EXCLUSIVE - PHILIPPE ZUBER, CEO, KERZNER INTERNATIONAL: "THE RESPONSIBILITY OF 15,000 COLLEAGUES IS THE MOST IMPORTANT"
Philippe Zuber gave us an interview to share his convictions, the Kerzner Group's successes, and how every strategic decision is guided by immutable values. |
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EXCLUSIVE - PHILIPPE ZUBER, CEO, KERZNER INTERNATIONAL: "THE RESPONSIBILITY OF 15,000 COLLEAGUES IS THE MOST IMPORTANT"
Philippe Zuber gave us an interview to share his convictions, the Kerzner Group's successes, and how every strategic decision is guided by immutable values. |
Category: Worldwide - Interviews and portraits
- Interviews - Industry leaders
Interview made by Sonia Taourghi on 2024-06-28
 Philippe Zuber, CEO, Kerzner International
Photo credit © Kerzner International
A native of Alsace in France, he first spent more than 13 years at Hyatt Corporation. His experience began in the Food and Beverage department of Hyatt Paris, before taking him to Morocco, Germany and finally South Korea, as General Manager of Park Hyatt Seoul. A role he will leave after more than two years in 2011. Over the years, Philippe Zuber not only learned all the ins and outs of hotel management, but also had the opportunity to develop a global expertise in human resources. A strength for the veteran, who has been based in Dubai since 2011. In this cosmopolitan, fast-moving megalopolis, adaptability and open-mindedness are key. Within the Emaar Hospitality Group, he is building on his qualities as a visionary and his international experience, starting as General Manager of Address Downtown and becoming COO and acting CEO of the group in less than five years.
This role opened the door to the presidency of One&Only within Kerzner International in 2015. It was almost a dream come true for the man who had always admired the brand as a customer. He will become COO of the Group in 2019 and CEO in 2020. A quiet force to be reckoned with, Philippe Zuber is a man who listens and offers everyone the respect that only the most humble know how to.
A fervent ambassador for Kerzner, he is always on hand to welcome dignitaries at a trade show, celebrities at an opening, on stage at a seminar, or to grant an extensive and exclusive interview to a compatriot journalist. We will have had several encounters in Dubai, more or less fortuitous, all of which will humanise a little more the values defended by the group: "amazing experiences, long-lasting memories, multi-generational and privacy".Journal des Palaces: What brought you to the luxury hotel business?Philippe Zuber: That's a good question. Personally, I always try to push the boundaries, not accept compromises, be demanding, and continually try to find solutions.
And in everything, I always have an aesthetic approach, a search for beauty. And that comes from my upbringing: when you lay a table, you lay a table. Even for a late dinner, because the day has gone so quickly, you have the respect to set a table with well-placed forks and glasses. Over time, you transpose this educational requirement into everything you do, and there are very few areas that make you respect those basic principles. I think that's what attracted me to the demands of luxury.
The first experience that blew me away was when I was a guest in a One&Only for the first time. I thought, "wow, how can a brand give you so much emotion?", and I suddenly felt inspired by something.
Whereas the hotel business, historically, has always been something fairly basic (book, sleep, have breakfast, leave) and functional.
Suddenly, I discovered the notion of travel, experience, pleasure, brands... And now we're on to something fantastic. I think that was the starting point.
Then there are the encounters; people who push you and lead you into the unknown. The whole notion of luxury, with the brands, the history and the emotions that are created around it, is something that has always spoken to me. In the end, these encounters have enabled me to join a dynamic industry that is constantly on the move and inspiring. With such a personal relationship with the industry, what is your definition of luxury?Luxury is always based on emotion. Everyone is interested in luxury, because it's a comforting universe, an inspiring universe, a very beautiful universe.
But luxury as a term means nothing. Above all, it's the commitment and emotion generated by an environment that speaks to you and makes you feel good. And that's why the power of luxury and the culture of each brand are so important, because they create an ecosystem and buoys to which people want to attach themselves.
Luxury cannot be invented. It's something that requires a lot of hard work and values. These values can't be invented, either; they have to be shown. That's what luxury demands, and that's why I love this field. Once the values have been established, everyone who works in this bubble breathes these values, understands them and delivers them to the customer.
That's why the world of luxury today is a two-speed world, with on the one hand those companies that 'stand to the values' and the others that pretend to. We're in a system where the customer is no longer fooled and surrounds himself only with those brands that have a story to tell and a sincere environment, created by all the members who work there.
Luxury is constantly evolving, because the level of demand is incredible. Hotels used to be a little underestimated, but today even luxury brands are interested in hospitality because the experience is given through exchange, the human touch, catering, well-being...What sets Kerzner International apart in this multi-faceted luxury industry?We are extremely lucky at Kerzner International, because high standards are a basic principle established in 1964 when Sol Kerzner created the company. When we talk about deeply rooted values, we mean cultivating a heritage, and being the standard-bearers of what our founder created, well ahead of his time.
It is this credibility that gives us our confidence, and inspires remarkable teams who live our values. Today, there are very few companies like Kerzner International, because our focus on quality and innovation has not wavered. On the other hand, we know how to evolve with market trends if necessary, as with wellness for example. Wellness wasn't as important in the past, but post-Covid it's exploded. And it's good for everyone! And in this area, we're agile, innovative and the complete leader.
As for the rest, our values have remained the same, and that's what makes us so strong.Kerzner International has been in the media spotlight for almost two years now, with the opening of the Atlantis The Royal and SIRO One Za'abeel in Dubai. How do you remain cool-headed?We already have the humility of being responsible for 15,000 colleagues, and this responsibility is the most important. They are the ones who deliver the experience and the relationship. We're just the drivers of a machine.
Then there's the humility of everyday life. Standing by your colleagues, helping them. I don't think there's any time for a big head, because we don't have the time and we're not interested in that. We are very sincere in our approach and our strategies are very clear. Our vision for 2025 has been communicated, so all the teams know where they're going, and that creates peace of mind.
When we decided to create Atlantis The Royal, the idea was never to build 10 Atlantis resorts around the world. We will continue to develop it as a fully integrated resort, with quality at the heart of the experience. We want guests to be blown away and to continue to be amazed by the rooms, restaurants, activities, wellness facilities and so on. Furthermore, we've had a phenomenal response from guests, and we'll continue to deliver what they're looking for.
For One&Only, our strategy stops at 35 establishments and no more. We want to stay in the ultra-luxury segment, and to do that we can't afford to spread ourselves too thin. We are really demanding about our partners and the destinations we choose. When we open a new One&Only, like the one we've just opened on the island of Kea in Greece*, it's because there's a true boutique collection of resorts, personalised and which will add something extra to our collection. And it will be the same for the others to come.
The next One&Only will be in Montana in the United States, which is a crazy, out-of-the-ordinary destination. We're very happy to be going back there, because the United-States are a very buoyant market for Kerzner International. We are also very humble in our approach, and we want to be the leader in ultra luxury.
With SIRO, our new brand, our aim is to be focused and educational. Explain the why, what the business model is, what kind of audience we want to have, what the destinations will be, etc? So all the teams are working hard to make it a success.
The hotel industry has had to learn to question itself, and luxury must also be dynamic. That's why, in terms of pop marketing, interaction and events, we have to be on the move all the time. Speaking of SIRO, how did you come up with this somewhat intriguing concept? When we launched SIRO, we had an incredible response, but a lot of people didn't know where to position us. As you said yourself, SIRO is disruptive. We have to give the customer time to understand what we're trying to translate. Initially, SIRO was put in the 'wellness retreat' box, but it's not 'wellness retreat'. Because we innovate, we are victims of this world that puts everything in boxes. So we're inspired by the challenge that the concept represents, because there have been several stages in the development of SIRO.
Firstly, there was a strong observation that we made through our incredibly sophisticated clientele, who are developing professionally and personally: the more intensive use of the gym, yoga classes, wellness areas... We have very clear statistics that show perhaps one use during a stay, and then in recent years, a much greater frequency of use of these areas.
Initially, the principle of the resort was often, I read a book, I relax, I spend time with my children, and so on. So we've seen a real change in the very DNA of our holidays.
The second observation is generational. As CEO, when I have to ask employees to travel, I've noticed that they're less inclined to jump on a plane, because it restricts their sporting activities! Five years ago, that would never have happened. This private side of fitness and what they do outside of work would have never been shared in a professional environment. Today, we can see that it's really important to them, so we talk about it and respect it. It's not a niche, it's a fundamental movement.
One final observation is that 15 years ago, it was cool to go to a hotel that was a bit boutique, a bit flashy with bathtubs in the lounge, to be in the lobby with the DJ, to drink and meet people. The 'Happening' was cool. Today, people are more attached to their lifestyle and respect for their well-being. Partying is still important, but at their own pace and at their own time, in a more discreet way. In keeping with the fundamentals of innovation, with Kerzner we are creating a new idea of business travel and luxury hotels today. Wellness and fitness are an integral part of our culture.
That's why we're so excited about SIRO today. We certainly have the "aspirational superstars", like Zlatan Ibrahimović, for whom their body is their work tool. But, if I, today, can learn from his lifestyle, his discipline, in an environment that gives me access to top-of-the-range equipment and similar coaching with qualified professionals, well, I'll take it.
If you add to that the flexibility and ease of booking via the app, you're not going to compromise on your lifestyle. And all this is now part of the experience we want and offer.How do you manage to engage customers on such a personal, even private, aspect of their lives? Strength, Inclusivity, Recovery, Originality… How does that translate?Something fundamental today is that you, as an individual, are in charge of your own well-being. Before, you gave this responsibility to your family doctor, and he decided for you. Now you have taken power, the new generation has taken power: it's my body, my data, my health, it's my life.
We're in a field that's undergoing a revolution, and we can all learn from each other, and SIRO is also this platform that opens up conversations. I've never talked so much about fitness with my teams. SIRO talks to everyone, and we, as a company, are in the learning process. The basic principles and pillars are very solid, and they work, so we're very happy. Of course, we're continuing to make adjustments, particularly with the forthcoming arrival of SIRO Plus, which will be aimed at longer-stay customers.
We have also involved our 15,000 colleagues around the world, and launched the 'Balance' programme to encourage them to take up sport through a system of coaching, activities and competitions. So we're not just offering something new, we're also revolutionising the way we approach our colleagues' well-being. Given the reports circulating about the regulation of gambling in the Emirates, do you have any plans to operate casinos in the region?We are already casino operators, with Mazagan in El Jadida, Morocco, which is the biggest casino in Africa. So we have the expertise at Kerzner International. It's something that exists as a vertical within the company, but it's been recently scaled back for strategic reasons.
Nothing has been officially announced about this regulation, so I can't comment. We know that something is happening on the Ras El Khaimah side, but we're waiting to see. At the moment, it's neither on our roadmap nor our target. Mazagan is doing very well, and our teams are doing a magnificent job. We're very proud of this destination and its transformation: people no longer go to El Jadida but to Mazagan, for its incredible restaurant, its Buddha Bar and its superb golf course, both on the seafront, the renovated rooms, the Kid's Club, the go-kart, and so on. Once again, it's a truly integrated resort.If we look at your very targeted strategy, we can see a desire to create destinations. What's behind your latest brand, Rare Finds?When we took the strategic decision to limit One&Only to 35, we said to ourselves that we had to give our colleagues opportunities for growth, so that they weren't the victims of a management decision. Rare Finds was developed on the basis of an extraordinary opportunity called Bab El Shams, here in Dubai. When we developed this whole vertical, we realised that there was once again incredible potential to do something different.
So the idea behind Rare Finds is indeed to 'Unlock Destinations'. And that's in Kerzner's DNA; 18 years ago, when it opened, One&Only Maldives was the first ultra-luxury resort in the Maldives. Today, all the brands are based there, and it has become a global destination. The same goes for Dubai: One&Only Royal Mirage was the first luxury hotel on the former Chicago Beach. It really launched Dubai as a destination. Or One&Only Montenegro: nobody could put Montenegro on the map. El Jadida, Rwanda, South Africa...
So Rare Finds is taking up this fundamental principle of opening destinations with extremely basic business acumen: 50% of the revenue from these properties will have to be generated by something other than the rooms. Either the spa, the casino or the restaurant. And that's why? To create storytelling.
For Bab El Shams, we will have a storytelling centred on experiences, particularly in the desert, with a naturalist who will explain to you how this ecosystem works, or take advantage of entertainment that only we can offer around a unique restaurant. All these experiences in the foreground will make Bab El Shams not just a hotel, but a place of central experiences. Instead of returning to the hotel after your experiences, we will continue to amaze you in the evening. It's going to be extraordinary.
So that's what Rare Finds is all about. It can be anywhere, as long as we have extraordinary, signature architecture. When you see Bab El Shams in your subconscious, an icon is created. "What the experience will make what you feel and not what you buy". There's no one else in this emotional market, and Rare Finds has a very interesting future.What are the values and pillars that govern your employer policy?Kerzner's ambition is always to be different, and we really want to promote personalities. People who come and give who they are. We don't put people in moulds and say "you have to do this". We want personalities to express themselves and how each one integrates emotional intelligence. One of the rarest qualities today is anticipation. Whatever your position, empathy, anticipation and service anticipation are very important. So we're looking for people who have this muscle, which is very difficult to train and is something incredible. It's what makes our company different and what we want to promote.
In the hotel business, we all need each other, and it's an incredible learning experience. When you work with brands like Atlantis, SIRO and Rare Finds, it also gives you a sense of pride and strength. As a group, we're very proud, and we're continually educating the colleges to be the best flag bearers.
By the way, I'm thankful to your newspaper and well done for what you're doing, because the idea is really to make people want to join these professions. The post-covid hotel industry has really evolved. We're no longer in competition with each other, because we're all part of a common mission. And that's a very interesting development.
We're all aligned on the fact that, in the luxury sector, we need to attract more and more talent, that we need to be more demanding and that we need to continue to develop the world of hotels.What is your ultimate advice to someone who is just starting out in this profession, or who wants to grow in it?For anyone who wants to learn, the hotel business offers an extraordinary start to a career. You have to make people want to go into the hotel business, because it's a world of discovery, of humility, of high standards, a world in which you learn every day, because you're in contact with so many different professions. There are few professions where you come into contact with so many people. All these colleagues have to work in an ecosystem that reflects the values of a brand. You can't just come in and say, "I know, I do". You have to adapt. And those are life lessons. If you have that in your DNA, you can adapt to any world.
We need to tell people again how exciting and fascinating it is to join the hotel industry. The hotel industry has changed. There was a time when the hotel industry had a bad reputation, with long working hours, breaks, service problems and so on. The hotel business has evolved incredibly, and today it's an extraordinary environment. It's very important to say that.
(*NDLR: since the interview, Kerzner has inaugurated the One&Only Aesthesis in Athens, the brand's most recent opening)
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