Starwood's China business is booming, causing the hotel company to experiment with innovative management models.

Originally from Germany, Thomas Mueller is general manager of both the Four Points by Sheraton Pudong and Sheraton Shanghai Hotel & Residences, Pudong. He has spent over 20 years with Starwood and worked in Shanghai the first time from 1987 to 1989 when he opened the Hua Ting Sheraton, the first international hotel in the city. For the Four Points by Sheraton conversion and the Sheraton Shanghai & Residences properties, he arrived back in late September 2005.

How are Four Points by Sheraton Pudong and Sheraton Shanghai Hotel & Residences, Pudong positioning themselves in the Shanghai hotel market?
The Four Points is a four-star property and as such competes with other 4-star properties in Pudong. The Sheraton is a 5-star hotel and our competition includes Shangri-La, Intercontinental Hotel, Crowne Plaza and others in Pudong.

Since we are operating as a complex, we have the advantage that our guests can choose between these properties and use all facilities in both hotels. We see now, for example, a managing director staying at the Sheraton and his engineers are booked into the Four Points and they are using the Sheraton's meeting facilities for their business needs.

What sort of qualities do you look for when hiring staff?
They need to have the right attitude, think positive, desire to learn, able to take responsibility and the desire to improve themselves. We train for the skills.

Starwood places great emphasis on Associates Development and we require everyone to let us know their aspirations and dreams, so we can tailor-make a career and development plan for them. Training is the main attraction to get and retain talent in our organization.

What are some challenges to operating two properties at the same time?
No real challenges, our associates have to have the same skills anyway! Having a complex of properties, we see the advantage of needing only one Executive Committee and it gives us the flexibility to shift our staff to where we need them, and when we need them.

How does Starwood train and retain its staff?
We have Standard Operating Procedures in all departments which we use as basis for training. Every associate has a Personal Training Record, and these list exactly what this person has been taught and is able to perform for a certain grade. Only when he or she is able to perform to the next level's requirement and has documented these skills and competencies, can they be promoted to the next level.

We also ask all of them to put down in writing their development needs and where they want to be in 2 or 3 or 5 years. We give them a clear career path.

What was the best advice you received when starting out in this industry, and what advice could you give to others just beginning their journeys in the hospitality sector?
Advice given to me by my first boss: "Never be afraid of hard work and getting your hands dirty. Be hands-on and help others wherever you can."

I tell my staff the same thing and I demonstrate this every day by walking around our properties, trying the food, helping guests and other things.

I sit in the lobby every morning and do my work, so guests can approach me anytime, should they need help or to let me know where we can improve and get better. Not many of my colleagues do this and I believe it's a great way to demonstrate to our staff that their efforts are supported by the boss.

We all have an "emotional bank account" and we must make "deposits" there every day, because sometimes we need a favor back, which then counts as a "withdrawal" and needs to be replenished.

How does Starwood plan to expand in the coming five years throughout China?
We are expanding our presence in China from the present 33 properties to over 50 within the next two years. In Shanghai alone we will have 12 properties!

What sort of corporate social responsibility initiatives does Starwood plan for anti-corruption, environmental sustainability and consumer protection areas?
We have a very strict "Code of Conduct", which everyone of Starwoods associates has to sign off every year, which is kept in the personal file. Anybody found violating this code is subject to immediate dismissal! As the General Manager I am the one responsible to make sure there is no corruption of any kind within our labor force or in dealing with customers, Government bodies and suppliers.

All Starwood hotels have a "green program" in place dealing with water consumption, chemical use reduction, emission control, energy saving, food safety and recycling. We are audited for compliance each year.