Mumbai's iconic Taj Mahal Hotel may have borne the brunt of the 26/11 terror attack, but it's now going to be prepared to last another 100 years. As we take a look at the hotel's collateral damage during 26/11, here's more on the epic structure and the management's plans for its reconstruction...
Karambir Singh Kang, general manager of the Taj Mahal Palace Tower, Mumbai, who lost his wife and two children during 26/11 attacks last year, clearly feels a raw attachment to the iconic property. 'The hotel has never been shut since it opened in 1903; even during World War I, it was converted into a hospital,' emphasises 41-year-old Kang.
After the attacks, the hotel was forced to close completely, though they proudly reopened the Tower Wing within a month. Kang has been orchestrating the reformation of the hotel that suffered severe damages in last year's terrorist attacks and the hotel management has been putting up its best efforts for opening the Palace Wing as soon as possible. Its like 'turning adversity into opportunity by giving the grand old lady a makeover', says Kang.
The Palace Wing, expected to be ready in the next quarter, has employed five different contractors. 'These firms have worked with hotels such as The Four Seasons and Mandarin Oriental,' Kang points out proudly. The new Palace Wing will have slightly fewer rooms, upgraded IT systems and ergonomic workspaces.
Interestingly, though the critical wiring and plumbing systems are also being changed; the same would not have been possible if the wing was operational. 'We are thus ensuring that the Taj is prepared for another 100 years,' Kang smiles.
In terms of business, the hotel's revenue had dipped considerably partly due to the attacks and partly due to the recession as the industry as a whole went through tough times. 'Corporate customers depend on the economy; when firms cut costs, they first cut on travel and stay,' Kang explains.
He, however, sees light at the end of the tunnel. He is optimistic as the last three months have seen a turnaround with occupancy rates over 75 per cent. 'We beat internal targets by 15-20 per cent. Our footfalls have increased. And once our contemporised restaurants open, we expect to especially attract customers under 40,' he says, referring to Wasabi, Golden Dragon and The Harbour Bar, which are expected to open before November 26.
When asked about motivating his staff as a leader, Kang compliments his team as any generous leader would do. 'During the attacks, everyone stayed at their posts contrary to the natural instinct to flee; that never happens in any other industry. No staff member has asked to be transferred to any other hotel,' Kang says. For those who had difficulty coping with the loss, counselling centres were set up after a few days, he adds.
Kang has been part of the Taj group for 19 years and is in his second stint at the group's flagship hotel, the first stint was in 2003 as director of sales & marketing and then he became general manager in 2007. Ask him if he is considering moving on to a different role, at all, and he says: 'I plan to stay with this hotel for as long as I can contribute to it.'
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