Vancouver, BC — The BC Hotel Association (BCHA) is pleased to introduce several new Board of Directors, following the official announcement at their Annual General Meeting on November 19th at the Fairmont Vancouver, Waterfront. The Board is led by incoming Board Chair Tanya Stroinig, Chief Operating Officer at Prestige Hotels & Resorts.

The 2025 BCHA board comprises of a diverse team of industry leaders from regions across the province. They include:

Tanya Stroinig - Prestige Hotels & Resorts, Eastern BC (Chair)

Madone Pelan - Oak Bay Beach Hotel, Vancouver Island South (Vice Chair)

David McQuinn - Coast Bastion Hotel, At Large (Past Chair & Governance)

David MacKenzie - Pemberton Valley Lodge, Lower Mainland/Whistler (Treasurer & Executive Committee Director)

Erin Cassels - Huntingdon Hotel and Suites, At Large (Executive Director)

Gary Yu - DoubleTree by Hilton, Central BC (Executive Director)

Haris Bokhari - Sutton Place Hotel, Lower Mainland/Whistler

Jessica Dolan - Balcomo, a Ramada by Wyndham, Central BC

Pablo Contreras - Blackcomb Springs Suites, Lower Mainland/Whistler

Heather Hamilton - Pomeroy Lodging, Northern BC

Cedric Younge - Hyatt Place Kelowna, Northern BC

Eday Fay - The Royal Kelowna by Bellstar Hotels , Central BC

Graeme Benn - JW Marriott Parq and the DOUGLAS, Autograph Collection, Lower Mainland/Whistler

Laura-Lee Lofgren - Harrison Beach Hotel, At Large

Karim Mohammadi - Evergreen Hospitality Group, Vancouver Island North

Michelle Le Sage - Victoria Marriott Inner Harbour, Vancouver Island South

Randall Williams - Fairmont Waterfront, Lower Mainland/Whistler

The board's incoming chair, Tanya Stroinig, is the Chief Operating Officer at Prestige Hotels & Resorts, a family-owned company with 19 properties located in 14 beautiful BC communities. Overseeing the team of General Managers and the daily operations of the corporate office, Tanya is also involved in development projects and the coordination of the chain’s various renovations. Her 25+ year career with Prestige has coincided with the company’s significant growth, and her roles have included sales & catering, purchasing, administration, project management, and managing hotel operations with a focus on revenue management and guest services. 

"I am humbled to have this opportunity as Chair of the Board Of Directors for the British Columbia Hotel Association and want to thank Past Chairs Bryan Pilbeam and David McQuinn for their commitment to achieving our 50/30 Diversification," said Stroinig. "I am honoured to sit at the table with this group of passionate and innovative industry leading hoteliers. Moving forward, I am confident that our membership is well represented as this organization continues to advocate, communicate & educate to shape the future of hospitality in BC."

The BCHA's reason for being is the hospitality community. Through advocacy, education, and communication the BCHA promotes responsible and safe hospitality practices and drives economic, social, and environmental sustainability.

Toronto, Ontario, Nov. 25, 2024 (GLOBE NEWSWIRE) -- Abell Pest Control today shared alarming results from a survey conducted at the recent Canadian Health Inspectors (CIPHI) conference in Regina, revealing a significant increase in rodent activity across Canada. The situation is especially critical in British Columbia, where a ban on second-generation rodenticides could be intensifying the issue.

Key Survey Findings:

When asked during regular visits what percentage of Public Health Inspectors encountered rodent-related issues 50% of the time or more, 28% reported yes — a concerning statistic. In British Columbia, the number rose significantly to 46%.

When asked if there has been a change in the frequency of rodent sightings over the past 3 years, 62% of inspectors agreed. In British Columbia, that number rose to 75%. These increases are most observed in apartment buildings, food manufacturing facilities, and people’s homes.

Sixty-one percent of public health inspectors who completed the survey expect rodent activity to continue escalating over the next three years. In British Columbia, the increase is predicted to be even more severe, with over 87% anticipating a rise.

While respondents identified poor sanitation, structural issues like gaps and holes that allow entry, and inadequate food storage practices as the most common attractants for rats and mice, these factors do not fully explain the difference between British Columbia and the rest of the country.

“These findings highlight the increasing severity of rodent problems across Canada, particularly as we head into winter,” said Heimbach, Vice President, Business Development, Abell Pest Control. “The ban on second-generation rodenticides in BC may be exacerbating the challenge, making it even more crucial for businesses and property owners to take proactive steps in protecting their homes and properties from rodent infestations.”

When EHL Insights formulated their Top 10 hospitality industry trends for 2024 earlier this year, the first trend addressed the ongoing problem of staff recruitment and retention. EHL observed that in addition to offering perks, many hoteliers “also invest in training programs to motivate staff and allow mobility up the corporate ladder.”

EHL added, “Empowered employees not only have a positive impact on how guests feel and their decision to become repeat guests, but also help attract other employees to build a cohesive, high-quality workforce.”

While such an outcome is really more of a goal than a sure thing, there’s no question that training is vital to the smooth operation of any hotel. Melissa Di Blasio, vice president, training and development, Wyndham Hotels & Resorts, points out that “Businesses change, guests needs change, and with that, it’s important companies and business owners change, which is why we’re committed to giving hotels the best tools and resources we can to help keep them educated and ahead.

That said, Jon Kiely, vice president, products and programs at Tourism HR Canada, reports that “We’re still running into labour issues in many areas, and the number of people between 15 and 24 whose first job is in the hospitality sector has shrunk considerably.”

Filling this gap are newcomers to Canada or people in career transition, among others; and given that they are just as likely to regard hospitality as a stepping-stone to other ventures, Kiely acknowledges that the impulse among many hoteliers is to not invest as heavily in training as organizations like EHL recommend.

“However, perhaps the situation should be regarded differently,” he says. “Perhaps we have to accept that the people we hire will only stay a few years before moving on – and train them so that they’ll be the best they can be for the time we have them. Operational efficiency will be ensured, plus the skills they obtain will be important to secure the careers they really want.

“In the long run, sending the message that the training they receive will benefit them in other industries will go a long way in attracting newcomers and filling the labour gap, in addition to motivating them to perform better. Put it this way: this is a better option than hiring people, not giving them adequate training, and them remaining in the industry.”

Emerit is one of Tourism HR Canada’s primary training brands:developed by industry for industry, Emerit provides National Occupational Standards, flexible online and paper-based training, and professional certification for tourism and hospitality employees in a wide range of occupations.

As with any successful training system, Tourism HR Canada is constantly tweaking and improving its product. “For example, the latest iteration of our e-learning is that we provide wrap-around support, which takes the form of training meted out in smaller chunks, printable curriculum, and content deployed on smart phones much more efficiently than was the case in the past,” Kiely says.

Kiely’s organization has also learned lessons from the Covid lockdowns. “For example, we’ve created classroom tools that can be used in group settings: if we have an e-learning course for front desk, it has been developed to suit different learning rates, and deployed in a group setting with group activities – because the rate and rapidity of learning is enhanced when people collaborate in groups.”

From the hotelier’s perspective, such initiatives are invaluable in helping create a solid and reliable staff team. “With more than 9,000 hotels around the world, it’s imperative we make it as easy as possible for owners and hotel staff to access educational materials,” Di Blasio says. “Through our owner engagement platform, Wyndham Community, owners can access everything from their hotel’s latest performance data to training programs and resources through Wyndham University. Wyndham University delivers in person, virtual and self-paced online training focused on everything from property operations, hospitality management, quality best practices, service culture and more.”

Di Blasio goes on to note that, “Wyndham University also provides curated and customized training that supports the unique needs of the hotels.”

Over at Ann Arbour Consultants Inc. (which has gained recognition as a one stop shop to locate, recruit, and seamlessly immigrate global the global talent that is required for Canadian companies), chief executive officer Sharmila Perera is coming to grips with Ottawa’s new restrictions governing the ability of people in the hospitality sector to hire and retain temporary foreign workers in the low wage category.

The restrictions consist of three key changes. First, low-wage Labour Market Impact Assessments (LMIAs) will no longer be processed in census metropolitan areas (CMAs) where the unemployment rate is six percent or higher (ironically, the agriculture, healthcare and construction sectors are exempt from this rule). Also, employers are limited to filling only 10 percent of their workforce with temporary foreign workers in low-wage positions, down from the previous allocation of 20 percent (exceptions apply to those in agriculture, healthcare and construction). Finally, the maximum employment duration for low-wage LMIAs has been reduced from two years to one year.

From the government’s perspective, these reforms aim to reduce the employer’s dependence on temporary foreign workers and encourage business to prioritize hiring Canadians and permanent residents. But as any hotelier will attest, temporary foreign workers are key to filling critical positions in venues across the country.

“It’s a tremendous blow, considering hoteliers rely on this labour pool for everything from housekeepers to cooks, especially in rural areas,” Perera says. “Resorts in places like Banff will especially be hard hit – and the new regulations also prevent employers from renewing existing temporary workers, at a time when a good 500,000-600,000 of them are up for renewal next year.”

Worse, further regulations are said to be in the works that will affect high-wage workers. “We can tap labour from Ottawa’s Francophone program, which was recently opened up for unskilled workers, and we can also leverage free trade agreements to bring in chefs from places like Chile and Peru – but this hardly makes up for the restrictions to temporary foreign workers,” Perera says. “Hotel associations are lobbying hard against these restrictions, but we can only wait and see what 2025 will bring.”

As such, the familiar two-fold challenge of recruitment and retention remains as acute as ever as we move into the New Year. Only the comprehensive training and education programs such as those provided by Wyndham Hotels, combined with constantly upgraded formal third party training plus the lobbying power of industry, will ensure that the sector is replete with dedicated and knowledgeable labour - whatever their volumes may be.

PBA Group of Companies, along with Concord Hospitality, has begun work to transform a downtown Calgary office building into the Element Hotel by Westin, aiming to address high office vacancy rates and add new accommodation options in the city’s core.

PBA Group of Companies is taking steps to address Calgary’s downtown office vacancy problem with a new project that will convert an underused office building into a hotel. The 12-storey building, previously known as the Canadian Centre at 833 4th Ave SW, is being redeveloped into the Element Hotel by Westin, a 226-suite facility with extended-stay rooms, communal spaces, and various modern amenities. This conversion is part of Calgary’s broader strategy to rejuvenate its downtown, which has been dealing with high office vacancy rates and economic shifts.

James Scott, senior vice president of planning and development at PBA Group, describes the project as a significant step in creating a more mixed-use downtown: “We’re honoured to help take one of the first steps in transforming our downtown into a differentiated residential and recreational district that serves as a symbol of progressive inner-city planning with this conversion.”

Calgary’s office market has faced challenges in recent years due to fluctuating demand and changes in the local economy. The Element Hotel project removes 170,000 square feet of vacant office space from the market, reflecting a growing trend where developers repurpose commercial properties into residential or hospitality uses. This is the first hotel project to be part of Calgary’s Downtown Development Incentive Program, which aims to reduce office vacancies and drive investment into the core.

The Element Hotel will offer extended-stay units with fully equipped kitchens, spa-inspired bathrooms, and other amenities to attract both business and leisure travellers. The project aims to cater to a diverse mix of visitors and provide more flexible accommodation options downtown.

The hotel is designed with features aimed to set it apart from traditional accommodations. The “Studio Commons” concept will offer a set of four guest rooms grouped around a shared kitchen and living area, allowing groups of travellers to stay together more easily and enjoy communal spaces. Other amenities include an elevated lobby lounge and café, an upscale casual dining restaurant on the top floor, and meeting rooms that cater to business needs. The rooftop restaurant, located just blocks from the Bow River, will feature views of the city and a menu focused on local ingredients.

The hotel’s design is focused on sustainability and aims to appeal to Calgary’s active lifestyle. It will feature a fitness centre equipped with modern exercise equipment, bike borrowing services, and environmentally friendly elements like low-flow fixtures and electric vehicle charging stations. The project has already diverted 572,000 kilograms of waste from landfills, about 65 per cent of the project’s total waste.

The development comes as Calgary prepares for a rise in tourism. According to Tourism Calgary, the city expects 8.7 million visitors in 2024, bringing in an estimated $3.2 billion in tourism revenue. Comparatively, Calgary saw approximately 7.7 million visitors in 2019. The economic impact of these visitors was about $2 billion, according to Tourism Calgary’s 2019 annual report.

The Element Hotel by Westin will add much-needed capacity to Calgary’s hospitality market and provide options for different types of travellers, especially those looking for longer stays or a more flexible experience.

Calgary’s downtown has struggled with office vacancies for years. According to Colliers and CBRE, as of Q2 2024, Calgary’s downtown office vacancy rate was approximately 24.1 per cent, down from the previous year’s rate of 25.4 per cent. The downtown market has seen some positive absorption and leasing activity, particularly in Class AA office spaces, which has helped reduce the vacancy rate slightly. However, challenges remain due to mergers and consolidations in the energy sector, impacting overall office occupancy in Calgary’s downtown core.

Repurposing buildings like the Canadian Centre is seen as one way to address the issue. By converting office space into a hotel, the project aims to make downtown more vibrant and appealing, not just for visitors but also for residents and businesses.

The Element Hotel will be located on the west side of Calgary’s downtown core, an area that city planners have identified as a potential growth spot. The location provides convenient access to transit, major roadways, and walking and biking paths along the Bow River. Nearby amenities, including the West Eau Claire Park, the 8th Street urban improvement corridor, and views of the Louise Bridge and Kensington Village, make the site well-suited for a hotel that serves both tourists and business travellers.

PBA’s decision to redevelop this site follows its recent success with The Dorian, a dual-brand Marriott hotel that opened in Calgary in 2021. The Dorian, a $110 million project, was well-received for its design and quality, setting a precedent for PBA’s entry into the hospitality market. The Element Hotel will be the company’s second hotel development and is part of its broader strategy to diversify its portfolio and contribute to the local economy.

The conversion of the Canadian Centre into the Element Hotel by Westin is currently in the construction phase, with completion expected in the summer of 2025. As Calgary’s downtown continues to evolve, projects like this one are being closely watched as potential models for revitalization efforts in other North American cities facing similar economic challenges.

By repurposing existing buildings and investing in sustainable development, Calgary is looking to redefine its downtown core as a more attractive destination for residents, visitors, and investors. The success of the Element Hotel by Westin will be an important test of how effectively office-to-hotel conversions can contribute to these goals.