(up 20% on 2016)
(up from 41.4%)
Total pipeline of rooms
In hotel assets
It is my pleasure to report that 2017 was a year of further growth and success for Dalata. During the year we added 265 rooms to our portfolio and continued our planned expansion in the UK. We also progressed the construction of new hotels on two sites in Dublin, one in Belfast and one in Cork. Meanwhile, assets acquired in 2016, including the Clayton Hotel, Burlington Road, have been integrated very successfully into the Group.
Our culture is people-centred, with real decision-making power devolved to those responsible for the delivery of service to our guests.
Over the past few years we put together a group of hotels that are well located, modern and well invested. We have developed two hotel brands that have significant traction, particularly in the Irish market, and are growing in the UK market.
We create a culture dedicated to service excellence and fairness, where our people can contribute their individual talents to growing a sustainable business that manages its social and environmental impacts responsibly. We continue to advance the wellbeing of the people we engage with, work with and serve.
Dalata is a hotel owner, operator and brand owner. The Group operates 38 hotels, of which 26 are owned, nine are leased and three are operated under management contract.
2017 was a record year for Irish tourism with the industry worth an estimated €8.7 billion annually. Trips to Ireland reached 9.9m, up 3.6% on 2016.
The UK tourism industry is enjoying record numbers with an estimated 6% increase in international visitors to 39.9 million in 2017 and an 11.6% increase in expenditure to £25.1 billion.
In Dublin our 3,992 rooms gives the group a 20% market share; Cork, 411 rooms (17% market share); Galway, 412 rooms (13%) and Limerick 300 rooms (16%). These four cities account for 91% of the group’s business in the Republic of Ireland. Currently the group has UK hotels in Belfast, Derry, Cardiff, Birmingham, Manchester, Leeds and London.
Dalata exclusively owns and operates it's own hotel brands. As the exclusive owner/operator we haveinvested in the resources to bring a singular focus to the maximisation of the return on investment in each individual hotel. One voice, one goal and full control.
The vertical integration of the business combined with our decentralised management structure allows us to develop a distinctive customer experience and brand integrity in the fragmented market segment in which we operate.
Our strategic objective is to develop a sustainable business that creates long term value for our shareholders and respects the interests of our wider stakeholders, our employees, customers, suppliers and communities. The Board is engaged in the process of strategy development and approves the long term objectives and strategy.
Red Bean Roastery coffee docks opened
Grain & Grill restaurants opened
We are driven to improve customer experience through continuous engagement and investment to meet ever rising expectations.
Net increase in owned & leased rooms
Rooms added to the pipeline
UK provincial cities identified for development potential
We currently have a pipeline of over 2,200 new rooms and are seeking opportunities to expand our portfolio in the UK. We are confident that we will meet our goal of securing a further 1,200 rooms in 2018.
Structured programme participants in 2017
2017 Altitude Programme promotions to General Manager
Workshop & webinar participants in 2017
Developing our own people is a key strategic objective and we now have the capacity to resource the management teams for our new hotels from within the group.
Investment in bedroom & ground floor refurbishments
We have developed our own brands and are investing in the physical product and in digital technologies to support the brands and maximise the return on investment in the hotels we have acquired.
Clayton and Maldron are Ireland's two largest hotel brands with a growing presence in the larger cities in the UK.
Our approach to responsible business is embedded in our values as a Group. We aim to do business in an ethical way.
By embracing our values and engaging with our stakeholders, we can achieve our strategic objectives and create shareholder value in a responsible and sustainable way. In 2018 we have started an internal review of our sustainability programmes and will develop a renewed strategy and vision. Through this we can enhance the Company’s resilience to external environmental and social challenges while improving the experience of our customers.