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Jacobs says spas are part of his DNA and that focusing on them once more was what attracted him to the role
“I’m so charged and it’s great to have all this energy around,” says Neil Jacobs the new CEO of Six Senses Hotels Resorts Spas, the development and management company. The ‘energy’ he’s referring to has come from an internal spa meeting of area directors from Europe, Asia and the Middle East, plus department heads who’ve all convened at the headquarters in Bangkok to hear about the group’s strategic spa plans. “Our goals are really exciting,” he adds.
Jacobs came on board this February following Six Senses’ buyout by US-based equity firm Pegasus Capital Advisors in April 2012. It was purchased from founders Sonu and Eva Shivdasani and a number of shareholders for an undisclosed sum and the sale included 10 resorts and spas under the Six Senses and Evason brands and 18 standalone Six Senses Spas in other hotels/resorts worldwide.
Six Senses was, says Jacobs, “one of the first companies to do more than just a couple of treatment rooms attached to a gym. It goes beyond spa in a conventional sense and has always been about wellbeing with a significant focus on sustainability.” But, by his own admission, while the group once was a leader, others are now catching up and it’s time to propel it forward once more.
It’s a welcome challenge for Jacobs who feels back at home in the spa world and being in Asia. For the past four years he’s been the president of global hotel operations for the Starwood Capital Group and was instrumental in launching its Baccarat and 1 Hotels concepts. But prior to that he was senior vice president for Four Seasons in Asia (see SB05/2 p18) and headed up the group’s spa task force.
He says: “The attraction was spending a little more time in Asia as I have family and a home there. It was also hugely important to me to be involved in the in spa industry again. It became a part of my DNA at Four Seasons and I’ve missed it.”
Long-term investment The opportunity to join Six Senses came via a “dear friend”– Wolf Hengst who was president at Four Seasons at the same time as Jacobs worked there and is now the executive chairman at Six Senses. Pegasus, which already had a minority share in Six Senses, has a sustainable thread running through its US$3bn (€2.3bn, £2bn) worth of investments – from an LED lighting firm to a recycling group in South America – and was keen to get even more involved in hospitality. Eight months before the deal, Hengst sounded out Jacobs who, he knew, had a good knowledge of Six Senses from his days in Asia. “I helped by looking at the numbers, underwriting and value projections,” he says. “And then Wolf asked if I knew anyone who might be interested in joining the team.” Aside from the Asia and spa factors, Jacobs liked the way Pegasus did business. “They hold their investments much longer – anything from five to 10 years – which is a good length of time to consolidate, create value and develop people. They’re hugely supportive and now we have a company that doesn’t owe money and that has the capital to go forward.”
As CEO Jacobs will be taking responsibility for finance, HR, spa/hotel operations and technical design and architecture. Meanwhile, Bernhard Bohnenberger, who was managing director before the buyout, will serve as president and oversee marketing, development and sustainability. Between them, they’ll have eight to nine direct reports with the majority of those being fresh appointments.
“I’m really excited about Anna coming on board,” says Jacobs in reference to the company’s new vice president of spa and wellness Anna Bjurstam (see p36). A well-known industry figure, Bjurstam has been running her own successful spa consultancy, Raison d’Etre (see SB06/3 p66), for a number of years and actually opened and operated the group’s very first spa – Six Senses Soneva Fushi – in the Maldives in 1995. “I knew she’d worked on quite a lot of the [Six Senses] spas,” says Jacobs, who persuaded Bjurstam to fully commit to the role. “I told her I didn’t want a consultant, so she’s put someone in place to run Raison d’Etre and has effectively come in-house dedicating 80 per cent of her time to us.”
Brand maintenance One of the first decisions Jacobs made was to discontinue the group’s Latitude and Hideaway brands – both evolutions of the Evason concept. These properties have now been absorbed into the existing Six Senses and Evason umbrella and, for the time being, the plan is to keep the full portfolio of properties.
And while he knows it’s important to maintain brand integrity, there will be some distinct modifications. He explains: “One of the lovely things about Six Senses is that it’s a little off beat/quirky and that kind of suits me. One night of the week, for example, there was no electricity at the properties and everything was done by candlelight while another rule was that no meat was served on Fridays. These are differentiators. But with the amount of money we charge if someone wants a hamburger we can’t tell them no, neither can you switch the lights out a 6pm when they’re having a shower!
“I’ve been systematically working through the many rules and regulations and testing everything. I’m sure we’ll keep a ton of them, because there are some great things, but a few will quietly disappear!”
Sustainability, which has always been at the heart of Six Senses’ philosophy, will remain key. It’s just appointed Amber Marie Beard, a specialist eco-friendly architect, as vice president of sustainability and a high profile advisory board will be put in place for all environmental matters. Jacobs says: “The company should be applauded for its stand on sustainability in luxury hospitality – putting drinking water plants in all the hotels was fantastic. We want to continue doing the right thing, but we’ll only talk about the things we can execute.”
In a slight difference, corporate social responsibility funds will now go towards local charities and initiatives specific to properties rather than a central pot.
Spa evolution Spa is intrinsic to Six Senses says Jacobs: “It’s a crucial differentiator and a profitable business in its own right, but it’s also about what it can do to your hotel… you’re getting 10 to 15 per cent more on your rates, it extends an average stay by a night or two and it can help during off peak seasons.”
Having said that, Jacobs knows he’s got much to do and one area for evolution will be interior design. He says “We’ll still keep the naturalness and won’t put in marble floors or crystal chandeliers, but we will lose a bit of the Robinson Crusoe feel and add some modernity. It could be that a wooden table is given a more refined finish or that we give guests a choice of indoor bathrooms to go with those we already have outside.”
When it comes to treatments, he’s looking to streamline services. “Our offers are huge and with that comes the risk of doing a lot things not so well. So we’ll consolidate some of our body treatments and facials, but at the same time we want to add some signature elements and have something that’s contextual. I don’t mean giving it a ‘sense of place’ – I hate that term! I mean catering to the mix at the property – a local in the Middle East wants a French beauty treatment, while visiting guests will want to try something more authentic.
“I think that spas have become too serious and while we will focus on delivering results we want to add fun, socialising aspects. We’re looking to devise half-day packages for groups to spend time together and I kind of want to mash the customer journey up – rather than dimming the lights and taking the energy down when you enter, you could take it up. I’d like to add a social hub where you can eat, drink, have a glass of champagne, shop and hang out: even if you’re not having a treatment.
“One of our key goals is to be pioneers in wellness and that goes way beyond spa and we’ve got to put the fun back in. Take fitness for example – the conventional hotel gym is terminally boring and Thailand is famous for it’s boxing, so why not introduce a boxing ring in our properties there, or use the outside areas in other places as some of our properties are set in stunning locations.”
Development strategy Moving forwards, we can expect some significant development – 40 new projects in the next five years – from Six Senses says Jacobs. The focus will be on management contract deals, although Pegasus will be raising up to US$250m to invest predominately in Six Senses branded real estate should the right partner and location present itself. “I’m not sure we want to own hotels 100 per cent, particularly if we’re going to far flung places as it’s always good to have a local partner in that circumstance,” he says. “But this will allow us to be in the game a little more significantly.”
He also hints at a possible acquisition of a “like minded group that’s perhaps geographically different to us”.
One strategy is to expand in urban locations such as New York, London, Hong Kong and Shanghai. “We don’t want to be perceived as just being a resort brand and I think we could easily have an urban version. We already have one in Paris which is a tiny space but has that quirky, unusual Six Senses feel with a vertical garden and hand-crafted oak treatment cocoons [see p32].”
Residential units will also be considered at selective properties, he adds.
Geographically, Central and South America is a key focus. “It’s a new area for us and, importantly, it’s under supplied,” says Jacobs, pinpointing Brazil, Ecuador and Colombia as particular countries of interest.
Elsewhere, it has managed to secure a deal of five boutique spa lodges in Bhutan – a country famously strict on development and tourism (see SB11/4 p58). The lodges, which will have 90 bedrooms between them, will each feature two to six treatment rooms with therapies inspired by the country’s unique standard of living indicator: the gross national happiness index. “The idea is that by the time you’ve visited the five hotels around Bhutan, you’ve had this extraordinary wellness experience.”
While the concept, which has been created by Bjurstam, won’t open until 2016, it’s nonetheless a highlight for Jacobs – “It’s so cool and I’m really excited about it,” he says.
He concludes: “Overall I’m just excited about the potential of creating off-beat, quirky spas that are great fun, while offering wellness programmes that have real benefits and can help people. I’d love to talk to you six months, a year down the line to see how far we’ve come!”
Read more from this issue of Spa Business magazine
Ask an expert: Cancer
The number of cancer sufferers and survivors is growing. How can spas cater for them? Kath Hudson reports
Interview: Neil Jacobs
Six Senses’ new CEO reveals the group’s spa strategy and development plans
Profile: Anna Bjurstam
The new vice president of spa and wellness at Six Senses will oversee 28 facilities worldwide
Hotel spa: Palace pampering
A E100m refurbishment of Paris’ Hôtel Le Bristol attracted footballer David Beckham for a six month-long stay. Julie Cramer pays a visit to its new Spa Le Bristol by La Prairie which is becoming a healthy profit centre
Promotional feature: Design consulting
Implementing a great spa design takes inspiration, patience and discipline, according to Cary Collier, principal of Blu Spas, WTS' strategic partner. In the third of our WTS series, he shares his design philosophy with Spa Business
Research: India's wellness consumers
Leonor Stanton analyses PwC’s latest research profiling Indian wellness consumers – an industry projected to be worth US$18bn in four years’ time
Thermal spa: Hot spot
The Banjaran is Malaysia’s first and only hot springs retreat. Jennifer Harbottle examines the growth strategy
Company profile promotion: QMS Medicosmetics
QMS Medicosmetics' revolutionary skincare system was created by a trauma surgeon from Germany. Here, the company's managing partner explains how the products' unique ingredients and actions are delivering exceptional results in spas worldwide
Hotel spa: Making a debut
Steigenberger Hotels has introduced a flagship spa concept in Frankfurt. Sophie Benge reports
Resort spa: Botanical beauty
The new Spa Botánico at Dorado Beach, a Ritz-Carlton Reserve is set in five acres of ‘purification gardens’ and has a plant and herb apothecary
Product news: Product news
Product editor, Kate Corney highlights the latest product and equipment launches from the Spa Business search engine, Spa-Kit.net
Spa: We Care Spa, at Desert Hot Springs, California – it’s more for serious detoxing than pampering
Treatment: 10 years ago, I had an Indian head massage on the streets in Kerala and nothing has compared to that since
Book: Deepak Chopra’s Soul Connection or Steve Job’s biography
Cuisine: Farm to table food at ABC Kitchen in New York
Place: Siena in Italy during its famous Il Palio horse race
Season: Spring
Piece of advice: Breathe, breathe and breath again says my yoga instructor
Who you admire: Dr Martin Luther King; and Sting for his poetry, spirituality and ability to make you laugh and cry
Development Pipeline
Resorts & Spas The Americas Six Senses and Evason, Tayrona National Park, Columbia (2017) Six Senses De Coson, Dominican Republic (2016) Six Senses Freedom Bay, Saint Lucia (2016)
Asia Six Senses Bhutan, Bhutan (2016) Six Senses Saigon River (with private residences), Vietnam (2014)
Europe Six Senses Grimentz, Switzerland (2016)
Six Senses Spas at… Asia World One, Mumbai, India (2016) Evason Spa, Pune, India (2015)
Middle East and Africa Al Bustan Palace, Oman (2013) The Baglioni Marrakech, Morocco (2013) Ritz-Carlton, Almaty, Kazakhstan (2015)
Six Senses manages 28 spas and eight resorts. Many are in Asia – China but South America is a key focus for future development
Six Senses manages 28 spas and eight resorts. Many are in Asia -Vietnam but South America is a key focus for future development
Urban spas, like the one in Paris, will be more of a focus for Six Senses in the future
Six Senses Spas often have unusual designs which make them stand out
Jacobs says spas are part of his DNA and that focusing on them once more was what attracted him to the role
“I’m so charged and it’s great to have all this energy around,” says Neil Jacobs the new CEO of Six Senses Hotels Resorts Spas, the development and management company. The ‘energy’ he’s referring to has come from an internal spa meeting of area directors from Europe, Asia and the Middle East, plus department heads who’ve all convened at the headquarters in Bangkok to hear about the group’s strategic spa plans. “Our goals are really exciting,” he adds.
Jacobs came on board this February following Six Senses’ buyout by US-based equity firm Pegasus Capital Advisors in April 2012. It was purchased from founders Sonu and Eva Shivdasani and a number of shareholders for an undisclosed sum and the sale included 10 resorts and spas under the Six Senses and Evason brands and 18 standalone Six Senses Spas in other hotels/resorts worldwide.
Six Senses was, says Jacobs, “one of the first companies to do more than just a couple of treatment rooms attached to a gym. It goes beyond spa in a conventional sense and has always been about wellbeing with a significant focus on sustainability.” But, by his own admission, while the group once was a leader, others are now catching up and it’s time to propel it forward once more.
It’s a welcome challenge for Jacobs who feels back at home in the spa world and being in Asia. For the past four years he’s been the president of global hotel operations for the Starwood Capital Group and was instrumental in launching its Baccarat and 1 Hotels concepts. But prior to that he was senior vice president for Four Seasons in Asia (see SB05/2 p18) and headed up the group’s spa task force.
He says: “The attraction was spending a little more time in Asia as I have family and a home there. It was also hugely important to me to be involved in the in spa industry again. It became a part of my DNA at Four Seasons and I’ve missed it.”
Long-term investment The opportunity to join Six Senses came via a “dear friend”– Wolf Hengst who was president at Four Seasons at the same time as Jacobs worked there and is now the executive chairman at Six Senses. Pegasus, which already had a minority share in Six Senses, has a sustainable thread running through its US$3bn (€2.3bn, £2bn) worth of investments – from an LED lighting firm to a recycling group in South America – and was keen to get even more involved in hospitality. Eight months before the deal, Hengst sounded out Jacobs who, he knew, had a good knowledge of Six Senses from his days in Asia. “I helped by looking at the numbers, underwriting and value projections,” he says. “And then Wolf asked if I knew anyone who might be interested in joining the team.” Aside from the Asia and spa factors, Jacobs liked the way Pegasus did business. “They hold their investments much longer – anything from five to 10 years – which is a good length of time to consolidate, create value and develop people. They’re hugely supportive and now we have a company that doesn’t owe money and that has the capital to go forward.”
As CEO Jacobs will be taking responsibility for finance, HR, spa/hotel operations and technical design and architecture. Meanwhile, Bernhard Bohnenberger, who was managing director before the buyout, will serve as president and oversee marketing, development and sustainability. Between them, they’ll have eight to nine direct reports with the majority of those being fresh appointments.
“I’m really excited about Anna coming on board,” says Jacobs in reference to the company’s new vice president of spa and wellness Anna Bjurstam (see p36). A well-known industry figure, Bjurstam has been running her own successful spa consultancy, Raison d’Etre (see SB06/3 p66), for a number of years and actually opened and operated the group’s very first spa – Six Senses Soneva Fushi – in the Maldives in 1995. “I knew she’d worked on quite a lot of the [Six Senses] spas,” says Jacobs, who persuaded Bjurstam to fully commit to the role. “I told her I didn’t want a consultant, so she’s put someone in place to run Raison d’Etre and has effectively come in-house dedicating 80 per cent of her time to us.”
Brand maintenance One of the first decisions Jacobs made was to discontinue the group’s Latitude and Hideaway brands – both evolutions of the Evason concept. These properties have now been absorbed into the existing Six Senses and Evason umbrella and, for the time being, the plan is to keep the full portfolio of properties.
And while he knows it’s important to maintain brand integrity, there will be some distinct modifications. He explains: “One of the lovely things about Six Senses is that it’s a little off beat/quirky and that kind of suits me. One night of the week, for example, there was no electricity at the properties and everything was done by candlelight while another rule was that no meat was served on Fridays. These are differentiators. But with the amount of money we charge if someone wants a hamburger we can’t tell them no, neither can you switch the lights out a 6pm when they’re having a shower!
“I’ve been systematically working through the many rules and regulations and testing everything. I’m sure we’ll keep a ton of them, because there are some great things, but a few will quietly disappear!”
Sustainability, which has always been at the heart of Six Senses’ philosophy, will remain key. It’s just appointed Amber Marie Beard, a specialist eco-friendly architect, as vice president of sustainability and a high profile advisory board will be put in place for all environmental matters. Jacobs says: “The company should be applauded for its stand on sustainability in luxury hospitality – putting drinking water plants in all the hotels was fantastic. We want to continue doing the right thing, but we’ll only talk about the things we can execute.”
In a slight difference, corporate social responsibility funds will now go towards local charities and initiatives specific to properties rather than a central pot.
Spa evolution Spa is intrinsic to Six Senses says Jacobs: “It’s a crucial differentiator and a profitable business in its own right, but it’s also about what it can do to your hotel… you’re getting 10 to 15 per cent more on your rates, it extends an average stay by a night or two and it can help during off peak seasons.”
Having said that, Jacobs knows he’s got much to do and one area for evolution will be interior design. He says “We’ll still keep the naturalness and won’t put in marble floors or crystal chandeliers, but we will lose a bit of the Robinson Crusoe feel and add some modernity. It could be that a wooden table is given a more refined finish or that we give guests a choice of indoor bathrooms to go with those we already have outside.”
When it comes to treatments, he’s looking to streamline services. “Our offers are huge and with that comes the risk of doing a lot things not so well. So we’ll consolidate some of our body treatments and facials, but at the same time we want to add some signature elements and have something that’s contextual. I don’t mean giving it a ‘sense of place’ – I hate that term! I mean catering to the mix at the property – a local in the Middle East wants a French beauty treatment, while visiting guests will want to try something more authentic.
“I think that spas have become too serious and while we will focus on delivering results we want to add fun, socialising aspects. We’re looking to devise half-day packages for groups to spend time together and I kind of want to mash the customer journey up – rather than dimming the lights and taking the energy down when you enter, you could take it up. I’d like to add a social hub where you can eat, drink, have a glass of champagne, shop and hang out: even if you’re not having a treatment.
“One of our key goals is to be pioneers in wellness and that goes way beyond spa and we’ve got to put the fun back in. Take fitness for example – the conventional hotel gym is terminally boring and Thailand is famous for it’s boxing, so why not introduce a boxing ring in our properties there, or use the outside areas in other places as some of our properties are set in stunning locations.”
Development strategy Moving forwards, we can expect some significant development – 40 new projects in the next five years – from Six Senses says Jacobs. The focus will be on management contract deals, although Pegasus will be raising up to US$250m to invest predominately in Six Senses branded real estate should the right partner and location present itself. “I’m not sure we want to own hotels 100 per cent, particularly if we’re going to far flung places as it’s always good to have a local partner in that circumstance,” he says. “But this will allow us to be in the game a little more significantly.”
He also hints at a possible acquisition of a “like minded group that’s perhaps geographically different to us”.
One strategy is to expand in urban locations such as New York, London, Hong Kong and Shanghai. “We don’t want to be perceived as just being a resort brand and I think we could easily have an urban version. We already have one in Paris which is a tiny space but has that quirky, unusual Six Senses feel with a vertical garden and hand-crafted oak treatment cocoons [see p32].”
Residential units will also be considered at selective properties, he adds.
Geographically, Central and South America is a key focus. “It’s a new area for us and, importantly, it’s under supplied,” says Jacobs, pinpointing Brazil, Ecuador and Colombia as particular countries of interest.
Elsewhere, it has managed to secure a deal of five boutique spa lodges in Bhutan – a country famously strict on development and tourism (see SB11/4 p58). The lodges, which will have 90 bedrooms between them, will each feature two to six treatment rooms with therapies inspired by the country’s unique standard of living indicator: the gross national happiness index. “The idea is that by the time you’ve visited the five hotels around Bhutan, you’ve had this extraordinary wellness experience.”
While the concept, which has been created by Bjurstam, won’t open until 2016, it’s nonetheless a highlight for Jacobs – “It’s so cool and I’m really excited about it,” he says.
He concludes: “Overall I’m just excited about the potential of creating off-beat, quirky spas that are great fun, while offering wellness programmes that have real benefits and can help people. I’d love to talk to you six months, a year down the line to see how far we’ve come!”
Read more from this issue of Spa Business magazine
Ask an expert: Cancer
The number of cancer sufferers and survivors is growing. How can spas cater for them? Kath Hudson reports
Interview: Neil Jacobs
Six Senses’ new CEO reveals the group’s spa strategy and development plans
Profile: Anna Bjurstam
The new vice president of spa and wellness at Six Senses will oversee 28 facilities worldwide
Hotel spa: Palace pampering
A E100m refurbishment of Paris’ Hôtel Le Bristol attracted footballer David Beckham for a six month-long stay. Julie Cramer pays a visit to its new Spa Le Bristol by La Prairie which is becoming a healthy profit centre
Promotional feature: Design consulting
Implementing a great spa design takes inspiration, patience and discipline, according to Cary Collier, principal of Blu Spas, WTS' strategic partner. In the third of our WTS series, he shares his design philosophy with Spa Business
Research: India's wellness consumers
Leonor Stanton analyses PwC’s latest research profiling Indian wellness consumers – an industry projected to be worth US$18bn in four years’ time
Thermal spa: Hot spot
The Banjaran is Malaysia’s first and only hot springs retreat. Jennifer Harbottle examines the growth strategy
Company profile promotion: QMS Medicosmetics
QMS Medicosmetics' revolutionary skincare system was created by a trauma surgeon from Germany. Here, the company's managing partner explains how the products' unique ingredients and actions are delivering exceptional results in spas worldwide
Hotel spa: Making a debut
Steigenberger Hotels has introduced a flagship spa concept in Frankfurt. Sophie Benge reports
Resort spa: Botanical beauty
The new Spa Botánico at Dorado Beach, a Ritz-Carlton Reserve is set in five acres of ‘purification gardens’ and has a plant and herb apothecary
Product news: Product news
Product editor, Kate Corney highlights the latest product and equipment launches from the Spa Business search engine, Spa-Kit.net
Spa: We Care Spa, at Desert Hot Springs, California – it’s more for serious detoxing than pampering
Treatment: 10 years ago, I had an Indian head massage on the streets in Kerala and nothing has compared to that since
Book: Deepak Chopra’s Soul Connection or Steve Job’s biography
Cuisine: Farm to table food at ABC Kitchen in New York
Place: Siena in Italy during its famous Il Palio horse race
Season: Spring
Piece of advice: Breathe, breathe and breath again says my yoga instructor
Who you admire: Dr Martin Luther King; and Sting for his poetry, spirituality and ability to make you laugh and cry
Development Pipeline
Resorts & Spas The Americas Six Senses and Evason, Tayrona National Park, Columbia (2017) Six Senses De Coson, Dominican Republic (2016) Six Senses Freedom Bay, Saint Lucia (2016)
Asia Six Senses Bhutan, Bhutan (2016) Six Senses Saigon River (with private residences), Vietnam (2014)
Europe Six Senses Grimentz, Switzerland (2016)
Six Senses Spas at… Asia World One, Mumbai, India (2016) Evason Spa, Pune, India (2015)
Middle East and Africa Al Bustan Palace, Oman (2013) The Baglioni Marrakech, Morocco (2013) Ritz-Carlton, Almaty, Kazakhstan (2015)
Six Senses manages 28 spas and eight resorts. Many are in Asia – China but South America is a key focus for future development
Six Senses manages 28 spas and eight resorts. Many are in Asia -Vietnam but South America is a key focus for future development
Urban spas, like the one in Paris, will be more of a focus for Six Senses in the future
Six Senses Spas often have unusual designs which make them stand out
Premium London health club, KX Chelsea, will imminently unveil its most significant
redevelopment since its launch in 2002 to create an integrated wellness model combining
training, recovery and relaxation.
Rosewood Le Guanahani St Barth, on the northeast coast of Saint Barthélemy in the French
West Indies, is offering a programme of ocean-inspired yoga classes between 8-14 June to
celebrate Global Wellness Day (GWD).
Hotel de France, located on the British Isle of Jersey, has created a wellness retreat package
that includes a hot yoga session that will take place in Jersey Zoo’s butterfly sanctuary.
The Ritz-Carlton, Langkawi, in Malaysia, has revealed a schedule for Global Wellness Day
(GWD) that includes guided rainforest walks, mindful movement and guided coastal meditation
experiences.
Longevitix, a clinical platform for preventive and longevity medicine, has launched its AI-
powered intelligence system to help physicians deliver continuous, personalised longevity-
focused care at scale.
Atmantan Wellness Centre, an integrative wellness destination in Mulshi, near Pune in India, is
expanding its portfolio by adding a new centre in Hyderabad that will launch between 2028 and
2029.
A recent survey by the UK Spa Association (UKSA) into the industry’s approach to cancer care
has revealed that almost half of participating respondents (46 per cent) are unaware that
cancer is a disability and guests with a cancer diagnosis must be given
Mexican operator, Solmar Hotels and Resorts, is hosting a series of events in celebration of
Global Wellness Day, including a Temazcal ceremony at its Playa Grande Resort and Spa in Los
Cabos.
Mandarin Oriental has announced a standalone residence brand, Mansions, which will debut at
Emirates Palace, Mandarin Oriental Mansions, Abu Dhabi, in 2029.
