The Calcutta-headquartered company turns 100 on August 24, 2010. "I have been with ITC forever — 33 years with no breaks!” smiles Dhunji Kava-rana, general manager (GM), ITC The Maratha and area manager — western India. The ITC hotels under his charge are The Maratha at Sahar near the airport in Bombay, ITC Grand Central at Parel, WelcomHotel Vadodra in Baroda and WelcomHotel Rama International in Aurangabad.
"The hospitality industry has really evolved. In 1977, when I joined it was basic hoteliering. Then hotels became a lifestyle which people started copying. From lifestyle we have moved to what is called ‘responsible luxury.’ All this has happened, of course, at the back of the house. The eye doesn’t really see it,” he remarks.
The hotels division is a part of the ITC Group, one of India’s most valuable and admired enterprises with a market capitalization of Rs 1,00,000 crore and several drivers of growth — FMCG (fast moving consumer goods), food, cigarettes, clothing, paper and packaging, hotels, agri-business and Information Technology. Kurush Noshir Grant is on the top management team of ITC Limited, being additional wholetime director based in Calcutta.
ITC’s The Maratha near Bombay airport and (top) general manager Dhunji Kavarana (above)
ITC is also India’s 21st century face — the only corporation of its size in the world to be carbon positive, water positive and solid waste recycling positive, as per their annual report for the year ended March 31, 2010. "What we consume we put back into society,” Kavarana states. The sewage treatment plant at the hotel treats all the waste water. "In certain cities like Hyderabad and Delhi we even give back (treated) water to the municipality to be used for construction purposes or for greening the medians (road dividers which have flowers and plants). There are windmills on the way to Poona. We generate wind energy and put it into the grid. Every year we have something new. Our ITC Royal Gardenia in Bangalore, which opened towards the end of last year, has the distinction of being the world’s largest and Asia’s first LEED (Leadership in Energy and Environmental Design) Platinum rated hotel,” he says.
The Maratha is a corporate destination because of its proximity to the airport and business hubs like the Bandra-Kurla complex. "Even our ITC Grand Central is favored by corporate travellers because of the rapid commercial development in the Lower Parel/Parel areas. Depending upon their geographical location, companies give both our hotels in Bombay good business,” he remarks. At the Maratha, the average stay is two nights, with 60 percent of travellers being foreigners (including airline crew and non-resident Indians) and 40 percent Indians. The hotel, ringed by Bombay’s proverbial palms, emphasizes the Maratha culture in exterior and interior design and decor, with a fortress-like look on the outside and Paithani work, etc on the inside. Of its many restaurants, the Peshwa Pavilion is its 24-hour atrium refresher, Bombay High is the bar, West View its international grill. Dum Pukht’s cuisine is in the tradition of the Nawab of Awadh, Peshawari favors North West Frontier flavors while Dakshin stars southern cuisine. Other facilities include a 450-seater ballroom, spa, fully equipped business center for the citizen of the world, personal butler for corporate leaders and an Eva Wing for the safety and security of the lady traveller.
"All five star hotels are now in the organized sector. The days of individual lodges are going. Even they want to be linked to some chain, as do the budget hotels,” Kavarana elaborates. Serviced apartments, he believes, have not really made a dent in the hotel industry. "There is enough business for everybody. Each one finds its own niche. During the last one-and-a-half years, occupancy has been improving, month on month. We look forward to returning to the heyday of 2007-08,” he declares.
This millennium has seen a virtual transformation in the industry. "The hospitality business will grow in tandem with the economy. Various international brands are fighting to come in. We have to bring forth all our excellence and show our numerous competitors that it’s not going to be easy for them,” he asserts. "Contrary to what most people think, we now don’t have bad infrastructure for tourists. Our domestic airlines range from good to excellent in service and affordability compared to domestic airlines in other countries. Our airports are truly modern, of international class. Our expressways are good. What people don’t know is that as far as domestic tourism is concerned, we have the highest numbers in the world. Of course, a large percentage of this is what you might call pilgrimage tourism.”
(Above, from left): The Maratha’s Executive Club room and Dum Pukht restaurant; the luxurious lobby (bottom left) and the bright and airy Peshwa Pavilion (right)
Post the 26/11 terror attacks in Bombay, security has assumed added importance. "I don’t think it is a concern in the foreign mind. People are not complaining. But we cannot allow a drop in concentration levels. We have security auditing on a regular basis,” he states. Commending the city for retaining its cosmopolitan character, Kavarana analyses: "There is a high degree of discipline in Bombay compared to many other Indian cities. Most people are accommodating and respectful of others. It remains a place for everybody.”
Kavarana had joined the Welcomgroup soon after completing hospitality management in Calcutta. "My schooling was in various towns as my father was in the railways. I joined the Chola in Madras as a management trainee. I was then transferred to Aurangabad, in front office and F&B (food and beverage). Having seen postings in Hyderabad, Bangalore, Goa, Delhi... I can say each posting is unique, something like India itself, with its own set of challenges and rewards!”
Kavarana remembers his time in Delhi: "It’s interesting working with politicians and bureaucrats. Not everybody is a crook! Having heads of state stay in your hotel and keeping them comfortable and happy is a huge reward in itself. I recall once a protocol officer telling us: ‘Get my head of state dinner quickly before he proceeds to dinner.’ The gentleman preferred to have his meal at the hotel before the official dinner!”
Hospitality management is still popular as a profession with the Parsis, the hotelier believes. "We have a Parsi girl as chef in one of our restaurants which has an all-female staff. Oh yes, the Parsi brand is a strong brand! Our reputation remains good.” Kavarana fondly recalls his earlier years in Calcutta: "We used to have a Pateti function every year in a 900-seater auditorium and only 50 percent of the Parsi population would actually manage to get seats, so much was the demand. Now I am told everyone is assured of a seat and there are some to spare, so drastic has been the drop in the numbers in that city.” With transfers part and parcel of the profession, community controversies are unfamiliar territory! Having married outside the community, his leanings, he says, could be termed ‘liberal.’ His son Zubin works in Bangalore in a company specializing in software solutions, daughter Aditi is with Accenture. Wife Shahina works with Kingfisher.
For ITC’s 100th year celebrations, cyber space scores over physical space! The respective properties will celebrate and we will be linked by videoconferencing, Kavarana says. The present challenge is to put pace into recovery from the slow market recession and move higher up the hospitality value chain.