Summer 2007

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Featured Hotels: Meet the Field page1-3Michelin recognizes Excellence: Tale of Three Cities

Anatomy of Design:An investigation of collaboration

Design page4-7

Innovations & Introductions page8-9

The taking of tea

Contributing Calories page10-12Thomas Keller

Restaurant Review page13-14“VEGAS: Evolution of the Dining Scene”Gregoire Simonin Group Culinary Project Design ManagerMandarin Oriental

Food and Beverage Updates page15-18The Key to Delivering Guest Relevant Products & Services

Jian Fong Wu Tea Sage and Siren of the Leaf

Quality Inspector #101 FIJI WATERMessage in a Bottle

Christoph Zbinden Group Director Food & BeverageMandarin Oriental

Project Phoenix - Bridging the experiential gapChristoph Zbinden Group Director Food & BeverageMandarin Oriental

Chef Chris Staines Mandarin Oriental Hyde Park, LondonChef Frank Ferigutti Mandarin Oriental Hotel du Rhone, Geneva

Interview by David Nicholls Executive Chef and Food & Beverage DirectorMandarin Oriental Hyde Park, London

China House Project Team The Oriental, Bangkok

Chef Mario Corti Mandarin Oriental, Munich

Please email your comments to: inspire@mohg.com

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Featured Hotels

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The Michelin star rating system is widely recognised as the international symbol of culinary excellence, and the most respected evaluation system for hotels and restaurants world wide.

INSPIRE is honoured to have three Michelin - starred chefs from the Mandarin Oriental in London, Geneva and Munich share their thoughts on culinary arts.

Mandarin Oriental, Geneva - Mandarin Oriental Hyde Park, London –Mandarin Oriental, Munich -

How did your Michelin journey begin?

Chef Staines: I’ve always been interested in cooking, and I got the chance at the age of thirteen to wash pots and pans part time in a hotel. The whole process of the kitchen fascinated me – the noise, the adrenalin, the very masculine chefs creating beautiful, often quite feminine dishes. It seemed organised chaos that could be derailed by the slightest hiccup. I was hooked and used every spare moment to practise my new found craft.

How do you source your inspiration and innovation?

Chef Corti: The seasonal opportunities at the local wet market are a great source of inspiration, as are new products from around the world.

Chef Ferigutti: There is an old French saying: “You get hungry as you eat”. I am not afraid to say that I get inspiration and innovation by cooking with my team. The range of experience and nationalities in our kitchen is a great source of ideas and innovation.

Chef Staines: Innovation boils down to hard work and imagination – the belief that things are possible, rather than restraint by rules and laws. I believe that extensive knowledge, good technique and a thorough understanding of the craft can be combined with sound scientific foundations to push the boundaries of what we know and understand. This has been proven by luminaries such as Ferran Adria and Heston Blumenthal.

Chef Frank FeriguttiChef Chris StainesChef Mario Corti

Mandarin Oriental Hyde Park, London – Chef Chris Staines

Michelin recognizes Excellence: Tale of Three Cities

What are the ingredients required for successful chefs and restaurants?

Chef Corti: Successful chefs and restaurants need creative minds, strong leadership and a passion for culinary art.

Chef Ferigutti: You need passion, a lot of it! Young cooks need a great leader and a strong example, as well as rigor, discipline and hard work. Chance is the best ingredient to have.

Do you think customers’ tastes and expectations are changing? How does this affect you as an artisian?

Chef Corti: Customers expect innovation, and new trends fulfil their curiosity. The three universal basics - the heritage, quality and honesty of the product - remain.

Chef Ferigutti: Taste and expectations constantly evolve. The need for the best fresh products to be presented with decoration remains the same.

Chef Staines: People expect that extra little touch, the ‘je ne sais quoi’, when dining out. This forces food service providers to think about what they offer. A lazy restaurateur or chef will be overtaken and eventually eliminated. This drives me to look for that which will differentiate us.

How important is the manner in which you write your menus? How would you define your style?

Chef Ferigutti: Menu writing must be authentic and detailed. My style is to keep a little of the unknown, to surprise the guest.

Chef Staines: We recently changed the concept in Foliage and we now menu write in a very simple style. People order according to what they want to eat rather than the most appetising description.This has a profound effect. When the diner is given their chosen dish, they receive the three main components which they have ordered, plus there is a surprise, an unexpected element involved.

Do freestanding and hotel restaurants truly differ?

Chef Corti: Hotels in Europe now have similar standards to independent restaurants, and offer a better platform for training and development. This allows hotels to compete better then ever.

Featured Hotels

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Mandarin Oriental, Geneva – Chef Frank Ferigutti

Featured Hotels

P3How do you regard awards and recognition within theculinary profession? Tell us, where do you go from here?

Chef Ferigutti: Being awarded one star is a success for the chef, the cooking and the service team. The goal is to perform at the highest level every day, so that we consistently satisfy the guests and respect their reason for choosing us.

What drives your passion for food?Chef Corti: The love of my job, and sharing knowledge with the younger generation.

Chef Ferigutti: I am passionate about my job, cooking for our guests and leading a devoted team. When you have the passion, challenges become opportunities to build you as a person and define your style of cuisine.

Chef Staines: Catering is one of the most noble and creative professions around. I love the challenge and the excitement, and I am constantly learning. No two days are the same. You can do this job for your whole life and still be surprised.

What does the future hold for you? Are you actively seeking a second star?

Chef Corti: I see my future as an internally recognized executive chef with Mandarin Oriental Hotel Group. Why not a second star?

Chef Ferigutti: I can say that have I achieved 80% of my dreams. I had a 2nd star in a previous restaurant, now I manage a great team and I can give them my passion and knowledge. My goal is to raise the level of the team and keep increasing guest satisfaction.

Chef Staines: I will continue to challenge myself, to learn more about my craft and endeavour to better myself in all ways whilst doing so. There are always great options with this job.

Mandarin Oriental, Munich – Chef Mario Corti

Design

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China House Project Team The Oriental, Bangkok

Design

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I: What inspired the change of direction for The China House?

BS: In late 2005 the go ahead was given to renovate The China House. The hotel’s concept for the revamped restaurant was both definitive and decisive.

KW: The old space was regarded as very conservative, brightly lit, all white walls and traditional furniture, which did not encourage an atmosphere of intimacy. The China House has evolved into the feel of a grand restaurant, decadent in look, with lots of intimacy, blending traditional elements with contemporary layers.

LN: After we were appointed to redesign The China House, it was important for us to understand the significance of The China House. The hotel desired to have the convivial spirit of the Shanghai art deco period replicated in a building. We sought to capture the essence of The China House. We felt strongly that the most important aspect of The China House is the sense of domesticity, the sense of home in the restaurant.

I: What brought The Oriental, Bangkok and NHDRO together for The China House project?

BS: We recognised the need to identify a designer who would transform The China House into a destination, while being sympathetic to this attractive heritage building. The entire project team supported the proposal to award the commission to Neri and Hu, Design and Research Office, of Shanghai.

KW: NHDRO met these criteria and came with wonderful credentials and relevant experience. They were able to offer a design both hip and traditional, with a purity of design intent reflected in the finish. Importantly, Neri and Hu pitched for a comprehensive package which covered the Interior Design, the Uniforms, Chinaware, Menu Design, Music and Grooming. It worked extremely well. They were passionate about the process and wanted to tell a story by incorporating elements of the design in each of these areas.

The Oriental, Bangkok’s The China House has long been a destination for the finest Cantonese and regional Asian cuisine in Thailand. Recently this Bangkok institution was reborn with a fresh new design and menu. INSPIRE magazine talks with Kurt Wachtveitl, General Manager of The Oriental, Bangkok, Brian Swatton, Group Director of Project Management and Project Manager in charge of The China House and Lyndon Neri of the Architecture and Design firm Neri and Hu Design and Research Office (NHDRO) about the recent transformation of the culinary tradition at The China House, the guest experience and complexity of design.

An investigationanatomy of design

of collaboration

LN: The multidisciplinary nature of design is most apparent in projects completed during the Renaissance period, when architects were expected to do many things. We have lost a bit of that today. That is why being a multidisciplinary practice is very important to us. We believe that you can not only think of the outside and not care about the inside and vice versa. Design is more open-ended in its nature than current professional practice has lead us to believe.

Though we are a fairly new practice, our fresh approach to F & B concepts has been recognised internationally. When the MOHG approached us to submit a proposal for the transformation of The China House at The Oriental, we were very excited by the history and significance of The China House. We are selective about people and projects as we believe we form a team with the people behind each project.

The reputation of The Oriental, Bangkok and the passion of Mr. Kurt Wachteveil and his team gave this project unlimited potential. Our practice extends the multi-disciplinary nature of design to include architecture, interior, product design, and graphic design. We were delighted to find resonance with Mr. Kurt Wachteveil, whose vision of The China House was an inspiration. We collaborated with Mr. Kurt Wachteveil and his team, sharing ideas to create a new spirit to The China House tradition, one that can be embraced by all.

I: What do you believe are the most important factors for a successful guest experience?

KW: There can not be one single factor. If pressed, the natural choice would be food, the basis of success of any restaurant. The quality of food offered – it should be fresh, authentic and appealingly presented. Ultimately, it should cater to what guests and the target market want, and try to extend their culinary experience. This is absolutely essential to the success of any restaurant. For well-rounded success the restaurant needs to offer terrific ambience and an atmosphere where people can relax and feel good about their surroundings. Proactive, attentive and superlative service.

LN: I think two aspects. First are the functional that are so important in making a restaurant “work”. The other is the necessary drama that a restaurantmust possess to create a refined atmosphere of dining.

Dining is often a joyous and celebratory moment. It is imperative that we create a space to allow patrons to have a great dining experience. A sense of domesticity. I wouldhope that we have created a space that will make people feel like The China House is an extension of their home. Its fine that the layers of features are not appreciated at first glance. We’re interested in providing hidden qualities that give depth, and are discovered with each new visit. These subtle surprises enrich and strengthen the project as a whole.

I: What factors contribute to the success of a new menu?

KW: The most essential element for success of a new menu is for the recipes to remain authentic. The Oriental, Bangkok will continue to set trends with contemporary food presentation and the creative variety of Chinese Provincial cuisines featured in our menu today. Months of brain-storming, research and team effort has led us to what The China House is all about today.

I: How did you ensure that The China House delivers on these factors?

KW: In the culinary front, searching for the right Chef to lead The China House forward was the biggest challenge. Our goal was to retain long established clientele whilst attracting a new market segment. Great thought was given to the menus and presenta-tions. A substantial pre-opening training plan for both the culinary and service teams with a substantial pre-opening training plan was very much part of the process. For the service team this included substantial role playing, menu knowledge, team building and specialized choreographed body movement from trained actors. Throughout the design development, careful liaison with the Interior Design team helped us to achieve what we wanted operationally, as well as from a guest experience view point.

I: Given the budget and aggressive renovations schedule, how did you integrate different facets of the design from architecture to interiors to product design, uniforms, menus, music and graphics to such a high standard?

KW: The time frame was extremely tight for this project, as was the budget. The China House became more or less a shell. It required a new roof, wiring, M&E, a new first floor, a new two level kitchen, as well as structural and drainage work. The passion and commitment of the designers from NHDRO and the team effort of The Oriental, Bangkok ensured that we kept the project on track.

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Design

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Bangkok,

Design

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LN: A strong concept ties the various parts of a project together and provides coherence. A concept ultimately allows the designer to work with abstract ideas and translate them into physical form.

BS: Other than the Hong Kong based lighting designer, the entire design and management team were Bangkok based and comprised Thai and western personnel, while the general contractor, who was also new to the hotel, was Singaporean led.

This potpourri of cultures blended so well that the challenges of the building structure, which were in part unforeseen, were overcome almost as quickly as they appeared.

Ultimately the project was completed on time and within budget and while this was an achievement, it is the transformation of The China House into the exciting destination we see today that is the real measure of success.

I: What are the new criteria by which a guest will judge a restaurant a success or failure today?

KW: For a restaurant in a luxury hotel, the same criteria which they may have judged a restaurant’s success years ago. Great food made with fresh, quality ingredients. Authentic and skilled preparation. Excellent taste. Great surroundings, which evoke a special ambience. And great service, which should be attentive and memorable. Value for money can have many meanings, but generally, a guest may be prepared to pay more for excellent quality. If a restaurant is busy this will influence whether a person considers it to be popular or fashionable.

I: What are the fundamental elements of great design? How were these enlivened in the work on The China House?

LN: The most important element in good design is a strong concept. The manipulation of space and the exploration of detail is a form of expression by which we address and articulate our concept. One example of this exploration is the Red Chamber, a two story space surrounded with large oversized columns clad in Macassar Ebony with operable screen doors. This space is reminiscent of the great ballroom during the 1930 art deco period and is filled with period furniture pieces reupholstered with exquisite cow hide, rich velvet and decadent horse hair.

I: Providing a memorable guest experience is a priority for everyone involved with The China House. How would you describe your involvement in that process going forward?

LN: Our involvement would be for us to continue to tell the story to people around us. The story does not end with the completion of the renovation. The rejuvenated life of The China House is just starting to emerge.

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Innovations & Introductions

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The wine you ordered comes paired with an exquisite bottle of water whose taste profile is so soft and smooth that it highlights the flavour of the wine you came to enjoy.

You enjoy the aroma of your tea even before it arrives. Carefully selected and brewed in a base that’s as pure as the environment it comes from, it’s easy to appreciate the rich, distinct qualities of a tea made using the smoothest, purest water.

Dining on the freshest sushi you notice every flavour. Nobu Matsuhisa ensures that every exquisite flavour of your meal is enhanced by the finest ingredients – including the brand of water he chooses to make sushi rice.

You appreciate the subtle nuances of an exotic scent as it lingers and evolves. With just a splash of the finest water to enhance its fragrance, sample a perfume as rare as the unique source of its key ingredient.

There are no distractions; there is not one flavour but that of your favourite scotch or whiskey. Poured straight with a splash of the softest, smoothest water, the purity and integrity of your favourite drink is assured.

When you don’t notice the ice in your favourite drink or cocktail. Only ice cubes made with the finest water contribute to the drink rather than detract from it.

You ask your facialist what moisturizer she’s applying, and discover she’s started with a facial rinse. Using the smoothest of waters, naturally high in silica, ensures your skin is looking its best.

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Message in a BottleFIJI WATER Quality Inspector #101

Innovative Cocktail: “Combining these young leaves, picked on early spring mornings, with ginger grown in India and citrusy lemon myrtle harvested in Australia, this international mélange is soothing and rejuvenating with each sip. May I suggest pairing this infusion with our almond-semolina bundt cake with pistachio crème or a Lemon Curd and Ginger Custard Napoleon.”

With each issue we explore the heritage of tea, honouring past discoveries as we create fresh interpretations of respected traditions.

Today’s Tea Journey: Bai Mu Dan or Pai Mu Tan Imperial

Known also White Peony, this classic, minimally processed, white tea is from the Fujian Provence, China.

On early spring mornings, just before they open, small buds and leaves flecked with white hairs are plucked.

Infused for 5 – 7 minutes at 180 – 185F (79 – 82C) the pale, golden liquor has a delicate profile, rich in antioxidants with an herbaceous, lightly sweet flavour. The perfect complement to Dungeness crab cakes, almond cookies or crème caramel.

Tea is drunk to forget the din of the world. ~T'ien Yiheng

the taking of tea : a holistic experience

Whether travelling for business, a holiday or a cherishing a moment to one-self, balanced health is an integral part of The Mandarin Oriental guest experience.

Travellers seek the respite of sanctuary, and in the multi-sensory experience of tea is the power to replenish. Your skill as culinary and service experts is to guide your guest to an appreciation of tea as an element of lifestyle, nourishing the body, refreshing the mind.

Restore guests’ with a steaming cup of hot tea or a soothing teapot brimming with wellness infusion. Revitalise your guest with the indulgence of cool, iced tea. Inspire exploration of their hotel, their destination and themselves.

Mandarin Oriental honours tea in history and wellness with the creation of The Mandarin Tea Experience. It falls upon each staff member to distil the respected art of tea making for guests. You become a part of the tradition, interpreting the fragrances and taste profiles with an intimacy that lures your guest into experi-mentation.

茶Jian Fong Wu Tea Sage and Siren of the Leaf

Innovations & Introductions

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INSPIRE: How important are industry awards & stars for the success of a restaurant today?

Thomas Keller: Recognition is extremely important. Awards and accolades are indicative of the best. Most chefs want to be the best and to be associated with the best. All my role models were 3 star Michelin chefs of France. One of my favorite books, The Great Chefs of France, exemplifies this is about the restau-rants, the cooking and their personal lives. Cooking is not about a career, it is about a lifestyle and it was those chefs whom I modeled my life after.

Recognition is important because it is self-fulfilling. It reinforces the quality of the work being done—not just the chef but for the staff.

INSPIRE: What do you look for in a new hire?

Thomas Keller: Desire.

INSPIRE: Can you name a common challenge among each of your operations today?

Thomas Keller: I think the common challenge that we face has to be staff. To continue challenging them, teaching and mentoring them so they continue to grow and have more opportunities. We try to define “generations” in so we can train our younger staff to be the leaders of tomorrow. This is the way to establish a legacy and true success.

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Contributing C

alories

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ThomasI: When did your interest in cooking begin?

TK: My interest began with my first “Chef’s” job as a short order cook in my mother’s restaurants.

Roland Henin, a chef whom I consider my mentor, opened my eyes to the emotional connection of cooking — to the wonderful sense of accomplishment and pleasure one gets from nourishing someone’s needs. He helped spark my reverence for the act of cooking and my appreciation of fresh high-quality ingredients.

I: Who was your biggest supporter during your early years as a chef?

TK: My mother continued to encourage me in my early stage. My brother, Joseph, was also very important.

Joseph was training in classic French cooking, and taught me to make a hollandaise. Finding satisfaction in the repetition of a simple hollandaise reinforced what it is to be a cook. Perfecting simple tasks over and over.

I: How would you define your culinary style?

TK: My culinary style is distinctively American, with a classic French repertoire and technique which my staff and I evolve and refine.

Philosophically, I believe the more you have of something, the less pleasure you derive – the “Law of Diminishing Returns”. So we serve small two, three or four- bite portions served in multiple courses to avoid palate fatigue.

My style emphasises quality products, quality environment, quality of the experience and the collaboration between kitchen and dining room staff.

I: “Culinary Art” seems to be today’s buzz phrase to describe the industry. Do you feel it is appropriate and why?

TK: “Culinary Art” defines what we do in so many ways; our colleges have “Culinary Arts” programs. It is the “Arts” part that I am uncomfortable with. Although we do spend a lot of time composing our own dishes so that they are appealing I do not consider it a true art--it is more a craft.

Keller

I: There has been a great deal of debate over the issue of intellectual property rights with respect to receipes. Where do you stand on this issue?

TK: Chefs have always been generous with recipes and ideas. It makes me uncomfortable when I hear this debate because it signifies that you own something in the cooking world, which just isn’t true.

I: Your empire of restaurants is growing from French Laundry to Bouchon to Per Se (California & Las Vegas) and Ad hoc last year. What is your next challenge? Will you break into areas such as television, writing or hotels?

TK: My next challenge would probably be teaching in schools.

I: What is your opinion on hotels and their F&B concepts?

TK: Hotels play a significant role in fine dining. Some of the best chefs are in hotels - Pierre Gagnier, Yannick Alleno, Alain Ducasse, Jean Georges Vongerichten and Eric Ziebold are examples. As restaurants become increasingly expensive to build, chefs are looking for the support and stability a hotel can offer. The Mandarin Oriental is definitely a leader in this type of new partnership. Everyone wins; the hotel, the chef and most importantly, the guest.

I: Would you consider operating a restaurant outside of the United States? Where would you consider?

TK: If the opportunity was right. I try to bring something new to a location so I would try Eastern Europe - or Asia. On the other hand, my competitive spirit might draw me to France or England.

Contributing C

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I: What defines a restaurant concept?

TK: I think 3 main categories define a restaurant concept. History is one. Bouchon describes a style of café that has existed in Lyon for centuries. Region is another; the restaurant becomes a wonderful reflection of where people come from and how they live. And personality. This is evident in many establishments such as Gordon Ramsay, Daniel Boulud, and Ferran Adria’s elBulli. Every detail - the cuisine, the service and décor - are a manifestation of their individual style.

I: How important are industry awards & stars for the success of a restaurant today?

TK: Recognition is extremely important. Awards and accolades are indicative of the best. Most chefs want to be the best and to be associated with the best. All my role models were 3 star Michelin chefs of France. One of my favourite books The Great Chefs of France exemplifies the restaurants, the cooking and their personal lives. Cooking is not about a career, it is about a lifestyle and it was those chefs whom I modeled my life after.

Recognition is important because it is self-fulfilling. It reinforces the quality of the work being done - not just the chef but for the staff.

I: What do you look for in a new hire?

TK: Desire.

I: Can you name a common challenge among each of your operations today?

TK: I think the common challenge that we face has to be staff. To continue challenging them, teaching and mentoring them so they continue to grow and have more opportunities. We try to define generations so we can train our younger staff to be the leaders of tomorrow. This is the way to establish a legacy and true success.

Contributing C

alories

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Interview by David Nicholls Executive Chef and Food & Beverage Director Mandarin Oriental Hyde Park, London

Creation of Las Vegas City1905

1911

1931 – 1935

1946

1966

1975

1989

1990

Liberalised divorce laws in Las Vegas make the city famous

Hoover Dam is built and brings Las Vegas an economic boost during the Great DepressionGambling is legalised in 1931

Bugsy Sieglel opens the Flamingo Hotel on December 26th

Caesar’s Palace Hotel opens as the most expensive hotel at a cost of 10 million USD

Nevada revenue from gambling reaches 1 billion dollars

The Mirage Hotel and Casino opens on November 22nd, with 3039 roomsExcalibur opens as the worlds largest resort hotel

The Golden Gate Casino is the oldest hotel casino still in operation today. It became famous for

serving the first Shrimp Cocktail andstill sells this for $0.99

Great Depression and WW2Bad time for food lovers

Late 1940’s the era of all you can eat buffet bars is born

$1.99

El Rancho Vegas launches the Opera House and features Dinner and Shows

Appetiser @ $0.50 and a Main for $1.00

“The Missing Years”Information is currently sealed and under

investigation by Nevada. State Gaming Control

Wolfgang Puck opened his first restaurant“Spago” at the Caesar’s Palace

Typical guest spend $95+++

1930’s and Early 40’s

1950’s

1965 – 1989

1992

Evolution of the Dining SceneGregoire Simonin Group Culinary Project Design Manager Mandarin Oriental

Vegas:

Restaurant Review

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1993

19961997

1998

2000 – 2005

2004

2005

2006

2009

The Monte Carlo Resort and Casino opens

The New York- New York Hotel opens.100,000 people attend opening day

Steve Wynn opens Bellagio at a cost of 1.7 billion dollarsThe opening of The Venetian and Paris Las Vegas soon follow

Nevada Revenue from gambling reaches 8 billion dollars30 million people visit Las Vegas

Wynn opens and MGM announce his 5 billions project called The City Centre inclusive of Mandarin Oriental Las Vegas

Chef Marc Poidevin opens “le Cirque” at the BellagioTypical guest spend $145+++

Jean-George Vongerichten sizzles with the opening of his “Prime – The Bellagio”

Typical guest spend $128+++

Chef Charlie Palmer opens Aureole at Mandalay BayTypical guest spend $125+++

Chef Alain Ducasse launches Mix at Mandalay BayTypical guest spend $125+++

Chef Thomas Keller enchants with le Bouchon at The VenetianTypical guest spend $98+++

Chef Daniel Boulud and Chef Alessendro Stratta debut at WynnTypical guest spend $148+++

Chef Joel Robuchon comes out of retirement and gives up golf with MGM GrandTypical guest spend $265+++

Mandarin Oriental redefines luxury and introduces 3 Michelin Stars $$ only the stars can tell!

1999

Chef Michael Mina dares his first steakhouse – Mandalay BayTypical guest spend $119+++

Chef Guy Savoy opens at Caesar’s PalaceTypical guest spend $380+++

The Dunes Hotel is imploded by Mirage Resorts to make way for construction of the BellagioLuxor and Treasure Island opens andMGM Grand holds the new world record with over 5005 rooms, and is still the worlds biggest hotel

Restaurant Review

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The Hilton takes over the legendary Flamingo Hotel

The measurable financial benefits and good will returns can be quickly realized through the application of a well-maintained database of food & beverage guests’ history and preference. The use of such data, in the continued refinement and personalization of guest services and experiences, has long been practiced by our colleagues in the Rooms division. Yet to date, we have struggled to systematically collect and action similar data for the over 80% of food & beverage guests in our venues who are not guests of the hotel. The pursuit and refinement of guest relevant service based on considerable analysis of such a database is the key which will unlock our potential future success and appreciable service and product differentiation from others in the industry.

In mid-March, we conducted a comprehensive survey of all our existing food & beverage operations in order to determine and understand each properties current means of guest preference and comment collection. The results indicated that a strategic, standardized approach to guest preference and history information was required.

ServiceDelivery &Training

Guest Databases

Guest F

eedback & Service / Product Improvement Cycle

Coyle ServiceAudits

Hotel GuestsSMS / Fidelio

ResPAK/OpenTable

Local Walk-inGuests

SMS / FidelioResPAK/

OpenTable

SynovateDinersSurvey

GuestCommentCards

GuestCommunications

Christoph Zbinden Group Director Food & Beverage Mandarin Oriental

Currently lacking a consistent means of collecting, maintaining, and utilizing such data to enhance our guests’ experience, we set forth to partner with many of Mandarin Oriental’s existing vendor relationships to create such a program. Working with specialists in guest data collection, internal service audit consultants, and market trend analysts such as Coyle Hospitality, Synovate and ICLP we established the foundation of a restaurant patron and preference system. Primarily focus on data collection and service reconciliation, the program is also tied directly into our on going employee training and certification process.

In collaboration with these industry experts we have envisioned a process whereby all Mandarin Oriental colleagues can transform their guests into ultra loyal patrons. The strategy is graphically demonstrated in for you in figure 1.

Figure 1

Food and Beverage Updates

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Forging Ahead-Food & Beverage Proposed Guest History & Relevant Service Initiative

The First Initiative -Mandarin Oriental must standardized our guest data collection process to ensure all subsequent initiatives draw from an accurate and well maintained data base. This is absolutely vital if we hope to be able to draw on segment specific information, target global repeat guests for communication and recognition, or refine our common service langue using repeat patron’s preferences as a guiding criteria. We have already begun work on a global standard for the often used food & beverage guest comment card.

The Second Initiative - Drawing from the data base made up of the 80% of patrons, who to this point, have not been included in any or most previous initiatives in partnership with Synovate, we shall conduct newly created quarterly restaurant specific Diner Advocacy Surveys to finally uncover our guests true priorities and how to best address them. Soon we will be able to clearly identify our guest’s service performance drivers, immediately work to satisfy them while incorporating their importance into our global Food & Beverage Training and Service Standards.

The Third Initiative - In addition to the Synovate Diner Advocacy Survey and global guest comment card / data base, we will introduce and use an independent outlet specific “Mystery Shopping” survey. Also, working with Coyle Hospitality, these visits will run independently from the hotel stay audit many of you may have recently heard of during the recent LQE roll out conducted last month. Conducted multiple times throughout the year, these service audits are strictly focused on the food & beverage venues.. Utilizing an extensive operationally focused audit, Coyle’s inspectors will be charged with the task of reconciling an operations service delivery with the newly launched global food & beverage SOPs - our common service language. Finally providing us with an objective means to gauge the current service levels. Areas of best practice will be celebrated and shared while others needing improve-ment will be charted for potential trends to be addressed on a group wide basis.

Once in place we will have available one of the world’s most sophisticated food and beverage patron history programs in use today, allowing our colleagues to better engage their guests and provide timely, guest relevant services and products. These are the essential drivers of value, loyalty, profitability, and growth.

Food and Beverage Updates

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Food and Beverage Updates

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bridging the experiential gap

2006 celebrated, among many achievements, the opening of Mandarin Oriental, Prague.

People new to The Mandarin Oriental had an opportunity during the months of exhaustive pre-opening work to observe the processes, systems, and procedures Mandarin Oriental had in place.

Successful opening is measurable by the operations level of readiness of both product and service. Although Mandarin Oriental is a luxury group known for the provision of exemplary service and innovative food & beverage concepts, the pre-opening process highlighted the need for a globally integrated set of essential service tasks to be supported by a training and certification program.

New hires from outside of Mandarin Oriental combined training materials from previous hotel groups with material from recently opened sister properties within Mandarin Oriental. This innovative measure produced a workable solution, but resulted in disjointed service sequences which often stepped outside our core philosophy.

To achieve the seamless and constructive assistance required during pre opening and beyond a comprehensive outlet specific, position specific SOP training manual with corresponding certification checklist and trainers guide for the entire division would be needed. The immensely rich resource of existing operations and standards within Mandarin Oriental will create a unique point of differentiation from food & beverage services found among the worlds top luxury hotels and the distinctive approach of Mandarin Oriental.

The lessons of Mandarin Oriental, Prague opening provided a clear vision for future openings and ensured that these lessons will be shared among all existing operations.

With a globally understood, supported, and implemented set of internationally recognized food and beverage service standards and procedures, the group will achieve true consistency and excellence in service.

Shortly after the opening in Prague we announced the launch of Project Phoenix, one of five key initiatives for 2006, and in cooperation with The Oriental, Singapore and under the direction of Mr. George Slover, Project Task Force Leader. The project objective was simple, the execution was another matter.

ProjectPhoenixChristoph Zbinden Group Director Food & Beverage Mandarin Oriental

Food and Beverage Updates

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We aimed to establish a comprehensive (inclusive of all potential departments and job specifications) fully integrated training and certification program for the entire food & beverage division. This training and certification program would comprise 60% of every food & beverage employees training regardless of where they are assigned.

Project Phoenix was created to:

1. Provide a new, interactive, employee engaged and guest relevant food & beverage training and certification program for The Oriental, Singapore. This training and certification program will later become the template for the entire group. 2. Provide for full divisional integration and operational compliance of existing food & beverage portfolio of Mandarin Oriental.3. Provide a bench mark. All future food & beverage service training must demonstrate a significant degree of Guest Relevance or be suspended until such time as the entire team has reached certification and comprehension of the core food & beverage standards* *The core standards will be continually refined through restaurant patron advocacy surveys, venue specific mystery shopper visits, third party standards compliance audits, and industry trend data.

*These core standards will represent no more than 20% of the over 500+ individual tasks any given new employee is asked to immediately comprehend and comply with.

*This focus on Guest Relevant Service Standards will allow for a shorter learning curve, increased guest satisfaction, and increase employee retention.

George and his team then evaluated existing material from Mandarin Oriental’s top performers in each service category, and discovered that current training practices were already similar.

This existing material became the framework for our new global service language, enhanced and refined by food & beverage guest surveys and focus group studies completed by Mandarin Oriental over preceding years.

It is important to remember that the pillars of Mandarin Oriental’s service and success - Legendary Quality Experience (LQE) - will always be the heart of who we are and how we interact with peers and guests.

LQE’s (commonly understood to be standard operating procedures) remain an important component of our newly created common service language, and are intended to unify and improve food & beverage service delivery.

We partnered with the team at The Oriental, Singapore as the beta test for Project Phoenix. Over 9 months of study we created a comprehensive set of outlet specific manuals and corresponding interactive training modules. LQE aligned, these global service standards are intended to provide structure and content for all pre-openings.

The full program includes an intensive 10 day practical training class; on going daily staff refocus training & schedules, quizzes and module certification exams required for advancement consideration for each food & beverage department.

Project Phoenix demonstrated its value as soon as classes began. The division observed an overall improvement in Synovate Guest Satisfaction survey scores, from 79% to 81%. Certain outlets achieved 100% satisfaction (from October 2006 to March 2007). The hotel-driven restaurant guest comment card satisfaction score also improved slightly from 88.05% to 89.25%, while total food & beverage revenues increased 26% and number of dining covers increased 8.4%.

Singapore still posts incremental improvement in the food & beverage divisions scores. More importantly, there has been an overall lift to employee morale as the power of a guest relevant service focus has been understood.

Project Phoenix – Phase Three will soon be underway. During this phase our food & beverage training program will be tested and vetted by several key divisions. Their findings will be presented at our Food & Beverage Leadership Seminar for consideration of a global roll out.

Mandarin Oriental Hotel Group continues to invest in its future and understands that future lies with you and the people who will join us as we more than double our current size, intending to improve the guest experience during the process.

Last year has been a great collaborative effort in establishing a common service language. This language will serve as the basis for a global effort of food & beverage patron satisfaction. Our continuously refined guest relevant service initiatives and the long awaited announcements of Food & Beverage Operations Managers for both the Americas and Europe, positions us to roll out many new tools for our colleagues in the field. Our full intention is to enrich both the guest and employee experience while ensuring our operations never loose their ever important focus on the basics of hospitality.

We are excited to announce the newly created position of Global Director of Catering & Convention Services as part of our continuous efforts to raise the bar throughout food & beverage and culinary arts. This position will bring about similar innovations in the areas of revenue dynamics, dining and meeting guest preferences and innovations in catering and audio visual design ensuring our continued growth in this essential facet of divisional success.

As we grow it becomes ever more important to look to each of you to participate, share and continue to learn from one another. Hence I am personally excited to be announcing soon the dates our Food & Beverage Leadership Conference. This conference will highlight our global initiatives focused on communication, recognition, certification, and internal promotion and be hosted by our properties in Singapore and Washington DC.

The future of kitchen design for The Mandarin Oriental lies with a simple philosophy based on the following precepts of efficiency of cooking focused on labor and other operational cost, incorporation of new technologies & design innovations, and an overall drive towards improved quality of life through enhanced working environments. The induction revolution sweeping kitchens today will transform stoves, ovens and woks typically fueled with natural gas into induction alternatives. These alternatives show greater efficiency than gas by transferring more the 90% of the energy output directly into the product and giving off significantly less ambient heat.

Hygiene & Safety remain a strong focus for our group and over the next 12 months we will implement two new HACCP initiatives. First all food & beverage management will be required to receive their HACCP certification. Noncompliance will result in their Hotel Safe & Sound scores reduced up to 10pts. Furthermore, we will be moving away from the traditional announced HACCP audits to unan-nounced visits to further ensure consistent and voluntary compli-ance to these guidelines.

Christoph ZbindenGroup Director Food & BeverageMandarin Oriental

Gregoire SimoninGroup Culinary Project Design ManagerMandarin Oriental