Our response to covid-19
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march – may
Sudden impact and decisive decisions
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Sudden impact of pandemic
- International and domestic travel came to a halt
- Unprecedented cancellations and rebookings
- Mandated lockdowns and property closures across
- Selected properties remained open to accommodate essential workers
- Occupancy bottomed out in April
Decisive actions
- Activated business continuity plans enabling head office and support teams to work from home
- Executed profit protection plans to preserve cash
- Prepared operational and commercial plans for reopening
- Developed ‘Reassuring Moments’ health & safety programme and protocols
- Developed takeaway and delivery options for selected restaurants
- Accelerated technology initiatives to provide guests with Contactless Experience
late may – early september
Reopening and market outperformance at flagship hotels
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Subheading
- Started reopening with restrictions
- Ramping up to peak leisure months of July-August
- Built base quickly, with market outperformance at flagship hotels
- Demand driven by last minute, domestic leisure and from neigbouring countries
Subheading
- Early September was the transition point from leisure to business travel season
- Started to experience return of some government and corporate demand
- Weekend leisure demand holding strong
- Hosted small and medium sized events
- Restaurants and Bars started trading
mid september – present day
Demand severely reduced due to stricter measures and (partial) lockdowns
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Subheading
- New international, domestic and local measures introduced to combat the new rise in infections
- Quarantine measures, travel guidance and other measures continue to negatively impact performance
Subheading
- However, most properties have stayed open to maintain a heartbeat within the estate and allow a rapid recovery when measures are lifted
- Cost base has significantly been reduced to minimise losses