Travel Daily Media connected with Fabien Chesnais, General Manager, Mövenpick Resort Al Marjan Island to find out more about his hotel’s operational efficiencies, sustainability initiatives, family-oriented programs and readiness for MICE and weddings.
Travel Daily Media (TDM): Being honoured at the Ras Al Khaimah Tourism Excellence Awards across four major categories—including “Outstanding GM” and “Platinum Green Hotel Sustainability”—what key operational practices or team strategies do you believe contributed to this multi‑award-winning performance?
Fabien Chesnais (FC): It really comes down to how we run the property day-to-day. Every team whether it’s front office or engineering knows exactly what they are working towards. We track the basics swiftly: guest feedback, turnaround times, energy and water use and more. Regular inter-department meetings ensure a seamless communication flow, enabling operational alignment across all functions. Sustainability, for example, isn’t driven by one person—it’s embedded into our daily operations and mindset across the board. Alongside operational efficiency, we place strong emphasis on marketing and PR integration, ensuring that our initiatives whether service enhancements or sustainability milestones are communicated strategically across media, digital platforms and guest-facing channels. This consistent storytelling helps reinforce our positioning in the market and maintain top-of-mind awareness among both consumers and industry stakeholders.
TDM: After winning the 2025 International Sustainability Award with accomplishments like eliminating single-use plastic, launching an in‑house water bottling plant, and reducing food waste by over 32 tons of CO₂ in just two months, how do you plan to scale these eco-initiatives further? What’s the next “big goal” in your sustainability roadmap?
FC: Our next major priority is enhancing energy efficiency across the resort. While we’ve already made significant progress in reducing plastic usage and food waste, our current focus is on optimizing energy consumption in high-usage areas such as laundry operations and HVAC systems. Key initiatives include the installation of CPO water-cooled chiller plants, VFDs on condenser pumps with upgraded control logic, and the optimization of FAHUs and AHUs through scheduling and controls based on indoor air quality and relative humidity. We’re also transitioning to solar energy via Solar PV plants, replacing LPG tanks with energy-efficient heat pumps and expanding our food composting program to support waste reduction and on-site landscaping. Rather than isolated green campaigns, we are embedding sustainability into daily operational decisions—from menu planning and housekeeping schedules to vendor sourcing—ensuring our commitment is both measurable and consistently applied across all guest and back-of-house touchpoints.
TDM: The resort already has kid-friendly activities and facilities. What are the next-generation enhancements you envision for attracting more families? How do these reflect your philosophy of holistic family hospitality?
FC: Families travel differently now—there’s no longer a one-size-fits-all model. Some parents seek structured activities to enjoy with their children, while others prefer their kids to be independently engaged so they can unwind. We’re designing programs that cater to all age groups, giving families the flexibility to choose how involved they want to be. From cooking workshops that parents and kids can enjoy together to relaxed, drop-in activity hubs for teens, our offerings are built around choice. We’re also enhancing scheduling tools to help families plan their day with ease and without pressure. Building on this approach, we are launching FAMEX (Family Experience Enhancement Program) in Q4 this year, a resort-wide initiative focused on enriching the experience of families traveling with children—from pre-arrival engagement to in-stay touchpoints. The program aims to elevate every stage of the family journey through thoughtful, age-appropriate enhancements and personalized guest experiences.
TDM: On its third anniversary, the resort hosted a kids’ art competition, “My Dream Island Escape,” and a social media giveaway, along with magic performances and themed culinary events. How do you curate these CSR and guest-engagement events to support both brand identity and meaningful community impact?
FC: We try to keep it simple—anything we do on the CSR or engagement side has to feel relevant to our guests and useful to the community. The kids’ art contest was a good example. It gave our young guests something fun and engaging to do and also connect with the local community through schools. We hosted the winners’ families at the resort and put their artwork on display. It felt genuine and with a purpose.
TDM: You’ve spoken about positioning the resort as an elevated space for a destination wedding, especially for Indians. What initiatives and partnerships are you planning to further this vision in the next 2-3 years?
FC: We are working closely with wedding planners in India because we’ve learned that the success of a destination wedding starts well before guests arrive. That means helping couples plan logistics from day one—comfortable stay, food preferences, ground transport and more. We are upgrading some of our event spaces so they can transition quickly from one function to the next, especially when we are hosting a multi-day Indian wedding. We are also training our team in regional customs and languages for smooth functioning.
TDM: You’ve emphasized developing bespoke FIT (Free Independent Traveller), MICE, and wedding offerings for Indian travellers. Can you share a signature experience or upcoming program you’re launching specifically to appeal to Indian guests in 2025?
FC: We have seen a consistent demand for well-structured weddings, celebrations, and family travel experiences from India. We are consistently evolving in these areas. For weddings, we have put together a modular package that covers everything from pre-wedding functions to ceremony and reception, supported by a dedicated events team that understands cultural specifics, dietary needs and guest expectations. For FIT travellers, we are introducing flexible stay options and curated dining experiences with Indian vegetarian menus, that align well with Indian families.
TDM: You led the resort from pre‑opening in 2021 to profitability within three months, and soon after, received over 18 industry awards. What were the top three strategic levers you implemented during pre‑opening to accelerate performance so quickly?
FC: We were very clear on our market before we opened. We identified specific gaps particularly in the family and Indian travel segments and built our offering to directly meet those needs. We also assembled a team that could multi-task and instinctively anticipate guest expectations. From the start, we prioritized digital and tech integration, ensuring a seamless experience from booking and payment to check-in and in-stay services. In parallel, we invested in strategic marketing and PR, establishing strong visibility across key source markets through curated campaigns, influencer collaborations and high-impact media placements. This approach helped us build immediate brand recognition and trust, positioning the resort as a preferred destination for both local and regional travellers.
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