WORLDWIDE HOSPITALITY AWARDS 2014 Best Hotelier International

1. WORLDWIDE HOSPITALITY AWARDS 2014 Best Hotelier International Ms. Celine Guyomarc’h Meliá Hanoi Hotel 44B Ly Thuong Kiet Street – Hanoi, Vietnam Hotel Group: Meliá Hotels International

2. CONTENT • Career Page 3 and 4 • Hotel Description Page 5 to 9 • Economic Evolution Page 10 and 11 • Customer Satisfaction Page 12 to 15 • Staff Management Page 16 and 17 • Marketing & Communication Page 18 to 21

3. CAREER • Main Positions • Meliá Hanoi Hotel ***** (Vietnam) – Meliá Hotels International – 2011 to present • General Manager (2011 to present) • Resident Manager (2009 to 2011) • Tryp Jerez Hotel **** (Spain) – Meliá Hotels International – 2005 to 2009 • General Manager • Meliá Carlton Boutique Hotel **** (Switzerland) – Meliá Hotels International – 2003 to 2005 • General Manager • Hotel TrypGuadalmar **** (Spain) – Meliá Hotels International – 2002 to 2003 • Deputy General Manager

4. CAREER • Management Style • My management style varies depending on the situations and team members. I have definitely adapted it since I first arrived in Asia. In all cultures and environments, in my case European and Asian, it is crucial to first understand the culture and every team member to determine how you should behave to make them work at their best. • In Vietnam, the team expects the General Manager to be a strong leader, to guide them very clearly and take decisions, which I do. Once you have their trust, they will follow you. • However, since I believe that they must have some very good ideas and definitely a better knowledge than I have about the local culture, I like to get them involved, listen to them and explain them some of my decisions. Depending on the level of the employees, the technique to make them participate is adapted. It really helps to motivate people.

5. HOTEL DESCRIPTION Ideally located in the heart of Vietnam’s capital within a short distance from many key districts and major attractions, Meliá Hanoi is a 5 stars property with 305 rooms and a wide array of facilities that makes the hotel a perfect choice for business or leisure. Since its opening in 1998, Meliá Hanoi has earned its reputation as preferred hotel in the city for Governmental purposes, hosting the visit of Royal families and Ministerial delegations and being the main venue in the city for official celebrations. Meliá Hanoi has also gained its first position in Hanoi hosting big events due to its capacity to congregate above 2.400 guests in its well equipped function rooms and ballrooms.

6. HOTEL DESCRIPTION All rooms have a modern and luxury design with all the amenities to pamper the guests: free wifi, individual air-conditioning, 42" LCD television, satellite TV channels, wireless telephone, coffee and tea making facilities, iron station, pillow menu, etc 112 Deluxe Rooms (32sqm) Standard rooms of the hotel 84 Premium Rooms (32sqm) Additional benefits such as special welcome amenities and flower and free daily laundry. 32 Grand Premium (68sqm) The perfect room to enjoy the luxury of space. Living room with large working desk, large main bathroom and secondary bathroom. 41 The Level Premium (32sqm) 34 The Level Suite (68sqm) Exclusive check-in and check-out reception, welcome drink upon arrival, laundry benefits, access to the Level Lounge. 1 Grand Suite (135sqm) 1 Presidential Suite (165sqm)

7. HOTEL DESCRIPTION Meliá Hanoi daily serves an average of 780 covers of memorable dining experiences throughout an exciting host of international and local flavors. EL ORIENTAL RESTAURANT hosting up to 100 guests, serves the best of Vietnamese and Thai cuisine. El Oriental also has private ‘Lotus Rooms’ to cater special occasions and private events. EL PATIO RESTAURANT with an over 180 seats capacity, an international culinary buffet combined with authentic local food . Opened daily for breakfast, lunch and dinner. MELIÁ DELI offers a delightful selection of freshly baked breads, sweet pastries and tempting cakes. Perfect for a quick breakfast, afternoon bite or even take away. CAVA LOUNGE is a perfect place to relax and enjoy chic cocktails, local or international beers, and tantalizing snacks. MARQUEE CLUB offers the guest the truly experience of Hanoi’s nightlife with live music bands and DJs, a welcoming ambience and a relaxing outdoor terrace.

8. HOTEL DESCRIPTION Meliá Hanoi boasts the largest conference and meeting spaces in Hanoi. With state-of-the-art convention technologies and first-rate facilities, the hotel is the ultimate place to hold monumental meetings, remarkable receptions, and energetic events. Grand Ballroom is a 1,007m2 conference space and is the largest in Hanoi. The ballroom can seat 1,300 delegates for a meeting or host 800 guests for a banquet. Thang Long Ballroom is perfect for events that require to be as much impressive as they are intimate. It seats 540 delegates for meetings and 360 guests for banquets. Its open terrace is also perfect for cocktails and coffee breaks. 9 Function Rooms designed to comfortably seat host from 20 to 200 guests. These rooms are ideal for small- to medium-sized meetings. 2 Executive Boardrooms up to 12 delegates.

9. HOTEL DESCRIPTION • Facilities • Fitness Center • Outdoor swimming pool • Spa and beauty center • Hairdresser • 24 hour room service • 24 hour clinic • Gift shop • Tour desk

10. ECONOMIC EVOLUTION Occupancy: our occupancy is rather stable, reaching a yearly average over 70% and always above our competitive set. From 2013, the on-going renovation has slightly affected this ratio. The lack of rooms in high season (September – November) has been a key factor. ADR: in order to maintain our business all year long in both rooms, F&B and other revenues, we always work on diversifying our segments, which is reflected by an ADR slightly below of competitive set. RevPAR: this ratio, as the 2 previous ones, is affected by the renovation 2013 and 2014. NB: hotel under renovation from 2013

11. ECONOMIC EVOLUTION Turnover: the demand trend in Hanoi for the last three years as well as the opening of 2 major hotels ( Crowne Plaza and JW Marriot) resulted in a decrease of total turnover for all the hotels. In our case, the decrease in 2011 and 2012 was around 5,5% and 0,8% respectively. In 2013, we started the renovation, which explain the drop of 13% with 1/3 of rooms under renovation. Our average turnover is around 20.000.000 US$ per year. GOP: our GOP % reaches more than 50% (2011 and 2102). During the renovation period ,we are still above 47%. Even a decrease can be seen since 2011, comparing with the costs increase in the country, such as energy, consumption products and especially wages (2011: 21%, 2012: 17%, 2013: 14% increase for basic salaries),the ratio GOP vs costs is positive. Compared with our competitive set, Melia Hanoi reaches the highest GOP the last 3 years.

12. CUSTOMER SATISFACTION • Our Customers satisfaction is measured through different tools: • Market Metrix Analysis: thanks to this system, we receive by e-mails the satisfaction surveys filled-up by our guests. The guests are requested to answer questions about different aspects of their stays. Each and every feedback from our guests is deeply analyzed to make the most of it. • Reviewpro: it is an analytical online tool that allows us to know and manage our reputation in the major networking sites and social media. The tool provides us an analysis and a comparison with our competition generating reports that allow us to carry out actions for improving the perception of the Hotel by our customers. • Banquet Quality Surveys: in order to get immediate feedback from the numerous events taking place in the Hotel, Meliá Hanoi has developed a Banquet Quality Survey in which all aspects of events (from organization until post-event) are covered. This tool helps the hotel to daily analyze customers’ satisfaction and implement effective actions when an area of improvement is pointed out. • LRA: on a yearly basis, we conduct a Mystery Guest inspection in which every aspect of product and service is evaluated following the demanding criteria of Meliá Hotels International. To assure the level of service and standards are followed throughout the year, every department performs self-assessments continuously. • Guest Experience Manager Position: this position was not existing in the hotel until 2012 when I decided to implement it. It helps to provide an excellent guest experience for our customers. This key position is aimed to detect areas of improvement to work on and develop new experiences for our guests.

13. CUSTOMER SATISFACTION Market Metrix results Our results constantly increase since 2011, being above the average of the hotels of Melia brand. In 2013, we started the renovation of the hotel (complete renovation). In spite of the inconveniences resulted from this situation (dust, noise etc), we have managed to improve our guest’s satisfaction. The drop in 2014 is due to a change in the questionnaire structure. It is interesting to highlight that even, Melia Hanoi decreased its score, the drop has been lower than the average decrease of the brand. NB: The higher the score is the better it is, the maximum being 100.

14. CUSTOMER SATISFACTION Review Pro With Review Pro, we measure customers perception evolution; we compare ourselves with our comp-set on a daily basis. This tool gives us 2 main indexes: • GRI – Global Review Index • A general online reputation score based on data taken from all major online travel agencies and review sites. It is used to benchmark the hotel, make comparisons between properties, compare results with our competitors and track the evolution of the hotel’s performance over time. • QPI – Quality Penetration Index • The QPI is calculated by dividing the GRI for each hotel by the GRI of its comp- set, the same way hotels measure rate, occupancy and revPAR indexes, 100 being fair market share.

15. CUSTOMER SATISFACTION • Personal Implication • My implication on customer satisfaction is a key point at Meliá Hanoi. Guest orientation is a must for all the associates; any guest’s concern is shared during the daily morning briefing, setting the base to ensure the best experience possible for our guests. • I receive, read, analyze and personally answer each and every quality survey received. The feedback received from our guests is essential to detect the areas of improvement in which, with the help of the Guest Experience Manager and the Heads of Departments, we go in depth to establish the correct procedures to guarantee the best experience possible. • Every comment posted about the hotel on the popular traveler’s review webpage Tripadvisor, is read daily during the morning briefing and shared through the departmental briefings and the daily newsletter sent to the entire Team. I personally answer all reviews on Tripadvisor after completing the quality process in which every head of department is involved in case of having experienced any kind of problem during their stay.

16. STAFF MANAGEMENT Vision of Team Management The General Manager is a leader who needs to give the Team a clear guideline for them to know which direction they have to go, which priorities they have to focus on and which objectives they have to achieve, at their particular level. I have the responsibility to motivate them and give them to tools to achieve these objectives • Staff training • A yearly training plan is established at the beginning of the year and adapted to the staff needs throughout the year. This plan is based on different types of training. • On the job trainings: employees are trained at the working place, in the outlets, by experienced key staff. Daily job facilities are used as the training tools. This training type is often fulfilled in operation departments as Kitchen, Food & Beverage, Housekeeping, Laundry or Front Office. • Off the job trainings: conducted in training classrooms with designed topics such as safety, specific tools, skills service procedures, inductions… • English trainings: mandatory for every base employee to assure appropriate language skills to communicate with the guests. • Internal cross-trainings: conducted within departments for different positions so that staff will be able to handle multi-tasks when necessary. • External cross-trainings: the associate is sent to another sister to hotel to learn from other colleagues. • External trainings: provided by external suppliers or by our Corporate office.

17. STAFF MANAGEMENT • Numerous actions are carried out to involve and commit the staff to the Hotel and its mission. • Benefits and activities • Employee benefits are multiple and extra activities have been developed to create a good working environment. • Staff medical care services : in house clinic for guests and associates • Recognition certificates and rewards: Best Employee of the Month, Best Employee of the Year, Honesty Awards, 10 and 15 Years Awards • Opportunities for career development: for any vacancy the priority is given to the staff in-house. • Parties and gatherings: Yearly Staff Party, Yearly Children Day Party for staff’s kids (approx. 450 kids), Quarterly Birthday Party, Women Day Outing & Celebration, Summer Outing (3 nights in a nice destination for the staff to enjoy together), monthly sport activities (tennis, badminton, football etc). • Melia Talk • Monthly meeting during which employees share their suggestions or concerns with me on how to improve the guest’s satisfaction, working environment, etc. • It’s your turn • A yearly Internal Satisfaction Survey in which all employees have the opportunity to share their feelings and comments about the working environment, motivation and commitment to the Hotel and the company is organized. NB: Implemented in 2012. Maximum score is 10.

18. MARKETING & COMMUNICATION • Communication • 13 Press releases per year approximately • Monthly newsletter communication to our clients • Advertisements in magazines • 60 news per year • Design various marketing collaterals of the hotel • Work on specific PR articles project to promote various areas of our property • Monthly press release submitted to media • Participate in interviews • E-newsletter to customer database at least twice a month • Organize online campaigns (Earth Hour) to draw attention from the public

19. MARKETING & COMMUNICATION • Local Community • 2011 – 18 involvement projects • 2012 – 23 involvement projects • 2013 – 17 involvement projects • Examples: • Daily food donation to 3 centers for the underprivileged • Charity trips to Moc Chau (Son La province) on the occasion of Lunar new year • Sponsor for “Beauty of the Crescent Moon” press conference – a beauty contest for women with disabilities • Organize a Green Day in June with the participation of all employees to clean the hotel surrounding areas • Organize yearly a blood donation day: generated 61 units for Vietnam Blood Bank • Sponsor for cultural activities

20. MARKETING & COMMUNICATION • Awards • Tourism Alliance Award – Business Hotel of the Year 2011 by Ho Chi Minh City Department of Culture, Sports and Tourism. • Vietnam Tourism Awards 2011, 2012 and 2013 (Top ten 5-star hotel of Vietnam) by Vietnam Tourism Association, which is the most annual prestigious prize granted to tourism-related businesses by Vietnamese tourism industry. • 2011, 2012 and 2013 Golden Circle Awards by Agoda, which is given to industry-leading hotels who work with Agoda.com to meet the unique requirements of the online booking industry. • The Guide Awards 2011, 2012, 2013 by Vietnam Economics Times, which is a prestige annual award presented to outstanding enterprises that have had a great impact on Vietnam’s tourism development. • Certificate of Excellence 2013 by Trip Advisor, which honors selected accommodations, attractions, and restaurants that consistently demonstrate a commitment to hospitality excellence. • HolidayCheck Certificate of Quality Selection 2014 by HolidayCheck, which is given only to establishments that consistently achieve excellent reviews from travelers on HolidayCheck site, and is extended to qualifying world-class hospitality. • Professional Membership • A member of Vietnam Hotel Association

21. MARKETING & COMMUNICATION General Manager’s Activities Melia Hanoi is very well known in the City, especially at government and Embassy level, and international organizations. We often welcome numerous Ministerial delegations from oversea or Vietnam. A large number of Ministerial and International Congresses are organized, as well as National Days and Events. It is important to be present everywhere. The General Manager has to be a reference, is a host who needs to be accessible. A direct relation with the decision makers needs to be created, without being forced. They all have my direct contact and know that I am available anytime .