May 19, 2020

City Focus: Algiers

marriott
hyatt
Algiers
Harry Menear
5 min
City Focus: Algiers

As Algeria hopes to move away from dependence on the oil and gas market, Algiers’ improving tourism sector is set to grow further.

Situated on the Mediterranean coast of North Africa, Algiers is the capital of both Algiers Province and Algeria. With a metropolitan population of 3.68mn and a national GDP of $159bn, according to Forbes, Algiers is the fifth largest city in North Africa. The World Bank classifies Algeria as an “upper-middle income nation,” with a GDP growth of 3.3% since 2016.

Algeria’s largest industry is the oil and gas sector, with the country boasting the third-largest natural gas reserves in the region, and ranking 18th on a list of global oil producers in 2016. The International Monetary Fund says Algeria's oil and gas revenue accounts for more than 95% of the country's export earnings and 60% of its budget. However, the country’s oil production fell dramatically in 2017, from 1.1mn barrels per day in January 2017 to 997,000 barrels per day in October, according to a Trading Economics study. With oil and gas exports, which represent 35% of the country’s GDP, in decline, business interests in Algiers, both private and state owned, have taken steps to bolster the national economy through increased investment in the tourism industry.

Tourism infrastructure in Algiers

The Oxford Business Group Algeria Report, published in 2017, claims: “Algeria is primed to make use of its significant tourism potential. Though the industry remains underdeveloped, particularly in regards to the number of hotel rooms and the cumbersome visa regime, foreign business tourism and niche areas such as spa, desert and ecotourism have strong scope for growth.”

In order to combat the country’s lack of tourism infrastructure, the minister for tourism, Hacène Mermouri, announced the government’s plan to increase annual visitor figures from the current average of 2.7mn to 4.4mn by 2027, and in order to support this the Algerian government has announced the approval of 1,812 new hotel projects, as part of an initiative to more than double the country’s guest room capacity.

Of these projects, 582 rooms are already under construction, according to a report by Katherine Doggrell for Hotel Management. 197 of these hotels, with a total capacity of 39,000 beds, are under construction in Algiers itself, according to a statement made by Mermouri in September last year. The project, he claims, will create 18,000 construction jobs in the city, in addition to those created by the $1.86bn government investment in renovating existing hotels throughout the city.

Marriott International  

In January 2017, Marriott International announced plans to open a further six hotels in Algeria, more than doubling its footprint in the country. The international hotel brand currently has no presence in Algiers, and has yet to announce the location of its new hotels. Marriott International’s President & Managing Director, Alex Kyriakidis, described the country as “integral to our overall development strategy throughout Africa”.

Hyatt Hotels

In March 2017, an affiliate of Hyatt Hotels Corporation announced plans to open a new location at the Houari Boumediene Airport in Algiers. The Hyatt Regency Algiers Airport is expected to open in 2018, and will be the first Hyatt-branded hotel in the country. The 326-room hotel will be the only terminal-linked hotel at the Houari Boumediene Airport. The hotel will also offer more than 4,950 sq ft of lounge space, seating areas, and meeting and events spaces.

Hamid Melzi, Président Directeur Général of Algeria’s Société d'Investissement Hôtelière said: “We are delighted to be working on our first project with Hyatt and to introduce the Hyatt Regency brand to Algeria. With the hotel’s prominent location... we believe the globally recognized Hyatt Regency brand will resonate with the growing base of business and leisure travelers visiting the city.”

Training and development

The new investment in hotel capacity has also prompted the government to promote vocational training, according to Lazhar Bounafaâ, CEO of the Group Hôtellerie Tourisme et Thermalisme, who claims the development of qualified human capital is crucial for the future advancement in the sector. "The sector needs to develop public-private partnerships in training and education to generate a workforce that hotel projects can benefit from and that can improve the productivity and performance of the sector."

The emphasis on job creation in the construction and tourism sectors has contributed to Algeria’s recent labour shortages, Reuters reports. “Youth unemployment is running at around 30% in Algeria, but the country also faces a shortfall of workers in some sectors as it tries to steer its economy away from over-reliance on oil and gas production.” The government announced in 2017 that it plans to institute a programme that will grant residency and work permits to illegal African migrants, mostly from Niger and Mali. The programme, which will aim to replenish the country’s ‘legitimate’ labour pool, is also part of an attempt to reduce race-based violence it claims is acting “to tarnish the image of our country”.

Risk reduction for tourism

This global image is possibly the largest obstacle facing the growth of the tourism trade in Algeria, with Algiers designated a high-risk area for tourists at night by gov.uk. However, the country’s 20-year old terrorism policy has recently seen it gain significant ground in the battle against terrorist group Al Qaeda.

With the decline of terrorist influence in the region, growth in both the construction and hospitality industries, and the backing of the Algerian government, 2018 is expected to be a time of continued growth in Algiers’ tourist trade, as the number of visitors from France – the second largest tourist source market to Algeria – has risen steadily in recent years, from 121,000 in 2014 to 169,000 last year, and further growth from new markets is expected to be instrumental in reducing the country’s dependency on oil and gas.

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Jun 14, 2021

5 minutes with... Janthana Kaenprakhamroy, CEO, Tapoly

Tapoly
Insurance
Leadership
Digital
Kate Birch
3 min
Heading up Europe’s first on-demand insurance platform for the gig economy, Janthana Kaenprakhamroy is winning awards and leading with diversity

Founder and CEO of award-winning insurtech firm Tapoly, Janthana Kaenprakhamroy heads up Europe’s first on-demand insurance platform for the gig economy, winning industry awards, innovating in the digital insurance space, and leading with inclusivity.

Here, Business Chief talks to Janthana about her leadership style and skills. 

What do you do, in a nutshell?

I’m founder and CEO of Tapoly, a digital MGA providing a full stack of commercial lines insurance specifically for SMEs and freelancers, as well as a SaaS solution to connect insurers with their distribution partners. We build bespoke, end-to-end platforms encompassing the whole customer journey, but can also integrate our APIs within existing systems. We were proud to win Insurance Provider of the Year at the British Small Business Awards 2018 and receive silver in the Insurtech category at the Efma & Accenture Innovation in Insurance Awards 2019.

How would you describe your leadership style?

I try to be as inclusive a leader as possible. I’m committed to creating space for everyone to shine. Many of the roles at Tapoly are performed by women and I speak at industry events to encourage more people to get involved in insurance/insurtech. Similarly, I always try to maintain a growth mindset. I think it’s important to retain values to support learning and development, like reliability, working hard and punctuality.

What’s the best leadership advice you’ve received?

Build your network and seek advice. As a leader, you need smart people around you to help you grow your business. It’s not about personally being the best, but being able to find resources and get help where needed.

How do you see leadership changing in a COVID world?

I think the pandemic has proven the importance of inclusive leadership so that everyone feels supported and valued. It’s also shown the importance of being flexible as a leader. We’ve had to remain adaptable to continue delivering high levels of customer service. This flexibility has also been important when supporting employees as everyone has had individual pressures to deal with during this time. Leaders should continue to embed this flexibility within their organisations moving forward.

They say ‘from every crisis comes opportunity’, what opportunities do you see?

The past year has been challenging, but it has also proven the importance of digital transformation in insurance. When working from home was required, it was much harder for insurers to adjust who had not embedded technology within their operating processes because they did not have data stored in the cloud and it caused communication delays with concerned customers at a time when this communication should have been a priority, which ultimately impacts the level of customer satisfaction. This demonstrates the importance of what we are trying to achieve at Tapoly in driving digitalisation in insurance and making communication between insurers and distribution partners seamless. 

What advice would you give to your younger self just starting out in the industry?

Start sooner, don’t be afraid to take (calculated) risks and make sure you raise enough money to get you through the initial seed stage.

 

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