The Garden Room at The Lanesborough hotel, Knightsbridge

The Garden Room at the Lanesborough hotel is one of the world’s most glamorous cocktail destinations. Darius Sanai celebrates the end of London’s lockdown with a glass of fine wine and a cocktail

Have you ever wondered what it must be like to be on the other side of the luxury hospitality industry? We love the service at the world’s great hotels and restaurants, from Lombok to London. But to be in the hospitality industry, to be serving demanding, wealthy, privileged, and often entitled customers literally 24/7?

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There are LUX readers who will know the answer, perhaps because they own a hotel or group of restaurants, or trained in the industry before becoming senior executives. From my own conversations (and my limited experience of working in the industry at a very low pay grade when I was younger) there is one thing that unites any institution with great service, and that is the love of providing great service. All those stories about staff going home and cursing and sticking pins in dolls of their customers? Not really, not in the greatest hotels and restaurants. You have to love what you do, however exhausting.

And that’s what I realised I had missed when walking through the doors of the Lanesborough in London last week, my first entry into a luxury hotel since last year, unprecedented in my current life. If you are fortunate enough to be able to stay and visit such establishments – not confined to marble and gold taps luxury, but anywhere at the peak of the hospitality industry – you will have missed being with people who genuinely love and get a thrill out of looking after their guests. This goes as much for the old couple who welcome you in to sit on a table (that’s right) in the mountains of northern Iran and treat you with a banquet of tea, local fruits and Petit Beurre biscuits as it does for a luxury hotel.

But if you are visiting a luxury hotel, there are very few that will give you better service than one of the Oetker Collection, comprising among others the Eden Roc, the Bristol in Paris, and the Lanesborough in London.

Read more: Hermès perfumer Christine Nagel on the emotional power of scent

Stepping into the doors of the Lanesborough, being ushered at a distance down the up-lit marble hallway to the grand stairs leading down towards the Garden Room – the outdoor space that they are now permitted to open – was, after London’s lockdown, a luxury experience in itself.

Even if you wouldn’t dream of smoking a cigar, you would be tempted by the cigar wall on your right downstairs and the subsequent cigar library – with delicious looking cigars dating back for decades – on your left as you enter the Garden Room.

It’s a kind of combination of a bar and a terrace. A short selection of excellent wines served in cut crystal glasses, heavy enough to make a thud when you put them down on your table. (Note to the sommelier: while each of the wines is superb in its own right, you have three Sauvignon Blancs as the first three wines on your list.) A Chablis Lechets Bernard Defaix was an excellent match to our dinner of crispy squid, very nutty homemade hummus, garden salads, and a sea bass with olive and tomato (and truffle fries) that flung us, metaphorically, to the Cote d’Azur in June.

This is a cocktail bar above all else, and a virgin mojito (always a hard drink to make brilliantly, without the balance of the Havana Club) was sweet-sour mint perfection.

And the service: it felt like the staff had been waiting for months of gruelling lockdown just to get back to work – which may or may not be true, but they made us feel it was true, which is the suspension of belief of every luxury experience.

The Garden Room may not be for the stogiephobic – although semi-outside, it has the waft of well-aged Havanas in its DNA – but aside from that it is a London destination, now reopened, with glamour. That’s what we have been missing, and as glamour is almost by definition provided by other people, it’s impossible to recreate at home in a lockdown. The Garden Room has it by the magnum.

Find out more: oetkercollection.com/hotels/the-lanesborough/

Mandarin Oriental Geneva sits along the banks of the River Rhône

Mandarin Oriental Geneva is now home to one of the biggest and most luxurious suites in the city

Spanning 325 square metres across the hotel’s top floor, Mandarin Oriental Geneva’s Royal Penthouse is well placed for breath-taking views. Through the floor-to-ceiling windows, guests can survey the city and the winding River Rhône with snow-capped mountains looming in the distance.

The master bathroom in the Royal Penthouse Suite

Designed by BUZ Design, the suite is open-plan with a master bedroom, hammam shower, two further en-suite bedrooms and a spacious living room with a fireplace. It also features a sound-proofed entertainment room with the latest audio-visual equipment.

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The interiors take inspiration from seasonal colours; the bedroom reflects spring with bright shades of yellow, whilst the other bedrooms favour a summery palette. The living room is filled with warm, autumnal hues and the cinema room is decorated with cool, winter colours.

The suite’s interiors are designed around the seasons

The terrace is one of the suite’s main draws for not just its views, but also for the laid-back ambience created by soft furnishings and flowerbeds.

The Royal Penthouse suite terrace boasts spectacular panoramic views

The Royal Penthouse can be converted into a one-bedroom suite or combined with the Royal Suite on the 6th floor, via a connecting private lift, to form the Imperial Residence, a sensational six-bedroom suite offering 577 square metres of luxurious living space.

For more information visit: mandarinoriental.com/geneva/rhone-river/luxury-hotel

St. James’s Hotel and Club is tucked into a quiet corner of Mayfair

London might seem spoilt for hotels, but if you’re looking for small-scale, intimate luxury it’s not so easy to find – especially in Central. This is where St. James’s Hotel and Club comes in with a Michelin-starred restaurant and hands-on masterclasses

Tucked in a quiet residential street on the edge of Green Park, almost directly behind The Ritz, St. James’s Hotel and Club benefits from proximity to Piccadilly and Regent’s Street, whilst also offering a sense of relative seclusion. The building itself was originally a members’ club for travelling diplomats, founded in 1857 by English aristocrat and the Sardinian minister. It played host to the likes of Winston Churchill, Henry James and Ian Fleming, among others, until it closed in the 1970s. In 1980, the doors were reopened by Peter de Savary (owner of The Cary Arms in Devon) as a hotel and a club. Now owned by German hotel group Althoff, the hotel has been refurbished with contemporary touches, whilst still preserving a sense old-world charm.

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Our room is the Westminster Suite on the seventh floor. The ambience leans slightly towards the corporate side, but it’s elegantly furnished and features a private terrace, large enough to host a cocktail party. On a less drizzly evening than ours, it would be a very pleasant place for a warming glass of mulled wine whilst admiring the rooftop views. As it is, we have a chocolate masterclass to get attend.

Rooms are decorated with elegant, contemporary furnishings

The Westminster Suite’s private terrace

The masterclass is just one of the hotel’s offerings for guests, alongside cheese and wine pairing, and cocktail mixing. Our class is held in a smart basement meeting room and is led by the convivial pastry chef, who shows us how to make and roll truffles whist we sip on glasses of champagne. The class, unlike those at many five-star hotels, is very hands-on, and whilst our truffles come out oddly shaped (some collapsing completely) it’s a lot more fun making than watching. Better yet, our truffles are whisked away to solidify and then returned to our room in ribbon tied bags with a kit containing ingredients and recipes so that we can make more at home. White chocolate passion fruit truffles are a revelation.

Read more: Oceania Cruises’ Managing Director on luxury hospitality at sea

The hotel offers a series of masterclasses including chocolate truffle making with the restaurant’s pastry chef

Pre-dinner drinks are served in William’s Bar and Bistro – a cosy and eccentric cocktail bar with a particularly impressive collection of paintings. These are part of the Rosenstein Collection, which includes more than 450 artworks in total, many of which are portraits and can be found dotted around the hotel. We thoroughly enjoy discussing the work whilst sipping cocktails and nibbling on British tapas plates. Guests can also dine here if they choose.

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Tonight, though, we have a table booked at the hotel’s Michelin-starred Seven Park Place restaurant. The dining room is comprised of only a handful of tables tucked into a curved room with elaborately patterned walls and soft velvet seats. The menu – here and in the bar – is overseen by Head Chef William Drabble with a focus on the best of British produce which means seasonal plates and locally sourced ingredients. During our stay, the emphasis is on fresh fish and seafood, which, as pescetarian diners, suits us perfectly. Our favourites include the poached lobster tail with a buttery truffle sauce, and the seabass with braised Jerusalem artichokes, wild mushrooms and a red wine and tarragon sauce. Since the wine menu is nearly fifty pages long, we’re more than grateful for the sommelier’s assistance who pairs our courses perfectly to suit our individual tastes.

The service, in general, is friendly and relaxed, which makes for a very welcoming atmosphere. It’s perhaps not the most family-orientated hotel as noise levels are kept to a low hum, and the property itself is small, but for a luxurious city-break or staycation, it ticks all the boxes.

Book your stay: stjameshotelandclub.com

Note: Seven Park Place restaurant closed for refurbishment after our stay, but has recently reopened with a new look. For more information visit: stjameshotelandclub.com/en/restaurant-seven-park-place

Sirena is the newest addition to Oceania Cruises’ fleet

Luxury cruise brand Oceania Cruises is in the midst of multi-million dollar project, which will see the refurbishment of their six ship fleet and the introduction of new exotic itineraries. We speak to the brand’s Senior Vice President and Managing Director Bernard Carter about the changes to come, fine dining at sea and how the brand is tackling sustainability

Bernard Carter

1. Can you tell us about the OceaniaNEXT initiative and what it means for the brand?

Our $100 million OceaniaNEXT initiative is a sweeping array of dramatic enhancements designed to elevate every facet of the guest experience; from thoughtfully-crafted new dining experiences and reimagined menus, to the re-inspiration of our six luxurious and intimate ships.

The ships are being completely transformed – with brand new designer suites and staterooms and stunning new décor in the restaurants, lounges and bars – which will result in ‘better-than-new’ ships.

On top of this, we have announced we are preparing to take delivery of two new Allura-class ships in 2022 and 2025. This new class of ship will represent an evolution of the Oceania Cruises’ experience with all the elements our guests treasure: a warm, intimate, residential style, the most spacious standard staterooms afloat, amazing suites, and of course, excellent cuisine.

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2. How do you provide fine dining services onboard?

Along with destination and service, we believe that cuisine is a key element of the cruise experience and this is what Oceania Cruises has been built on. Our promise to offer ‘The Finest Cuisine At Sea’ stands at the very heart of our business.

The key to offering such incredible food at sea is planning. We plan menus months in advance to ensure the smooth running of onboard operations.

This meticulous planning sits hand-in-hand with the need to build an impeccable network of trusted suppliers, who can deliver the quality goods we demand for ‘The Finest Cuisine At Sea’. Meats, fish and produce from specific and dedicated farms, some where we are the only customer – every detail is covered with care and attention to ensure we only use the very best ingredients.

Oceania Cruises has a reputation for high quality cuisine onboard their ships

More than a quarter of all crew onboard an Oceania Cruises’ ship is dedicated to the culinary experience. Our high ratio of culinary staff to guest means that each dish is able to be created in our state-of-the-art galley à la minute.

Alongside the fantastic food on offer in our restaurants, we love to engage with our guests and offer them the chance to have a hands-on experience at The Culinary Center, our cookery school onboard Marina and Riviera. Here, our guests can cook along with our talented master chefs at fully-equipped individual workstations. We also offer a range of culinary excursions, giving guests the chance to see well-known destinations through an alternative ‘culinary lens’.

3. With a career spanning 25 years in the industry, what are some of the biggest changes you’ve noticed?

There’s been a real and meaningful shift towards wellness in the last ten years or so. Where once, the likes of offering fitness classes and having fully-equipped gyms onboard were seen as a nice-to-have element, they are now a crucial element of a holistic suite of wellness options for guests.

Just last month, we unveiled our new ‘Aquamar Spa + Vitality Centre’ the most unique and comprehensive spa and wellness centre at sea. This will be introduced across all ships by mid-January 2020 as part of our OceaniaNEXT enhancement.

This extends well beyond a traditional spa, offering a complete and original collection of holistic wellness encounters both onboard and ashore, including wellness cuisine options, land-based tours in ports of call, and onboard treatments and classes.

Our guests are active, they are leading rich and fulfilled lives. For them, wellness is not a pursuit, it’s a lifestyle.

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4. Do you think the expectations of luxury cruise clients differ from the demands of customers at luxury hotels, and if so how?

In a word: no. Guests who appreciate, and seek out luxury do so in all areas of their life – from cars to jewellery, from cuisine to travel.

At Oceania Cruises, our guests are a like-minded group who appreciate the same things, and our onboard operation being akin to an English country hotel, or a private members club lends itself to discerning individuals that want to explore the world from the comfort of their own home away from home.

Here: The Penthouse Suite onboard Insignia. Above: the ship’s grand dining room

5. How are you tackling issues of sustainability?

Our environmental commitment is continually evolving and expanding into additional areas of our operations, both shipboard and shoreside.

Our industry is inextricably linked to the condition of our oceans and as such, continual improvement is one of our core responsibilities. In line with this accountability comes our commitment to preventing accidents and incidents involving pollution, reducing the environmental impact of our operations, and managing waste through recycling and reusing materials.

A great example of this is earlier this year, Oceania Cruises became the first cruise line to introduce VERO Water, the Gold Standard in still and sparkling water service onboard. All guest accommodation is be stocked with refillable and reusable VERO Water decanters as well as all restaurants and bars. With the introduction of VERO, we will eliminate more than three million single-use plastic bottles per year from onboard use

This is being extended further to include keepsake refillable water bottles for each guest to take VERO Water ashore with them, eliminating several million more bottles per year.

6. What’s been your most memorable voyage to date?

I have been lucky enough to experience many amazing cruise destinations during my career, but my most memorable has to be the 14-night journey onboard Nautica from the historically pivotal city of Istanbul through to cosmopolitan and vibrant Barcelona.

After an overnight stay onboard in Istanbul (which allowed us to really explore the city in depth) we set off around a variety of Greek islands, each with their own unique charm. These included Rhodes, Mykonos, Santorini and UNESCO heritage site, Monemvasia – where only a limited number of visitors each year are allowed onto the Old Town, built into a massive rock that can only be reached by a half-mile causeway.

Having spent a week living the ‘island life’ we headed to the western Mediterranean to experience the beauty of Sicily, the Italian gems of Rome and Florence and then to the billionaires’ haven, Monte Carlo. This second week was quite simply a majestic parade of history, culture and luxury – and as we ended in Barcelona it actually felt like we had been on two holidays in one!

For more information visit: oceaniacruises.com

The newly opened Fullerton Hotel Sydney, located in the city’s historic General Post Office

Earlier this month, the opening of the Fullerton Hotel Sydney marked the Singapore-based brand’s first expansion overseas. LUX takes a look inside the heritage property

The latest opening by Singapore-based brand Fullerton Hotel & Resorts offers guests more than just luxury hotel. Housed in Sydney’s historic General Post Office, the hotel is the result of a careful restoration project which involved building 416 guest rooms and cleaning the sweeping sandstone façade.

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One of the hotel’s luxurious suites

The grand staircase at the Fullerton Hotel Sydney

During its former life, the GPO was known as a gateway to the world, functioning as the centre of NSW’s telephone and mail communication for many years, and Sydney’s postal headquarters until 1996. Designed by colonial architect James Barnet and built in 1866, the building was and still is regarded as one of the city’s major landmarks.

Here and above: Archive images from the Telegraph Section at the G.P.O., November 1953

The hotel’s programme of complimentary heritage tours aims to introduce guests and members of the public to the building’s history with a 90-minute walk involving unique anecdotes and insights.

For more information visit: fullertonhotels.com/fullerton-hotel-sydney

The Rocco Forte Balmoral hotel in Edinburgh, Scotland

Since he created it in 1996, Sir Rocco Forte has grown his eponymous luxury hotel group to include multiple properties in key destinations across Europe, with a major expansion this year within his family’s native Italy. And there are plans for the boutique group to move into the US, Middle East and Asia. LUX’s Editor-in-Chief Darius Sanai speaks to the group’s chairman and founder about new openings, changes in the hospitality industry and what it takes to be a successful entrepreneur

Sir Rocco Forte, Chairman of Rocco Forte Hotels

LUX: Rocco Forte hotels is currently in a period of planned rapid expansion – why now?
Sir Rocco Forte: We had a period of consolidation after the financial crisis and have gradually come out of that and the business profitability increased. We’ve improved the quality of the management team. Generally taking the company forward, it was the right moment to start expanding again and looking at adding additional properties…

There are a huge number of different luxury brands within Marriott. Having said that, I think there’s an opportunity for the niche player somewhere, a business that is much more personalised in its approach to its customers, where attention to detail is extremely important. I think people are looking for things which are more individual, more related to where they are going. They want the rubber stamp wherever they go. I think it is going to get more and more difficult for these big companies to actually deliver that, and for a smaller organisation like mine, it’s easier because the top management is hands on. The business and the detail of business has some advantages.

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LUX: How has the landscape and your business philosophy changed since you started?
Sir Rocco Forte: It’s changed significantly on the technological side, the way people buy hotels in particular is much more a business done through the internet than there was than it was before, there are online travel agents who are becoming quite powerful. Customers are now more inclined to book through the web than going to direct to hotel. Then there’s the social media aspect which is also becoming more important, as a means of communication and promotion of properties. There is an interaction between guests who have tried properties and posted comments and so on. This is picked up by other people and used to validate their choice. TripAdvisor type sites didn’t really exist before and now people use it to make up their minds about hotels. Then you have the back of the house side of things; technologies have come in there and give management a greater ability to know their guests. There is increased technology in the rooms, television, wi-fi. Wi-fi became available 20 years ago and now people complain unless they had the fastest band available in the hotel. People used to pay for wi-fi and now they don’t want to pay for it anymore. Telephones, actual landlines have gone out of the hotels; they are hardly used.

In terms of the actual service side, the principles remain the same. The customer wants to be treated as an individual, wants to feel a warm welcome when he goes into a hotel, wants to be recognised. Maybe the relationship between the customer and the staff members has changed to some degree, it’s become slightly less formal, which is something that we did from the beginning.  I wanted to de-formalise the service to some degree. Then you’ve also got to keep up to date in a hotel because there are things that people have in their own houses that they expect to find at a hotel and it is a competitive market place.

The front hall at Brown’s, a Rocco Forte hotel in London. Photo by Janos Grapow

LUX: The marketplace is much more crowded nowadays with new players coming in and there’s Airbnb. What is it that has allowed you to keep going and growing with so much more supply?
Sir Rocco Forte: Airbnb doesn’t really effect the luxury end to any great degree. Airbnb has already started to show problems with consistency. There are plenty of niche players coming in and it does eat into the marketplace, but if you have a well-located hotel and you deliver an excellent service and have a regular clientele that like the place, it’s very difficult to prize a luxury customer away from a hotel that he’s used to and where the staff are trained to his needs. There have been a lot of new openings in London and there are more in the pipeline; there’s always a supply and demand equation. I think you’ve got to try and distinguish your hotel group from others and make a potential customer feel that they will get something special, something different if they come to you. The staff are the people who deliver the service and you’ve got to ensure that they’re motivated in the right way. They need to have the right training, the right philosophical background. We put a lot of effort into induction where we tell them about the family, the history of the company, the history of the hotel and something about the city where the hotel is located  so everyone has a sense of heritage and belonging as a family. It is my sister and myself and three children running the hotels, we know a lot of the individual staff members and it creates a sense of warmth in our hotels which you cannot necessarily find anywhere else.

Read more: Chaumet’s latest exhibition reveals the symbolic power of tiaras

LUX: Is it important that your guests can recognise the brand when they’re staying at one of your hotels?
Sir Rocco Forte: Yes, part of having a group is that, you get cross fertilisation and you get customers using more than one hotel, following the brand. So the brand is important because the customer knows that if he comes to Brown’s or goes to Hotel de Russie in Rome, he will get a certain type of service and a certain type of welcome.

LUX: A lot of your properties are significant and historic properties in individual cities, how do you imbue them with the Rocco Forte brand?
Sir Rocco Forte: The induction is consistent throughout the company that creates the blueprint on which the hotel is based. My sister who leads the decor has a strong agenda and sense of place. It is very difficult sometimes to please everybody. The thing is you get a hotel designer to design the hotel and there are the prototype rooms, but it is never quite finished, it is a design hotel, you are always adding little bits and pieces and so on, which gives a more personalised touch. My sister does that very well. She usually buys locally, which give the rooms a more homely feel.

The view from the Popolo Suite at Hotel de Russie in Rome

LUX: You have lots of developments happening in Italy at the moment – is Italy a particularly important destination to you?
Sir Rocco Forte: Italy is not the easiest place to do business, so in a way that is an advantage for us. Italy is a tourist destination, it is the prime tourist destination in the world. The American market loves Italy and that’s a very important market for travel. About 40% of our business comes from the States, you can get high prices for the rooms you sell, which in some destinations it’s impossible to do. So from that point of view, it’s attractive. The bureaucracy and the labour laws make it difficult, but the demand is there if you get the right hotel in the right location and at the price.

LUX: And Italy is underserved by luxury hotels, isn’t it?
Sir Rocco Forte: Yes, there’s no luxury chain across Italy, and we now have the opportunity to create one. We have six hotels and the three new hotels that we’re developing — we are doing a second hotel in Rome, a small 40 bedroom hotel in Puglia, and we have just taken on a place in Palermo, which is a 100 bedroom hotel and used to be a jewel of a place, but is now very run down and it’s been badly run for many years. It is a wonderful destination hotel. The city Palermo is having a revival, a lot of people are buying houses there, and doing them up. It is quite a good time to go in there and I already have a resort in south of Sicily, and Palermo is the airport you use for that so having the two properties working together is beneficial. But obviously, I need to be in Venice and Milan, I’d like to be on the Amalfi coast and some of the other heritage cities with smaller hotels. I am pushing to try and get there.

I also still want to be in the States…New York and LA and Miami maybe, I’d like to be in Paris, I’d like to be in Moscow, and probably another German city. Hamburg or Dusseldorf would complete the German equation. We are doing our first hotel in the Far East, in Shanghai, which will open next year. We don’t have a clear date, things get delayed quite a lot there.  It is moving forward, but slower than it is supposed to. That will be our first step into that part of the world. We will see. If I am going to travel to my hotels and if they are way out, that’s less attractive. I have to think carefully about it, about how far we extend geographically. Within Europe it is fairly straightforward.

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LUX: With the new portfolio that you are developing, are most of the hotels owned or managed, or both?
Sir Rocco Forte: The Palermo hotel we bought, but we probably won’t keep the ownership. We are talking to a partner about taking it on and leasing it back to us. The other two are leases, I prefer leases to management contracts because we’re in control with a lease. You have complete control of the property and you can do more or less what you want. With a management contract, the owner tends to interfere all the time. He thinks he knows how to run the property better than you do. If the hotel is doing well, he doesn’t need you, if the hotel is doing badly it is your fault. You take on more risk with a lease, but then it is a bigger upside and you have control over your own destiny.

A Junior Suite at Hotel de La Ville, one of two Rocco Forte hotels in Rome

LUX: As an entrepreneur, what qualities have you needed to get to this stage with RF Hotels?
Sir Rocco Forte: Very difficult to say. I think you have to have a passion for what you’re doing, what you want to do, and you have to really care, and have people around you who believe in what you’re trying to do, who will help you to do it. You have to have determination. Where there are obstacles you have to overcome them. You have to have the determination to overcome them, not take no for an answer, continuously try to move things forward. It is easy to get dispirited, upset and to give up. A lot of people do, but I am not made that way and I am always looking forward, always looking to see if I can do things better. It is that, and I think the minute I stop having a passion, then I should stop working. But I hope that will never happen.

LUX: Do you have dreams of passing on the business to your children one day?
Sir Rocco Forte: Yes, but my kid are still in the early stages and they might well reach a stage, where they don’t want to take on responsibility so we’ll see. At the moment, that’s the idea. And it’s good having them working the business, it gives a certain continuity to the business and it adds value to the business. In the short term, it makes us different to a lot of other companies and from a personal point of view, it gives me a huge amount of pleasure: my kids have left home, but I see them all the time. We’ve got something in common to talk about and to argue about, and to enjoy. You never know — I could go under the proverbial bus tomorrow. And then what happens? The business is in a position where it can continue to go forward, but then my family would have to decide what they want to do.

LUX: Talking about the younger generation, do you think that, as customers, their demands of the hospitality industry are different?
Sir Rocco Forte: Apart from the technological side that we were talking about it earlier, the way they dress is differently, but in the end of the day they still enjoy service and being looked after. It depends…a lot of them are brought up under very comfortable circumstances and they understand that way of life and I don’t think they are particularly different. All the ones I’ve seen using my hotels, seem to enjoy the facilities like anybody else. I suppose there is more of a consciousness of wellness and well-being and looking after yourself than there was in the previous generations. We meet those demands through the facilities that we have in the hotels already. But I wouldn’t say there is anything dramatic and to build a hotel for a specific sector of a population is narrowing your market quite considerably. I also think people whether they are millennials or older people, like the idea of heritage and like the idea of history, and they enjoy it when they experience it — I don’t think that has changed. Most people want to know what is the next thing? I don’t know what the next thing is, but I think hotels tend to follow trends rather than set them. Mine do anyway. I think in the luxury sector, that is more so than it is anywhere… You have hotels now that have no staff, you put a credit card in a slot, you get a room key and you go up to your room. And there isn’t a restaurant, there are communal rooms for people to use, you help yourself, all these sorts of things, but not at the top end of the market. I don’t see anything dramatic on the horizon.

Read more: Where I would invest £100m in property by Knight Frank’s Andrew Hay

LUX: Your portfolio is predominantly city-based. Have you ever been tempted to start a resort hotel in tropical climates? And if not, why not?
Sir Rocco Forte: Because anything I’ve looked at hasn’t really worked financially. I haven’t managed to find anything. The hotel in Puglia has a beach facility available, but it is not on the sea. And then there is a seasonality thing, which is difficult. When you are building a new hotel from scratch, to finance that on quite a short winter season, for example, is difficult because it closes, then it opens for a very short summer season and then it closes again…

A luxurious villa at Rocco Forte’s Verdura Resort in Sicily

LUX: And what about the residences model that a lot of new hotels seem to have now, is that something you’d ever consider?
Sir Rocco Forte: It depends on the property, the location and the size of the property. But in Rome we’re now doing five luxury apartments, which are situated on the corner of Piazza de Spagna, which is within walking distance to our hotels (one is on top of the Spanish steps and the other one is on Piazza del Popolo). So that’s a new endeavour. Also we’re building some villas now in Verdura, which initially will be let as basically a sort of extended stay or hotel accommodation for families who want to stay together in one unit. We’re starting to get into that market.

LUX: Are there any other new developments in the pipeline that we should know about?
Sir Rocco Forte: My daughter has been working on the spas. The spa in the new hotel in Rome will be her spa design, which she thinks will be the first properly designed spa. She thinks that it has more activity and treatments and so on, which will encourage people to come and see. There are a range of creams that she produced which are properly organic so that is a bit of a new venture. Otherwise, we are continually looking to improve the facilities in our hotels. We are looking at the food side particularly. It is difficult for hotels to do restaurants well. We are always searching. A lot of places that have successful restaurants started out being run by restauranteurs, rather than hoteliers and then they have a few rooms as well. For example, Chiltern Firehouse or Costes originally, they had a few rooms and then they bought the hotel next door extending it. I haven’t found the key to creating really successful restaurants. Our restaurants are doing well by the standards of hotel restaurants. If we are doing 120 covers a day, we are happy, but there are restaurants doing 250 covers a day. Some hotel restaurants you go into, you never see anybody there. That is not the case with ours, but we can do a lot better than we do.

Discover the full Rocco Forte portfolio: roccofortehotels.com

Up next in the exciting new development of Andermatt Swiss Alps? A state-of-the-art concert hall and artworks by a Swiss graffiti artist

At first glance, it might not seem like the most likely pairing: hip, Swiss graffiti artist Ata Bozaci with Andermatt Swiss Alps, the mountain village south of Zurich that over the past nine years has been gradually developed into a world-class, year-round destination resort. Yet Bozaci (who is known for working under the pseudonym ‘Toast’ and counts the late, legendary German photographer Gunter Sachs among his collectors) has been tasked with putting his artistic spin on Eisvogel, the latest apartment house currently under construction in the resort’s Holiday Village Andermatt Reuss.

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The house (which is due for completion in 2019) will be split into a series of smart studios aimed at younger urbanites. Smaller units are planned in a way that makes use of every square metre of space, plus residents can relax in the spa, socialise at the in-house bar and hang out in the communal kitchen, dining and chill-out zone – which is where Bozaci’s distinctive graphics come in. Similarly to the other apartment houses in the holiday village, owners here can also benefit from a specially developed rental concept that encourages them to generate income (and keep the place feeling lively) when they are away.

From the outset, Holiday Village Andermatt Reuss has been at the heart of this £1.3billion development project, encompassing around 500 apartments, 28 exclusive chalets and a handful of hotels including five-star, Jean Michel Gathy-designed, The Chedi Andermatt. An international architectural competition led to 30 global architects (including Kurt Aellen, Itten+Brechbühl and Soliman Zurkirchen) being selected to design the 42 apartment houses and hotels. Of those already sold, 50% have been snapped up by international buyers – many of them British, German and Italians – making the most of the exemption from both the Swiss Second Home Law and the Lex Koller legislation, which restricts the acquisition of real estate by non-Swiss residents.

Some, such as apartment house Alpenrose (due for completion this winter) are set around the main Piazza Gottardo, with its high-end restaurants, cafés and boutiques (other apartment houses are positioned just behind the square). Cleverly combining an alpine-inspired facade that integrates harmoniously into a traditional Swiss village with contemporary interiors, Alpenrose houses 20 apartments, from 50 square metres up to 146. Many have a glazed corner bay that provides excellent views of the surroundings, while maisonettes on the top floors come with their own sauna.

Andermatt’s redevelopment includes new apartment houses, hotels and chalets

Another important addition when it opens this season will be the Gotthard Residences: around 100 apartments, each with the added bonus of hotel services provided by Radisson Blu. Owners of the apartments, ranging from one-bedroom residential units to spacious multi-bedroom apartments and luxurious penthouses, will have complimentary access to the Radisson Blu fitness and wellness centre for the first three years, plus use of a ski locker in the hotel’s fully equipped ski room as well as a concierge on hand 24 hours a day. The Radisson Blu itself will also have six meeting rooms and a conference hall for more than 500 guests – making it an appealing venue for businesses throughout the year.

The process of realising Holiday Village Andermatt Reuss continues to have a positive impact on the local economy, with a 65 percent upswing in construction industry employment (this looks set to continue, with growth predicted in the hospitality, trade and service sectors). The number of overnight stays in the Urseren Valley has also increased massively: in 2016, the numbers reached 100,000 for the first time, and are expecting to hit 260,000 by 2022. This would place Andermatt at the scale of destinations such as Flims-Laax; with further expansion steps, the scale of Engelberg, Arosa or Grindelwald could be reached.

Of course, buyers are flocking here for the stunning natural beauty of the place. From blossoming pastures in summer for hiking and biking to the snow-blanketed mountains in winter, Andermatt Swiss Alps offers something for anyone who appreciates the appeal of fresh air and rural landscapes. Adventurous hardcore skiers come for the excellent powder, black runs and off-piste challenges of the Gemsstock Mountain; others make the most of ice-climbing at Göschenen and the ice-rink in Andermatt.

Read more: Photographer Hossein Amirsadeghi’s book launches at Hatchard’s

Now though, there is a handful of new sporting and cultural additions designed to draw in even more crowds. For starters, there’s the Andermatt Swiss Alps Golf Course (named Swiss Golf Course of the Year in 2017 for the second year in a row). Ranked among the Top 100 Golf Courses of the World with a rating of five stars, the Scottish-flavoured course, designed by the renowned German golf course architect Kurt Rossknecht, is over six kilometres long and meets international tournament standards. It comes with a modern clubhouse, The Swiss House, which doubles up as a hub for cross-country skiers in winter.

Not to mention a busy events calendar featuring the annual Bike Festival Andermatt (watch Olympians and world champions race in the PROFFIX Swiss Bike Cup), Andermatt Swiss Alps Classics (a classical music festival where concerts take place in various locations such as The Chedi Andermatt and the newly opened gondola station Nätschen) and Woldmanndli (based on an ancient custom where a procession of men enter the village to protect the forest below the Gurschen).

There’s also the much-anticipated Andermatt Concert Hall, a renovation of a former convention venue by Studio Seilern, due to open early next year. With an extended roof and covered plaza, it will adhere to the acoustic requirements of a state-of-the-art concert hall and be large enough to accommodate the Berlin Philharmonic Orchestra as well as host gala dinners and lectures.

The Studio Seilern-designed concert hall

As part of the ongoing Andermatt Swiss Alps project, there has also recently been a fresh focus on the gastronomy on offer within the resort. Multi-award-winning chef Dietmar Sawyere, who has been executive chef at The Chedi Andermatt since May 2015, has assumed overall responsibility for gastronomy. Currently the top choices for eating out in the resort are the restaurants at The Chedi Andermatt, which include one-Michelin-star The Japanese Restaurant (the five- to 10-course Kaiseki menu is a speciality), a wine and cigar library and the main restaurant, which has a noteworthy cheese cellar. Over the next few years, these offerings will be joined by half a dozen new restaurants in the village of Andermatt and on the surrounding mountains.

It’s all a far cry from when the Swiss Army was garrisoned near to Andermatt after World War II (prior to that it was a chic mountain resort on a par with Verbier and Zermatt). In 2003, the artillery range was closed, effectively reducing the population and the village’s major source of income at the same time. It wasn’t until Samih Sawiris, founder of Orascom Development, visited nearly 20 years ago that everything changed. Inspired by the picture-postcard Urseren Valley and untouched alpine countryside, he had an ambitious vision to turn the fortunes of the village around.

After collaboration with residents, government and tourism organisations, the people of Andermatt voted with an overwhelming 96 percent majority in favour of the development. Construction on the Andermatt Swiss Alps project began in 2009, the Chedi Andermatt opened in 2013 and to date, £687 million has been invested £131 million in 2017 alone).

Key to the master plan has always been merging the Andermatt and Sedrun ski regions into SkiArena Andermatt-Sedrun, the largest ski area in Central Switzerland – something which is coming to fruition this winter and by 2022, is expected to attract around 580,000 skiers over the course of a single season. There are also plans to invest another £305 million in the further expansion of Holiday Village Andermatt Reuss and the train station, cementing the area as a major destination for winter-sport enthusiasts.

The future for Andermatt Swiss Alps looks very bright indeed.

SkiArena Andermatt-Sedrun

This winter’s ski season marks the full opening of the new SkiArena Andermatt-Sedrun: more than 120km of pistes connected by the Oberalppass-Schneehüenerstock gondola cableway which can carry up to 2,400 people an hour from Andermatt to Gütsch mountain station. This huge development project has involved the construction of 14 lifts (some new, some replacements) and creating snow-making systems. Work on several new mountain restaurants is also underway. The result? For the first time ever, it is now possible to ski from Andermatt to Sedrun and back – what a thrill.

For more information visit: andermatt-swissalps.ch 

This article originally appeared in the Autumn 2018 issue, to view more content click here: The Beauty Issue

Perched on top of a mountain, the Bürgenstock Hotel boasts unparalleled views of Lake Lucerne

Bürgenstock is the most ambitious resort development in European history, a spectacular complex of luxury hotels, spas, contemporary restaurants and a high-end medical clinic perched on top of a mountain overlooking Lake Lucerne in Switzerland, on the site of a historic hotel and developed at a cost of 550 million Swiss francs by the Qataris. LUX Editor in Chief Darius Sanai speaks to Managing Director Bruno Schöpfer about the challenges and delights of creating something on a scale never done before

Bruno Schöpfer

LUX: Bürgenstock is not just about creating something for now, it’s also a vision of the future in many aspects. How did that come about?
Bruno Schöpfer: That’s a big question! First of all, the Bürgenstock Resort has a past, so it’s not something created from scratch. When I took over the whole development, I created a slogan called the ‘future has a past’ and, as an example, we held an exhibition with historic elements and future elements in order to show not only the press, but also internal people working on the project that we will honour the past. We want to protect our heritage because one day these global visitors will want to visit us to see not only our clear mountains, our air, our lakes, but also to see our history.

And then of course we wanted to recreate the stories about all the famous visitors such as Mahatma Gandhi or Audrey Hepburn (who lived here for 12 years). What great stories to have and to build on for the future. We have included all of these elements in the development of the resort.

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Another important element is food and beverage, especially for Asians, [for whom] food is immensely important. At breakfast they talk about what they want for lunch and at lunch they talk about what they want for dinner. So the food element is key to the resort. We tailored it to our future visitor markets. Not that we wanted to forget our Swiss.We know the Swiss are also well travelled and will enjoy Spices restaurant with its Chinese, Indian, Japanese, Thai cuisine, and they will enjoy Sharq, the oriental restaurant with Lebanese mezze and Persian grills. All of these elements together, I think, are a cocktail for success. The resort, as the largest of the developments in Switzerland, is what we call the beacon – in German we call it the leuchte – to bring visitors to Switzerland.

LUX: How did you choose the brand name for the emerging group?
Bruno Schöpfer:  We have three historic brands: the Schweizerhof, the Royal Savoy – which, in my opinion, has the biggest potential for international development because it is unique – and of course the Bürgenstock brand. Again, it is very much a Swiss brand – it has been in place for 145 years – and we decided this would become the umbrella brand for the properties.

A Deluxe Lakeview Room at the Bürgenstock Hotel

LUX: Is there potential for expanding the brand beyond Switzerland?
Bruno Schöpfer: There is potential, but for the last ten years we have been focusing on conceptualising and renovating these wonderful assets – we’ve spent one billion Swiss francs on them – and I think the next focus should be to market these globally. And then as a next step yes, I can see an expansion, but one step after another. Now we have established, next is to market it globally and then, yes, there could be an expansion.

LUX: In the past F&B was more incidental to the hospitality concept in Europe, whereas here the restaurants are really a destination in themselves, with their own identity. You didn’t bring other brands in to run your restaurants – what was the thinking behind that?
Bruno Schöpfer: My passion is F&B. I started off my career as an F&B manager in famous hotels such as Mandarin Oriental Bangkok and in my spare time, my hobby is to look at amazing hotels and restaurants. Because of that knowledge, I’ve met and worked with some amazing talent. I basically felt that we would be able to manage with our own global talent. We do have one association and that’s with Marc Haeberlin, who has a three Michelin-star restaurant in Alsace and is the consultant chef at RitzCoffier. We very much put a focus on absolutely great talent. I myself have worked in Thailand, Malaysia and the Philippines; the executive chef/culinary director worked in the Philippines, Thailand, Switzerland and the US.

Read more: New levels of sophistication in Ibiza Town

LUX: You’ve created a new dining concept in each of the locations – was that with an eye to the future market?
Bruno Schöpfer: That’s a very good question. If a Swiss goes on holiday to China, after one week he is looking for his Swiss sausage salad. Today’s international traveller from, let’s say, China or India, is no different. After a couple of days, they want their authentic, national cuisines. We know that in Switzerland there are very few really good oriental restaurants. So the key to our success will be to create many cuisines in the hotels in which we operate. I know very well that these markets will change and develop, and before long – especially the Chinese and Indian markets – they will become a lot more sophisticated, and the need for their cuisine will always be there. We always have the future markets in mind. And we’re not surprised that we’re seeing a Swiss liking for such cuisines; the Swiss are a big travelling nation and you see them in all the markets. For them, it’s very emotional if they can eat a good Thai, Japanese or Indian meal here at home.

Spices Kitchen & Terrace overhangs Lake Lucerne with an open kitchen

LUX: What’s the difference between creating Bürgenstock as a resort and creating Bürgenstock the brand?
Bruno Schöpfer: One advantage is that the brand goes back 145 years. It was once a great brand, but a lot of people will agree it is much easier to reenergise a brand than to create one. We are not a large company here who can put hundreds of millions of dollars behind the creation of a brand. We made the decision with the Schweizerhof, the Savoy and Bürgenstock to keep the historic branding; they have a following and a history. It’s all about brand protection and brand management. If you start a new brand it can be quite a challenge just to be registered. We have succeeded with ours because they have been in the market for so long, all of them. But now it’s a matter of how we reload and reenergise them, because a brand is only as good as its content.

LUX: Is Bürgenstock a reason to come to Switzerland for your many of your guests who otherwise wouldn’t? Are they coming here instead of going elsewhere?
Bruno Schöpfer: I think Bürgenstock should become a reason for people to come to Switzerland. We compete when it comes to the inter-continental travel market for travellers’ time. We need to give an international traveller enough attractions, or what I call ‘wow’ factors. It’s all about ‘wow’ today. We want people to come to our resort, pull out their phone and send a WhatsApp picture to their friends. They call it mouth-to-mouth advertising. We want that to happen.

We want to create not one USP, but many USPs, and if you look around here in the resort, you see lots of ‘wow’ factors. Is it the spa with the infinity pool 500metres above Lake Lucerne? Is it the Spices restaurant overhanging the lake and with its amazing open kitchen? Is it the health and medical wellness facility? There are lots of ‘wow’ factors. The reason is very simple. We want the people who visit us for a restaurant to be so impressed that next time they will stay here three days. And we can see that happening right now – it’s high season and we have a lot of Middle Eastern traffic. Most of the people who check-in extend their stay. Just yesterday I had someone staying for two nights who extended his trip by another two nights because, he says, ‘I cannot see it all in two days, I need four!’

The infinity pool at the Alpine Spa, 500 metres above Lake Lucerne

LUX: You’ve been in the luxury travel industry for a while now. How has luxury travel and the leisure traveller changed over the last twenty years?
Bruno Schöpfer: The biggest change happened, in my opinion, with 9/11. From then on we’ve been seeing a lot more private air travel. Here we have the great advantage of a private air strip and four helicopter pads, so we’re seeing more people arrive by private planes and helicopters. Another change is that people are having more holidays. The historic holidays of people staying in the resort for two weeks are now less common. When it comes to our Bürgenstock Hotel and the Palace, the average stay is two or three days.

LUX: Are travellers’ demands higher now?
Bruno Schöpfer: As a whole, yes, demands are much higher. I would say that in the luxury sector generally service has improved. We are a lot more customer-oriented than in the past. Social media and online rating systems put everyone on their toes and make it more demanding, because people can read about it for themselves on Google. But I think the key has to be employing talented people who are interested and passionate about what they do. I always say I’ve never worked a day in my life. In other words, you have to have fun. If you’re not having fun then what are you doing? If it’s not fun then it’s really boring. We need more people who really enjoy what they’re doing, and I think here we offer a surrounding that gives you that. But of course it’s a tough job…I don’t want to glamourise it. It’s a tough job with high occupancies, full restaurants and lots of check-ins and check-outs. If you don’t enjoy what you’re doing it would be difficult.

Read more: Sassan Behnam-Bakhtiar in conversation with Jean Cocteau

LUX: You’ve been open a year now – what have been the greatest challenges?
Bruno Schöpfer: How long do we have? First of all it was a challenge to just get everything ready. When you’re building thirty buildings all to a certain standard, with high interior design specifications, you need to have an amazing team and really passionate people around you. You need to communicate well with your builders. There are so many elements that have to come together from all over the world: marble from Italy, case goods from China…it’s a fantastic logistical masterpiece. And of course you have delays. When things are not there you have to be creative and know how to overcome a certain shortcoming.

Another challenge is the defects: when you take a building into operation it looks great, but you flush a toilet or have a shower for the first time and you realise there are a few issues that you need to fix. That’s normal for building projects. These rectifications are very strenuous and time-consuming because they involve not one but sometimes half a dozen parties. That’s challenging.

The silent room at the Alpine Spa

Another challenge for us is the weather. When we have wonderful weather we have perhaps three times more visitors than when we have bad weather, and the implications of that can be tremendous in both cases. You might have full fridges, but the weather is less good so you have less day visitors. But then you might suddenly have wonderful weather and you have three times more visitors than expected. We had amazing weather in September, so when people heard the resort was opening we were flooded with thousands of people. That put a lot of strain on the team and the restaurants, all of which were not yet used to the operation.

There’s also training and retaining staff. The fact is, when you hire a team, not everyone will stay. Twenty percent might leave because they don’t like the job, or you don’t like them, and so you need to re-recruit. So that was basically the first year. But the main challenge besides the usual delays of construction and the defects was the tremendous level of business we had. We opened with full hotels, full restaurants and that has been quite a challenge.

Read more: Wendy Yu on building bridges between the East and the West

LUX: The resort must require a big team – how do you find your staff?
Bruno Schöpfer: There is a staff issue in Switzerland. We have a big pharmaceutical industry and a banking industry; in other words, we have many competing industries with tourism. Fifty percent of our graduates from École hôtelière de Lausanne, my alma mater, join banks, the famous food companies. So, how do we bring 700 people to work here? One strategy from day one was to build at least two hundred staff rooms in the resort to provide convenience for staff members. We now have 200 staff members who live in the resort, so we provide them the fantastic convenience of walking five minutes to work. No commuting – that’s one way to bring staff here. People who are interested and passionate about the industry love to work with such an amazing brand because it’s great for their CV. The chefs love to work here because we are not a boring Swiss restaurant. Young people find this a very interesting and enriching resort to work in. They can learn. When it comes to these great restaurants we needed specialists from these countries. In Switzerland we have very strict labour restrictions, so we couldn’t hire someone from Thailand without a labour permit. We had to obtain what are called third-country permits to hire people from Iran, Lebanon, India, Thailand, China and Hong Kong, who bring the authentic know-how of these cuisines to us. We don’t want to create fusion food, we want to create original dishes. To achieve this we need the right employees.

LUX: We have a lot of readers and friends who historically will go for their detox weekends to Lanserhof or Merano; will this be an alternative?
Bruno Schöpfer: We would love to be an alternative, but we are also aware that we cannot create that in twelve months. You’ve actually just touched on a business I’m very passionate about. I have visited – although I don’t look like it – every place under the sun when it comes to the likes of Lanserhof and Merano, and when I created the concept of the resort in 2008, I asked myself what the next big thing in Swiss tourism was. Nowadays every hotel has residences, ballrooms, the traditional spas. We must be able to take advantage of the reputation of Swiss medical treatments. The King of Saudi Arabia comes to Geneva for medical treatments, the ruler of Doha flew in after he broke his leg for treatment in Zurich, we have a lot of Chinese who come to Switzerland for what we call the ‘sheep’ treatment [a treatment involving the injection of stem cells from sheep]. So there is a lot of history and outstanding medical treatment here in Switzerland.

When we developed this concept I had the help of a doctor and I created a medical advisory board. We basically looked at five business segments which we have now developed. One segment is what we call the medical recovery where people recover from musculoskeletal operations and cancer treatment. But we are not a hospital and we don’t want to be one because that is a totally different investment. We don’t want to be in competition with hospitals – there are plenty of operating theatres in Switzerland – we want to work with hospitals. So the rehabilitation section is where people are rehabilitated after they have been operated on in surrounding hospitals.

The outdoor pool at the Waldhotel Spa

We have a detox and weight-loss segment. There is also a basic need for the medical check-up, not a ‘hocus-pocus’ one but a proper medical check-up which analyses bone, muscle and fat density, hormones, etcetera. Another special element is psychosomatic rehabilitation, which I approached from a business point of view. Together with cancer, burnout is the fastest-growing condition in the population, especially in a place like Switzerland where we are all in the tertiary sector and under immense pressure to deliver. Burnout is prevalent. This is big business for us – sorry if I call the wellbeing of others a business – but we have a facility here which is pristine, where you can have a perfect sleep in the perfect surroundings, with green mountains and fresh air where you can recharge your batteries. We are in a fantastic location to do this. That is one of our other areas of expertise. The last one is all to do with anti-ageing, because people want to look better. I hate the word anti-ageing – we call it ‘better ageing’ – but it’s everything about skin and looks. We have Dr Jalili, a very good dermatologist, and of course botox is a part of it all too; that’s basically what the Waldhotel offers.

At the end of the day, the resort is a one-stop shop in one place and in two days you can do a total medical check-up on the spot. It’s very efficient.

LUX: Where will Bürgenstock the brand be in 10 years?
Bruno Schöpfer: I’d love to see another couple of hotels. I hate to say ten hotels in ten years…I don’t believe in that. I’d much rather see two or three hotels that are just right rather than growing for the sake of growing. Let’s just do it right. A good brand needs to develop in its own time. It’s also very difficult to recreate a place like the Bürgenstock Resort. It’s unique.

LUX: That was my next question – how will you find anywhere else, is there anything else like this?
Bruno Schöpfer: There could be, there could be. But one has to look very carefully. It’s difficult to find a place with this amazing history, this privileged location, these amazing buildings and atmospheric hotel village. But never say never..

For more information on the resort and facilities visit: buergenstock.ch

Even luxury hotels in the world’s great metropolises, like Hong Kong, sometimes get it wrong, according to Geoffrey Kent

It’s surprising how often ‘luxury’ hotels get even the simple things wrong and lose precious booking revenue because of some too-common errors, says Abercrombie & Kent Founder Geoffrey Kent

I was 16 years old before I spent the night in a hotel. The Ambassador was one of the grandest hotels in Africa. It was a mecca for travellers who liked to be as comfortable as money could make them. Mr Perfitas, the owner, ensured that his hotel did luxury in the right way. Since then, both as a travel professional and someone who loves adventure, I’ve stayed in hotels, chalets, camps – every type of lodging – on every continent and in nearly every country on Earth. I’ve experienced all the good, the bad and the ugly that hospitality can offer. Here’s how even the top luxury hotels can get the basics of hospitality so very wrong.

Charging extra for wifi

Wifi is frequently the highest rated in-room amenity. Like many businesspeople, I’m on the road for the vast majority of the year. I’m reliant upon technology to allow me to run my business whilst travelling and I don’t want to have to pay additional fees for wifi in hotels. Some hotel brands have even been fined for blocking personal connectivity devices so that travellers are forced to fork out if they want access to the network.

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Interestingly, hotels at the lower end of the market have always gotten wifi right, guessing that to win business travellers on tight budgets, they’d have to offer complimentary connectivity and it wasn’t unheard of for hotels within the same brand to have differing policies on wifi charges. Thankfully higher-end properties have spent the last few years getting with the programme, and free wifi is becoming de rigueur.

In 2014, the president and CEO of Loews Hotels and Resorts, Paul Whetsell, stated that he didn’t think it was “sustainable to keep charging” for wifi, scrapping the $14.99-20 a day charge his properties had been asking guests to pay.

Hidden fees

Hotels shouldn’t be charging for all the extras: parking fee, resort fee, gym fee, early check-in, late check-out, an energy surcharge, luggage holding, etc., etc. And please don’t get me started on ludicrously expensive buffet breakfasts. The mark-up on granola is enough to suppress even the heartiest appetite.

Complicated in-room lighting systems

In-room lighting systems must be wonderful fun for those with engineering degrees I’m sure, but for the rest of us attempting to find the switch to turn off that one light which defies all efforts to make it go dark is infuriating.

Hotels should also make the lighting smarter to guests’ needs. If feet hit the floor in the middle of the night, chances are someone needs to use the facilities, the lights should illuminate the way subtly without waking all occupants.

Read more: Why you should check into La Réserve hotel, Geneva this spring

Unreliable showers

Over the years, hotel showers have changed for the better. Sea-views, desert-views, glass feature walls, multiple heads, custom-built benches, built-in sound systems, I love that hotel showers now feature tech-savvy touches and that there isn’t a clingy plastic curtain in sight. However, no one wants to stand there alternately freezing and boiling, under a trickle or tidal wave, while they attempt to work out the pressure and heating settings.

A private island resort is less magical with an intrusive butler, according to Geoffrey Kent

Lack of power sockets

There should be easy to access outlets so that guests can charge devices on the bedside table and don’t have to crawl under any furnishings to find a plug. Or, even better, hotels should consider furniture with in-built charging facilities. After all, even Ikea stocks products that contain integrated wireless charging.

Read more: Richemont launches debut watch brand, and it’s sustainable

Intrusive service

Butlers should appear as if by magic to grant my wish for a cold beverage or a hot snack. Having a butler should make a stay feel flawless, not make guests uncomfortable.

Badly stocked (and expensive) mini bars

Mini bars should be stocked with a variety of healthy snacks and guests shouldn’t be charged to restock it (another hidden fee). Many forward-thinking resorts are now making the mini bar contents bespoke, and complimentary – in my view that’s the way forward for luxury.

However, not all properties forget the basic rules of hospitality. Hotels that I believe are exceptionally good include The Peninsula Hotels in Paris and Hong Kong, the Mandarin Oriental New York, and Il Sereno, a new property on the shores of Italy’s Lake Como.

All offer complimentary wireless internet access as standard. The Mandarin Oriental even advertises its free wifi on its Google search page title. A stay at one of these hotels exemplifies how hotels get luxury right, seamlessly.

Read more of Geoffrey Kent’s exclusive columns for LUX here