Capasso. “It’s almost 

like a village. We’re not a 19-storey 

Hilton. We’re quite the opposite, so we 

made sure that our hotel flowed with 

the buildings on Main Street.” 

A particular point of pride is the 

12,000-sq.-ft. world-class Nordicinspired 

destination spa in the lower 

level of the new building. It features 

treatment rooms, a relaxation lounge 

and a one-of-a-kind a hydrotherapy 

circuit, complete with hot and cold 

pools, sensory showers, steam rooms, a 

sauna and snow room. 

Getting to this point took years of 

patience and a keen eye for acquisition 

opportunities. After purchasing the 

suites with full kitchenettes 

and living rooms. 

While the major part of the latest 

renovation project is completed, 

Capasso says there is more to come. 

Hidden below the main property is a 

new 20,000-sq.-ft. underground parking 

garage. Plans are to build a green roof 

and wellness area on top, which will 

include an outdoor yoga/meditation 

area, spa cabanas, and reflecting pools. 

A key component throughout its 

history has been a focus on highlevel 

customer service, he stresses. 

During COVID the owners continued 

to employ staff to ensure they were 

ready and able to continue their work 

when the hospitality sector re-opened. 

The new building was originally 

targeted to open around mid 2021, 

but like many hotel projects across 

the country, COVID slowed down the 

schedule considerably, he adds. “The 

pandemic was the biggest challenge 

we have had to face, from managing 

overhead and staffing to construction 

and supply delays.” 

With the worst behind them, 

Capasso says they are now ready 

to welcome guests with open arms. 

“Business has come back very strong as 

people are looking for somewhere to go. 

We’re seeing a huge surge in corporate 

groups. Weddings and reservations are 

off the charts. So far everything has 

exceeded our expectations.” ◆ 

JOHN TRIGIANI

PROFILE 

running 

the bases 

Sky McLean has built a 

successful empire with 

Basecamp Resorts 

BY NICOLE DI TOMASSO 

Sky McLean is changing the 

face of the hospitality industry 

as the founder and CEO of 

Western Canada’s fastestgrowing 

hospitality brand, Basecamp 

Resorts. After receiving her MBA in 

real estate from the Schulich School of is slated to open December 2024; and 

Business at York University, McLean Basecamp Resorts Fernie, which is also 

moved to Calgary where she gained an slated to open December 2024. Many 

interest in the Airbnb business model. properties are BUILT GREEN to reduce 

In 2017, at the age of 33, McLean their environmental impact and feature 

opened the doors to Basecamp Resorts pet-friendly units, premium bedding, fully 

Canmore, a modern boutique hotel equipped kitchens and outdoor hot tubs. 

with 32 apartment-style suites that Guests also have access to various outdoor 

provides guests with the comfort of activities, including skiing, snowboarding, 

Airbnb but the amenities of a hotel. skating, hiking trails and more. 

Soon after, McLean launched the Over the years, McLean says she has 

Basecamp Resorts brand. 

enjoyed forming business relationships 

The company debuted on Hotelier’s the most. Additionally, the company 

Top 35 Report with gross sales of $10 raises money at least once a year for 

million in 2021. Currently, McLean the Canmore hospital, as well as other 

and her team run eight properties, local charities. 

with plans to open four more locations “I’ve enjoyed my experience 

over the next few years. Properties with people. Most importantly, I’ve 

currently open include Basecamp enjoyed building a team that’s equally 

Resorts Canmore, Basecamp Suites passionate about the brand and its 

Canmore, Basecamp Lodge Canmore, growth. We’ve been able to create jobs 

Basecamp Resorts Revelstoke in B.C., and give back to the community. We 

Basecamp Lodge Golden in B.C., have built, and continue to build, a 

Lamphouse Hotel Canmore, Northwinds lot of great [relationships within the] 

Hotel by Basecamp in Canmore and community that go beyond just the 

Baker Creek by Basecamp in Lake accommodation.” 

Louise, Alta. The brand’s newest 

She admits being a hospitality CEO 

hotels include Basecamp Suites Banff, comes with challenges. “Running 

which opens this month [September]; a business and [being a mom and 

Basecamp Suites Revelstoke in B.C., wife is a juggling act]. There’s more 

which is slated to open in December responsibility at home and keeping the 

2023; Basecamp Resorts Golden, which business going poses a significant, but 


Basecamp Resorts Revelstoke 

Basecamp 

Resorts Revelstoke 

also very rewarding, challenge.” 

Undoubtedly, the COVID-19 

pandemic posed the biggest threat, 

placing extraordinary demand on 

business leaders, but McLean says she 

has come out better on the other side. 

“In March 2020, we laid off about 45 

staff. There were only five of us running 

around trying to do everything to just 

keep the lights on, literally. Luckily, 

we were able to bring everybody back 

and then some. Now we’re at about 120 

staff. It’s all really promising for the first 

time in two years and I’m really happy 

about that.” 

As one of the few female CEOs in 

the industry, McLean offers a short 

and punchy piece of advice for women 

looking to obtain managerial positions: 

“Don’t let what anyone says or thinks 

have any bearing on a decision that you 

feel is right.” ◆ 


STOCK.ADOBE.COM/ZARYA MAXIM 

HOSPITALITY MARKET REPORT 

Bouncing Back 

CBRE’s forecast shows 2022 is on track to be a 

year of unparalleled recovery 

BY NICOLE NGUYEN, SENIOR DIRECTOR, CBRE HOTELS 


If 2021 was widely 

considered to be a 

lost year, with only 

a minimal recovery 

from the impacts 

of COVID, then 

2022 should be 

deemed the year, of 

the bounce back. 

In 2021, national 

Revenue Per 

Available Room 

(RevPAR) growth 

was 47 per cent, 

increasing to $57, 

which on a relative basis was only 54 

per cent of 2019 RevPAR. Occupancy 

finished at 42 per cent, with about $7 

of Average Daily Rate (ADR) growth 

over 2020. Aside from the summer 

and early fall, which saw strong leisure 

demand, the balance of the year was 

only moderately better than the last 

two quarters of 2020. 

Heading into 2020, the 

accommodation industry in Canada 

was operating at peak performance 

levels, running 65 per cent occupancy 

with an ADR of $163 and a RevPAR of 

$106. Similarly, operating profits were 

at peak levels in the range of $$15,000 

PAR. The industry’s growth over the 

2015 to 2019 period was fuelled by 

moderate supply growth, strong demand 

growth and national ADR growth of 

four per cent on a compounded annual 

basis. There was strong domestic 

and international visitation taking 

place and Canada’s reputation as a 

destination for both corporate and 

Indicator 

leisure travel was growing. According 

to Destination Canada, at the end of 

2019, tourism spending in Canada was 

$105.1 billion, of which $82 billion was 

generated by domestic spending. 

With the impacts of COVID in 

2020, the industry saw the singlebiggest 

year of declines, with RevPAR 

nationally falling by 64 per cent to 

just $39. Occupancy was 30 per cent, 

with the almost complete shutdown 

of travel from all demand segments. 

Rate declined by 21 per cent to $128, 

effectively wiping out all rate growth 

the industry had realized since 2013. 

CBRE’s Annual Trends 2021 report 

indicates that, in general, operating 

profits fell to $800 PAR. 

Heading into this year, the 

expectation was that 2022 would see 

incremental recovery of occupancy 

and ADR and, ultimately, RevPAR. 

The recovery of occupancy was 

expected to come from more diversified 

segmentation, more traditional 

seasonality patterns and ADR 

growth from rate yield generated by 

segmentation and seasonal pricing 

pressures. The expectation was that 

through the year there would be a steady, 

month over month improvement in the 

top-line metrics and that the gap to 2019 

RevPAR would narrow. After a bit of a 

slow start in January and February with 

the Omicron wave, RevPAR recovery 

month to month has accelerated sharply 

and beginning in June has hit 100 per 

cent of 2019 levels. 

CBRE's current forecast is for 2022 

to be a year of unparalleled recovery, 

with a sharp V-shaped curve becoming 

apparent. The industry is projected 

to see RevPAR growth of 70 per cent 

in 2022. This growth will result in a 

RevPAR of $97, rebounding to 91 per 

cent of 2019 levels. 

Previously, when the industry has 

recovered from a demand shock-driven 

downturn, the recovery has been led 

by a relatively rapid return of demand 

levels (typically one to two years) 

with ADR recovery taking several 

more years to return to the prior peak 

(typically three to four years) with 

total RevPAR rebound taking between 

four and six years. 

However, based on the current 

market dynamics, it appears the 

industry’s recovery from COVID 

will be anything but typical — in 

fact, this time around everything is 

turned upside-down. At the end of 

2022, ‘forecast that demand growth 

will be 40 per cent, increasing 

occupancy nationally to 59 per cent. 

While occupied room nights will be 

approximately 91 per cent of 2019 

levels, this will leave more than 9.3 

million occupied room nights still to 

be recovered. 

The biggest surprise to the recovery 

in 2022 has been the strength of 

ADR, which is forecast to be up by 22 

per cent, finishing the year at $165, 

approximately 101 per cent of 2019 

levels. In general, ADR in tertiary 

and resort markets has been at or 

above 2019 levels since the start of 

the year, while downtown, airport 

and secondary markets have only 

Year-Over-Year Change 

Occupancy ADR RevPAR Supply Demand OCC ADR RevPAR 

Historic 

2019 65% $163 $106 1.4% 1% -1 pt 5% 5% 

2022 30% $128 $39 0.7% -54% -35 pts -21% -64% 

2021 42% $135 $57 0.5% 40% 12 pts 6% 47% 

Forecast 

2022 59% $165 $97 0.6% $40% 17pts 22% 70% 

$31 

$46 

$55 

$70 

Confidential & Proprietary | © 2022 CBRE, Inc. 1 

Source CBRE Hotels 

RevPAR 

$180 

$160 

$140 

$120 

$100 

$80 

$60 

$40 

$20 

$0 

56% 

$75 

$42 

70% 

$88 

$62 

87% 

$89 

$78 

93% 

$95 

$88 

seen rates-exceed 2019 levels since 

about May. However, pricing in these 

markets through the peak summer 

season will more than offset any lag 

from the early part of the year. 

Operators have been able to 

drive significantly higher-thanexpected 

ADR levels for myriad 

reasons, including general economic 

inflationary conditions, very high levels 

of leisure demand due to pent-up travel 

desire and excess discretionary income, 

as well as both direct and indirect 

capacity constraints due to labour 

shortages in the hospitality, tourism 

and related industries. While these 

conditions have been favourable, it is 

unlikely that this level of ADR growth 

can continue over the longer term. 

CAPACITY CONSTRAINTS: 

A SHORT-TERM ISSUE OR 

HERE TO STAY? 

As discussed, national occupancy is 

expected to rebound in 2022 to 59 per 

cent, which is about six points behind 

the 2019 occupancy. Since early spring, 

89% 

$112 

$100 

$84 

105% 

$139 

$132 

$104 

$144 

$137 

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Canada 

$152 

$142 

$131 

$107 

there has been considerable discussion 

about labour-market conditions 

and impact it’s having, and could 

continue to have, on the industry’s 

recovery. According to Statistics 

Canada, as of July 2021 there were 

more than 300,000 job vacancies in 

the Accommodation and foodservice 

sector, while the overall unemployment 

rate in Canada remains at a recordlow 

4.9 per cent. Many operators have 

indicated they’re having to restrict 

capacity (i.e. available rooms) in order 

to ensure their ability to service guests 

and turn over rooms on departure. 

At this point, it’s not possible to 

quantify the exact extent to which this 

restricting of capacity could be limiting 

the ability to capture additional 

occupied room nights, as this is being 

done at the property level in most 

cases on a week-to-week basis. To this 

point, the restricted capacity has been 

mostly favourable as it has allowed 

operators to drive rate yield on the 

demand they are able to accommodate. 

However, as other demand segments 

$107 

$86 

2022 F 2022 A 2019 Recovery A 

$91 

$80 

$75 

$70 

$106 

$97 

120% 

110% 

100% 

90% 

80% 

70% 

60% 

50% 

40% 

30% 

20% 

10% 

0% 

Recovery to 2019 Levels % 

with negotiated or contracted rates this 

dynamic will likely shift. 

While some relief is expected 

to come from Canada’s increased 

immigration targets and the recent 

changes to the foreign-workers 

program, there are several other 

industries where there are high levels of 

job vacancies, which will compete for 

new workers with the accommodation 

sector. As such, it’s unlikely the labour 

challenges will subside quickly, and this 

may be an issue that persists for the 

next several years. It will be necessary 

to evaluate the impact of restricted 

capacity on the industry’s ability to 

ramp-up occupied room night demand 

back to 2019 levels. 

RECOVERY TO 2019 LEVELS: IS 

IT THE RIGHT BENCHMARK? 

Historically, when judging or 

benchmarking the industry’s recovery 

from a downturn, it’s been with a 

view to getting back to the prior peak. 

After surviving the initial months of 

COVID, the discussion turned to what 




the recovery could or would look like. 

For most industry participants, it was 

about how long it would take to get back 

to 2019 performance levels, which for 

most of the markets across the country 

represented peak performance. With 

2022 national RevPAR expected to be 

91 per cent of 2019 and ADR expected 

to be 101 per cent of 2019, should the 

industry begin to consider another 

benchmark when talking about recovery? 

For most properties, getting back to 

2019 levels is the focus of revenuemanagement 

and sales strategies. 

However, this approach doesn’t 

consider basic — or in the case of 2022 

— historically high, inflation levels 

and their impact on operating costs 

and profitability levels. 

Simply, ignoring COVID and assuming 

that the national market was stabilized 

in 2019, if ADR grew by 2.5 per cent per 

annum, the ADR in 2022 would have 

been $176. The current forecast has 

ADR recovering to $165 in 2022, which 

although ahead of 2019, is more than $11 

behind the inflation-adjusted ADR. 

In order to close the gap, bringing 

actual ADR in line with the inflation 

adjusted ADR would require rate 

growth of approximately nine per cent 

nationally in 2023. 

If this could be achieved, it would 

mitigate some, but not all, of the impact 

of the escalation of operating costs the 

industry is facing. According to TD 

Economics, inflation in Canada was 

3.4 per cent in 2021 and is estimated to 

be approximately 6.7 per cent in 2022. 

While there is not a direct correlation 

between the overall inflation rate 

and hotel operating costs, there is a 

strong relationship in that as inflation 

accelerates, so do the costs associated with 

many of the more significant expenses 

(i.e. utilities, food costs, labour costs, 

operating supplies, et cetera), putting 

pressure on bottom-line profitability. 

While there are many reasons to be 

optimistic about the current trajectory 

of the recovery for the industry, with 

RevPAR within less than 10 per cent 

of 2019 levels, it may be prudent for 

industry participants to also be tracking 

recovery relative to an inflationadjusted 

ADR to facilitate a quicker 

recovery of profitability levels. 

CBRE HOTELS 

2022 MARKET 

FORECAST 

BY CBRE HOTELS AND 

CBRE TOURISM CONSULTING 

Heading into 2022, it 

was widely expected 

that this year would 

be a rebuilding year 

for the industry. 

The opening of the 

Canadian borders 

to both U.S. and 

overseas visitors, along with the easing 

of testing and quarantine requirements, 

was expected to have an immediate, 

positive impact on travel conditions. In 

addition, most provinces and territories 

Hypothetical Stabilized National Performance 

had, or were, rolling back gathering 

limitations and implementing “reopening” 

plans aimed at getting people 

back to their regular routines and the 

economy operating at full capacity. 

In reality, 2022 has been another 

unprecedented year — but for all the 

right reasons. Although the first couple 

of months of 2022 were challenged by 

the Omicron wave, with occupancies 

and Average Daily Rates (ADRs) well 

below pre-pandemic levels, as early 

as March the industry started to see a 

meaningful shift in performance and 

sentiment. Since then, there has been 

good growth in occupancy monthover-month 

and, in general, summer 

occupancy levels will be within 10 or 15 

points of pre-pandemic levels. 

The bigger surprise has been the 

strength of the rebound of the ADR. In 

many of the markets across the country, 

starting in March or April, ADRs 

reached or exceeded 2019 ADRs for the 

same month. This trend has carried into 

the summer months, where operators 

have been able to drive a premium 

over 2019 levels. Many operators are 

reacting to the strong demand levels 

and increases in operating costs by 

instituting aggressive pricing strategies. 

As a result, overall ADR in many 

markets for year-end 2022 is projected 

to be in the range of, or exceed, 2019 

levels. However, the slower pace of 

the occupancy recovery will be the 

mitigating factor to achieving full 

RevPAR (Revenue Per Available 

Room) recovery in 2022. 

It is against this backdrop that CBRE 

has prepared its 2022 Market Forecast. 

Current National Actual/Forecast 

Occupancy ADR RevPAR Occupancy ADR RevPAR 

2019 65% $163 $106 65% $163 $106 

2020 65% $167 $109 30% $128 $38 

2021 65% $171 $111 42% $135 $57 

2022 65% $176 $114 59% $165 $97 

2023 65% $180 $117 ? $180 ? 

FREEPIK.COM 

MAJOR 

MARKET 

OUTLOOKS 

Canada’s major markets 

account for more 

than 42 per cent of 

all rooms across the 

country and have a 

significant influence 

on the national 

performance for the 

industry year to year. 

In every one of Canada’s major 

metro markets, the forecast is for robust 

RevPAR growth in 2022 as compared 

to 2021 results. By and large, the major 

metro markets will see RevPAR levels 

recover to 85 to 95 per cent of 2019 

levels with ADR playing a leading role as 

demand segmentation growth is uneven. 

VANCOUVER 

Guestroom demand levels across 

Metro Vancouver are improving 

from many different sources, notably 

domestic corporate and leisure 

travellers. Demand from the United 

States is growing in sizeable volumes 

thus far in 2022. 

While total passenger volumes at 

Vancouver International Airport 

are still below pre-pandemic levels, 

the growth month-over-month in 

2022 has been robust. After a twoyear 

pause in the cruiseship sector, 

the sailing season has resumed, and 

more ships are expected through 

Port Metro Vancouver in 2022 

than in 2019. Film and television 

production, which has emerged as 

a significant source of overnight 

accommodation demand across Metro 

Vancouver, is currently robust. 

Guestroom demand levels in the 

suburban markets is strong thus far 

in 2022. Demand is being generated 

significantly by local sources, rather 

than just through compression from 

the downtown Vancouver market. 

Participation in tournaments and 

other competitions in the suburban 

markets are examples of demand sources 

that are generating strong overnight 

accommodation levels in 2022. 

Overnight travel from Asian markets has 

been cited as an example of a historic 

demand source that is not returning 

to pre-pandemic levels in 2022. Some 

markets, including China, are continuing 

to contend with pandemic-related 

restrictions that are impacting outbound 

international travel. 

Room supply is expected to remain 

relatively flat in 2022, after seeing net 

declines in inventory in both 2020 

and 2021, with several properties 

having been converted to alternate 

uses. Room demand is projected 

to increase by 49 per cent for the 

year, increasing occupancy to 71 per 

cent, up 23 points from 2021. Many 

accommodation operators have been 

implementing room-rate increases in 

2022 that are helping generate strong 

ADR performance. ADR growth of 

more than $60 is projected for year end 

2022. RevPAR for Metro Vancouver 

is projected to more than double in 

2022, growing from $79 to $161, which 

puts it within 92 per cent of the prepandemic 

performance in 2019. 

VANCOUVER 

2018 2019 2020 2021 2022 

ACTUAL ACTUAL ACTUAL ACTUAL CBRE(F) 

Occupancy 80% 80% 32% 48% 71% 

ADR $212 $219 $147 $166 $227 

RevPAR $170 $175 $47 $79 $161 

Source: CBRE Hotels 

CALGARY 

Strong energy prices in the current 

year are leading to a surge in the 

economic performance of the Alberta 

economy, which is contributing 

to improved performance in the 

accommodation sector in many areas 

of the province, including Calgary. 

The province will record its first fiscal 

surplus since 2014/15. The boost in 

energy prices contributes to improved 

consumer-confidence levels, which 

in turn supports growth in overnight 

travel to Calgary from numerous 

demand sources. 

Despite the strong energy sector, 

many firms remain cautious with regard 

to capital-spending initiatives and their 

employment levels. As a result, while 

the volume of foot traffic on weekdays 

in downtown Calgary is reportedly up 

considerably, the office-space vacancy 

rate remains above 30 per cent. The 

impacts are still being felt particularly in 

the downtown accommodation market. 

Conversely, demand for industrial space 

is very strong in and around Calgary 

and is contributing to increases in room 

demand in the suburban submarkets. 

The return of the Global Energy 

Show, the first held in the city since 

2019, along with better attendance 

for the 2022 Calgary Stampede, are 

positive indicators of increasing 

visitation to the city, which leads to 

stronger occupancy performance. 

Overall occupancy for the Calgary 

market for 2022 is projected to reach 




55 per cent, up from 33 per cent in 

2021. With demand levels across 

many demand sources improving, 

many accommodation operators have 

become more aggressive with room 

pricing. ADR growth in the range 

of 23 per cent is projected for 2022, 

reaching $146. This is in line with 

the ADR achieved in 2018 and 2019. 

RevPAR in Calgary is projected to 

double the 2021 figure. 

CALGARY 

2018 2019 2020 2021 2022 


Occupancy 63% 61% 24% 33% 55% 

ADR $146 $145 $113 $119 $146 

RevPAR $92 $88 $27 $40 $81 


EDMONTON 

As with Calgary, the strong energy 

sector in Alberta in 2022 is generating 

significant improvements in economic 

performance within the Metro 

Edmonton area. Many firms that are 

involved with oil-and-gas operations 

and development have seen increases 

in demand for their products and 

services thus far in 2022. The stronger 

performance in the energy sector 

also generates increases in consumer 

expenditures on leisure travel. This 

bodes well for the accommodation 

sector in Edmonton, as travellers from 

around the province visit the city to 

attend events, shop and enjoy other 

leisure activities. 

The Greater Edmonton accommodation 

market saw strong annual 

increases in guestroom supply in each 

year of 2015 to 2020. More than 3,000 

new rooms opened during this period. 

Room-demand growth did not match 

this pace and occupancy levels fell 

across the Metro area. Many operators 

reacted by lowering room rates in an effort 

to retain market share. Guestroom 

supply growth has been minimal in 

2021 and 2022. The improved demand 

levels coupled with stable supply is 

projected to result in market occupancy 

increasing by 17 points in 2022, to 51 

per cent. Events such as the strong playoff 

run by the Edmonton Oilers and the 

Pope’s visit are examples of the strong 

growth in overnight travel to the Metro 

area. Operators have been aggressive 

with pricing, and this is projected to 

lead to 2022 ADR reaching $122, up 

from $100 in 2021. Overall, RevPar for 

the Metro Edmonton accommodation 

market is projected at $63 in 2022, up 

from $35 in 2021. 

EDMONTON 

2018 2019 2020 2021 2022 


Occupancy 59% 56% 28% 34% 51% 

ADR $129 $127 $112 $100 $122 

RevPAR $76 $71 $32 $35 $63 


REGINA 

The accommodation market in Regina 

is experiencing strong growth in room 

demand from a variety of sources 

in 2022. Provincial officials have 

undertaken measures since Q2 2021 

aimed at “re-opening” Saskatchewan 

to business and leisure activities 

that have seen increases in domestic 

overnight accommodation demand. 

This has ranged from business travel to 

those attending meetings/conferences 

to residents participating in events. 

Room demand in Regina is projected 

to increase by 45 per cent in 2022, 

with occupancy reaching 50 per cent, 

up from 35 per cent in 2021. Room 

demand in 2022 remains well below 

pre-pandemic levels. Many sources 

of corporate demand and meeting/ 

conference demand are still not 

projected to generate room-night 

volumes in 2022 that are comparable to 

pre-pandemic levels. Regina will host 

Grey Cup 2022 in November and this 

will help boost both occupancy and 

ADR for the city. 

Regina’s accommodation market 

had annual ADR in the range of $120 

to $121 from 2017 to 2019. In 2022, 

the ADR is projected to return to this 

level, after decreasing to $102 in 2021. 

Overall RevPAR for the Regina market 

is projected to increase to $61 in 2022, 

up approximately 72 per cent from the 

2021 RevPAR. 

REGINA 

2018 2019 2020 2021 2022 


Occupancy 60% 57% 29% 35% 50% 

ADR $120 $120 $103 $102 $122 

RevPAR $72 $68 $30 $35 $61 


SASKATOON 

Overnight travel to Saskatoon is 

generated primarily from domestic 

sources from within Saskatchewan, plus 

neighbouring provinces. Improvements 

in energy prices in 2022 and strong 

demand levels for other resources such 

as potash and key crops are contributing 

to improved economic performance for 

Saskatchewan and overnight travel to 

major centres including Saskatoon. 

Guestroom demand in 2022 is 

projected to increase by 38 per cent, 

leading to occupancy at 54 per cent, up 

from 39 per cent in 2021. Guestroom 

supply in Saskatoon increased by net 

annual amounts of more than 100 

guestrooms in each of 2015 to 2021 

inclusive. In 2022, supply is projected 

to be flat. This coupled with the strong 

room-demand growth both contribute 

to the projected improvement in 

occupancy performance. 

The strong room-demand growth is 

leading operators to be more aggressive 

with room pricing in 2022. ADR is 

projected to increase by roughly 15 per 

cent, to $126 in 2022, up from $110 in 

2021. Overall, RevPAR in Saskatoon is 

projected to improve by approximately 

58 per cent in 2022, to $68. 

ISTOCK.COM/ BENKRUT 



SASKATOON 

2018 2019 2020 2021 2022 


Occupancy 61% 61% 31% 39% 54% 

ADR $124 $125 $111 $110 $126 

RevPAR $75 $76 $34 $43 $68 


WINNIPEG 

Strong demand for commodities 

produced in Manitoba, including 

crops, minerals and oil and gas are 

leading to GDP growth projected 

at more than 3.5 per cent for 2022. 

This bodes well for economic 

performance in Winnipeg, where 

many firms have a base of operations. 

In addition, the strong economic 

performance also leads to overnight 

travel to the city from numerous 

sources, including leisure travellers. 

A particularly heavy spring flood in 

some areas of the province led to 

some evacuees moving into overnight 

accommodation in Winnipeg, which 

resulted in an uptick in occupancy. 

Overall occupancy is projected to 

increase to 63 per cent in Winnipeg 

in 2022, up from 40 per cent in 2021. 

Guestroom supply in Winnipeg will 

increase moderately in 2022. The 

increases in overnight travel, including 

from domestic corporate, leisure 

and government sources, is helping 

operators generate sizeable increases in 

ADR. Overall ADR for Winnipeg for 

2022 is projected at $133, up from $118 

in 2021. RevPar is projected to increase 

to $84 in 2022, up from $47 in 2021. 

WINNIPEG 

2018 2019 2020 2021 2022 


Occupancy 70% 70% 30% 40% 63% 

ADR $129 $128 $118 $118 $133 

RevPAR $90 $90 $35 $47 $84 


restrictions following the Omicron 

wave. Most notably, the downtown 

market has seen a strong return of 

domestic and international leisure 

travel and a ramping up of corporate, 

government and meeting/conference 

travel. These factors are also helping 

to drive performance in the other 

suburban Toronto markets. 

Overall room demand for the GTA 

market is projected to increase by 

approximately 45 per cent in 2022. In 

2020 and 2021, the region generally 

saw flat room supply, with permanent 

closures off-setting new openings and 

other projects delayed or pushed out. 

In 2022, supply in the GTA is expected 

to increase by almost 2.5 per cent, 

with a little less than 1,100 new rooms 

opening. Overall occupancy in the 

GTA is projected to increase by 18 

points to 62 per cent in 2022. 

At the end of 2021, the market 

had seen two years of ADR declines, 

falling 30 per cent, or $54, from 2019 

levels. As noted earlier, strong leisure 

demand and rate yield has been the 

driving force behind the very strong 

ADR recovery. While the downtown 

market will lead ADR growth in 

2022, the suburban markets are also 

expected to see strong double-digit 

ADR increases. Overall, it is expected 

ADR for the GTA will increase by an 

estimated 40 per cent, or about $52, in 

2022. The significant improvements 

in both occupancy and ADR are 

expected to contribute to a RevPAR 

improvement of approximately $57, or 

99 per cent for 2022. 

TORONTO 

2018 2019 2020 2021 2022 


Occupancy 76% 74% 28% 44% 62% 

ADR $183 $184 $138 $130 $182 

RevPAR $139 $137 $38 $57 $114 


NIAGARA FALLS 

Niagara Falls is one of Canada’s 

predominant destination leisure 

markets, with travellers from across 

the country and around the world 

visiting each year. The market 

performance in 2020 and 2021 was 

severely impacted by the border, travel 

and gathering restrictions. As soon as 

the restrictions were lifted and eased, 

there was a noticeable increase in 

demand in the market with the return 

of higher-rated U.S. individual and 

group (i.e. tour) travel. 

The market is not expected to see 

any new supply in 2022, but there will 

be a minor contraction in supply as 

properties that transacted for alternate 

use exit the market. Market demand for 

Niagara Falls is projected to increase by 

59 per cent in 2022, pushing occupancy 

up 20 points to 52 per cent this year. 

Month-over-month demand growth in 

the market is being driven by crossborder 

and domestic visitation, while 

overseas visitation is taking longer to 

rebound. The market has consistently 

been commanding ADRs well in excess 

of 2019 levels since the beginning of the 

year and the premium has continued to 

increase through the summer months. 

ISTOCK.COM/OCEANFISHING 

The market is projected to see ADR 

grow by 21 per cent, or $33, improving 

to $189 — more than $21 ahead of 

2019 levels. As a result, Niagara Falls is 

projected to achieve RevPAR growth of 

93 per cent, improving to $98 in 2022. 

NIAGARA FALLS 

2018 2019 2020 2021 2022 


Occupancy 67% 67% 25% 33% 52% 

ADR $167 $168 $116 $156 $189 

RevPAR $112 $112 $29 $51 $98 


OTTAWA 

Ottawa, as the seat of the federal 

government, is typically a government 

and meeting/conference market 

with a good base of leisure travel. 

Accommodation demand in Ottawa 

has seen strong growth since Ontario 

implemented its re-opening plan and 

eliminated gathering restrictions. 

Following the federal election in late 

2021, demand from government and 

meeting/conference has improved. 

The market has also seen strong 

growth in leisure demand since the 

spring as events, such as the Canada 

Day celebrations, returned. Heading 

into the fall, all sources of demand in 

the market are expected to continue 

to ramp up activity and drive overall 

demand levels. As a result, in 2022, 

accommodation demand in the market 

is expected to grow by 43 per cent. 

With no real change in supply — new 

openings will be off-set by permanent 

closures — market occupancy is 

projected to improve by 18 points to 

59 per cent, in 2022. 

Market ADR is projected to improve 

by 24 per cent, or $32, to $163 in 2022. 

The strong ADR growth has primarily 

been driven by the leisure demand and 

periods of compression. The downtown 

and west markets are leading the overall 

market in terms of ADR growth. As a 

result of the very good growth in both 

occupancy and ADR, market RevPAR 

is expected to finish at $95, a 77-percent, 

or $41, improvement over 2021. 

OTTAWA 

2018 2019 2020 2021 2022 


Occupancy 74% 71% 30% 41% 59% 

ADR $169 $167 $136 $131 $163 

RevPAR $124 $119 $41 $54 $95 


MONTREAL 

The Greater Montreal Area saw some of 

the most significant impacts during 2020 

and 2021 due to the extensive provincial 

government restrictions, as well as the 

broader border closures nationally. In the 

latter part of 2021, the market saw some 

initial demand improvement as the 

borders re-opened and restrictions were 

eased. In general, Montreal sees strong 

demand from U.S. and international 

leisure travelers. This demand came 

back quickly, beginning in early 2022, 

and has continued to be the most 

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TORONTO 

The Greater Toronto Area (GTA) 

continues to see a rebound in 

economic and tourism activity in 

2022, particularly after the easing of 

the remaining travel and gathering 

telus.com/Hospitality 



significant source of demand this year. 

Montreal also benefits from a welldiversified 

economy, which is helping 

to bring back corporate and meeting/ 

conference demand. It is expected 

that these segments will play an even 

greater role in the demand recovery in 

the last two quarters of the year. 

Overall, demand in 2022 across 

Montreal is projected to increase by 

approximately 83 per cent. The growth 

will be led by increasing demand in 

the downtown sub-market, which 

was hardest hit during the lockdowns 

and restrictions. Supply in Greater 

Montreal is projected to grow 1.8 per 

cent in 2022, driven primarily by a 

number of projects downtown. Overall 

occupancy in 2022 is forecasted to be 

59 per cent, up 26 points over 2021. 

In Montreal, leisure demand has 

been the primary driver of rate growth 

— a trend expected to influence the 

full-year performance. In the Montreal 

market, ADR is projected to grow by 

approximately 28 per cent, or $43, 

in 2022. This will increase market 

ADR to $195, putting it $11 ahead 

of 2019 ADR. On the strength of the 

occupancy improvements and the 

ADR growth, RevPAR for the overall 

Metro Montreal market is projected 

to increase by 131 per cent in 2022, or 

approximately $65, to $115. 

MONTREAL 

2018 2019 2020 2021 2022 


Occupancy 72% 73% 21% 33% 59% 

ADR $180 $184 $141 $152 $195 

RevPAR $129 $134 $30 $50 $115 


QUEBEC CITY 

Similar to Montreal, Quebec City saw 

significant challenges in 2020 and 

2021 as a result of the provincial 

government restrictions as 

well as the broader border 

closures nationally. Additionally, once 

the restrictions were eased and borders 

re-opened, Quebec City saw almost an 

immediate improvement in demand. 

Year-to-year, Quebec City sees demand 

generated by meeting and conference 

and government sources as well as 

leisure- particularly in the summer 

season. 

In 2022, the market has benefitted 

from a return of major festivals 

and events, as well as meeting and 

conference activity and leisure travel. 

These segments are expected to 

continue to ramp up over the last 

months of the year. There are no 

significant supply changes to note in 

2022, with the estimated supply increase 

of just under one per cent, for the year. 

It's expected that the market will see 

a 71-per-cent increase in demand in 

2022, pushing occupancy up more than 

24 points to 57 per cent for the year. 

With the demand pressures in the 

market, operators have been driving rate 

yield and ADR is expected to increase 

by 22 per cent in 2022, growing by $36 

to $200. The strong growth in both 

occupancy and ADR will result in a 

107-per-cent improvement in RevPAR 

at $113 for 2022. 

QUEBEC CITY 

2018 2019 2020 2021 2022 


Occupancy 69% 69% 25% 33% 57% 

ADR $177 $177 $140 $164 $200 

RevPAR $122 $122 $35 $55 $113 


HALIFAX/DARTMOUTH 

In addition to the wider impacts of 

the border closures nationally, the 

Halifax/Dartmouth w area was part 

of the “Atlantic Bubble” for much of 

2020 and 2021. This severely limited 

any sort of inbound visitation to those 

residing within neighbouring Atlantic 

provinces, and at times only allowing 

travel within the province. 

With the re-opening of the borders 

and the rollback of the bubble in mid 

to late 2021, the Halifax/Dartmouth 

area saw an immediate return of 

leisure demand. The other segments of 

demand have been slower to return 

but given the strong and diverse 

economy in Halifax/Dartmouth, these 

segments continue to ramp up demand 

levels month over month. For 2022, 

occupied room demand in the market 

is expected to increase by 58 per 

cent. Although supply in the market 

is expected to grow by 2.1 per cent 

in 2022, the strength of the demand 

growth will push occupancy to 63 per 

cent — a 22-point increase over 2021. 

After watching ADR fall to a low of 

$112 in 2020, the market is benefitting 

from the return of leisure travellers and 

periods of compression, which is driving 

a significant improvement in ADR. The 

ADR in the market returned to and 

exceeded 2019 levels beginning in April 

and it’s expected that this will continue 

to be the case over the balance of 2022, 

resulting in growth of 39 per cent, or 

$46, to $162. Overall, the Halifax/ 

Dartmouth accommodation market is 

projected to see RevPAR improve by 

115 per cent in 2022 as strong ADR 

improvement coupled with continued 

momentum in occupancy recovery 

drives the RevPAR gains. 

HALIFAX/DARTMOUTH 

2018 2019 2020 2021 2022 


Occupancy 70% 70% 28% 41% 63% 

ADR $158 $155 $112 $116 $162 

RevPAR $111 $108 $31 $48 $102 


ST. JOHN’S 

As with Halifax, the St. John’s market 

was impacted by the “Atlantic-Bubble” 

policies in addition to the wider 

travel restrictions and border closures 

in both 2020 and 2021. The market has 

historically seen strong domestic demand 

in all market segments and good U.S. 

leisure visitation during the summer 

months. Most segments have been 

ramping up since the start of the year 

and heading into the summer months, 

leisure demand has been the driving 

force behind the demand growth. For 

2022, demand growth in the market is 

expected to be 53 per cent. After a period 

of substantial supply growth between 

2018 and 2020, there are no projected 

changes to the accommodation supply 

ISTOCK.COM/ONEPONY 

in St. John’s in 2022, which will help to 

increase occupancy by 19 points to 54 per 

cent for the year. 

With demand over the summer 

months expected to be very strong, 

leading to compression, ADRs are 

going to be at or better than 2019 

levels. As a result, ADR for the year 

is projected to grow by almost 31 per 

cent, or $32, over 2021 to $137. The 

strong improvement in occupancy and 

ADR is projected to drive to a RevPAR 

increase of approximately 100 per 

cent to $74 for 2022. Although this 

RevPAR level will be within several 

dollars of 2018 and 2019 levels, it's 

significantly below prior peak RevPAR 

levels in 2014 and 2015 before the oil 

and gas industry downturn. 

ST. JOHN’S 

2018 2019 2020 2021 2022 


Occupancy 53% 56% 23% 35% 54% 

ADR $142 $133 $104 $105 $137 

RevPAR $75 $74 $24 $37 $74 


* All projections are rounded. 

National Market Outlook 

The projections for the national 

accommodation market are a roll up 

of the projections completed for the 

various major markets as well as the 

provinces and territories across Canada, 

considering the various economic, 

travel and supply-and-demand 

dynamics at play. While the national 

forecast provides a macro, directional 

indication of industry performance, 

there are numerous factors that will 

impact the recovery and performance of 

individual markets, such as sources/mix 

of guestroom demand and seasonality, 

which impact the performance results for 

2022 and beyond. 

National accommodation supply is 

projected to increase by 0.6 per cent, 

in 2022. This supply growth is largely 

comprised of new rooms supply, which 

is now opening after delays resulting 

from the pandemic. It should be noted 

this growth is net of any permanent 

closures of properties being converted 

to alternate use or for re-development. 

As noted, lingering impacts of the 

pandemic has affected the pace of 

construction on some new build 

projects due to labour shortage, supplychain 

issues, rising construction costs 

and the current financing environment. 

In every market across the country, 

guestroom demand has been — and 

is expected to continue — to grow 

significantly in 2022. While there 

has been a slow return of corporate, 

meeting/conference and government 

demand, the growth is being fuelled 

by leisure demand as travellers are 

eager to visit friends and family and 

take the trips they weren’t able to in 

2020 and 2021. Nationally, demand is 

projected to increase by approximately 

40 per cent for 2022, with occupancy 

improving 17 points to 59 per cent. 

Undoubtedly, the biggest surprise in 

2022 has been the dramatic improvement 

in ADR — which for the year is expected 

to grow by almost 22 per cent, or $30. At 

this pace, ADR nationally at the end of 

2022 will be $165 — about $2 ahead of 

2019 national ADR performance. Similar 

to occupancy, the improvement in ADR 

is largely being driven by leisure rates, 

which operators have pushed higher in 

light of labour challenges, inflationary 

pressures and compression periods. 

As a result of the growth in both 

occupancy and ADR, RevPAR is 

projected to increase by 70 per cent to 

$97, up $40 from 2021. ◆ 

NATIONAL 

2018 2019 2020 2021 2022 


Occupancy 66% 65% 30% 42% 59% 

ADR $155 $163 $128 $135 $165 

RevPAR $102 $106 $39 $57 $97 





NEW 

BEGINNINGS 

THE ROAD TO RECOVERY IS TAKING SHAPE 

TRENDS 

BY DENISE DEVEAU 

The international hotel landscape has 

seen dramatic changes in the past 

year. Overall, demand is exceeding 

expectations and revenues in many 

regions are approaching or meeting 

pre-pandemic levels. At the same 

time, a recessionary climate, combined 

with labour and supply shortages, 

continue to present challenges in 

achieving a full recovery. 

“It’s amazing what 12 months can 

bring,” says Adam Kramer, partner, 

National Alternative Delivery 

Model (ADM) Leader for Deloitte Canada in Toronto. 

“We were having a very different conversation a year ago 

than we are now.” 

The biggest driver has been the opening of borders, he 

says. “We are seeing a corresponding positive development 

of removing restrictions and increased volumes. Occupancy, 

Average Daily Room (ADR) rate, and Revenue Per Available 

Room (RevPAR) are all trending in the direction we want to 

see them go, although it’s not universal.” 

Of the three segments — leisure, corporate and meetings/ 

groups — leisure has been leading the recovery, while group 

travel has been the last to recover. “It takes years to re- 


initiate big events. We’re not anticipating a full recovery in 

that segment before 2024 or even 2025, although it will differ 

by region,” says Charlie Shi, director, HVS, Toronto. 

Corporate travel is not expected to reach pre- COVID 

numbers, says Shi. “There is a portion of corporate transient 

travellers who are enjoying the benefits of not having to 

travel for in-person meetings. We expect that 10 to 20 per 

cent of corporate travel across the globe will not return.” 

However, those who are travelling on business are 

extending their stays, creating a new category, he adds. 

“Bleisure travel is now replacing corporate travel.” 

HOW THE RECOVERY IS PLAYING OUT 

Lower business travel numbers are being counter-balanced by 

a surprisingly strong resurgence in leisure travel. “When the 

borders were closed, staycation travelling became a dominant 

force,” says Shi. “The resort sector in Canada, for example, 

was the leading market performer even over some luxury 

assets in the downtown core. Some hotels have surpassed 

2019 RevPAR levels; some are at 80 to 90 per cent.” 

Nations with the least restrictions have benefited the 

most over the past year, adds Shi. “The U.S. was way 

ahead in terms of recovery. Their rates for 2021 in a lot of 

leisure destinations were higher than pre-pandemic levels, 

particularly in Florida, California, and several ski destinations 


STOCK.ADOBE.COM/JON ANDERS WIKEN 


On the 

domestic 

front, Canada 

continues 

to be an 

attractive 

investment 

market for 

hotels, says 

Robin McLuskie, 

managing 

director, 

Hotels, 

Colliers. 

“Despite 

the rising 

interest rates, 

increased 

construction 

costs, and 

high inflation, 

hospitality 

market 

landers 

are still 

interested in 

the space.” 


On 

Home 

Turf 

in the mid-West. China and other 

parts of Asia, on the other hand, 

have been among the slowest to 

recover because of their COVID 

restrictions.” 

Europe has been choppier in 

its recovery, where recovery lags 

behind North America. “Europe is 

not as penetrated with global brands 

that we see in other regions,” says 

Kramer. “It’s more fragmented and 

more hotels are family owned or 

parts of smaller chains.” 

THE STATE OF 

THE PIPELINE 

Major brands are looking closely 

at the all-inclusive resorts sector, 

says Shi. “As people are dealing 

with inflation, customers like to 

book all-inclusive as there are no 

surprises or hidden costs. Marriott 

and Choice’s focus this year and 

next is expanding into that sector.” 

“There’s a growing push to 

extended stay,” confirms Kramer. 

“Hotel brands and private 

equity are really invested in that 

space. They are trying to play as 

many strategies as they can and 

execute them well, knowing the 

uncertainty of the environment.” 

However, Kramer says hotels are 

facing the same pressures other 

industries are. “There are looming 

questions around the recession, a 

rising interest-rate environment, 

supply-chain issues that are still 

unfortunately there, and labour 

constraints. There’s not 

a lot of confidence around 

new builds.” 

According to STR, hotel 

pipeline activity is down globally, 

reporting year-over-year declines in 

current construction projects at the 

end of the second quarter 2022. 

Europe showed a 12.6-per- cent 

decline, Middle East and Africa 

a 6.2-per-cent decline, and the 

Americas a 16.9-per-cent decline. 

The exception was Asia Pacific 

with a 2.1-per-cent increase, led by 

China and Vietnam. 

“IHG made a statement around 

a push into Thailand, and Accor 

and Wyndham are also pushing 

aggressively into Asia,” says Kramer. 

“We’re also seeing big luxury 

brands starting to make stakes in 

sun destinations, home sharing and 

branded residences, such as Taj 

Hotels in India and Banyan Tree 

Hotels in the Philippines.” 

Fairmont is focused on 

expansion into several Asian and 

Middle-East markets, including 

Dubai, Morocco, Japan, and 

Vietnam, says Mansi Vagt, global 

brands leader and vice-president, 

Fairmont. “Coming out of the 

pandemic, the Middle-East market 

is definitely more bullish. Asia- 

Pacific, however, is a bit more 

challenging, including China. 

Their reality with the pandemic 

was very different than in the 

western and Middle-Eastern parts 

of the world.” 

A BUMPY ROAD FORWARD 

The fall and winter will be the true 

test for the hotel industry, says Shi. 

“Leisure demand will be fading out. 

Supposedly, meetings and groups 

will help with fall demand, but it 

is still recovering very, very slowly. 

The question is can they hold onto 

their rates?” 

The biggest friction point 

for hotels moving forward will 

continue to be talent shortages. 

“The industry took two steps 

forward and one back as staffing 

has not caught up,” says Kramer. 

“With massive pent-up demand, 

the question is now how the 

industry can accommodate the 

volume as they ramp up hiring.” 

The industry is in a different 

place than it was before the 

pandemic, says Vagt. “The world 

has changed. No one should expect 

that everything will get to what I 

was before March 2020. We need 

time to digest that and approach 

the business in light of the shifting 

focus on hybrid work, employment, 

wellness, and mindful travel, 

among others. It’s so much more 

than financials. It’s about coming 

back better than we were before 

and understanding the new world 

we are entering.” ◆ 


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P 

Personalization 

has become more than just 

a buzzword in the hospitality 

industry. These days, ensuring 

guest expectations are met 

is key to boosting sales, 

elevating customer loyalty and 

retaining a competitive edge as 

properties re-gain their footing. 

Fortunately, personalizing 

the guest experience isn’t as 

complex as it seems. 

“[Personalization] is 

about knowing who your 

customer or team members 

are,” says Ian Jones, general 

manager, The Westley 

Hotel Downtown Calgary. 

“It’s about knowing what 

makes them happy and 

understanding that we’re 

not all wired the same. I’ve 

always prided myself and 

our team on making an 

incredible impression on a 

guest’s stay by personalizing 


their experience and tapping 

into something inside to 

evoke an emotion. Is a guest 

here for a wedding, funeral 

or work event? Whatever 

it is, we want to create 

something that will make an 

impact on their stay.” 

“Personalization is a way 

to show appreciation for 

your guests,” says Eugénie 

Jason, general manager, 

Muir, Autograph Collection 

in Halifax. “At luxury hotels 

specifically, personalization 

is an expectation and can set 

the tone for their stay.” 

Embracing Technology 

Today’s travellers expect 

hotels to keep up with 

technology. From pre-arrival 

through to check-out, there 

are opportunities to leverage 

technological developments 

to effectively personalize 


EDITORIAL (clockwise from left) Muir Autograph 

EDITORIAL 

Collection in Halifax, guestroom at The 

Westley Hotel Downtown Calgary, 

dining at Muir Autograph Collection 

hotel to ensure we provide 

a memorable stay. It can 

be as small as wishing 

someone good luck before 

a business meeting.” 

Tailoring Packages 

Travellers are craving 

adventure and fun new 

experiences, providing 

hotels with an opportunity 

to design packages or 

programs that will add 

value to a guest’s stay. These 

elevated experiences can be 

the guest experience while 

boosting operational 

efficiency, including 

automated pre- and poststay 

emails, mobile apps, inroom 

technology, chatbots, 

quick and simple booking 

processes, contactless 

check-in, digital menus 

and more. These features 

have emerged as must-haves 

for hotels as guests have 

come to expect certain 

conveniences. 

“Technology is helping 

us become more efficient 

and communicate better 

both as a team and with 

our guests,” says Jason. “We 

meet the guests where they 

are – whether they prefer 

to pick up the phone and 

contact our front desk or 

send a quick text. This 

gives us the agility to reply 

quickly and accurately and 

gives us the opportunity 

to anticipate guests’ needs 

while offering a personal 

level of service.” 

“Hilton Honors guests 

can make a reservation, 

select their hotel room, 

check-in and obtain a room 

key online and completely 

bypass the front desk and 

head straight to their 

room,” says Jones. “We use 

another tool called Kipsu, 

which allows us to send a 

SMS message welcoming 

our guests who took 

advantage of the virtual 

check-in process. Although 

we have a virtual check-in 

experience, we still connect 

with our guests to let them 

know we respect their 

privacy, and should they 

require anything during 

their stay, just reply to the 

message and we’ll respond.” 

Additionally, The 

Westley Hotel created 

a four-digit telephone 

extension called Westley 

Wants to relay messages 

about guests, as well as staff. 

The information, including 

birthdays, anniversaries, 

preferences and interests, 

is then downloaded by the 

night team to build Hilton 

guest profiles. 

“Our team is able to 

send internal messages 

through our Westley 

Wants telephone extension 

and thus far has yielded 

wonderful results,” says 

Jones. “It’s all about 

delivering those little 

extra touches. It’s simple, 

easy to use and we’re able 

to gather a lot of guest 

profile information from 

listening to our guests and 

paying attention to their 

interactions with others. We 

need to keep our eyes on the 

prize, and that prize is called 

customer engagement.” 

While technology 

can streamline certain 

processes, retaining 

a human element is 

important to interact with 

guests in subtle, more 

meaningful ways. 

“We connect with our 

guests either before arrival, 

upon arrival or during 

their stay to collect golden 

nuggets of information to 

create ‘wow’ moments,” 

says Jason. “We want to 

understand what brought 

them to the city and to our 

created in partnership with 

local businesses, too. 

Last year, The Westley 

Hotel partnered with 

Bird Canada, which offers 

electric scooters and bike 

rentals through the Bird 

app. At the front of the 

hotel, guests will find 

several scooters and bikes, 

as well as a map displaying 

nearby attractions for guests 

to explore during their stay. 

The hotel also offers guests 

coupons so they can ride for 

the first few kilometres free 

of charge. 

“It’s a win-win 

partnership, because a local 

Calgary group brought Bird 

to our city so it’s nice to be 

able to support them and 

at the same time provide a 

convenience for our guests,” 

says Jones. 

Similarly, the Muir, 

Autograph Collection 

offers guests bikes, kayaks 

and excursions on board 

Little Wing, Muir’s yacht, 

for an active wellness 

experience. In addition, 

Jason says one of the hotel’s 

most popular experiences 

is the Halotherapy 

Salt Room, located in 

Windward Wellness, 

“a tranquil room where 

Maritime salt air is infused 

into the space, allowing 

guests to completely 

unwind and relax.” 

Jason continues, “We 

understand that wellness 

is becoming increasingly 

important for travellers 

– but also that wellness 

means something different 

to everyone. From the 

natural benefits of salt air, 

thanks to our location on 

the very edge of the Halifax 

waterfront, to amenities 

that prioritize mental, 

physical and spiritual 

wellbeing, the wellness 

experience is ever-present 

throughout Muir.” 

Additionally, guests 

will be looking for 

recommendations, so 

sharing local knowledge 

not only enriches their stay 

but also allows hotel staff 

to connect with guests on a 

personal level. 

Anticipating Needs 

and Preferences 

Since the onset of the 

pandemic, many travellers 

have a heightened 

awareness of cleanliness 

and sanitation practices, 

which have significant 

influence over the entire 

guest experience. To help 

guests feel safe, many 

hotels have updated 

cleanliness protocols, 

offered COVID-19 tests 

upon arrival, installed hand 

sanitizer or hand-washing 

stations and ensured 

thorough cleanings 

of guestrooms. 

As the pandemic 

eases, many travellers are 

seeking wellness services 

and amenities to renew 

their mental, spiritual and 

physical wellbeing. This 

presents an opportunity 

for hotels to provide value 

to guests through onsite 

wellness facilities and 

spas. Rosewood Hotels 

has expanded its wellness 

offerings to meet the 

growing demand. In fact, A 

Rosewood Spa at Rosewood 

Hotel Georgia in Vancouver 

was named Canada’s Best 

Hotel Spa in 2020 by the 

World Spa Awards. 

Ultimately, the goal 

of almost every hotel is 

to provide memorable 

BRANDON BARRÉ 

experiences. The ability to 

create these experiences is 

a team effort and requires 

participation not only from 

management but also the 

housekeeping departments, 

maintenance teams, 

restaurant servers, bartenders, 

valets and concierges. 

“Each member on our 

team brings something 

unique to the hotel,” says 

Jones. “We receive a great 

deal of positive customer 

feedback, including name 

recognition. It’s a testament 

to how they go above 

and beyond to make an 

impact and learn who our 

guests are. I can’t give 

our team enough praise. 

They are passionate about 

personalizing service and 

delivering the best customer 

experience – they are 

passionate for perfection.” 

“There has been a shift 

in enthusiasm,” says Jason. 

“Our staff is happy to 

create these memorable 

experiences for our guests. 

Our guests have become 

more attentive and 

appreciative of the services 

that they’ve missed out on 

these last few years.”◆ 




hoteliermagazine.com SEPTEMBER 2022 | 37 

DECOR & DESIGN 

TAKING CARE 

The Living Room 

at W Toronto 

The lobby at The Drake 

Hotel's new Modern Wing 

BUSINESS 

Hospitality design firms 

reveal considerations for 

effective co-working spaces 


AS 

hybrid and remote these places have an immense effect 

work models continue on our wellbeing.” 

to thrive, hoteliers DesignAgency recently 

are recognizing the transformed the lobby of the 

importance of remodelling 

lobbies, known as the Public Square, into a 

Sheraton Centre Toronto Hotel, also 

business centres or meeting facilities 

into co-working spaces to generate 

additional revenue. To that end, 

designers have been tasked with 

preserving a hotel’s atmosphere 

while integrating specific elements 

to ensure it’s a work-friendly space. 

“The pandemic has shone a 

light on the importance of daily 

human interactions and careful 

consideration of the environments 

that surround us,” says Anwar 

Mekhayech, founding partner, 

Toronto-based international 

design firm DesignAgency. “Our 

experiences during the pandemic 

have collectively taught us that 

social spaces are invaluable. The 

experiences, chance encounters and 

planned interactions that occur in 

popular gathering place featuring a 

café-to-cocktail bar and work spaces. 

“Before, the lobby wasn’t a 

particularly inviting or social space. 

It was mostly a space people passed 

through,” says Mekhayech. “The 

revitalized lobby takes inspiration 

from town squares, which have long 

functioned as natural gathering spots 

that offer a variety of experiences 

within them. Now, people feel 

encouraged to stay, sip, plug-in, work 

or meet friends. Clusters of seating 

can comfortably accommodate groups 

big or small, as well as individuals. 

[The space is] open and collaborative, 

[but also features] private workspaces, 

including sound-proof booths, 

helping to transform the lobby into a 

destination from morning to night.” 

BRANDON BARRÉ [THE DRAKE HOTEL]

Event space at Toronto's Drake Hotel Modern Wing 

Additionally, DesignAgency configured the lobby 

at Toronto’s The Drake Hotel’s new Modern Wing, in 

collaboration with the Drake’s in-house design team. 

“The Drake Hotel’s new Modern Wing gives the 

hotel its first proper lobby to not only accommodate 

a living room-style lounge area and intimate lobby 

bar, but also a communal work table and meeting and 

event space that can either be left open to the buzz 

of the lobby or closed off for private functions,” says 

Mekhayech. “Even in this more compact footprint, 

we designed the space to bring together elements of 

residential and hospitality design and anticipate the 

needs of the contemporary professional.” 

The Welcome Desk and Living Room at newly 

opened W Toronto, designed by global creative agency 

Sid Lee, features velvet furniture, a communal faux fire 

pit, a circular destination bar featuring cascading amber 

lighting and access to The Yard, its outdoor terrace. The 

hotel also boasts Canada’s first W Sound Suite, situated 

off the Living Room and outfitted with professional 

equipment for musicians, podcasters and other creatives. 

Additionally, five event spaces encompassing 4,679 sq. 

ft., feature botanical-inspired wallpaper and elliptical 

lighting and offer both casual working and bigpresentation 

settings. 

There are a few design elements that can’t be overlooked 

when designed effective co-working spaces in hotels. In 

addition to reliable Wi-Fi and ample outlets, lighting is a 

major component in workspace design. 

“Glare and visual discomfort are frequent complaints, 

so we often provide light levels that can be adjusted, 

especially in a hotel environment where the space might 

transition from one function to another throughout the 

day,” says Marti Gallucci, design director at Torontobased 

Mason Studio Inc., who designed Kimpton Saint 

George Hotel in 2018 and most recently, the Kimpton 

Banneker Hotel in Washington, D.C. “For user control, 

we might integrate a table lamp or a floor lamp that 

might be positioned in a way to illuminate the surface or 

portion of a table. It’s a blend of both architectural and 

decorative lighting to set up a space successfully.” 

“It’s important for guests to be able to choose areas 

with different light levels. If they’re looking at paper, 

they need a higher light level as opposed to looking at a 

computer screen where they’re going to want lower light 

levels,” says Kara MacGregor, principal at Halifax-based 

MAC Interior Design Inc., who designed Four Points by 

Sheraton Moncton, Delta Dartmouth, Prince George 

Halifax and more. 

With regard to materiality, Gallucci says “there are 

plenty of options with nanotechnology, which are selfhealing 

products for scratches and scuffs. There’s also 

anti-bacterial and fingerprint-proof surfaces.” Durability 

and cleanability are also important considerations when 

selecting surfaces. 

Gallucci continues, ““The layer of acoustics is 

important, too. Creating areas that are loud and 

vivacious, as well as areas that are quieter and more 

intimate, is crucial,” says Gallucci. “We can control a 

lot of that with physical partitions or through the use 

of acoustic materials, such as batting or wool panels. 

Shredded wood fibre creates fantastic textures and 

patterns, and drapery or an upholstered sofa or rug can 

really help control the travel of sound.” 

In recent years, hotels have begun experimenting with 

different colours, patterns and textures to bring out the 

hotel’s personality and generate interest from guests. 

The biophilic design trend is also on the rise with the 

introduction of potted plants and green walls, which 

Gallucci says are “great to include in a space because of 

their natural ability to clean the air. They can also be used 

as a barrier to create privacy or division between spaces 

without including a direct partition.” 

“In the first year of COVID, we saw this incredible 

movement away from whites and greys to layered florals,” 

says MacGregor. “Clients are craving playful textures and 

colours to generate interest in their spaces.” 

Unlike traditional office spaces, guests are now 

looking for inviting workspaces that spur creativity and 

productivity while providing the same level of comfort 

and flexibility found at home. 

“When you introduce some of the comforts and 

conveniences of home or hospitality with the excitement 

of activity and the uplifting effect of a beautifully curated 

space, people tend to stay longer, strike up conversations 

and participate beyond the average work day,” says 

Mekhayech “From small details such as USB ports to 

larger decisions about lighting and acoustics, as well as 

interesting art and cultural programs and easy access to 

food and beverage, every design choice is made to create 

an enticing space that people will enjoy using.” ◆ 

BRANDON BARRÉ 

COOL. EDGY. CHIC. 

® 

inspired transformation. 

superior performance. 

Aiden® by Best Western is a trendy new collection of 

modern, boutique hotels with a cool, laid-back personality. 

No two hotels are alike. Aiden embodies the personality of 

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Brad Leblanc, SVP, Chief Development Officer brad.leblanc@bwhhotelgroup.com 

*Numbers are approximate and can fluctuate. ©2022 Best Western International, Inc. All rights reserved. Each Best Western ® branded hotel is independently owned and operated. 



DECOR & DESIGN 

BUILDING 

A SENSE 

of Place 

How can amenities breathe 

new life into existing resorts? 

BY REBECCA STONE 

COLIN MILLER 

expectations for the 

guest experience at resorts have been 

evolving since the 1960s, and for the 

past two decades, resorts have been 

in an amenities race with the goal of 

providing everything a guest could 

possibly want in a self-contained resort 

experience. But the modern guest is 

increasingly seeking the opportunity 

to customize their stay to their own 

unique tastes and preferences — often 

well outside the bounds of the resort. 

They want an authentic experience 

that offers a true sense of place. 

As architects and designers of resort 

experiences around the world, OZ 

Architecture has seen and supported 

this evolution of the guest experience 

firsthand. Here’s a look at four key 

design opportunities we’re seeing for 

existing resorts to up the ante and 

provide an unforgettable experience for 

the modern guest. 

What is a Guest Amenity? 

When it comes to amenities, for the 

past 20-plus years, operators have 

looked within the bounds of their own 

resort, or perhaps slightly beyond, 

to a limited list of excursions. As a 

result of this more insular approach 

to placemaking, guests started to miss 

the more historic, traditional resort 

experience and seek out a sense of local 

culture and place. As a result, we’re 

seeing a strong trend toward curated 

excursions to nearby amenities — and 

not just for the typical locales. Think 

guided day hikes, first-track skiing 

experiences with the hotel manager, 

vineyard tours, fly-fishing guides, 

hot-air balloon rides, local festival 

passes, kayaking at a nearby lake, raft 

trips, shuttles to nearby shopping — 

anything that gives the guest a true 

sense of the ‘locals’ experience. 

For example, when developing The 

Canyons masterplan, the team repositioned 

the resort to be ‘a portal to 

the Utah experience.’ The property 

is near the famed Park City, allowing 

guests of The Canyons to easily go 

into town for dinner or shopping. 

Fantastic local skiing can be accessed 

directly from the property, and with its 

proximity to the Jordanelle Reservoir, 

the resort is primed to offer guests 

kayaking or fishing excursions. Rather 

than trying to build everything into 

the resort, The Canyons embraced 

its location and strives to provide 

guests with the perfect base to explore 

everything the area has to offer. 

Curated F&B Experiences 

Offering truly great food in the 

average resort has been somewhat of a 

challenge over the years. Because of the 

seasonal nature of some resorts (i.e., ski 

resorts) it’s been difficult for restaurants 

to survive with off-season swings in 

occupancy. This is changing and we’re 

now seeing intentionally curated F&B 

programs that provide greater variety 

for guests, drawing from the local area 

for inspiration. While not all of the 

concepts may be open at once, the 

strategy provides a stronger draw for 

guests year-round. 

When we worked with Sandestin 

Golf & Beach Resort in Florida, many 



Rendering of the Central 

Hotel in Whitefish, Mont. 

F&B 

HOTELS ARE REBOUNDING AFTER BREAKFAST WAS TOAST 

of the restaurants were run by a single 

operating group. It had an oyster house, 

a piano bar and an outdoor crabshack. 

Guests could choose their experience 

for the night — and try all of them 

throughout their stay. The restaurant 

owner had the ability to close down 

venues during a slow season on different 

days, so staff was always busy and 

guests always had at least an option. In 

Keystone, Colo., this same concept is 

occurring. One group owns several of 

the F&B venues, with each providing 

a unique experience for guests. In 

Whitefish, Mont., we are working on 

several properties for the same owner. 

One will have a less formal market 

concept for guests on the move, one has 

a lively lakeside tiki bar and a familyfriendly 

and fine-dining restaurant, 

and the last has fresh local fare — all 

sourced from Montana. 

Architectural Character 

As resorts that were constructed in the 

1960s and 1970s begin to think about 

refreshing their existing buildings, 

they’re paying a lot of attention to the 

architectural character that makes that 

resort special (or sometimes changing 

the character to make that resort feel 

more of-the-place). 

Many local planning departments are 

now putting guidelines in place that are 

meant to encourage architects to think 

about the local vernacular as changes 

The Westin 

Riverfront in 

Avon, Colo. 

to existing resorts are made, thus 

eventually helping to strengthen the 

brand of that resort or community. 

Vail, Co. for example, has many 

condominium properties and hotels 

that are planning updates to modernize 

materials, efficiencies and even 

programming. The Town of Vail has 

thoughtfully written guidelines for Vail 

Village and Lionshead to ensure that the 

Vail identity is not lost. All changes to 

buildings go through a design review board 

for approval. This board is comprised of 

locals who understand the area’s unique 

sense of place and are passionate about 

preserving what is special about Vail. 

The Wellness Wave 

Finally, when it comes to programming, 

right now wellness-focused amenities 

are a high priority. From chooseyour-own 

adventure spa complexes 

that allow guests to curate their 

own experience, to indoor-outdoor 

experiences and nature-focused 

wellness excursions, there is seemingly 

an endless appetite for supporting 

the mental and physical wellbeing of 

guests. Aspen is soon to welcome a 

new and improved Aspen Club into 

the community, which will create a 

world-class wellness destination with 

a limited number of luxury rooms, and 

exceptional service and amenities. 

Whether existing resorts incorporate 

one or all of the trends above, the 

main takeaway is the importance 

of consistently looking to embrace 

and enhance what makes each resort 

experience unique – a sense of place, 

brand identity and architectural 

character. Sharing those special 

identifiers with guests in meaningful 

ways is where we find the most 

inspiration for enhancing guest 

experience.◆ 

Rebecca Stone is the managing 

principal at Denver, Co.-based 

OZ Architecture 

CHRIS MCLENNAN [THE WESTIN RIVERFRONT] 

BY ROBIN ROBERTS 

IT 

may be the most important 

meal of the day, but at the 

height of the pandemic, 

hotel breakfast was not 

all it was cracked 

up to be. Guests 

woke up not to the 

tantalizing smell 

of sizzling bacon at a vast, bustling buffet, 

but to a cold, pre-packaged muffin. Or 

nothing at all. Scrambling to comply 

with a rash of regulations, some hotels 

packed up the chafing dishes and 

prepared only âầla carte served strictly 

by staff — hands off the tongs, please. 

Others plastic-wrapped their meagre 

offerings within an inch of their life. 

Some didn’t even brew coffee, so as to 

eliminate e and crowding. Breakfast, for 

a time, was toast. 

SO LONG, SUMPTUOUS SPREADS 

(FOR SOME) 

Prior to the pandemic, many hotels felt they 

had to keep up with the competition by beefing 

up their breakfasts, adding omelette bars, pancake 

and waffle stations, fresh-baked cinnamon rolls, as 

well as healthier options such as smoothies, Greek 

yogurt, fresh fruit, oatmeal and avocado toast. Some 

properties topped out at 40 items, straining the foodand-beverage 

budget, not to mention grappling with 

the resulting waste of all that leftover food. 

“The cook-to-order breakfast buffet is the brand 

standard for Hilton Garden Inn,” says Perry Singh, 

general manager of Hilton Garden Inn Saskatoon. 

“So, you had to have the buffet, all the self-service 


hoteliermagazine.com hoteliermagazine.com SEPTEMBER 2022 | 43

items, a couple of cooks, as well as a 

greeter at the host station, and your 

servers. Based on the occupancy we 

went down to — single digits — from 

a financial and waste perspective, it 

just didn’t make sense. We closed our 

restaurant completely and went from 

buffet service to grab-and-go.” 

Michael Morton, vice-president, 

Brand Management for BWH Hotel 

Group, says different jurisdictions 

imposed different restrictions, so 

some hotels had breakfast, some had a 

modified offering and some had none 

at all. “The brand directive for 

Best Western was to have, 

at minimum, a grab-and-go 

option. We wanted to be 

cognizant of cost and all the 

revenue the hotels had lost and 

were losing.” 

THANK YOU FOR YOUR SERVICE 

Patrick Dube, chef for restaurants Les 

Labours and Le Bercail at the Hotel 

& Spa Le Germain, Charlevoix, has 

long been proud of his lavish breakfast 

buffet. Once the pandemic hit and 

the restaurants closed, however, he 

took to delivering grab-and-go items 

directly to guestrooms, which proved 

a challenge since the hotel comprises 

five buildings, each 150 metres from 

the kitchen. So, the property bought 

two small cars as a kind of taxi service 

to ferry food among the buildings, 

which was especially useful in winter 

when temperatures in the region dip to 

minus 20 degrees Celsius. 

“I bought 150 little tables for the 

rooms because people had no place to 

eat,” says Dube. 

Jacky Bruchez, Food and Beverage 

director for Germain Hotels, says some 

guests, however, didn’t even want staff 

coming to their room. “So, there were 

some grab-and-go boxes they could take 

with them, a simple continental breakfast 

of fruit, yogurt, parfait and toast.” 

Dube says now that restrictions have 

eased, the full breakfast buffet, with 

guests serving themselves, is back on at 

Les Labours. 

MANAGING MORNING MEALS 

The pandemic was a wake-up call for 

how hotels operate, including how 

they manage the morning meal. 

Building on what they’ve learned, 

Singh says Hilton has revised its 

standards and structure to ensure 

operations run more efficiently. 

“[We’ve] moved away from the 

traditional buffet — it looks fantastic 

but from a cost perspective it didn’t 

make sense — [to] a re-vamped 

continental buffet, with healthier 

options like power bowls, which are full 

of fruit, chia, flax and hemp seeds. All 

the hot items are cooked to order off 

of a menu. We don’t have chafers full 

of sausages, bacon and potatoes like we 

did in the past.” 

And in the past, it is. Singh says these 

changes, including no more hosts and 

greeters, no cook-to-order stations, and 

just one server during weekdays, are here 

to stay. And with inflation, “Costs are 

skyrocketing, from wages to food, [so] it’s 

very hard to drive the bottom line.” 

He says these changes didn’t help 

significantly with that bottom line. 

Aside from eliminating some items 

from the continental side, bacon and 

eggs are staples, he says, and are still 

stocked, regardless of the higher costs. 

But the changes have proven an 

upside to the pandemic. “In terms 

of food-and-beverage offerings, a lot 

of focus and emphasis has been on 

reducing costs while at the same time 

ensuring we can maintain our level of 

guest satisfaction and to grow it further. 

We can better maintain quality [by 

streamlining the service].” 

THE NEW NORMAL 

Shazma Charania, 

president, ZS Holdings 

Ltd., says its multiple Holiday Inn 

properties across Red Deer, Hinton 

and Edson opened and closed about a 

half dozen times. She says the brand 

offered several options to comply with 

municipal and provincial government 

guidelines, from complete shutdown to 

grab-and-go, to staff serving breakfast 

using disposable cutlery and plates, to 

now back to a full, self-serve buffet. 

“Our brand standard is our famous 

cinnamon bun, and if we couldn’t 

deliver on that, because of supply-chain 

issues, we would give a product that was 

similar, and guests were fine.” 

She says that now, with inflation 

to contend with, it’s costing more to 

service the same customer, but, “We 

would rather have the service open and 

provide a good breakfast versus having 

an empty hotel.” 

Morton says, even prior to the 

pandemic, there had been discussions 

across brands about breakfast, such as, 

“Is this an opportunity to re-imagine 

what breakfast is?” 

He says the company ran surveys that 

tested multiple options across 30 hotels 

and found limiting items worked best. 

Where once they offered five different 

breads, for example, they now offer two, 

and have reduced the number of cereals. 

“We [also] realized a lot of cost 

savings by eliminating the waste of 

having all that product sitting out 

there, and by reducing the hours that 

breakfast would be offered. It was 

something we needed to do to truly 

understand what is important to the 

guest. Is it really important to have that 

much variety? And guests said no, but 

whatever you put out there, it better be 

good, it better be fresh, and it better be 

appetizing. It’s changed the way we do 

business, for sure.” 

Singh agrees. “Every day the playbook 

is being written and re-written. We 

do something yesterday and today we 

have to course correct so we can ensure 

we are meeting the expectations of 

all our stakeholders, whether they’re 

owners or guests or team members or 

the brand, because their expectations 

are constantly changing with all the 

variables. It’s quite a time for this 

business right now.”◆ 

ChoiceHotelsDevelopment.ca 

Development@choicehotels.ca 

Get your 

money’s worth. 

At Quality ® brand hotels, our guests want real value for their 

hard-earned dollars. They need to know they’ll get their money’s 

worth so they can relax and focus on the people and experiences 

they came for. And in Canada, we’re delivering! 

Get your money’s worth. It’s not just a promise to our guests; 

it’s a promise to our franchisees, too. The Quality brand delivers 

great performance and also provides owners with a great 

opportunity to enhance property value and strengthen market 

positioning. Plus, the brand’s flexible product extensions fit most 

building types and locations. 

The Quality brand is all about delivering on the value that both 

guests and hotel owners need. 

THERE’S NEVER BEEN A BETTER TIME TO INVEST IN QUALITY. 



©2022 Choice Hotels Canada Inc. All Rights Reserved.

TECHNOLOGY 

EDITORIAL 

LATAM! 

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COPYRIGHT© 2016 DEAN DROBOT/SHUTTERSTOCK 

he first thing 

T 

most travellers 

want to do 

after deciding 

on a vacation 

destination is to find a place 

to plop their bodies once 

they arrive. They want to 

see the room they’ll sleep 

in, the restaurant they’ll eat 

in, the pool they’ll frolic in 

and the beach they’ll loll 

on. They want to literally 

picture themselves there, 

and that’s where a hotel’s 

website, with its reams of 

digital assets, comes in. 

As technology advances, 

and more information needs 

to be added, disseminated 

and catalogued, managing 

all that content can be a 

challenge. But keeping all 

those photos, videos, virtual 

tours, pricing, booking and 

marketing information 

organized, centralized and 

updated is vital — for 

internal and external users. 

While there are many 

outside file-management and 

storage companies, such as 

OpenAsset, Leonardo and 

ICE Portal, that will build 

and maintain a system for 

you, Accent Inns chose 

Microsoft’s do-it-yourself 

SharePoint. Trina Notman, 

vice-president, Marketing 

and Communications for 

B.C.-based Accent Inns and 

Zed Hotels, says, “It’s a central 

receptacle everybody in the 

company can access,” but 

keeping the content accurate 

and up-to-date is all in the 

granting of permissions. 

“While everyone can access 

it, only the marketing team 

can edit it.” 

She says having a wellorganized, 

easy-to-use 

OpenAsset's 

digital-asset website 

PICTURE THIS 

Digital assets allow guests to visualize 

themselves at your property, but 

maintaining those assets takes focus 

system also helps target the 

properties’ various customer 

segments with relevant 

content. Two of the more 

popular of those segments 

are young families and the 

queer community. 

“It’s about showing young 

families interacting with 

your property. For example, 

we have a two-bedroom 

cottage at Hotel Zed, with 

full kitchen, full family room 

and gorgeous porch. We’ve 

just done a whole series of 

video assets around a child’s 

birthday party in there. 

Another video shows a 

family having a pillow fight.” 

She says the queer 

community looks for a 

property where they know 

they’ll be accepted and 

respected, hence several 

supportive initiatives 

BY ROBIN ROBERTS 

throughout the year. For its 

Valentine’s Day promotion, 

for example, the properties 

positioned multi-media 

Progress Flags, an evolution 

of the Rainbow Flag, in their 

lobbies, an idea that came 

from a sales manager who is a 

gay man with a trans partner. 

“He said, ‘If I saw that flag, I’d 

know I would be safe there.’” 

Beatriz Fuentes, area 

director of Marketing for 

Marriott Canada, agrees that 

having a reliable digitalasset 

system is crucial for 

the customer experience. 

“We have to make sure we 

provide people with the 

right information, at the 

right time, the way they 

consume it,” she says. 

Last year Marriott, which 

manages more than 8,000 

hotel websites, launched 

its new data-driven 

product built on the Adobe 

Experience Manager, which 

Fuentes says allows a bolder 

way to present content. 

“It’s a more agile website — 

intuitive, easy to use, and 

has the functionality we 

were looking for. It supports 

more enhancements and 

new additions, [which] also 

allows hotels to customize 

their content.” 

She says it’s a mobile-first 

design, which has boosted 

customer engagement, and 

lets the company showcase all 

of its brands and categories. 

“We have 30 hotel brands, 

so through these new 

websites we have a clear 

visual of brand distinction 

across all of our hotels.” 

She says the system is 

controlled centrally by a 

dedicated team to maintain 

the consistency, look and 

feel of the website. It can 

also be updated 24/7 to 

publicize packages and other 

promotions. “The hotels 

have the ability to do that 

on their end. There’s an 

approval process, but we have 

substantially reduced the 

time from the hotels updating 

and the content going live. 

It’s now a matter of hours, 

whereas before, it would 

probably take a few days.” 

In the end, says Notman, a 

well-designed, managed and 

regularly updated digitalcontent 

system is about 

pleasing the guest, which 

pleases the bottom line. “It’s 

about creating that vacation 

movie in their heads so they 

can start imagining their 

good time. And that makes 

clicking that ‘book now’ 

button so much easier.”◆ 

*Includes both licensed and managed. **For Peru, Colombia, Argentina, Chile, Ecuador. 

Offering by Franchise Disclosure Document only where required by law. Void where prohibited. This advertisement is not an offer to sell or solicitation of an offer to buy any franchise. 

© Sonesta RL Hotels Franchising Inc. & Sonesta RL Hotels Canada Franchising Inc., 400 Centre St., Newton, MA 02458 


HOTELIER 

WELCOME 

TO W 

After a tumultuous two years, 

the W has finally arrived in 

Toronto and Craig Reaume 

is thrilled to be at its helm 

BY ROSANNA CAIRA 

When the W Toronto opened its 

doors on Toronto’s Bloor Street in 

mid-July, it marked the completion 

of a project that has been highly 

anticipated. For Craig Reaume, GM of the 254-room 

luxury hotel (including 30 suites), the opening brings 

to fruition the dreams he’s had for the past three 

years, as he navigated the myriad delays brought on 

by the pandemic. 

“It was a construction project that started in July 

2019 with an expected opening of six or eight months 

maximum,” stresses Reaume. “It’s a complete reinvention 

of the asset — a re-positioning of the hotel 

from a brand perspective — and it’s now created 

three unique B&F spaces.” 

According to the 54-year old graduate of the 

University of Guelph, the local community will drive 

a lot of business and social events into this space. “W 

is a very much a beverage and food-forward concepted 

brand in the lifestyle space [with] a variety of different cuisine and beverage options under one roof. 

Unlike other brands that may have just one all-day restaurant, we built three distinct [restaurants] 

―— breakfast, lunch and dinner on the ground floor, then afternoons and evening in the middle 

and then our Skylight rooftop bar at night. The energy level of the hotel during the evening really 

moves up to the 9th floor and it’s connected by a brand-new exterior lift that will change the look 

and feel of Bloor St. It’s a complete LED panel that gives us a very New York vibe.” 

Opening the hotel during COVID certainly created a host of challenges, but luckily the hotel 

was successful in recruiting its team of 250. “They’ve waited for us, and committed to us two 

years ago. They preferred to wait for us because of what we are as a brand. It’s more than just a 

pin on the lapel — it’s about our culture, it’s about inclusivity, it’s about welcoming everybody 

under our roof.” As someone who manages from his heart, Reaume says, “the rest comes 

naturally.” With a philosophy focused on making other people successful, he’s looking forward 

to “developing a team who will become a family.” 

While Reaume has worked in hotels for years, “Opening W in a market that is strong in 

luxury hotels, but light in lifestyle hotels,” has been an experience unlike any other. The 

native of Chatham, Ont. is stoked to be helming the new property as it marks a cultural 

transformation for the city. The W Toronto is only the second W in Canada (the other 

location is in Montreal). “This is one hotel within the North American brand that will 

stand out as more leaning into the luxury space — from a service perspective and from a 

B&F perspective.” ◆ 

QUICK 

QUIPS 

What keeps you up 

at night? 

“Thinking about how we 

will replace ourselves 

with future leaders” 

Advice for 

aspiring hoteliers 

“It is a fabulous industry. 

When you work hard 

and continue learning 

every day, it is incredibly 

rewarding” 

What do you attribute 

your success to? 

“Learning and moving 

around the globe with 

my husband Ben, who 

has been very supportive 

of my career” 



HOSTED BY ROSANNA CAIRA 

Check out the Checking In podcast to 

listen to conversations between editor 

and publisher Rosanna Caira and hotel 

industry leaders speaking about the issues 

impacting the dynamic hotel industry. 

EDWIN FRIZZELL 

FAIRMONT ROYAL YORK 

BORIS MATHIAS 

CHAPI CHAPO 

TATIANA SHEVELEVA 

CHAPI CHAPO 

LORIS OGNIBENE 

CHAPI CHAPO 

DOROTHY DOWLING 

BEST WESTERN HOTELS 

JAMES LOCKHART 

GROUP LOCKHART 

BONNIE STROME 

PARK HYATT 

JAMES HAGUE 

BAKER CREEK MOUNTAIN RESORT 

PHILLIP HALLER 

ROCCO FORTE HOTELS 

KEITH HENRY 

INDIGENOUS TOURISM 

ASSOCIATION OF CANADA 

CHRISTOPHER BLOORE 

TOURISM INDUSTRY ASSOCIATION 

OF ONTARIO 

JONATHAN LUND 

IHG HOTELS AND RESORTS 

DAVID GOLDSTEIN 

TRAVEL ALBERTA 

WOMEN IN LEADERSHIP 

MARRIOTT HOTELS CANADA 

Rosanna Caira 

CHECKING IN podcast episodes are available at 

https://www.hoteliermagazine.com/category/media/podcast/ 

or find them on 

and

September 2022 Digital Issue

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