Hotel Tribe The Hague Central Remained Open During the Refurbishment

So what kind of additional — or lost — revenue are we talking about? “Significant amounts. But that’s not the only factor. Fixed costs continue during a renovation regardless, with payroll being the largest expense.”

“If you close, you still have to pay your staff while there’s no work for them. By staying open, employees can remain active. And you make everyone part of the transformation to the new concept.”

A key concern is how to maintain a high-quality guest experience during a renovation. First and foremost, by properly separating renovation activities from hotel operations, says Robert Jan:
“Bulsink installed a sleek partition wall that also serves as a showcase for the new concept.”

“We also communicate clearly with guests about what is happening. We ensure minibars are well stocked and add extra amenities in the rooms, which creates goodwill. And we trained the team thoroughly; they know how to respond if guests experience their stay differently than expected.”

On behalf of construction partner Bulsink, Account Manager John Bressers and Project Manager Dennis Verachtert are leading the renovation. How did they approach it?

“One floor at a time,” Dennis laughs. “The building has ten floors, so that works well here. We work from top to bottom. At all times, we maintain a buffer floor between our construction activities and the floors where guests are staying.”

Bulsink implemented additional measures to minimize disruption. For example, no drilling takes place before 9 a.m. Workers also use a separate route through the building and a dedicated elevator.

“At a certain point in the project, everything and everyone suddenly has to use that one elevator,” Dennis explains. “Tilers, painters, plasterers, installers, interior builders. Coordinating the logistics alone can easily take an entire day.”

Despite the phased approach, the renovation took just three and a half months. With such a tight schedule, it’s crucial to make clear agreements early on, John notes.

“Long before the project became concrete, we were already in intensive contact with all stakeholders — the property owner, the operator, external consultants. In that preliminary phase, our role is mainly to listen and ask a lot of questions.”

“That sometimes leads to tough discussions, for example about the feasibility of certain choices. I am convinced that the key to successful hotel renovations lies in the open way these conversations are conducted.

Anything left unresolved will lead to discussions during execution.” 

“It’s essential to keep each other’s interests in mind,” Robert Jan concludes. “For example, it was important for us to keep serving breakfast. Bulsink then thinks along with us on how to organize that in a workable way. Conversely, we benefit from completing the renovation on schedule. If that occasionally means a bit more inconvenience, we’re willing to adapt.”