Exclusive Interview: Navigating Challenges and Innovations at Le Royal Méridien Chennai, GM's Perspective

Exclusive Interview: Navigating Challenges and Innovations at Le Royal Méridien Chennai, GM's Perspective

Admin

Published on October 1, 2023

In this issue, we had the opportunity to sit down for an exclusive interview with the distinguished General Manager, Bhaskaran T Menon, of Le Royal Méridien Chennai.

Bhaskaran T Menon, General Manager at Le Royal Meridien Chennai, has been leading the luxury hotel since December 2019. Prior to this, he served as the General Manager at The Lalit Ashok Bangalore for an impressive 5 years and 3 months, during which he achieved remarkable growth in revenues and profits. His tenure as a Resident Manager at The Lalit Laxmi Vilas Palace Udaipur demonstrated his ability to turn around underperforming units, resulting in significant revenue growth. Additionally, he has held key leadership positions at InterContinental The Lalit Mumbai, Hyatt Regency Pune, and Novotel Hyderabad & Hyderabad International Convention Centre, showcasing his expertise in hotel management and project leadership. With over two decades of experience, his career has been marked by a strong focus on operational excellence and guest satisfaction.

Le Royal Méridien Chennai is a renowned hotel. What do you believe sets it apart from other hotels in the area, and what strategies have you implemented to maintain its reputation?

Le Royal Méridien Chennai boasts a rich legacy, with 23 years of history behind it. It holds the distinction of being the first international hotel in South India. While other hotels in the region previously had tie-ups with international chains, we were the first to stand alone, and that heritage carries significant weight. Our hotel's construction was a carefully considered endeavor. We collaborated with international designers to bring together the timeless beauty of Tamil Chozha and Pandiya architecture, blending it seamlessly with our modern aesthetic. The result is a truly unique and inspiring style that sets us apart.

From a strategic standpoint, we prioritize accessibility and approachability. When you choose to stay with us, you'll encounter more than just smiles and courtesy; you'll meet warm and friendly individuals who genuinely care about your comfort and well-being. Our hotel offers some of the finest suites in the city, boasts one of the most luxurious banquet halls, and our restaurants are highly sought after.

Can you share some insights into the challenges the hotel industry has faced in recent years, especially in the wake of the COVID-19 pandemic, and how you've navigated these challenges?

The foremost challenge we encountered was a shortage of skilled manpower, a critical issue in our industry. Quality personnel are in short supply, and this shortage is expected to persist for the next 5 to 6 years. To address this, we adopted a unique approach by collaborating with universities and colleges that might have been overlooked. We've hired fresh graduates from these institutions to fill the gaps in our workforce.

From my perspective, Chennai, like many other major Indian cities, is still developing. It may take around 3-4 years for it to reach its full potential. Consequently, sourcing high-quality materials is another significant challenge. To maintain the desired standards in our hotel, we've had to invest in developing our supply chains and ensuring we have the right personnel in place. This is essential to meet our quality requirements.

What is your approach to guest satisfaction, and how do you ensure that guests have a memorable experience during their stay at Le Royal Méridien Chennai?

Throughout the hotel's existence in our country, we've used terms like "guest satisfaction." But, ultimately, we're in the business of selling luxury. Two decades ago, a bathtub or an 18-inch TV was considered a luxury. However, things have evolved due to increased accessibility and affordability. Now, big-screen TVs, plush mattresses, and high-thread-count bedsheets are no longer luxuries but expectations.

Our focus has shifted towards genuine guest experiences. We must recognize that our guests invest a significant amount to stay with us, whether for leisure or business. Therefore, empathy towards every guest is crucial. Making each guest feel valued and important is our top priority. If we excel in these aspects of management, we've already solved 90% of the challenges. You don't need to reinvent the wheel; you simply need to be authentic.

Sustainability and responsible tourism have become increasingly important. Could you describe any sustainability initiatives that Le Royal Méridien Chennai has undertaken under your leadership?

In today's era, the prevailing talk and focus revolve around sustainability. We are equally dedicated to creating a sustainable environment and leaving a positive legacy for future generations. Our hotel operates solely on 100% renewable energy, and it's a zero-discharge establishment. We take pride in not discharging any wastewater into the city sewage system. Our Sustainable Development Plans (SDPs) and Effluent Treatment Plants (ETPs) are self-sufficient, efficiently managing all the wastewater generated within the hotel.

Moreover, we've implemented a robust rainwater harvesting system that caters to our air conditioning plant and gardening needs. These initiatives make us self-reliant, significantly reducing our dependence on city water sources. Although we can't completely eliminate drawing water from the city's supply, we've minimized it considerably.

One noteworthy step we've taken is in the realm of plastic waste reduction. Hotels often contribute significantly to plastic waste, so we've made conscious efforts to reduce it. We've eliminated the use of cling wraps and single-use plastics throughout the hotel. In lieu of disposable water bottles, we've established our bottling plant. This measure alone has reduced our garbage production by an impressive 70%. For instance, during a banquet event for 500 people, the production of 1500 plastic bottles as waste has been completely halted. This represents a significant achievement in our recent efforts.

Furthermore, we're in the process of installing heat pumps to limit the use of diesel, reserving it solely for diesel generators. We remain open to adopting new technologies that could eliminate the need for diesel in electricity generation, aligning with our commitment to sustainability.

Managing a large team is a critical aspect of your role. How do you foster a positive and productive work environment for your staff, and what strategies do you use for employee development and retention?

I find myself in my current position today because I've been fortunate to work with many exceptional leaders who mentored and guided me. They provided me with opportunities to learn from my mistakes and helped me grow. I believe in applying the same approach to my team members. We all go through phases in life where someone extends a helping hand to shape our journey, and now it's our turn to support those who join us with dreams in their hearts.

So, we strive to create a nurturing environment within our team. We understand that mistakes happen, and we don't dwell on them. Instead, we provide ample coaching and guidance. We've implemented a buddy system in the hotel, where newcomers are paired with experienced team members who mentor them, helping them acclimatize to the hotel's operations and culture.

Additionally, we organize regular employee engagement programs, and our team hall serves as a valuable platform for interaction. We highly value every individual's feedback, and we ensure that all team members are involved in certain decision-making processes to make them feel valued.

Ultimately, if I can see my team members relax with a cup of tea at the end of a long day's work, I believe I've accomplished my goals. It's about creating an environment where they feel appreciated and cared for.

With the advancement of technology, how has Le Royal Méridien Chennai incorporated innovations in hospitality to enhance guest services and operations?

When you consider our hotel's affiliation with Marriott, it's clear that we benefit from their extensive support and guidance. We've made several upgrades to enhance our guests' experience. For instance, we've installed brand-new televisions and modernized the guest entry and exit processes. Our state-of-the-art locking systems allow guests to check in while they're still at the airport, and they receive their room key directly on their mobile phones.

We're also in the process of installing heat pumps, a technology that will replace traditional boilers. This shift towards more eco-friendly practices is part of our commitment to sustainability. Just a decade ago, having an in-house water bottling plant in a hotel was unheard of, but we've implemented it successfully.

The COVID-19 pandemic has taught us valuable lessons, leading us to make crucial changes. We've upgraded our air filtration systems, increased internet bandwidth, and adopted the latest property management system. These improvements ensure that our guests enjoy a seamless and productive stay with us, reflecting our dedication to their comfort and satisfaction.

In terms of dining and cuisine, what unique offerings or culinary experiences does Le Royal Méridien Chennai provide, and how do you stay attuned to evolving food trends and preferences?

We take great pride in our dining options at the hotel. For instance, we have Cilantro, our 24/7 all-day dining restaurant, which was the first to reopen immediately after the initial wave of the COVID-19 pandemic. We've also recently reopened Navaratna, our Indian restaurant.

As for Kayal, our seafood restaurant, we're considering some exciting changes, although those will be implemented a bit later. Our bar, Dome, has gained a well-deserved reputation for its fantastic cocktails, offering some of the most innovative concoctions in the Chennai market. Flame, our nightclub, has been a hotspot for the younger crowd for over two decades.

In order to stay relevant and keep up with changing trends, we send our chefs out to explore the culinary landscape, assess the competition, and see if there are any unique ideas we can incorporate into the hotel. In fact, we recently won an award for our wedding cake in the ongoing SICA Culinary Challenge. These achievements serve as morale boosters and incentives for our team to continue innovating.

Every Friday, we encourage our chefs to come up with something innovative. The top three innovations are then featured in the buffet for the following week, ensuring that our menu is constantly evolving and offering something fresh and exciting for our guests.

As the GM, what is your personal leadership philosophy, and how does it influence the hotel's overall culture and performance?

I firmly believe that a leader sets the tone for an organization's culture and direction. That's why I strive to be open and approachable in my leadership style.

The most crucial aspect to remember is that our guests, who invest a significant amount of money to stay at our hotel or dine in our restaurants, are the lifeblood of our business. Recognizing this and instilling this understanding in my team is paramount. When we all grasp that our guests are the most important people in the world, we've already won half the battle.

I make it a point to be easily accessible. Anyone, anytime, regardless of the hour, should feel comfortable reaching out to me—whether they are guests, team members, or superiors. This approach sets the tone for the entire organization. It means we're always ready to serve, regardless of the time of day. It's a mindset that makes a real difference.

What do you personally find most rewarding about your role as General Manager of Le Royal Méridien Chennai, and what goals do you have for the hotel's future under your leadership?

To me, a fulfilling day is one where I can go home with a sense of happiness, knowing that I've made a positive impact on someone's life, be it a guest or a team member. If I've been able to share the knowledge I've accumulated in my 25 years in this industry and help someone grow, then it's been a good day.

Looking ahead, I see growth on the horizon. In the next two years, our aim is to become one of the best hotels in the city, and I believe we're on the right path to achieve that goal.

This interview is exclusively published on Hospitalitynews.in. 


Bakul Pednekar on Building a Workplace Where People Feel Heard, Valued & Empowered

Bakul Pednekar on Building a Workplace Where People Feel Heard, Valued & Empowered

Bakul Pednekar

Published on July 1, 2025

Bakul Pednekar, the Director of People and Culture at Four Seasons Hotel Bengaluru, is on a mission to create more than just an excellent place to work, he’s building a workplace where people feel truly heard, valued, and empowered. With over two decades in hospitality, Bakul brings global perspective and local sensitivity to shaping people strategies that go beyond roles and hierarchies.

Under his leadership, Four Seasons isn’t merely positioning itself as a luxury brand but as a people-first organisation where careers are nurtured with intent and care. From tackling pressing industry challenges like talent shortages and rising attrition, to developing skillsets tailored for an increasingly luxury-focused market, Bakul is aligning long-term growth with evolving industry needs.

He’s also made learning a cornerstone, with a dynamic mix of digital modules, classroom sessions, soft skills workshops, and mentoring that not only upskill teams but also instill confidence and curiosity. Initiatives like the lively “Four Teams” programme, where employees compete in everything from wellness activities to culinary contests have added a spirited, collaborative edge to engagement, strengthening bonds across departments.

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For Bakul, leadership is inseparable from culture. By embedding empathy into management training, encouraging open dialogue, and fostering psychological safety, he’s ensuring Four Seasons remains a place where people feel respected and inspired to grow.

As he puts it, “We position ourselves not just as a luxury brand, but as a people-first organisation where careers are nurtured with purpose.”

Want more?
Read our full interview with Bakul Pednekar in our website e-magazine to see how Four Seasons Hotel Bengaluru is creating a future-ready, values-led hospitality workforce and what that means for the industry at large.


Faisal Nafees on Elevating Lonavala: More Than a Stay, It’s a Soulful Journey

Faisal Nafees on Elevating Lonavala: More Than a Stay, It’s a Soulful Journey

Faisal Nafees

Published on July 1, 2025

Faisal Nafees, the General Manager of Radisson Resort & Spa, Lonavala, is on a mission to make luxury travel more meaningful. With over two decades in hospitality, Faisal combines global experience with a passion for creating authentic, people-first spaces. Under his leadership, this picturesque hill-station resort isn’t just offering stays, it’s crafting soulful getaways that linger in memory.

From the start, Faisal has focused on turning Radisson Lonavala into a true destination. He’s brought a global eye for operational excellence to this uniquely local setting, ensuring the resort stands out not only for its comfort but for experiences that connect guests with the very spirit of Lonavala.

For leisure travellers, there are immersive wellness retreats set against the tranquil Sahyadris and signature culinary journeys like the Khema Dinner: a regal feast under the stars inspired by Maratha traditions, brought to life with organic produce from the resort’s own gardens. Meanwhile, corporate guests enjoy thoughtfully curated MICE experiences that balance productivity with relaxation, proving that even business trips can be enriching.

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Sustainability is a cornerstone here. As a Hotel Sustainability Basics verified property, Radisson Lonavala blends eco-conscious architecture with a commitment to local sourcing, waste management, and reduced plastic use. The result is a stay that feels both indulgent and responsible, something today’s discerning guests increasingly seek.

Looking ahead, Faisal and his team are raising the bar even higher. Guests can look forward to new luxury villas for more private escapes, Lonavala’s first rooftop sky lounge promising panoramic views and vibrant dining, and wellness collaborations that transform weekends into holistic rejuvenations.

As Faisal puts it, “Ultimately, our aim is to make Radisson Lonavala more than a place to stay, it is a destination where every visit is meaningful, every detail is intentional, and every guest leaves with a sense of warmth, care, and authenticity.”

Want more? 

Read our full interview with Faisal Nafees in our website e-magazine to see how Radisson Lonavala is setting new standards for luxury in the hills.


Where Elegance Meets Experience: Pranav Rungta’s Nksha Journey

Where Elegance Meets Experience: Pranav Rungta’s Nksha Journey

Pranav Rungta

Published on June 30, 2025

Every great dining destination begins with a story and at Nksha, one of South Mumbai’s most celebrated fine-dining addresses, that story is steeped in the timeless elegance of Bombay’s golden era. In a Hospitality News July edition exclusive, we sit down with Pranav Rungta, Co-founder and Director of Nksha, and Vice President of NRAI Mumbai Chapter, who gives us a glimpse into how nostalgia, innovation, and heartfelt hospitality converge to create something unforgettable.

Pranav’s journey in hospitality began in 2007 with Garden of Eden in Pune, but it is through Nksha that his philosophy has truly found form. At its core, Nksha is a tribute not just to a city, but to the soul of Indian hospitality. From Art Deco-inspired interiors to reimagined North Indian classics, Pranav explains how the past and present harmoniously coexist to shape an experience that’s as aesthetically rich as it is emotionally resonant.

He walks us through Nksha’s defining moments, like the success of the thoughtfully curated High Tea menu, which emerged not just from trend-watching, but from keen observation of the city’s shifting rhythms and cultural needs. It's this commitment to relevance that defines Nksha’s innovation rooted in tradition, yet constantly evolving.

Design and cuisine, Pranav shares, are treated not as separate aspects, but as chapters of the same story. From vintage lighting to the crockery on the table, everything at Nksha is about crafting a narrative that guests feel part of one that unfolds with each bite and every glance around.

Beyond the restaurant, Pranav’s influence in the National Restaurant Association of India (NRAI) allows him to mentor emerging talent and contribute to a growing culture of culinary exploration across India.

As for what lies ahead? Pop-ups, potential expansion, and newer ways to surprise guests yet always with a clear intent to stay true to Nksha’s essence.

 It was a pleasure to explore the mind behind Nksha in this enriching conversation. Dive into the complete interview in the July edition of Hospitalitynews magazine, available on our website and in print.