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.