The onset of the Covid-19 pandemic in early 2020, along with the government’s swift action to virtually close the city’s borders, brought systemic changes to the daily lives of many Hong Kongers. As a city accustomed to being a hub for millions of domestic and international travellers, this sudden isolation left businesses struggling to maintain international operations and individuals battling to visit family overseas. Overnight, travelling for pleasure seemed completely out of the question.

 

Chinachem Group noticed significant demand from citizens returning to Hong Kong and choosing to isolate upon arrival in a hotel. In response, the Group asked its leadership to consider transforming one of its hotels into a dedicated destination for those coming home.

 

This transformation involved much more than simply marketing a quarantine package. Not only did the physical infrastructure need to be redesigned—for instance, by separating ventilation systems and creating independent zones for guests and colleagues—but both front and back-of-house teams required specialised training. Ensuring everyone’s safety, both colleagues and guests, was the top priority.

 

No one within Nina Hotels could have predicted that, two and a half years later, they would become a key cornerstone of the government’s Designated Quarantine Hotel (DQH) programme, operating 2,975 rooms across four hotels for travellers arriving into the city.

 

This ultra-formalized and regulated programme required significant adaptations to the properties’ normal operations. For example, hotels were never designed to exclusively provide room service meals, three times a day, to all guests simultaneously. When considering individual tastes, eight separate set menus, and various dietary and religious requirements, one begins to understand the logistical challenges involved.

 

But making people feel at home is what motivates every Nina team member on a daily basis. When isolating for up to 21 days, guests have no direct contact with others. Therefore, it’s imperative for the hotel to establish and maintain other forms of connection, whether through a friendly call from the concierge team, a surprise sundowner drink, games and puzzles, or impromptu treats such as egg custard tarts.

 

Reflecting on these gestures, quarantine guest Jeremy Weltmann commented, “It’s a strong message that there was always someone behind the door taking care of you.”

 

The dedication of colleagues has been critical to the success of this initiative. Their motivation comes from a vision of serving the community. When the Group increased the number of designated hotels, it was because it believed this was a way to better serve the public. Additionally, thanks to thorough training and enhanced safety provisions on personal safety and healthcare, our colleagues have felt secure and removed any anxiety about working in a quarantine hotel.