Fish tricks in Tsukiji

It may not be the most conventional of tourist attractions, but Tokyo’s bustling Tsukiji Market has become an outside favourite of many visitors to the land of the rising sun. As the world’s largest wholesale fish and seafood market, it handles some 2,000 tonnes of seafood products worth $20m every day, with more than 1,000 vendors gathering to sell marine life from all over the world.

Tsukiji’s origins lie in the Edo period, when the shogun invited fishermen from the Osaka region to come to Tokyo in the interests of providing provisions for the city’s castle.

Anything not bought by the castle could then be sold at a market near the Nihonbashi Bridge. An earthquake in 1923 devastated the market and operations were subsequently relocated to the Tsukiji district upon the completion of its modern facilities in 1935.

One of the biggest draws is the morning auction where rival bidders compete for the daily haul of seafood, generally including the much-coveted blue fin tuna.

Going once
All the fish are brought in during the early morning and preceding day, before being inspected by potential buyers prior to the start of the auction. At 5.25am, the bidding begins, with intermediate wholesalers and authorised buyers vying for the best marine stock. The authorised buyers usually represent large retailers or restaurants, while the intermediate wholesalers resell their purchases in smaller portions at their own shops in the inner market. Authorised buyers unable to purchase goods directly from the auction often turn to the intermediate wholesalers afterwards.

The fish frequently sell for astounding amounts, with the average blue fin costing in the range of $10,000. An all-time record for a single tuna was set on January 5, 2013 when one sold for $1.7m, or $7,600 per kilogram. Sky-high bids early in the year may not represent the quality or size of the product, however, as bidders attempt to generate publicity and set the business tone for the rest of the year.

Tourists wishing to see the auction should be prepared to arrive early, as market authorities have instituted a strict limit of 120 visitors a day, on a first-come-first-served basis. This was introduced after business participants complained that the surge in spectators had begun to interfere with the bidding process.

Nothing but a sea thing
For those unable to make the early morning auction, the inner wholesale area of the market opens to visitors at 9am. The crowded halls are an exciting place to view buyers and sellers haggling over a plethora of different seafoods, ranging from small sardines to colossal tuna and even, controversially, whale. While the most frantic business is done before visiting hours, tourists will still need to exercise caution in avoiding the various trucks and trolleys zipping around the selling floor.

Visitors are also encouraged to explore the outer market, an area more amenable to everyday shopping. This collection of stalls and small retail shops sell fresh seafood in much smaller portions than the inner market, as well as stocking important culinary tools such as sashimi knives.

The area in and around the fish market is swimming with restaurants and sushi counters to cater for hungry guests. And with so much seafood around, there is no better way to satisfy a whet appetite than finishing off a morning at Tsukiji with a traditional sushi lunch.

Perfectly placed in Frankfurt

Iconic, impressive and ideally situated just 15 minutes from downtown Frankfurt, the futuristic The Squaire building houses the Hilton Frankfurt Airport Hotel. Designed as a horizontal skyscraper, 660m long and up to 65m wide, The Squaire sets new standards in architecture and design. “Location, location, location” – Conrad Hilton‘s famous words truly apply to the Hilton Frankfurt Airport.

The award-winning hotel has an outstanding location at Frankfurt Airport, with a short pedestrian route to Terminal One. In addition, guests have direct motorway access and more than 185 high-speed trains with rail links across Europe leave from the Inter-City railway station underneath the building on a daily basis.

The internationally renowned interior design firm, JOI-Design from Hamburg, has mirrored The Squaire’s theme of mobility within the hotel, while also creating an oasis of tranquillity for guests seeking rest and relaxation after a long journey. Natural tones throughout the hotel provide a relaxing atmosphere in a comfortable environment. The golden ceilings above the reception and lobby bar combined with stunning design features throughout the Hilton hotel result in contemporary and stylish surroundings.

Rooms and suites
Designed with work and relaxation in mind, the 249 soundproof guest rooms and suites feature warm décor and top-quality furnishings. Amenities include high-speed wireless internet, a phone with voicemail, air conditioning, a flat-screen TV, UK and US power sockets at desk level, on-demand video, and a radio alarm clock with MP3 connection. Bathrooms are spacious and include a separate shower and bathtub.

The hotel’s 83 executive rooms and 17 comfortable suites offer even more space, upgraded amenities and access to the exclusive executive lounge. Enjoy continental breakfast in the morning or sit back with light snacks and a selection of refreshments throughout the day. In addition to the finest facilities and attentive service, it includes quiet lounge and business spaces, complimentary internet access as well as international magazines and newspapers to keep up with global news.

The 140sq m presidential suite at the Hilton Frankfurt Airport offers spectacular views over the city forest and the impressive skyline of Frankfurt. The fully soundproof suite provides an exciting impression of aeroplanes passing only 150m from the building. Guests refer to this as a “surreal and exceptional experience,” as one can only see the planes, not hear them. The presidential suite features a warm, natural colour scheme, visible throughout the hotel. With a conference and dining room, living room, bedroom and bathroom, the suite boasts four distinctive areas to relax and work in style.

Food for thought
Take off on a culinary journey of international cuisine and local delicacies. At the RISE Restaurant, modern décor mixes perfectly with a cosy and inviting atmosphere, making sure that you find all the ingredients to treat yourself to the gastronomic delights available. Bread is an essential part of the culture and cuisine in Germany. The concept of RISE has been built around the traditional importance of bread, making the restaurant the perfect place to discover and taste some of the finest varieties baked daily. Start the day with a sumptuous breakfast buffet, or try the culinary highlights of the à la carte lunch and dinner menu, all of which can be accompanied by a premium wine selection, featuring exquisite wines from all over the region.

The FIFTH, a lounge and bar in the light-flooded seven-storey atrium of the hotel is the ideal spot to meet clients for coffee or drinks, or to simply relax after an eventful day. Guests can enjoy a fine selection of pastries and cakes, exclusively crafted by world champion pastry chef Bernd Siefert.

The spacious 24-hour fitness centre offers guests all the elements of a balanced workout. The wellness area features services to help guests reduce stress in a calm setting. Enjoy the sauna and steam room to relax and refuel before your next flight.

Unique event venue
The hotel’s meeting and conference facilities include 11 contemporary function rooms, equipped with the latest business technology. With a 470sq m event space and a ceiling height of 6.3m, the spectacular Ballroom Globe offers the perfect setting for events with up to 570 guests. Conceived as a ‘building within a building’, the ballroom boasts eye-catching design features. The exterior is covered with thousands of mirror mosaic tiles, while inside small details such as hundreds of Swarovski crystals in the timber wall and ceiling allow any type of event to make a grand impression.

The adjoining panorama foyer with views over the city’s forest provides an excellent surrounding for coffee breaks, exhibitions and receptions. Hilton Frankfurt Airport is a distinctive venue for prestigious corporate events, gala dinners and product launches offering the possibility to display cars in the ballroom, lobby and foyer area.

Out and about
Frankfurt am Main, the dynamic financial and commercial metropolis of Europe, is well known as the centre for international banks and trade fairs. This is the image that many visitors associate with Frankfurt. However, there is much more to see and explore in the city with the most imposing skyline in Germany. The cosmopolitan city on the Main River and its surroundings are full of exciting contrasts. This is where urban excitement meets rural beauty.

Only 15 minutes away from downtown Frankfurt, Hilton Frankfurt Airport is the ideal starting point to explore the city or go for a shopping trip on the famous shopping mile Zeil, or the more exclusive Goethestrasse, dotted with the boutiques of international fashion designers.

Culture plays an important role in the city; at the museum embankment, numerous contemporary and historic museums are lined up along the Main River. Looking for an evening out? The Main metropolis offers many renowned stages, such as the Frankfurt opera house and the English Theatre. The Alte Oper with its world-renowned late-classical façade is an important concert and event venue far beyond the boundaries of Frankfurt.
For wine lovers, a visit to one of the many vineyards in the Rheingau region, home to Riesling wine, is a must. While in the area, pay a visit to the Eberbach Monastery, a former Cistercian abbey founded in 1135 and backdrop for the film The Name of the Rose, starring Sean Connery. In the nearby Taunus you can find the 2,000-year-old traces of a Roman settlement.

Admire the impressive Frankfurt skyline by helicopter or pay a visit to the alluring state capitals of Mainz and Wiesbaden, both of which look back on well over a thousand years of rich and intriguing history.

Latin fever with Air Europa

Home to ancient cultures and breathtaking landscapes, luxurious beaches and sophisticated metropolises, Latin America continues to delight, enthrall and intrigue visitors from around the world. The region is becoming increasingly popular among leisure travellers and businesses seeking new opportunities in what is a dynamic and fast-developing region. From five-star accommodation by the sea in Santo Domingo, to the nostalgic beauty of Buenos Aires; the booming financial district of Lima, to the immensity of the Amazon Rainforest; the joyous carnivals of Salvador de Bahia, to the ancient Inca trail through the Andes – Latin America is definitely an inspiring destination.

Air Europa prides itself on being the pioneer in connecting the British market to this vibrant region, offering affordable flights to a wide range of destinations, including Buenos Aires, Lima, Salvador de Bahia, Caracas, Havana, Santo Domingo, Cancun and Punta Cana. The airline’s newest route takes passengers to Santa Cruz, in the economic heart of Bolivia.

In order to meet demand, from April the airline will increase flights to Havana in Cuba and Santo Domingo in the Dominican Republic, and from June will operate a new service to Montevideo, Uruguay, flying three times a week. These services can be combined with add-ons upon booking, thereby offering travellers a genuine network to explore the whole region. Furthermore, the Flying Blue loyalty scheme allows members to earn miles by flying with Air Europa; these can also be spent on hotel stays, car rentals and a whole range of other services.

Quick connections
Since March 2009 Air Europa has been operating a twice-daily service between London Gatwick and Madrid with quick connection times opening up this exciting and dynamic region to the British market. The airline also has European bases in Italy, France and Portugal, which help feed into long-haul flights from its hub in Madrid. “As we continue to grow and add new destinations, we are more determined than ever to consolidate our status as the gateway to Latin America,” said Colin Stewart, UK General Manager at Air Europa.

These long-haul flights have an average connection time of just two hours and offer very competitive prices. With over 25 years experience and one of the world’s most modern fleets, the airline is continuing to consolidate its position. Such value and experience has seen Air Europa named as the Best Economy Airline, South America in the Business Destinations Travel Awards, as voted by a vast and diverse cross section of primary users and purchasers of corporate travel.

“The whole Air Europa team is delighted to be named Economy Airline of the Year, South America,” said Stewart. “As the Latin American specialists, we know what makes a passenger feel they are receiving great value for money when travelling to Latin America, so we constantly endeavour to offer our customers excellent comfort at competitive prices, quick connection times and generous baggage allowance.”

In for the long-haul
With a fleet of over 35 aircraft each at an average age of just 3.5 years, Air Europa is one of the world’s most modern airlines. All long-haul flights use the Airbus 330-200 aircraft, with a capacity of 299 passengers, including 24 business class seats designed for maximum privacy and comfort. Economy travellers benefit from free seat selection up to 48 hours before departure, quality meals, seatback TVs and generous baggage allowance.

Additionally, through its partnership agreement with Optiontown, the leader in dynamic travel options, Air Europa is endeavouring to make business class accessible to more economy passengers than ever, through the upgrade travel option UTo. This enables travellers to apply for an upgrade to business class for a small fee.

If you fly in business class, you will be offered substantial baggage allowance for check-in and carry-on luggage, exclusive check-in counters and priority luggage unloading; you will also have full access to VIP lounges. Once on the plane you can indulge in exquisitely prepared meals made with the finest Mediterranean ingredients and relax in specially designed ergonomic seats, which can be angled to lie flat. There is also an on-demand personal entertainment system and you will earn additional Flying Blue reward miles.

A worldwide network
The Latin American specialist is a full member of the SkyTeam alliance, meaning the airline has access to their worldwide network, allowing passengers to benefit from easy connections via the best hubs in the world, assistance in planning trips, first-class services to meet passengers’ needs and frequent-flyer bonuses. Business class passengers can benefit from SkyPriority, a series of distinctively branded priority airport services offered exclusively for customers with SkyTeam alliance airlines; this ensures a common and consistent standard for priority airport services across the alliance.

Air Europa is one of the most environmentally friendly airlines in the world. It has been recognised as the most efficient airline for medium and short-haul flights by Atmosfair, a German organisation specialising in the environmental performance of airlines. The airline is continually renewing its fleet and it is the only Spanish airline certified in all areas of quality, safety and environment.

As well as being a member of SkyTeam Alliance it is also part of Globalia Corporation. Air Europa was the first private Spanish airline to operate scheduled flights, and is proud to offer passengers the highest quality standards in air travel, backed up by 25 years experience and one of the world’s most modern fleets of aircraft.

Further information: Tel: 0871 423 0717; www.aireuropa.com

Making waves in Ghana

Though oil and gas have been big exports for West Africa over many decades, Ghana really struck gold in 2007 when three billion barrels worth of light oil were discovered off the western coast, around Takoradi. The extra revenue from oil exploration has been invested into developing infrastructure and boosting growth. In 2011 the country grew by almost 15 percent, and though figures for 2012 are not yet available, they are expected to be promising and there is enough potential in the country for Ernst & Young to define Ghana as a ‘rapid growth market’.

“The discovery and the development of oil fields off the coast have certainly had major impacts on the Ghanaian tourism industry,” says Adrian Landry, General Manager of the Labadi Beach Hotel. “And there is also the fact that the country represents a stable democracy that shows signs of phenomenal growth. I believe that over the last financial period, Ghana has shown the second highest growth rate of any other country in the world. Ghana is well-situated and poised to assume an even greater role in the sub-continent’s development.”

The Labadi Beach Hotel, ‘where West Africa meets and plays’, has been Accra’s premier business destination since its inception 23 years ago, and it is undeniable that it has become adept at taking advantage of favourable market opportunities. “I believe that Ghana is well situated within the Western-Africa sub-region to be able to maximise the opportunities in terms of tourism whether it be leisure tourism or business tourism – the latter probably being the sector that is going to show the strongest growth over the next period,” says Landry.

It is a great place to be for The Labadi Beach Hotel, which primarily caters to corporate clients. “We offer very much the same amenities as any other big city location,” explains the general manager. “But the property is ideally located in a garden-like setting with large palm trees, yet easily accessible to the central business district and the airport.”

Traditional wisdom
The Labadi Beach is ideally situated on the seafront with a private beach that is serviced and cleaned once a day. The rooms have been designed to reflect West African tradition, custom and culture: “Each room not only has a chief’s stool, but we’ve also made use of the Adinkra symbols which have been woven into the throw at the end of the beds and other linen items,” says Landry. The symbols have a decorative function within the Akan ethnic group in Ghana, but also encapsulate powerful messages of traditional wisdom. “The rooms are both spacious and designed in a very contemporary fashion but also reflect traditions and customs and culture which are unique in the West African region,” he adds.

The hotel offers all the services the discerning business traveller might require. “The Labadi Beach has held the position of premier business destination in Accra for the past number of years, and we would like to retain that title,” says Landry. Thus the hotel has been investing heavily in updating and expanding its business facilities: “The property currently has a meeting room for 100 delegates which is sub-divisible into two. We also have a secondary room that can accommodate 45 delegates. Earlier in the month we broke ground on a project for a conference facility for 500 people, and we are also putting in a world-class spa. We are doubling the size of our gym, investing in new equipment as well as commissioning an exercise pool. The additions and improvements to the property will certainly keep us as the number one destination in the city.”

Breaking the mould
The hotel has all the accoutrements a larger hotel might have, but distinguishes itself by its unique personality and exquisite service. “The difference between ourselves and a typical ‘cookie-cutter’ type hotel, is that our property certainly has a unique identity, and one immediately feels that as one walks into the foyer,” says Landry. “The hotel is 23 years old and it has a very specific character and personality. The average length of service for the balance of the management team is approximately 14 years, which says a lot about the continuity of the property. The executive chef has been with the hotel for the past six and a half years, as have I.”

The Labadi Beach really does pride itself on its standards of service and that includes its restaurant offerings. The executive chef has worked around the world, especially in the African continent, and with such experience he has learned exactly what the discerning business traveller wants from a top-hotel meal. “He is very well-experienced,” says Landry. “We can say without question – and our clientele tells us as much – that the Labadi Beach hotel is unparalleled in terms of the cuisine. We do import a substantial amount of product, and we believe that we are certainly sourcing product of the best possible quality for the discerning client.”

By combining exquisite service, world-class cuisine and state-of-the-art facilities, Labadi Beach has become something of a local institution. “The hotel has become almost iconic in Ghana, especially in Accra,” says Landry. “We are conscientious of the fact that improvements are required to keep up with international trends; that is why we are building the conference centre, gym and spa. Moreover, members of our team do spend time in other hotels, not only in Ghana, but also offshore, ensuring that we can keep pace with international trends and practices.” It is a smart move. The hotel industry is changing fast, and there is a pressing need to remain relevant not only as a facility and destination but also as a brand.

The Labadi Beach Hotel is a member of the Legacy Hotels and Resorts: Africa’s premier luxury hotel group. The brand comprises 23 hotels, primarily in Southern Africa, all of which are four or five star rated. The group is undoubtedly a market leader within the competitive market of the region. Being affiliated with such a recognisable and weighty brand can bring nothing but benefits to a hotel such as Labadi Beach. “Legacy Hotels not only provide technical know-how with regards to development,” explains Landry, “but the group also provides us with a very strong marketing division and we effectively have marketing and sales representatives in many locations around the world, including Dubai, India, Germany, the UK, France, Italy, Nigeria and South Africa – the largest economy in Africa tends to be a large driver of occupancy even in Ghana.”

Expanding horizons
Responding to rapid changes in the global industry, the Labadi Beach Hotel has been investing heavily in both expanding and modernising to keep ahead of the competition. In recent years it has added 60 rooms to its total capacity: “So over the past five years the hotel has grown not only in the number of rooms but also the efforts are ongoing to keep pace with international trends,” says Landry.

But keeping up with trends is not everything when guaranteeing a hotel’s success; much of it is about staying in tune with what guests want and expect from a top establishment like the Labadi Beach. “We spend more time interacting with the customer, because we understand that customers’ needs and wants are ever-changing and evolving more and more quickly as technology develops,” says Landry.

For instance, the hotel now offers complimentary wi-fi in every room, to accommodate all the needs of a business traveller. “It’s about listening to the customer and providing what will make their stay more comfortable. We are spending more and more time interfacing with the customer, not only on a face-to-face basis, but also electronically.”

The Labadi Beach Hotel is the epitome of sub-Saharan Africa. As such it is no surprise that it has become the hotel of choice for state heads visiting Ghana, with its top quality service, world-class facilities and West-African hospitality and style.

Have it all in Mumbai

Grand Hyatt Mumbai is Hyatt International’s flagship contemporary lifestyle complex in South Asia, serving Mumbai, Pune and Goa. Located just 20 minutes from the international airport, 10 minutes from the domestic airport and with Mumbai’s key business district only five minutes away, this landmark destination is also ideally placed for leisure and entertainment.

Grand in scope and functional in design, Grand Hyatt Mumbai has redefined standards of luxury and service in India’s financial capital since 2004. With approximately 10 acres of mixed-use development, the complex is truly world-class. Created by an international team of designers and consultants, the complex was conceived by renowned architecture firm Lohan Associates, Chicago; the interiors are designed by Chhadha, Siembieda and Remedios of Long Beach, California; the landscaping was conceptualised by SWA Group Sausalito, California; lighting by Integrated Lighting Design, Marina Del Ray; and the artwork has been curated by Rajeev Sethi Scenographers, New Delhi, India.

Stay a while
Grand Hyatt Mumbai has 547 luxurious guestrooms, including 39 suites and one presidential suite. Grand Club, the hotel’s executive floors, offer exclusive privileges and amenities to guests, including the city’s most sophisticated and technologically advanced conference and meeting facilities.

Long-stay guests can check in to one of the 111 fully serviced Grand Hyatt Residences, available as one, two and three-bedroom apartments. They include separate living rooms and a fully equipped western-style kitchen as well as a dedicated entrance and a private swimming pool.

The hotel guestrooms and serviced apartments continue the open-plan, contemporary theme of the complex. Light-hued sycamore panelling is paired with golden Jaisalmer stone and bespoke artwork to induce a feeling of serenity in every room. Bathrooms are spacious and refined, with deep, luxurious marble bathtubs.

Grand Hyatt Mumbai houses an impressive art collection, showcasing over 100 commissioned pieces by established and upcoming artists. Inspired by the three great archaeological sites of Mumbai: the isle of Elephanta, the cave temple of Jogeshwar and Mandapeshwar, the art is conceived as an homage to the mythic and contemporary presence of Shiva, who embodies the interplay of opposites: tranquillity and agitation; love and wrath; creation and destruction.

Cooked before your eyes
Grand Hyatt Mumbai offers a range of exciting and innovative Indian and international fine dining options at the hotel’s four award-winning speciality restaurants: China House, Celini, Soma and Fifty Five East.

Designed to exude the warmth of a typical Chinese home, China House offers casual dining with a modern approach. The restaurant serves delicacies that include delectable signature dishes such as beggar’s chicken, hand-pulled dan dan noodles, Peking duck, black pepper king crab, and steamed crystal prawn dumplings, all complemented by an exhaustive list of wines and desserts. The design of China House integrates visible kitchens into a multiple-seating layout with table booths, private dining rooms and lounge.

The main feature of the China House Lounge is the island-style LED light bar, with an array of bottles and unconventional glassware that appear suspended on large glass shelves overhead. The in-house signature beverages, from classics to the unique post-dinner cocktails, enhance the feel of the lounge further. Multi-faceted in spirit, the stylish China House lounge serves as a versatile retreat and is an ideal place to party to high-energy music.

Celini, the authentic Italian restaurant, presents traditional recipes with a modern approach. Exuding an understated elegance, the interiors of Celini are contemporary and simple. The restaurant showcases a wood-fired pizza oven, rotisserie and charcoal grill – all built into its show kitchen, designed by Molteni of France.

Soma offers authentic specialties from North India and the Northwest frontier. Guests can savour a selection of tandoor-grilled meats, seafood and vegetables. The restaurant allows diners to see skilled chefs preparing their meals. The colourful and eclectic art at Soma reflects the moon in its serene moods, providing the ideal ambience for savouring authentic and traditional Indian cuisine.

Fifty Five East’s interactive kitchens offer Thai, sushi, Lebanese mezze, Western and Indian specialities prepared à la minute. Fifty Five East embraces the idea of eating out of the pan, off the grill and out of the wok. The design draws inspiration from the natural phenomenon of sunlight passing through leaves and branches in a forest, and the result is a textured look with uneven shadows in harmony with each other. The atmosphere is relaxing and child-friendly with table booths and lounge.

Gourmet relaxation
Offering an à la carte menu and an exclusive range of local teas, the informal Lobby Lounge exudes a welcoming, warm ambience and lends itself to both serious business meetings and casual friendly lunches. Highlights of the impressive beverage menu include the premium selection of Eau de Vie and the Indian single estate teas.

A culinary representation of the taste and style of Grand Hyatt Mumbai hotel, and a one-stop shopping destination for any meal, The Gourmet Store greets you with an extensive selection of delicatessen, light meals and freshly baked cakes and pastries.

With an emphasis on quick, efficient and uncomplicated service at all times, gourmet delicatessen items include cheeses, cold cuts, homemade salads, made-to-order sandwiches, as well as coffees, an array of teas, smoothies and milkshakes.

The bar offers a variety of international and Indian wines and showcases an eclectic range of vintage wines and Champagnes from across the globe. For connoisseurs of single malt, there is an extensive selection of whiskies. The snack menu features continental appetisers, specially created to complement the wines and single malts served.

Temperature-controlled bookshelf-style glass cabinets provide separate sections for red and white wine – sure to lure any wine connoisseur – and the community table is a fitting place for a rendezvous with friends and associates.

Business ballroom
Grand Hyatt Mumbai offers one of the best conference spaces in Mumbai, suitable for all types of meetings and events, conducted with unparalleled style, elegance and attention to detail. The hotel has over 2,790sq m of sophisticated conference space. This includes one of the largest fully wired ballrooms, seven additional meeting rooms and boardrooms, and a spacious pre-function area. In addition, outdoor venue options include the spacious gardens and courtyard.

The 1078sq m Grand Ballroom can be partitioned into three soundproof sections. It is naturally lit on two sides and overlooks a majestic waterfall. Drive-in ability makes the space ideal for car launches and auto expositions. At its entrance is a spacious foyer, which can be used to host pre-function cocktails and receptions. The seven additional meeting rooms and boardrooms range in size to accommodate from 30 to 400 persons.

The events department is equipped to assist in customising and supervising every event from start to finish. Grand Hyatt Mumbai’s ballroom, and all of the meeting rooms, are equipped with the latest technologically advanced audio-visual and high-speed communication connections.

Take time out
The Club Oasis Fitness Centre and Spa at Grand Hyatt Mumbai boasts a modern gymnasium, sauna, steam room and whirlpool baths. The spa features an extensive range of rejuvenating, invigorating and relaxing treatments in private, naturally lit individual suites, each with their own shower and changing area. To begin the day on a healthy note there are a choice of recreation facilities including tennis, volleyball and a paved jogging track amid lush green landscaping. Facilities extend to a beauty salon, a cardiovascular area, outdoor swimming pools, and Aqua, the poolside bar.

Christiaan Georgio at Grand Hyatt Mumbai is an ultra chic salon offering hair styling and beauty treatments. Using a perfect combination of materials such as slate, glass and steel, the décor of the salon fits perfectly with the hotel’s seamless, uncluttered design.

The contemporary lifestyle complex also houses an international style shopping mall − The Grand Hyatt Plaza − where the best international and local brands are spread over two levels. For guest convenience, over 400 underground parking spaces are available.
Whether it is living, dining, entertaining, shopping or relaxing, the complex’s multiple lifestyle features make Grand Hyatt Mumbai a complete destination in itself.

Further information: mumbai.grand.hyatt.com

The billionaire and the bridge

The Ambassador Bridge spans an international boundary over the Detroit River, dividing the automobile manufacturing hubs of Detroit, Michigan and Windsor, Ontario.

Completed in 1929, it is one of the most important commercial links in all of North America, dealing with an estimated $115bn worth of trade between Canada and the US every year. This represents about 25 percent of the annual merchandise exchange between the two countries and some 10,000 commercial vehicles pass over the bridge every day.

The only way
Because it is the only bridge between the two cities, high traffic levels create bottlenecks and lead to long waiting times at the international border, generating costs for the economies of both nations. Canada’s transport department estimates that truck traffic will triple over the next 30 years and while there is also a tunnel running beneath the river, it mostly handles passenger traffic. The existence of a single freight transport link also denies the Detroit-Windsor corridor a redundancy capability, should the 83-year-old bridge be closed down due to an accident or repairs.

A second bridge has been in the planning stages for years, but a concrete deal between Canadian Prime Minister Stephen Harper and Michigan Governor Rick Snyder was only announced in June 2012. The planned New International Trade Crossing (NITC) would be built at a cost of between $3.5bn and $4bn, and would connect Detroit’s Delray community with Windsor’s west end. Officials hope the link would be ready to open in 2018.

All costs associated with the project would be covered by Canada, including the construction of an interchange to connect the crossing to Michigan’s I-75 highway. A Canadian entity would also take charge of design, construction and operation under a public-private partnership agreement containing provisions for affected neighbourhoods on both sides of the border. To recuperate the costs of construction, the Canadian side of the bridge would charge a toll, while the US side would remain free.

Connecting businesses
Commenting on the project, Harper said: “This new bridge will reduce congestion at this critical Canada-US border crossing, support the creation of new export-related jobs and investment opportunities along the Quebec City-Windsor corridor, increase the competitiveness of the North American manufacturing sector, and provide thousands of construction jobs in Ontario and Michigan.” Snyder echoed the Prime Minister’s sentiment, saying in a release: “This agreement is about more than building a bridge, it’s about building a future of economic strength and security for families across our entire state.”

Business groups seem to agree with chambers of commerce and unions on both   » sides of the border, expressing support for a new trade link. A study from the Michigan-based Centre for Automotive Research claims the project would create some 22,200 jobs in the
state alone.

Manufacturers ship auto parts back and forth across the Detroit River multiple times during the manufacturing process and rely heavily on just-in-time delivery, making any border delay very costly. In 2010 alone, Canada shipped $29bn in parts and assembled vehicles to Michigan while $13bn worth went the other way. In a statement concerning the bridge, Sergio Marchionne, chairman and chief executive of Chrysler Group said that it “represents a tremendous opportunity to further strengthen the economies of the US and Canada, the future of our company and many other businesses”.

Troubled waters
Not everyone is happy. The Ambassador Bridge’s billionaire owner Manuel Moroun has vehemently opposed the construction of a public competitor to his river crossing. Moroun, who first bought the Ambassador in 1979, has spent some $30m in advertising costs trying to derail the project. His Detroit International Bridge Company collects about $156,000 a day in tolls from its ownership and operation of the asset and would likely see this amount diminish should a second route to and from Windsor become available. Moroun blames customs officials for any delays taking place on the Ambassador and says that his bridge still operates under capacity.

He has, however, offered to twin the Ambassador to double its capabilities, but the Canadian government rejected the proposal. Twinning would fail to bring in a redundancy capacity and, officially, Canada claims it wants to reduce traffic in Windsor, which twinning wouldn’t help. But discontent may also stem from concerns over Moroun’s bridge monopoly. After all, Harper had once called the idea of a private individual owning a major international border crossing “ludicrous”.

As part of the campaign against the NITC, Moroun’s companies provided funding for ‘The People Should Decide’ − a ballot committee supporting an amendment to the Michigan constitution, which would see all future international bridge or tunnel projects put to state and local referendums. Proposal six, as it is called, was backed up with fear-mongering adverts warning about the costs to the Michigan taxpayer. Counter-ads mocking Moroun were also run by ‘Taxpayers Against Monopolies’, a group supporting the new bridge but on a significantly lower budget.

Roy Norton, Canada’s consul general in Detroit, ridiculed the ballot initiative: “[Proposal six is a] cynical, manipulative effort mounted by [the] Morouns to persuade you to amend your constitution to deny yourselves transportation choice and preserve and protect their monopoly for some time into the future,” he told the Rotary Club in Bay City, Michigan.

At the time, legal opinion was divided as to whether the proposal could actually stop the construction of the bridge. It stipulated that a referendum would be required for “any bridge or tunnel which is not open to the public and serving traffic as of Jan 1, 2012” – a date significantly before the completion of the crossing. But the international agreement between Harper and Snyder anticipated opposition to the project and referenced the deal to be subject to Michigan law from “the date the Michigan Party became a Party”.

Safe passage
The proposal was eventually put to the ballot in November after it had obtained more than 600,000 signatures in support and the Michigan Supreme Court affirmed taxpayers’ right to vote on the issue. Voters however, rejected it by a margin of over 60 percent, dealing a blow to Moroun and removing a key obstacle in the way of construction. With Michiganders giving the go-ahead, all that remains (barring possible legal challenges from Moroun) is for the project to obtain presidential approval. Once this is secured, residents of both cities can finally look forward to both their long-awaited bridge and an end to Moroun’s monopoly.

Island investment

Located in the vast stretch of ocean between Africa and India, the tiny island nation of Mauritius has made a name for itself as a financial centre and an important channel for foreign investment. According to the Indian Ministry of Commerce, Mauritius was responsible for 42 percent of foreign direct investment worth some $55bn into India between 2000 and 2011, despite only having a population of 1.3 million people. The country is increasingly funnelling investment into Africa from Europe through public-private funds operating within its borders.

Mauritius’ success as a channel for foreign investment stems from its attractive tax rates and a series of Double Tax Avoidance Agreements (DTAAs); currently, it has a low corporate tax rate of 15 percent and a capital gains tax rate of zero. With the signing of a new agreement with Nigeria in 2012, the country also has 36 DTAAs. Crucially, this includes agreements with India and 13 African nations. Businesses can set up shop fairly quickly in Mauritius with the government claiming registration only takes two to three days.

Investing in India
Financial service firms investing in the Indian stock market have been major beneficiaries of this system as it has allowed them to escape paying capital gains tax. By contrast, setting up in India would result in a tax of 15 percent on short-term investments in the stock market. This has led to allegations of ‘round tripping’, where an Indian company sends money through Mauritius back to India in the form of foreign investment for the purpose of tax avoidance.

In response, the Indian government announced plans to introduce anti-avoidance rules into its tax code. But the plans drew the ire of investors and were first delayed until April 2014 before being pushed back further to 2016. Various exemptions allowing many companies to avoid them altogether were also added.

Mauritius actively denies being a tax haven for foreign companies, citing its adherence to international standards set by organisations such as the OECD, the Basel Committee on Banking Supervision, the International Association of Insurance Supervisors and the Internal Organisation of Securities Commissions. The country also asserts that it maintains stringent requirements for Global Business Companies (GBCs), not required in other jurisdictions, in order to prevent so-called ‘mailbox companies’.

GBCs must be set up and administered by licensed management companies, and have resident directors in Mauritius. Board meetings must also be held in the country and all
banking transactions should be routed through it. The government argues that other countries with which India has agreements also offer similar provisions for capital gains tax, but Mauritius has become the investment platform of choice because of the quality of its service, its pool of professionals, its regulatory framework, geographical proximity, and long-running cultural and historical ties.

Nonetheless, Mauritius has agreed to negotiate on changes to the DTAA with India, setting up a joint working group in 2006. The talks have so far failed to come to a solution, with India insisting on linking amendments to the DTAA with a wider trade liberalisation agreement, while Mauritius believes in separating the two issues.

African opportunities
With the future of Mauritius-based investment into India looking increasingly uncertain, the country has begun to diversify, becoming an increasingly important platform for foreign companies eager to tap into the African market. The government touts the same line when luring companies to base their African operations in Mauritius: business-friendly legislation, close cultural ties, a robust banking system, a highly qualified and bilingual talent pool, as well as the all-important DTAAs. As an added bonus, Mauritius belongs to every major African regional organisation.

Mauritius-based investment in Africa has not been without controversy however. A report by London charity War on Want entitled ‘The Hunger Games’ has claimed that much of the UK’s foreign aid budget for Africa passes through public-private funds based in Mauritius, depriving other African nations of important tax revenue.

UK foreign aid is managed by the Department for International Development (DfID), which has sponsored a network of offshore investment funds and trusts based in Mauritius for aid spending on infrastructure and agribusiness projects on the African continent. The DfID has spent £102.5m on its Mauritius registered Emerging Africa Infrastructure Fund (EAIF) to attract private investors looking for investment opportunities in African agribusiness, water, energy and transport projects. The EAIF itself is managed by Mauritius incorporated Frontier Markets Fund Managers Ltd, despite both the fund and the management company being run by staff from London.

The UK government has defended its choice of Mauritius as a base for foreign investment into Africa with a DfID spokesman telling The Guardian that tax was “not a primary driver in considering the location for funds” because any profits made would be reinvested in development once taxes were paid. “By 2015, our hunger and nutrition programmes will help more than six million of the world’s poorest people escape extreme poverty and stop 20 million children going hungry,” he added.

Looking ahead
Overall, Mauritius’ strategy of low taxes and DTAAs appears to be paying dividends to the national economy. By 2011, financial services constituted 15 percent of its GDP and employed 15,000 people. Global business accounted for five percent of the total amount. The country also managed to successfully navigate the financial crisis, with GDP growth averaging about four percentage points.

Mauritius’ status as a foreign investment channel marks the latest way the country has reinvented itself, having previously focused on sugar, textiles and tourism in succession to drive its economy. Disagreements with India may persist, but with Africa opening up to overseas ventures, Mauritius’ position as a base for foreign investment is likely to continue.

Competing to control the sky

An industry reliant upon a large amount of volatile external factors, aviation has suffered a turbulent time during the past decade. While the manufacturing of planes is predominantly shared between two major players in Airbus and Boeing, there are hundreds of competing airlines across the globe. The destinations these airlines fly to frantically compete to welcome business and leisure travellers alike, to help boost their economies.

The airline industry has seen varying rates of success in recent years, with difficult economic circumstances affecting how much people are willing to spend on travel, while many see boosting global trade links as a means of getting out of the mess some countries are in.

Towards the end of 2012, the International Air Transport Association (IATA) estimated that the global industry would see combined profits of $4.1bn, with a sharp rise in the
coming year. The company’s Director General and CEO, Tony Tyler, said in October: “Even six years ago, generating a profit with oil at $110 per barrel would have been unthinkable. The industry has reshaped itself to cope by investing in new fleets, adopting more efficient processes, carefully managing capacity and consolidating.”

The news will be particularly welcome in North America, which saw a large proportion of the increases and was expected to report profits of around $1.9bn in 2012. In Europe, however, forecasts were significantly less positive, with losses expected of nearly $1.2bn for the industry, with the IATA remarking that: “The region is plagued by high taxes, inefficient air traffic management infrastructure and an onerous regulatory environment.”

Emerging markets were expected to see profits by 2012, with Middle Eastern carriers leading the way with around $700m combined profits and Latin American firms gaining $400m. It is in the Asia-Pacific region that there has been most growth, though, with aggregate profits of $2.3bn.

The organisation predicts that 2013 will see net profits of around $7.5bn, although this optimism is dependent upon better global economic growth and a reduction in oil prices.

The IATA added: “Regional divergences will persist in 2013. North American airlines are expected to continue to improve profitability based on tight capacity management. Asia-Pacific carriers will see a profitability boost from improved cargo volumes (if not yields). European airlines are expected to be the only region in the red for 2013, although losses will be trimmed as a result of slower capacity growth and improved global trading conditions on long-haul markets.”

Manufacturing delays
The manufacturing of commercial airlines, dominated by Europe’s Airbus and the US’s Boeing, has had some difficulties going into the new year. While airlines have refreshed their fleets with new jets that sport supposedly modern, more environmentally friendly engines and bigger capacities, delays in delivery and faults have led to both companies suffering poor PR. Airbus reported strong sales for 2012, but delivered fewer than expected A380 superjumbo jets, with only nine of the group’s 800 new orders being for their biggest plane.

Boeing fared slightly better, saying in December that it had booked 1,203 orders in 2012 and delivered 601. However, the US firm suffered embarrassment in January when two Japanese airlines, Nippon Airways and Japan Airlines, grounded all their Boeing 787 Dreamliner planes as a result of battery problems. This was yet another setback for the plane, which has recently faced issues with fuel leaks, faulty brakes and fires. Analyst Richard Aboulafia from the Teal Group told the BBC: “You’re nearing the tipping point where they need to regard this as a serious crisis. This is going to change people’s perception of the aircraft if they don’t act quickly.”

Capacity issues
Competing for the highly lucrative status as a gateway to booming emerging markets in Latin America and Asia has become something of an arms race in Europe. While German, French and Dutch cities have pushed ahead with expanding the number of flights to industrial cities in China and Brazil, the UK has lagged behind because of political squabbling and highly motivated local campaign groups.

France, for example, offers twice as many flights to key emerging economies, with Charles de Gaulle airport in Paris, the country’s main hub, handling just under 61 million passengers in 2011. Industry analyst Innovata revealed in 2012 that Paris sees approximately 3,500 flights to China a year, while Amsterdam’s Schiphol offers 2,300. Frankfurt can offer around 2,800, providing a key advantage for the German financial capital over London, where Heathrow is only able to offer around 1,700 to just three mainland Chinese destinations.

UK business leaders joined together to publish a report in December that called for action on the capacity issues in the south east of England. The Institute of Directors polled 1,000 members, with the consensus showing a preference for expanding Heathrow to four runways, followed by a new hub airport. The report said: “Only a new hub airport or a four-runway Heathrow are sufficient to meet the shortfall. A combination of a third runway at Heathrow and a second runway at Gatwick or Stansted would be sufficient to meet the overall capacity shortfall, but may not provide enough additional hub capacity.”

The report added that more modern airports in neighbouring countries were taking travellers away from the UK’s creaking airports, saying: “In effect we have outsourced our hub to Amsterdam’s Schiphol airport.”

Strategic alliances
Airlines have been desperately seeking slots within this constrained airport capacity. Some have formed strategic alliances to help expand their operations, while others have sought to take stakes in rival firms. Most notably, the world’s emerging markets have seen growth in the operations of airlines.

The major airline alliances, such as Star Alliance, Oneworld and SkyTeam, have been in operation for nearly 15 years, giving members extended networks of operations and connectivity. Many of the more established airlines are members of these groups, but some of the newer operators – including the likes of Emirates and Etihad – have instead remained independent, opting to pursue a system of codeshare agreements and equity stakes.

In early January, Indian airline Jet Airways, one of the more luxurious in the South Asian market, was seeking investment from cash-rich Etihad Airways, Abu Dhabi’s state airline.

Discussions over Etihad taking a 24 percent stake for around $330m led to many questioning why they would want to invest so much into an airline that has posted five consecutive quarterly losses in the last year. However, after the Indian government relaxed regulations that prevented foreign ownership of domestic airlines, many in the industry are eager to get a strong foothold in a market with significant potential for growth.

Etihad has been rapidly growing its presence since launching ten years ago, with many investments in other airlines around the world, as well as codeshare arrangements, promoting the brand in far-flung places. Stakes in other carriers, such as airberlin, Virgin Australia and Air Seychelles, have strengthened Etihad’s reach across the globe, and it is clear that the company intends to add to its portfolio in the coming year.

Similarly, Qatar Airways also has plans for an aggressive expansion of its operations. In October 2012 the airline outlined details of its targets over the next three years, with an increase in its destinations from 119 to 170. The airline’s CEO, Akbar al Baker, told the UK Aviation Club that its “aggressive expansion will continue unabated” despite tough industry conditions, and that his airline was “no longer the follower, but the pace-setter”. He added: “We will take on the challenge and operate in new markets where other people dare not venture. Until now we have been very successful in finding and fuelling new markets.”

Strategic alliances will allow airlines to move into fresh markets and benefit from the reach that existing operators have. As capacity in airports around the world grows, and trade links are formed, both airlines and manufacturers should see a rise in demand, but the competition will continue to be fraught.

Cuba libre!

Stepping off the plane in Havana is like stepping into 1963, where cars have fishtails and the buildings are colourful reminders of a not-so-distant colonial past. The sun is always shining and one is never more than five feet away from a refreshing rum cocktail and an exquisite hand-rolled cigar.

But a cold glass of Coca-Cola and a wi-fi hotspot are considerably more difficult to obtain.

Cuba is a country of contradictions: it has a 99.8 percent literacy rate, the highest ratio of doctors per capita in the world, but an internet penetration of no more than three percent; the country’s population is young and active, but the average age of its governing officials is 80.

When Fidel Castro stepped aside in 2008 after 50 years in power, and his brother Raúl assumed his position, many saw it as a sign of decline for the socialist regime. Five years later, this seems to be the case. Castro the younger, in the prime of his 81 years, has recently announced a string of measures aimed at improving the economy and reviving his party.

He wants to make it easier for Cubans to run businesses and is investigating the practicalities of imposing age limits for high-ranking officials and term limits for politicians. And while they might sound like small steps, they are significant steps. Though few of these measures have garnered significant media attention, Castro has so far rolled out approximately 300 of them, from lifting travel restrictions for Cubans wishing to go abroad, to easing the bureaucracy involved in starting a business.

Cubans can now easily obtain business licenses if their business is one of 178 approved trades, including barbers and fruit peelers

For over half a decade Cuba has persevered with an economic model abandoned to failure by the rest of the world, and as a result the country still struggles to produce items that were commonplace before the revolution − there have even been reports of Cubans bringing back toilet paper from rare trips abroad. As the nation stubbornly sticks to its state-run model, it falls ever behind countries like China and Vietnam, who were not afraid to invest in infrastructure and encourage entrepreneurship, evolving a form of market socialism.

Socialist economies
Cuba’s GDP expanded 1.5 percent in 2010 (the last available figures), and while that might sound like an average result for a year when the whole world was struggling, it was significantly behind other so-called socialist economies. Vietnam grew 6.8 percent, while China expanded by a comparatively exorbitant 10.3 percent. Meanwhile, the average monthly wage for a Cuban worker is a meagre $20. These are not encouraging numbers.

“Most of Cuba’s domestic industries are operating below capacity,” explains Raj M Desai, a political economist at the Brooking’s Global Economy and Development programme. “Labour productivity is low relative to the skill and education of the workforce. Cuba’s overall debt is 40 percent of the gross domestic product, excluding what it owes in expropriation claims. By most living standards, Cuba has made little progress in the past 20 years.”

It will certainly be a challenge for Castro, as he battles to reverse this downward spiral of low productivity and high debt. Cubans are very dependent on the government and part of his plan to move forward is to sever that dependency. This will mean laying off up to a million public sector workers and stimulating the private sector. It will be unpopular, but it might just turn the tides for the Cuban economy. “The pilot programme will convert 222 state-owned companies into worker-run cooperatives,” explains Nick Mirrof, Cuban correspondent for the Global Post. “The government will maintain ownership of the company’s physical property and charge rent to the cooperative, but members will determine their own hours, pay and leadership.”

In another attempt to revive the private sector, Castro has been busy approving ‘new’ professions. Cubans can now easily obtain business licenses, but only if their business is one of 178 approved trades and occupations, including barbers and fruit peelers.

According to Richard Bercherer, a professor at the University of Tennessee researching Cuba’s private sector, there are two ways for a Cuban worker to become an entrepreneur.

“One is by creating a job for yourself – becoming the guy who cuts the grass and that sort of thing,” he told Al Jazeera. “The other option that really helps the economy is allowing someone to create a company that has intrinsic value. Those are the ones which really create jobs.”

The issue with Castro’s job liberalisation, according to Bercherer, is that the jobs Cubans are now free to pursue are not in themselves entrepreneurial, and will therefore not help to create jobs for the workers losing their government positions. However, that is not universally true; one of the labour reforms put forward by Castro has allowed the creation of companies that sell products straight to hotels, enabling the population to reap the benefits of an increased tourist influx.

In fact, tourism has quickly risen to become one of the most profitable industries in Cuba.

Trendy hotels are popping up in Havana or along the island’s many sandy beaches. In 2009, President Obama lifted restrictions for Cubans to visit relatives in their homeland; in 2011 further concessions extended a Cuban jaunt to even more Americans. There are still many restrictions – tours must be approved by the Treasury Department’s Office for Foreign Assets Control – but interest in the country has sky-rocketed.

By lifting the ban on buying and selling real estate Castro has opened the country to two potentially lucrative industries: real estate and construction

Encouraging signs
In 2011 over 2.5 million tourists flocked to the island, including 900,000 Canadians and 100,000 Americans. Tourism is a huge growth market for Cuba, its Caribbean location, proximity to the US and warm climes make it an ideal holiday destination, and the island’s pristine beaches appeal to sophisticated travellers and budget holidaymakers alike. Castro has not yet allowed foreigners to own property on the island but by lifting the ban on Cubans buying and selling real estate, he created the opportunity for locals to open new hotels around Cuba, and with it boosted the country’s potential.

Before 2012, Cubans could only trade or donate their dwellings – there was an outright ban on all property sales. By lifting this, Castro has opened the country to two potentially lucrative industries: real estate and construction. When the law was changed television news presenters began to read out the list of properties that had become available for private sale. Cubans are still only allowed to own one property, to prevent speculation, but the market is certainly growing.

But like many of Castro’s reforms, there have been teething problems. Properties in desirable locations have been advertised online for hundreds of thousands of dollars, completely disproportionate to the average wage earned by a Cuban, suggesting that a lot of the capital for real estate purchases is coming from relatives sending money from abroad. “There are all sorts of distortions,” explains Omar Everleny, head of the government-run Centre for the Study of the Cuban Economy, at the University of Havana.

“The government can’t wait until a state worker can afford to buy a flat. You need
to open up the possibility first, then reach the point where workers’ salaries cover a deposit, at least. The main thing is that people have another weight lifted from their shoulders, another prohibition.”

But there is some question of how willing Cubans are to participate. “Try telling a Cuban: ‘You should pay higher rent, or pay for your own healthcare.’ Cubans moan, like citizens everywhere, but there is no serious opposition to the current government,” says Saul Landau, a Cuban professor and filmmaker.

“I don’t think anyone knows how many Cubans want change and how many want the same thing,” adds Roger Betancourt, professor of economics at the University of Maryland.

Many of Castro’s reforms will entail cultural shifts. Cubans enjoy free healthcare of a very high standard, wonderful state schools and receive food and rent vouchers from the government. Dismissing people from their safe state jobs and devolving responsibility to the citizen may not prove popular.

Comparisons with China, Vietnam and even Russia have hounded Castro’s plans since he announced them. China and Vietnam in particular are viewed as socialist economies that have succeeded. But while western academics might be inclined to lump economic liberalisation with political opening, this is not always the case. “China’s reform experience has been used to demonstrate the advantages of incremental reform – ‘crossing the river while feeling the stones’ in Deng’s memorable phrase – over ‘shock therapy’ or the ‘big bang’ approaches used in Eastern Europe and Russia,” explains Desai.

Economic expansion has little correlation with the haste at which reforms are rolled out. Because Castro’s reforms have come thick and fast, there is growing concern for the type of growth Cuba will experience. Betancourt worries that with rapid liberalisation, the island could end up more like Russia than super-efficient China, as former state officials take advantage of privatisation and become oligarchs. Looking west to the rich oilfields in the Gulf of Mexico has intensified this fear.

Black gold
The US Geological Survey estimates that there are five billion barrels of oil lying in Cuban waters, while Cuban surveys claim an even more generous horde of 20 billion barrels. Brazilian oil giant Petrobras, PDVSA – the Venezuelan state-owned oil explorer – and Spanish company Repsol, have key interests in the region, with the latter contracted to operate a massive platform in the gulf. But developing Castro’s petroleum dreams has not been easy. In 2012 three test drills were carried out without any success, prompting Russian company Zarubezhneft to withdraw. While Castro has tried to encourage oil production in the area, technology available in Cuba is still very limited and there are concerns over the government’s emergency response capabilities in the event
of an accident.

In reality, Cuba is still a long way off being able to compete in the global arena. No matter how much oil Castro eventually unearths, its natural buyer and wealthy neighbour will be inhibited by the notorious embargo. America is the obvious destination for Cuban exports, but the embargo has been in place since 1960, and though the world has changed in these 53 years, the terms of the ban have not. President Obama has signalled that he approves of Castro’s slow reforms, and the lifting of the travel ban for Americans demonstrates that.

But allowing tourists to visit beaches and drink rum on Cuban shores is a long way off lifting the sanctions that will eventually make or break Castro’s plan for progress.

As the US insists on the trade restrictions it goes against its own precedents: Romania, Czechoslovakia and Hungary all had their embargos lifted in the 1970s after reforms similar to those that Castro is pursuing now. More recently the US lifted sanctions against Burma, despite its militaristic government’s continued assault on indigenous populations.

“The cost of the embargo to the United States is high in both dollar and moral terms,” says Daniel Hanson, an economics researcher at the American Enterprise Institute. “But it is higher for the Cuban people, who are cut off from the supposed champion of liberty in their hemisphere because of an antiquated Cold War dispute. The progress being made in Cuba could be accelerated with the help of American charitable relief, business innovation, and tourism.”

Worth the Kuwait

Just 30 years ago, Kuwait was set for a rush of infrastructure development that would shape the region’s tourism landscape and redefine its appeal for both business and leisure visitors. Unfortunately its ambitions were dealt a painful blow when Iraq occupied the country in the 1990s, infamously sparking the first Gulf War.

Once the country was reclaimed, efforts were understandably focused on rebuilding and repairing the fabric of Kuwait’s society, as well as its major industries (oil and gas), rather than building hotels and tourism attractions. But fast-forward to 2013 and the country is starting again on the tourism trail. Efforts to attract tourists are being coordinated as part of an ambitious five-year development plan that aims to develop the country as a commercial and financial centre, boosting visitor arrivals from 554,000 in 2010 to one million by 2015.

Kuwait has the potential to become a major tourism hub. By facilitating the access of foreign investors into the market and creating a free zone area, as well as making infrastructural developments and other efforts, it will soon surely be where it aspires to be. It certainly has the national workforce to achieve this; Kuwaitis are well educated, which is a huge selling point in itself. The state has historically cultivated its educational system, making it a top priority. That’s why it is not surprising to find savvy Kuwaitis all over the world, who speak a minimum of two languages fluently. These are smart, enterprising people. Finally, and importantly, the country is not short of money.

The vision
One such enterprising Kuwaiti is Jawad Bukhamseen, who envisioned building a grand hotel in the middle of a desert. At the time, many people were surprised to learn about the project and many more were sceptical. Yet, in 1982 Bukhamseen’s vision became a reality, and the hotel that was built is now one of the most reputed in the country – the Crowne Plaza Hotel. The hotel began life as Holiday Inn Kuwait – one of the first Holiday Inn hotels in the Middle East. A testament to Bukhamseen’s pioneering spirit, the signing of the contract in 1977 with Kemmons Wilson, founder of Holiday Inn, helped to kick-start the overall growth of the brand in the region.

Since then, the hotel has been through a tumultuous journey, from the unforgettable damages caused during Saddam Hussein’s invasion, to an inspiring, resolute effort to get back on its feet. From its humble beginnings as a Holiday Inn, to being rebranded as the renowned Crowne Plaza. It is a legacy that the hotel is proud to have and one that has proved incredibly successful. The hotel has achieved many recognitions and various awards – starting with the torchbearer award in 1982 to being named the Best Business Hotel in Kuwait by the Business Traveller Middle East in 2011, as well as receiving the Quality Excellence Award from the Intercontinental Hotel Group for two years in a row, in 2009 and 2010.

Becoming an icon
Celebrating its 30th anniversary this year, the iconic hotel is now considered a destination in itself, offering both leisure and business travellers an unmatched experience in Kuwait. It is part of the Intercontinental Hotels Group (IHG), one of the major hotel chains in the world and the one with the greatest number of rooms. The amenities at the Crowne Plaza are internationally recognised for all-round excellence and unparalleled levels of service, with a new impressive sense of arrival, large parking facilities, state-of-the art meeting rooms, eight specialty restaurants, newly refurbished rooms, and it is situated just seven kilometres from the Kuwait International Airport.

Business travellers acknowledge the Crowne Plaza as among the finest hotels in Kuwait and unlike any other in the country. The latest addition to its inventory will be the spa rooms. These are 40sq m rooms with large bathrooms, showers and a space for spa beds, bringing mini-spa treatments to the comfort of a guest’s room. This is unique in the country and will suit leisure guests, as well as guests seeking recovery from medical operations.

The Crowne Plaza is the leader in the dining and catering sector in Kuwait, with restaurants that offer a medley of flavours from all corners of the globe. Guests can eat their way through eight different specialty restaurants, all under one roof. They can enjoy extraordinary gastronomic delights as they taste the authentic Japanese cuisine at the award-winning Sakura Japanese Restaurant, experience traditional Lebanese dining in Ayam Zaman or feast on delicious steaks at the Rib-eye restaurant. The guests can indulge themselves with ocean flavours at the Al Noukhaza Seafood restaurant and let the lavish buffet spread at the Al-Ahmadi international buffet restaurant tantalise their taste buds.

Staples of Kuwait’s tourism income include regional conferences and events that are drawn to the country due to its strength and position as a regional powerhouse in the oil and gas industries. These have recently made room for events relating to the financial and banking sectors, as well as healthcare and medical events.

Already a leading meeting venue for industries linked to the oil and gas sectors, Kuwait is expanding its horizons and positioning itself as a contender for regional tourism in both business and leisure. Its vision is being realised with a number of exciting new hotels and state-of-the-art meeting venues.

Pièce de résistance
The unparalleled meetings and conference facilities in the hotel make it the most desired venue for meetings, high-level events and conferences alike. To facilitate the growing opportunities, Bukhamseen, who currently owns five hotels under the group’s hospitality arm, Al Houda Hotels and Tourism, initiated a major expansion at the Crowne Plaza. The hotel now offers a vast convention centre complete with state-of-the-art meeting rooms and conference facilities, 240 new guest suites, including five presidential suites and, the pièce de résistance, the stunning new banqueting hall, Al Baraka.

“Al Baraka is the largest banqueting hall in the country and, I think, will remain so for some time. As a whole, the new convention centre will provide added value for the whole Kuwaiti market, as well as the hotel itself,” said Bukhamseen in a recent interview.

Al Baraka has been created to satisfy the desires of those wanting lavish weddings, corporate affairs and social soirées, by focusing on each facet of event creation, covering settings, décor, theme, food and myriad other details. The aim of the Al Baraka team is to create events that leave wonderful and lasting memories. Guests even have the option of the world-renowned Fauchon gourmet food company catering and managing their events.

Therapeutic health
To add to these unrivalled facilities is the newly extended Edge 24-hour fitness centre, which occupies a total of 10,000sq m, with its stunning outdoor pool and the impressive 3,500sq m Spa Aquatonic, which includes a 650sq m aquatonic pool and offers the very best in therapeutic health. It also includes 17 exclusive treatment rooms and over 50 signature treatments. Inspired by the original aquatonic pool in France by Thermes Marins de Saint Malo, it is unique to Kuwait and one of only 13 in the world. It has been acknowledged by the Middle East Spa Awards, winning Best Spa Design 2012.

“Crowne Plaza is a hotel comprised of employees who value integrity and community,” says Ramy Haykal, General Manager. “We are dedicated to delivering all our guests an impeccable service in a safe, responsible and cost-effective manner. In the process, we protect the environment, recognise and reward the individual efforts of those who work with us, and contribute positively to the community where we live and work.”

All aboard the Blue Train

A locomotive cuts across the picturesque landscape of the South African interior, its stock painted in a royal blue. The aptly named Blue Train – providing a ride as smooth as its jazz equivalent – is the pinnacle of luxury travel, an echo of a bygone era of indulgent train treks.

Guests experience a 27-hour journey between Cape Town and Pretoria from the comfort of private cabins and with a personal butler at their service. The train travels around a comfortable 56mph to ensure noise levels never reach above a purring 55 decibels. Inter-suite sealing guarantees additional quiet and privacy. Surrounded by rolling grasslands and the aura of the African sunset, it’s the perfect way to get away from it all in absolute opulence.

A history of luxury
A direct descendent of the original Union Limited and Union Express trains which carried passengers between Cape Town and the goldfields of the Witwatersrand in the 1920s, no detail is overlooked in ensuring the quality of the Blue Train experience. The spacious cabins come equipped for relaxation with goose down duvet and pillows, a private marble-tiled washroom with choice of shower or bath, and a writing desk positioned ideally by the window. All personal correspondence written on board is stamped and dispatched by the train manager.

Guests are invited to visit the Blue Train’s Lounge and Club cars from which they can indulge in light conversation or quiet reflection over fine cognac and Cuban cigars. Staff are friendly and professional, the décor is elegant and the bar is always well stocked. In the dining car, lunch and dinner are served in exquisite style with a wide array of cuisine and a vast wine list to captivate the senses. Meals include local specialities such as Karoo lamb, ostrich fillet and Knysna oysters.

A journey of discovery
The trip also provides guests with an excursion along the way, allowing them to experience the wonders of the South African countryside. On the route from Cape Town to Pretoria, the train stops in Matjiesfontein, a quaint historic town, owing its existence to the railways. In the opposite direction, the Blue Train halts in Kimberley, a settlement built after the late-nineteenth-century discovery of diamonds in the region. Of note is the Big Hole of Kimberley. Currently 215m, it is the largest hand-dug excavation on earth and had yielded more than 14 million carats by the time it closed in 1914.

The Blue Train will cater to each and every whim of its passengers, offering customisable options for more indulgent travellers. It can be chartered on bespoke excursions which can include a round of golf, a visit to a casino resort or an experience in one of Africa’s few cheetah reserves. Business travellers can also book the train for a seminar on the move as its conference car holds a unique meeting space. The plush and professional seating and multimedia facilities of the train interior combine with the beautiful African landscape viewable through its large windows to make any business discussion a pleasure.

Everything about the Blue Train is designed to provide maximum travel comfort and enjoyment; there are few better ways to traverse the distance between two of South Africa’s most important cities. Passengers will find that upon arrival they feel rested and satisfied, ready for wherever life takes them next.

Ghana attention

Over the past five years Ghana has experienced an oil boom like no other. Explorers have flocked to the country since the first viable well was found off the shore of the western city of Takoradi in 2007. Now the country has exploded; in 2011 the GDP grew by 13.6 percent and the results for 2012 are expected to be even more impressive. Ghana has quickly risen to become one of the top business destinations in Africa, and as such its business facilities have had to develop quickly.

Top destination
Holiday Inn Accra Airport is situated just one kilometre from Kotoka International Airport, and only seven kilometres from the city centre, making it an ideal location for the business traveller or adventurous tourist.

Widely acknowledged as one of the premium hotels in Accra, Holiday Inn Accra Airport played host to the US first family during their stay in Ghana in 2009 − the first by US President Obama to sub-Saharan Africa. More recently Hillary Clinton resided in the hotel, along with high-profile personalities from within the business sector, royalty and some famous names from film and music – all attracted by its impeccable service and reputation.

Leisure facilities at Holiday Inn Accra Airport are extensive and include a swimming pool, a fully equipped gym and a health centre. The seven-storey hotel has 98 standard rooms, 48 executive rooms, 14 deluxe rooms, six executive suites and two presidential suites – including Suite 509, of Obama fame. All are luxuriously appointed and equipped with high-speed wi-fi internet access, satellite television, coffee- and tea-making facilities, 24-hour room service and in-room safety deposit boxes.

Home comforts
The hotel prides itself in offering that home-away-from-home experience. Upon arrival the guest relations team are available to assist visitors either with the hotel’s facilities or with advice on Accra and beyond. The hotel works hard to provide the discerning business traveller with important home comforts, such as first-rate internet access, space to work in peace and an impressive selection of foods from around the globe.

The Holiday Inn Accra Airport offers some of the most sophisticated cuisine to be found in the Ghanaian capital. The Wiase restaurant, open for a buffet-breakfast, lunch and dinner, boasts a terrace overlooking the swimming pool and is one of the most impressive hotel restaurants available.

The hotel also offers a more relaxed dining experience at the La Cabana Pool Bar and Restaurant, where guests can dine al fresco, either enjoying their food beneath the Ghanaian sun or by the light of the stars. At the weekends a live band plays through the night and traditional entertainment is offered on Sundays.

Alternatively, grab a cold beer or cocktail in the Safari Bar, where the atmosphere is business-like during the day, but becomes a meeting place for leisure at night. Choose from the à la carte menu, served all day and ranging from finger-style snacks to a fillet steak.

Business expertise
As a conference venue, the Holiday Inn Accra Airport is unsurpassed in exceptional conferencing facilities. These are matched by the skills of the dedicated conferencing and banqueting manager, whose team can cater a reception for up to 450 people. The hotel also provides for private meetings or dinners in a choice of three boardrooms.

Business travellers enjoy full use of the business centre – open all day to assist with the secretarial requirements of the modern age. Corporate guests can maximise working time during their stay, as the location is only five minutes from the airport aboard the hotel’s own courtesy bus. The hotel attracts many business travellers familiar with the Holiday Inn brand, as the priority club loyalty card can be used here and across the IHG portfolio.

An ambitious expansion
Following the success of the Holiday Inn Accra Airport, owner Patrick Fares has invested in another ambitious franchise, this time in the prospering seaside town of Takoradi. The town is booming with business and tourism, and new developments pop up every day, but none like the Best Western Atlantic Hotel.

Two years ago, the idea of a luxury hotel in Ghana’s Western Region was a distant prospect, but since striking oil the seaside town has experienced accelerated development, with beach resorts and businesses proliferating along the coastline. Expansion looks set to continue, making Takoradi an increasingly important business destination, and one that deserves an exquisite resort to accommodate its new business contacts.

Due to open in 2013, the five-star Best Western Atlantic Hotel will come complete with a golf course, two swimming pools, tennis courts and a completely separate business centre, all overlooking the Atlantic Ocean. The main hotel will have 96 executive rooms equipped with high-speed wi-fi, wide-screen televisions, and generous bathrooms. The hotel also boasts 12 chalets, six suites, two presidential suites and three luxurious penthouse suites.

The 56 business class rooms, located in an exclusive business wing, will be fully equipped for the corporate guest. Living areas have been designed with both meetings and relaxation in mind, and come complete with computer and printer access. The corporate wing, one of a kind in Ghana, features a business lounge for strategic meetings and its own concierge. Whatever the length of the visit, it will be a convenient and welcoming workspace.

Eight suites, including two presidential suites, are located on the sixth floor. Each room has a king-size bed, a well-apportioned living area and a jacuzzi in every bathroom, for optimum comfort.

Above these, the rooftop consists of three spectacular penthouses. Far from the chalets and fountains below, the exclusive suites are accessible only via individual glass elevators. Panoramic glass walls reveal a mesmerising horizon and every penthouse leads on to a balcony and terrace where guests can expect complete privacy.

Well catered
The Best Western Atlantic Hotel will present its guests with one of the most mouth-watering selections of bars and restaurants to be found under one Ghanaian roof. There will be seven different catering venues in total, all open for guests to enjoy.

Visitors will be able to relax in a modern setting with an international à la carte menu offering everything from afternoon snacks to three-course meals, or choose a quick bite to eat with a treat made fresh in the daily bakery. Breakfast, lunch and dinner will also be served in the buffet area, where guests can sample the best of local Ghanaian cuisine in a relaxed and accessible setting. Finally, guests will be able to enjoy cocktails at the African Bar and Restaurant, surrounded by the hotel’s magnificent infinity pool.

Perfect location
The hotel has all the necessary elements to make it an appealing business destination. Driven by its attractive seaside location, it is perfectly placed for Accra residents on visits to the coast and business travellers dealing in oil. It will play host to the largest conference facility outside the capital of Accra, seating up to 700 people, and the centre offers two other banqueting and conference halls, two boardrooms and a business centre.

Business guests and tourists alike will be able to choose whether to wind down and relax in the spa, work out in the well-equipped gym, or compete on one of the two tennis courts. After dark, activities continue in the nightclub and casino, both situated within the hotel grounds.

At the Best Western Atlantic, the sheer variety of facilities in and around the hotel ensure that individual business travellers, conference groups and even families will be well catered for throughout any length of stay. Guests will find entertainment and fine dining to suit all tastes, available every day, around the clock, in a perfect setting for business conventions, wedding functions and relaxing breaks.

There is no question that Fares’ hotels offer the best of Ghana to international visitors. Guests can relax and enjoy the friendly service, or carry out productive meetings; all manner of activity is catered for at the Holiday Inn Accra Airport and the Best Western Atlantic Hotel.