A conversation with Md Shakawath Hossain, CEO of Unique Hotel & Resorts PLC, the owning company of The Westin Dhaka, Sheraton Dhaka, and HANSA – a premium residence, about his career and the future of the tourism and hospitality industry.
You have received many prestigious national and international awards. How do they inspire you to continue pursuing excellence in your career?
Receiving awards is always an honour, and I believe our dedication to inclusive hospitality and unique service has led to such accomplishments. Our focus goes beyond simply selling a product; it involves building relationships and creating lasting memories. We take pride in being an equal opportunity employer, actively recruiting and supporting individuals from diverse backgrounds, including those with disabilities and from the transgender community. We implement sustainable business practices by integrating environmental, social, and good governance factors into our operations. We have also been able to distinguish ourselves in the industry by providing training and empowering our employees to explore different roles.
My personal journey in the industry has been marked by perseverance and growth. I started from scratch and worked my way up to becoming a CEO. During my 13-year tenure at The Westin Dhaka, I held the position of acting general manager, making me the first Bangladeshi to serve in this role. My experiences have provided me with valuable insights into leadership and adaptability.
I have made significant contributions to establishing The Westin Dhaka as one of Bangladesh’s leading hotels, and now I aim to elevate Unique Hotel & Resorts PLC to new heights. Furthermore, I am proud to serve as an adjunct faculty member at the University of Dhaka, Southeast University, and the American International University of Bangladesh (AIUB). As the only Bangladeshi hotelier who is simultaneously an industry practitioner, academician, and researcher pursuing a PhD in Tourism & Hospitality Management at the University of Dhaka, I am committed to advancing the field.
Chief Executive Officer
Unique Hotel & Resorts PLC
As the director of the Dhaka Chapter of the World Tourism Network (WTN), how would you describe the key objectives of this platform?
Bangladesh has a tremendous opportunity to diversify its tourism and hospitality industry. While our business tourism is strong, there is untapped potential in sightseeing, ethnic, and riverine tourism. The WTN aims to help the government develop these segments by attracting foreign investment and positioning Bangladesh as a safe and welcoming destination for the world. By working together with the Bangladesh Tourism Board, we are refurbishing domestic tourist spots in cities such as Chattogram, Cox’s Bazar, and Khulna. We believe that Bangladesh can use tourism as a key driver of economic growth. The industry’s contribution to the country’s GDP remains relatively low – currently standing at 4.2%. To fully realise its potential, we need to take a more strategic approach. This includes investing in technical expertise and broadening the industry beyond business travel. By collaborating with key stakeholders and focusing on these objectives, we can entice a larger number of visitors, boost foreign currency influx, and establish fresh job prospects.
How can the tourism and hospitality industry adapt and innovate to overcome challenges such as the COVID-19 pandemic and recent political unrest, and ultimately emerge stronger?
The industry is highly vulnerable to external factors and often bears the brunt of crises. This vulnerability became apparent during the COVID-19 pandemic. However, as lockdowns were lifted and it became safe, people were eager to travel again and make up for lost time. Subsequently, there was an increase in domestic travel. Now, it is crucial to attract foreign tourists and promote international travel. Achieving this requires the interim government to prioritise key issues in the aftermath of the recent political unrest. These issues include strengthening law and order to ensure tourists feel secure and welcome, enhancing technical expertise in the industry and overcoming language barriers, and engaging in direct talks with industry experts and investors to collectively develop creative solutions that enhance the tourist experience and support the growth and success of businesses within the industry.
Moreover, the right support from the interim government can help private tourism businesses thrive. However, a current challenge for the industry is the lack of direct communication channels with the Ministry of Civil Aviation and Tourism, which falls under the jurisdiction of the Chief Advisor of the interim government. Due to being underfunded, our tourism and hospitality industry is struggling to compete with other countries that allocate greater investments to their tourism sectors. Consequently, Bangladesh runs the risk of missing out on valuable foreign investment, international visitors, and potential partnerships. While we understand and respect the intentions behind the mass uprising, as well as the fact that the interim government’s priority is to address the political situation rather than develop the tourism and hospitality industry, neglecting the industry cannot be justified.
Due to being underfunded, our tourism and hospitality industry is struggling to compete with other countries that allocate greater investments to their tourism sectors.
What do you envision for the future of Bangladesh’s tourism and hospitality industry?
Despite still being in its infancy, our tourism and hospitality industry holds great promise for the future. Luxury hotels often depend on imported food ingredients, beverages, room amenities, and furniture, among other items, in order to meet the high expectations of their guests. While the previous government imposed high taxes on these imports, we hope that the interim government will review these policies to alleviate the financial burden on the industry. To address our heavy reliance on foreign products, it is important to encourage local production by investing in infrastructure, technology, and training. These measures can enhance the quality and availability of domestic goods, making them more competitive against imports. The industry also heavily relies on foreign workers due to the limited availability of local talent. The hospitable and resilient nature of the Bangladeshi people is an asset that can significantly contribute to the industry’s growth. To unlock this potential, the interim government must focus on providing adequate training and employment opportunities, enabling professionals to thrive domestically and compete globally. Tourism and hospitality offer abundant opportunities for skilled professionals across various regions. Additionally, by creating a conducive environment for investors, including access to location privileges and streamlined licensing processes, the interim government can attract both domestic and international entrepreneurs and transform the tourism and hospitality industry into a major contributor to the nation’s economy and global reputation.
