Radisson Blu Vital & Sport Resort Kidričevo Slovenia

Radisson Blu Vital & Sport Resort Kidričevo Slovenia Concept Study

Table of Content

11 Preamble 40 Tour Operators 11 Project 40 Conference Organizer 11 Service to the developer 40 Public Relations 41 Social Media 14 Product and Executive Summary 41 Hotel review sites 41 Other Activities 16 The Slovenian economy 16 Economy Overview 42 Economic Projections/Forecast 17 The Slovenian Hotel and Tourism Market 43 Business Mix 43 Target Groups 19 Kidričevo and the Ptuj region 44 Projected Average Occupancy and Room Rate 19 Location summary 44 Gross Rack Rates, 1. Year of Operation 25 Hotel supply and economics 45 Classifications for the projection 46 Undistributed Operating Expenses & 29 Product definition Fixed Charges 29 Product definition Hotel 47 Salaries/Wages, Labor cost 34 Summary of the proposed capacities 34 Positioning of the Hotel 48 Conclusion

Conducted for: Talum d.d. 37 RIMC Sales and Marketing Activities 50 Appendix 1: Tovarniška cesta 10 37 Local Sales Wirtschaftlichkeitsberechnung SI-2325 Kidričevo und -vorausschau 37 National Sales für das Radisson Blu Vital & Sport Občina Kidričevo 38 International Sales / Resort Kidričevo Ulica Borisa Kraigherja 25 Integration of a Marketing-Corporation SI-2325 Kidričevo 83 Program of Space and Area Use 38 Website Concept Radix d.o.o. 4* Superior Vital&Sport Hotel and Lovrenc na Dr. polju 37b 38 GDS system Apartments / Lodges SI-2324 Lovrenc na Dravskem polju 39 E-Commerce

Conducted by: RIMC Int. Hotel Resort Management and Consulting GmbH 39 E-Marketplaces and Neuer Wall 75 Online Reservation Systems D-20354 Hamburg 39 Search Engines 39 Online Advertisement Date of report: December 2013 39 E-Mailings 40 Tourism Office

Radisson Blu Vital & Sport Resort Kidričevo Slovenia 5 Table of Content Table of Content

100 Appendix 2: 120 ITP Programmes in Connection with the 160 Business Strategy of the 180 Investment and Implementation Master Plan Development Sports Destination Kidričevo Sport Destination Kidričevo Plan for the Development of the Sports Destination Kidričevo 120 Cultural hiking trails 160 Strategic Framework of the Sport Destination Kidričevo Sport Tourism 123 Bike routes Sport Destination Kidričevo 181 Presentation of the cost for new infrastructure in Sport Resort Kidričevo 126 Ptuj Lake 160 Strategic Objectives of the 102 Introduction Sport Destination Kidričevo 184 Sources of Finance for the Development 128 Golf and Footgolf of the Sport Destination Kidričevo 102 What is sports tourism? 161 Guidelines for the Development of the 129 Horse racing and horse riding Sport Destination Kidričevo 185 Managing the Sport Destination Kidričevo 103 Sport an Opportunity 129 Ptuj Sports Airport 162 Guidelines of the programme for the 186 Economic Impact of the Development of the for the Development of a 129 Pohorje Maribor development of public tourism infrastructure Sport Destination Kidričevo Tourist Destination and supporting activities 132 Sports halls in the surrounding area 163 Guidelines of the programme for the 188 Description of Actions and 104 Tourist Destination Ptuj-Ormož 134 Football Fields in the Vicinity development of private tourism projects Activities 135 Analysis of Competition and Training Camps 104 Description of the destination and 165 Guidelines of the programme for the 189 Business Model Tourist Regions in the Surroundings in the Surrounding Area development of selected tourism products 190 Promoting an Increase in the 136 Analysis of Training Camps 108 Transport Routes of Arrival Competitiveness of Sports Tourism at Sport Destination Kidričevo St. George’s Park England 166 Product Portfolio of the 194 Development of a Favourable 111 Transport Routes for Wandering Sport Destination Kidričevo Business Environment in the Destination 142 Sport Tourist Destination Kidričevo 167 Preparation of Professional and 197 Effective and Innovative Marketing Recreational Athletes 111 Sales Tourism Programs 142 Description of the and Promotion with Conections to the Sport destination Sport Tourist Destination Kidričevo 167 Active Holidays 112 Statistics and analysis in destination 143 The Existing Sports Infrastructure in Kidričevo 168 Health and Well-Being 200 Conclusion 146 Other Tourist Infrastructure 168 Events, Conferences 114 Categorization of Sport Tourism 149 Projected New Sports Infrastructure 169 Business Tourism 202 Appendix 3: Architecture & 114 Sport tourism activity 150 New planned Sport infrastructure within the Landscape architecture 169 Gastronomy Vital & Sport Hotel Kidričevo 117 Sport Tourism potential Activity Vital & Sport Pro Camp 170 Market potential for professional preparation Slovenia in our Destination 152 New planned Sport infrastructure within the Vital & Sport Hotel 170 SWOT Analysis of the 213 Location Sport Destination Kidričevo 118 Integrated Sports Tourism Product 156 New planned Sport infrastructure 215 Spatial Plan 171 Marketing Guidelines and Positioning of the 118 Description of the Sports Destination within the Vital & Sport Park 221 Different Sites Sport Destination Kidričevo Tourism Product ITP Active-Positive 157 Pleterje Gravel pit, Kidričevo 222 Proposed Master Plan 173 Target Groups and Target Markets 119 The ITP Active-Positive and Programme Areas 158 New Olympic shooting Center 223 Vital & Sport Hotel and Lodging Area in Gaj Pragersko 174 Target markets according to ethnic structure 119 The ITP Active-Positive and 223 Vital & Sport Park Area the Sports Destination Kidričevo 159 Enduro park Kidricevo 175 Strategic Directions in the Field of Marketing 224 Vital & Sport Pro Camp Area 120 The ITP Active-Positive and the Sports Academy

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 6 7 Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia Preamble

Project

RIMC International Hotel Management & Consulting GmbH Hamburg has been intro-duced to this project by RIMC Adria office with a focus to analyze the feasibility of a sports and business hotel product with the following components: • An internationally branded hotel with approx. 100 units in the four-star-segment and several lodges as part of the complex with approx. 70 units • comprising sufficient food & beverage facilities, i.e. restaurant(s), bar, lounge etc. • offering separate conference and event facilities with meeting, conference and break-out rooms • a wellness/spa area with a fitness gym • and facilities to cater for various kinds of sports and rehabilitation require-ments as part of a sports, health and training campus

Service to the developer

An entity affiliated to the Talum, Tovarna aluminija d. d. Kidričevo, is the owner of the land designated for the development of the projected hotel. RIMC has been commissioned by Talum d.d. on November 5th, 2013 to further asses the opportunity of the Project Radisson Blu Vital & Sport Resort Kidričevo, Slovenia (working title) and to conduct a brainstorming session with all relevant partners presently involved for further optimization of the project. As part and result of the analysis RIMC has produced a full space program in order to identify and specify all rooms and facilities and define the sizes, required space and necessary equipment as a guideline for the architects and developers. RIMC has conducted a complete feasibility and calculation of profitability from an operational point of view. The results will be the basis of a proposal and head of terms. We have done individual research regarding hotel performances, occupancy and economic trends as well as verification and affirmation of the statements made in this report. Therefore, we will briefly summarize the location, supply and demand and economic information for this destination. We would expressively like to thank all partners from Kidričevo who have contributed to this document and given their very valued input, especially with respect to the various sports and recreation programs that we have incorporated in our assump-tions. These programs have been attached to this document in the appendixes. We have, therefore, not amended or added to these as they originated from those part-ners who would become an integral part in the overall profile of the hotel. About Talum The company was founded in 1942 by the German company “Vereinigte Aluminium Werke”, which built in Strnišče (nowadays Kidričevo) the first alumina factory in Slovenia. By the end of World War II, the factory was 70% completed, but the con-struction had to be halted for obvious reasons.

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 11 The factory was finished in February 1954 and the first aluminum was produced in November the same year. The early Subsequently the conceptual agreement has been compiled at the office of RIMC in Hamburg co-assisted by the capacity of the factory was 45,000 tons of alu-mina and 15,000 tons of aluminum per year. following team members: The first contract was established in 1957 with French company Pechiney to supply a quantity of 80,000 tons of alumina. • Mr. Gert Prantner, Managing Owner, RIMC Int., In 2004, a massive modernization program started at Talum, which involved the construction of other new potlines • Ms. Beatrice Udich, Manager Sales & Marketing, RIMC Int., for aluminum smelting. The total aluminum pro-duction from November 1954 to August 2004 amounted to around • Mr. Christoph Gellersen, Planning Devision, RIMC Int., 2,560,069 tons, thus resulting in an annual production of around 51,000 tons of aluminum. • Mr. Rudolf Bachhuber, Interior Designer, Rudolf Bachhuber GmbH Today the Talum Group, lead by Mr. Marko Drobnič (Chairman of the Board), is a modern major European enterprise • Björn Spaude, Projekt Manager, RIMC Int., with a variety of subsidiaries and a predominant focus on the production of aluminum and aluminum products. Source: Talum Disclaimer: Although all reasonable care has been taken while prepar- About RIMC ing the content of this Pre-Technical Agreement, we do The RIMC International Hotel Resort Management and Consulting GmbH with head office in Hamburg is one of the not represent or warrant that any of it is current, accu-rate, leading hotel groups and ranks among the Top 50 highest selling hotel groups on the German market. Executive partners complete or suitable for your intended use. of the hotel group are Gert Prantner and Marek N. Riegger. Over the last 20 years RIMC has successfully accomplished To the fullest extent possible, neither RIMC, its directors, more than 100 domestic as well as foreign hotel projects. With its idea to manage and revitalize Hotels via customized nor any other person, accepts any liability or responsibility management solutions, the RIMC achieved great success. Also the hotel experts of the business consultancy associa- for any loss, damage, cost or expense (including but not tion Treugast acknowledged these achievements of the RIMC and awarded them an A Rating on their Investment limited to financial loss, loss of revenue, loss of profits or Ranking. Currently the RIMC is represented in 7 countries with 42 hotels. Further hotel projects are planned for the savings, indirect or consequential losses) arising in contract, German and the international market in 2013. tort (including negligence) or otherwise, that may result from www.rimc.de any error, omission or misinterpretation of the information and data stated in this Pre-Technical Agreement. Neither the About the project and its vision financial assumptions or results nor the statements made Talum introduced the project "Care for health" in 1999 under the slogan HEALTHY TALUM. The project is aiming to regarding the concept, layout and design of the product penetrate care for health and health itself as a value for all employees in the company and encourage the employees to constitute an official offer, a (legally) binding agreement or also take respec-tive actions. Ever since Talum has concentrated its efforts in the various aspects of sports and sponsored the formal statement to enter into such agreement. events and programs as well as the construction of high quality multi-purpose sports hall, soccer fields and tennis courts. With Kidričevo and the region of Ptuj becoming a well known centre of professional world-class sports Talum has contributed in the past to develop its sportive activities by hosting training camps for premier soccer clubs and establishing a reputation for well kept soccer fields and other sport facilities. In addition and in order to further develop this type of expertise it is obvious to create an even more professional environment with the planning and construction of hotel accommodation and health/recreation/rehab and meeting facilities. Execution of assignment The brainstorming session as the basis and source of information for this assignment has been conducted with a large amount of professionals and experts lead by Mr. Drobnič from Talum, Kidričevo and Ptuj as well as the RIMC team with • Mr. Gert Prantner, Managing Owner, RIMC Int. • Mr. Marek Riegger, Managing Owner, RIMC Int. • Mr. Rajko Savski, Managing Director RIMC Adria • Mr. Dejan Podgoršek, Managing Director RIMC Adria • Mr. Rudolf Bachhuber, Interior Designer, Rudolf Bachhuber GmbH • Ms. Beatrice Udich, Sales & Marketing Manager, RIMC Int. • Björn Spaude, Project Manager, RIMC Int. on November 4th and 5th ,2013 in Kidričevo .

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 12 13 We have, however, to consider any risk and threat that could effect the project and the future operation. As it is a kind Product and Executive Summary of a green field development many parties and aspects have to be considered to play an active role. The hotel relies on the strong support of Talum and its affiliates to generate business in all aspects of the operation. The average room rate can only result from a substantial share of corporate business. With the estimated occupancy the hotel almost doubles the necessary demand that is currently measured in the area. As the local hotels already in opera-tion have to Description of the property: hold their share in the market it is vital that additional business is gen-erated. Type of Hotel: Sports, Leisure and Business Hotel It has to be outlined that all common efforts have to be made to stir business into the entire complex, including the Location: Kidričevo, Slovenia sports hall and the sports fields. With the 170 rooms we generate supply for some 40.000 extra room nights considering Category: Category: 4+ star (with 4+ star accomodation in lodges) a moderate overall occupancy of 65% in the fourth year of operation. Number of rooms: 170 units A strong alliance between all acting parties and those that have a vital interest in the success of the project in whole Additional facilities: has to be established (City of Kidričevo, Talum, tour-istic, sports and cultural organizations, companies and commercial Restaurant 1-2 100 seats associations, etc.). Restaurant 3 50 seats The training campus and sports facilities are bound to become an attraction beyond the regional borders and have to Meeting & Conference 1.200 m² take a major stake in creating awareness. The regional marketing and press work has to be upgraded to an international Lounge / Bar 100 seats and high-end level. A very strong and internationally marketed focus lies on these sports, recreation, rehabilitation Terraces 100 seats and training camp programs that have to be offered in cooperation with local suppliers and international marketing Wellness/Gym 2.000 m² partners in order to achieve the necessary awareness. Parking 150 (approx.) above ground Only with all these parameters in line and its own professional and globally active sales and marketing the hotel can succeed. It is therefore mandatory that the hotel operation receives some kind of guarantee from the local partners, Operative Performance of first indexed year specifically Talum, for future revenues. Proposed opening date: 1. Q 2016 The following elaborates the basic understanding of the market, business segments and RIMC’s prediction of revenues, costs and cash flow. Years until first indexation: 4 First year of indexation: 2020 Inflation rate: 2,5 % Occupancy: 68 % ADR net: € 86,66 Net Revenue: € 5.314.000,00 Gross Operating Profit: € 2.173.000,00 (40,9 %) Net Operating Profit/Cash Flow: € 1.940.000,00 (36,5 %) NOP/key/month: € 951,00 Revenue per available room (RevPAR): € 58,00 RIMC has assessed the proposed project, product, market and outlook for the busi-ness and demand to be generated for a successful long-term operation. Talum as a strong international company would be one of the main drivers for this landmark development that will set Kidričevo and the Ptuj region apart from many other towns of similar size and develops an environment of prosperity, creativity and sportive highlights. Both the inhabitants as well as leisure visitors and business people will benefit from the positive image, significance and impact for future investments and possible commercial settlements. We are positive that the project can compensate a four-star hotel with 100 rooms/keys, several lodges/apartments for families and sport teams in the 3-star-category, and the complimenting facilities outlined above. In combination with a high-quality wellness/spa/rehab centre and a unique “sports academy” it will create a “go-to-destination” for Kidričevo and the area.

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and economic centers in Ljubljana, the capital city with its own international airport, and Maribor consists mainly in the Julian Alps, in the caves of Postojna and on the coast of the Adriatic Sea tourism with appropriate infrastructure. By the seaport of Koper (Italian Koper) has Slovenia overseas trade links all over the world and is a transit country for products to Central Europe.

Around 40% of the working population is employed in the industry. The food industry has with over 10% the largest share in the total industrial output. In addition to this are the electrical and electronics industry (about 10%), metal processing and engineering (10%) and the chemical and pharmaceutical industry (9%) of paramount importance. A growing industry is the automotive industry (and automotive supplier industry in the broadest sense) if, among other things due to the Renault factory. The industry contributes 27% of GDP. Slovenia presents itself as a strong export-oriented country (focus: EU): Slovenia presents itself as a strong export-oriented country (focus: EU): Theoperation Slovenian receives some kind economy of guarantee from the local partners, specifically Talum, for future revenues.

The following elaborates the basic understanding of the market, business segments and RIMC’s prediction of revenues, costs and cash flow. Economy Overview

Slovenia is a Central European Country, which extends over an area of 20.273 km² and borders on the countries Italy, Austria,3. Hungary, The Croatia Slovenian and Adria. Theeconomy capital Ljubljana with 280.000 inhabitants is located in the center of the country. Other large cities of the country are Maribor, Kranj, Celje, Koper, Novo mesto, Velenje and Murska Sobota. Slovenia is an

EU member since May 2004 and also a NATO member since April 2004. It is also a member of many other international

Main export partners Main import partners organizations.3.1. Economy Overview Main export partners Main import partners

Slovenia was the first country after the EU enlargement to introduce the Euro Slovenia was the first country after the EU enlargement to introduce the Euro cur-rency. It was considered hardworking currency. It was considered hardworking and solid. But since the common currency andweakens, solid. But sincealso theSlovenia common faces currency challenges. weakens, also Slovenia faces challenges. In the year 2004 more than two million Slov- enians joined the EU. The economic growth In the year 2004 more than two million Slovenians joined the EU. The economic is still at 3.6 % and the unemployment rate growth is still at 3.6 % and the unemployment rate below the EU average. As one of below the EU average. As one of the first new the first new EU members Slovenia adopted the Euro in 2007, the country was doing EU members Slovenia adopted the Euro in well, it was built up, loans were easy to get. 2007, the country was doing well, it was built up, loans were easy to get. From the onset of the financial crisis in autumn 2008, Slovenia was hit hard: 2009 From the onset of the financial crisis in au- the economy went down by about 8 %. tumn 2008, Slovenia was hit hard: 2009 the economy went down by about 8 %.

Gross domestic product (GDP), changes in % real

Infrastructure Gross domestic product (GDP), changes in % real

Slovenia has a good infrastructure with a modern highway network. The centers are the capital Ljubljana and Maribor. Hotel Project Talum, Solvenia 10/60 Well integrated are the tourism and skiing in the Julian Alps and on the short Adriatic coast. Infrastructure

SloveniaThe two longest has a highwaysgood infrastructure in Slovenia, the with A1, whicha modern runs fromhighway Maribor networ to Ljubljanak. The and centers Koper, areand further the A2,

thewhich capital also leads Ljubljana from Austria and viaMaribor. Ljubljana Well Croatian integrated border and are on the to Zagreb. tourism These and two skiing motorways in the were completed Since itsSlovenia independence is a Centralin 1991, Slovenia European was ableCountry, to expand which its serviceextends sector over con-siderably an area of and 20.273 now represents km² 53% in 2009, connecting the centers of the country. Julian Alps and on the short Adriatic coast. of the jobsand in borders the country. on Sloveniathe countries already has Italy, a well-developed Austria, Hungary, transport Croatia system for a ndCentral Adria. Europe. The In capital addition to the Other major points of intersection are the seaport of Koper (overseas trade connec-tions) and the international airport culturalLjubljana and economic with centers 280.000 in Ljubljana, inhabitants the capital is city located with its own in the international center airport, of the and country. Maribor consists Other mainly TheLetališče two Jožetalongest Pučnika highways in Ljubljana in Slov (locatedenia, atthe Brnik A1, near which the capitalruns from Ljubljana), Maribor as well to asLjubljana the two smaller airports in the Julianlarge Alps, cities in theof cavesthe country of Postojna are and Maribor, on the coast Kranj, of the Celje, Adriatic Koper, Sea tourism Novo withmesto, appropriate Velenje infrastructure. and andMaribor Koper, and Portorož.and further the A2, which also leads from Austria via Ljubljana Croatian By the seaportMurska of Sobota. Koper (Italian Slovenia Koper) is has an Slovenia EU member overseas since trade May links 2004 all over and the alsoworld a and NATO is a transitmember country for border and on to Zagreb. These two motorways were completed in 2009, connecting productssince to Central April Europe.2004. It is also a member of many other international organizations. the centers of the country. Around 40% of the working population is employed in the industry. The food industry has with over 10% the largest share inSince the total its industrial independence output. In in addition 1991, to Sl thisovenia are the was electrical able and to electronics expand its industry service (about sector 10%), metal The Slovenian Hotel and Tourism Market processingconsiderably and engi-neering and now (10%) represents and the chemical 53% and of pharmaceutical the jobs in the industry country. (9%) of Slovenia paramount already importance. A Other major points of intersection are the seaport of Koper (overseas trade growing industry is the automotive industry (and automotive supplier industry in the broadest sense) if, among other connections) and the international airport Letališče Jožeta Pučnika in Ljubljana has a well-developed transport system for Central Europe. In addition to the cultural Slovenia counted 648 Hotels and similar establishments in the year 2011. things due to the Renault factory. The industry contributes 27% of GDP. (located at Brnik near the capital Ljubljana), as well as the two smaller airports MariborIn 2009, aand new Portorož. categorization was carried out in order to ensure in this way the best possible international compara- Hotel Project Talum, Solvenia 9/60 bility in Slovenia with all hotels and motels. According to the unique rules have one-to three-star hotels themselves

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Hotel Project Talum, Solvenia 11/60 carried out the catego-rization, while the classification was carried out by authorized auditors in hotels and motels of The outgoing tourism in Slovenia takes a very high value. Slovenes are excited to travel: In 2009, nearly two million the higher categories. Slovenes took 2.7 million trips abroad with at least one overnight stay. On average, these were almost 225,000 foreign In an effort to follow as close as possible to the needs of guests, Slovenia develops specialized or thematic accommoda- trips per month. 62% of all Slovenes, who were older than 15 years, went on a trip abroad. tions. This includes accommodation for walkers, cyclists, guests of the health resorts and spas as well as people who The GDP grew by 1.4% after a decline of 8% during the 2009 crisis in 2010. Expected are rising exports, a reduction of want to stay in the typical small regional holiday houses, for example, Vineyard cellars in the region of Lower Carniola. the budget deficit and reduced home prices. It is also expected that the unemployment rate of around 8% does not increase further. Current data on tourism Slovenia Due to the overall still difficult economic situation and the lack of consumer confi-dence, tourism will increase more In the year 2012 Slovenia recorded 3.297.556 arrivals and 9.510.663 overnight stays in the accommodation establishments. again until 2014. Scarcity of financial resources of households and little free time will cause the Slovenes in their individual Overall, the number of arrivals increased opposite 2011 by 2.5% and the total number of overnight stays opposite 2011 journeys they undertake, especially by car, rather nearby targets (eg. at home) will give pref-erence. increased by 1.3%. The number of domestic tourists declined by 3.3%, the number of overnight stays has, however, hardly changed compared to the same period of the previous year (-4.9%). The average number of nights was in the first half of the year 3 days (with foreign tourists 2.8; 3.5 days for domestic). The figures of the foreign tourists increased fortunately from 2.036.652 arrivals in 2011 to 2.155.612 arrivals in 2012. The number of overnight stays increased accord-ingly from 5.463.931 in 2011 to 5.777.205 in 2012. The main international tourism incoming markets in Slovenia are: Italy 17% Kidričevo and the Ptuj region Austria 12% Germany 12% Russian Federation 6% Croatia 5% Location summary Netherlands 5% Serbia 4% The wider region around the river Drava contains many attractive tourist destinations offering natural and cultural sights United Kingdom 4% of interest and a wide range of recreational and sports activities and gastronomic pleasures. From Maribor, Slovenia's In the year 2012 32% were recorded in health resorts, in mountain villages 25 %, 23% in coastal towns and in the capital second-largest city, and green Pohorje, unique among Slovenia's mountain regions, to winegrowing areas and thermal Ljubljana 8% of all nights. The number of tourist overnight stays in Ljubljana was 7% higher than the same period of spas: the Podravska region has something for everyone. last year. The number of tourist overnight stays in mountain villages took over the same period last year by 6%. The same applies to coast sites (6%) and resorts (3%). Gradec / Graz 80 km Slovenian Tourism Development Strategy 2012-2016 In 2016, tourism in Slovenia will be entirely based on sustainable development and Slovenia will be a developed tourist destination with a modern, diverse and top-quality tourist offer, based on innovative and quality integral tourist products and high value-added services aimed to satisfy tourists. The 2012-2016 Development and Marketing Strategy for Slovenian Tourism is built on the foundations and realization of goals written in the 2007-2011 Development Plan and Policies of Slovenian Tourism and upgrades them in line with Maribor Ptuj the bases of the desired development of Slovenian tourism in this strategic period. The working name of the new Development Strategy for Slovenian Tourism is “2012 – 2016 Partnership for the Sustain- able Development of Slovenian Tourism” and is based on experiences from the past two decades and discoveries from at least a century before that, on the theoretical knowledge and findings from the fifteen years of the Slovenia Tourism Celje Board operations, the cooperation between the Ministry of the Economy, the STB and stakeholders from the private and civil society sectors and, especially, on a very clear image of what we wish to achieve in the future.

Ljubljana Travel behavior Slovenian Population 130 km

For 2012, a below-average proportion of Slovenes planned (30.0%), the main holi-days in their own country (Domes- Zagreb tic). Compared to the previous year, the Domestic Share (29.3%) has increased only marginally. Countries with a low 80 km Trst / Trieste proportion Do-mestic are the Benelux States and the United Kingdom and Germany, where tradi-tionally predominate 230 km traveling abroad. www.visitptuj.eu www.visitjeruzalem-ormoz.eu www.visithaloze.eu www.visitslovenskegorice.eu

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Since 2012 Kidričevo’s twin city is GRAD Crikvenica in Croatia. Another twin city will be GRAD Barajevo in Serbia. This cooperation is in progress. Furthermore the municipality is searching for twin cities in Russia, Czech Republic and more which are based on their

history.

History of Kidričevo 1823: first mentioned as Stärstall (barn for sheep) → Sternthal

1870:Since 2012 the oldestKidričevo’s building twin in city Kidr isičevo, GRAD theCrikvenica mansion in SternthalCroatia. Another was built twin by city count will be GRAD Barajevo in Serbia. This cooperation is in progress. Furthermore the municipality is Schöndorf From Maribor, a University City and cultural centre with an opera house, theatre, museums, galleries, numerous events 1900:searching Sternthal for twin → 3 cities houses, in Russia, 22 residents Czech Republic and more which are based on their History of Kidričevo and many interesting sights, you can reach the Pohorje cable car by city bus. The Mariborsko Pohorje ski area, overlook- 1910:history. 3 houses and 35 residents ing the Fromhill vineyards Mariborsko that reach Pohorje right intothe the view city, stretches has the Snow over Stadium, the Drava-Ptuj a venue for inter-nationalPlain to the ski Haloze competitions 1823: first mentioned as Stärstall (barn for sheep) – Sternthal History of Kidričevo and romanticHills and night Slovenske skiing, and thegorice. Adrenaline Here Park,you full can of exploreexciting challenges. over 50 kilomeHigher up,tres Bolfenk of wine with routes. its Natural and 1870: the oldest building inSince Kidričevo, 2012 the Kidričevo’s mansion Sternthaltwin city was is GRAD Crikvenica in Croatia. Another twin city will be 1823: first mentioned as Stärstall (barn for sheep) Sternthal CulturalAlong Heritage the Centre way and you Areh will with find its winelittle Baroque shops church and farms can be ready reached to by serve chairlift. excellent This part whiteof Pohor-je is built by count SchöndorfGRAD Barajevo in Serbia. This cooperation is in progress. Furthermore the municipality is → 1870: the oldest building in Kidričevo, the mansion Sternthal was built by count popularvarietal with locals wines and tourists and delicious alike. Those food seeking to walkers relaxation and can cyclists. find it at the Terme Maribor spa. Destinations along 1900: Sternthal – 3 houses,searching 22 residents for twin cities in Russia, Czech Republic and more which are based on their Schöndorf the Drava are particularly attractive in summer – in the city itself there is the Lent district, famous for its international history. 1910: 3 houses and 35 residents 1900: Sternthal → 3 houses, 22 residents summerAnother festival. Otherattraction destinations of this on part the river of the include country the Mariborski is Ptuj, OtokSloveni Naturea's Parkoldest and town, the nearby nestled reservoir of 1915: Austria-Hungary authorityHistory began of Kidričevo to build a camp for Russian 1910: 3 houses and 35 residents Brestrniškobelow Jezero. the imposing Ptuj Castle, which today houses museum collections. The town of war prisoners. Until autumn1823: first of 1915 mentioned in Sternthal as wereStärstall built (barn five for sheep) → Sternthal From Mariborskokurents Pohorje (traditional the view carnival stretches figures)over the Drava-Ptuj and other Plain to original the Haloze tradi Hillstions and Slovenske also boasts gorice. Here camps- reserve military1870: hospitals. the oldest The camps building were ininhabited Kidričevo, the mansion Sternthal was built by count you canSlovenia's explore over oldest 50 kilometres wine cellar. of wine Relaxation routes. Along is theguaranteed way you will at find the wine Terme shops Ptuj and spa farms and ready you to serve by 14.100 people, at Schöndorfaround 9.700 wounded and sick soldiers, excellentcan white enjoy varietal unique wines and encounters delicious food with to walkers the pastand cyclists. at Ptujska Gora with its famous 2.400 prisoners of war1900: and 2.000Sternthal members → 3 ofhouses, staff. 22 residents MansionMansion before before WorldWorld War War I … I… …and today

Anotherpilgrimage attraction of church this part and of the the country nearby is Ptuj, castles Slovenia's of Štatenberg,oldest town, nestled Vurberg below and the Borl. imposing Ptujsko Ptuj Castle, From 1918 to 1922: camp for1910: refugees 3 houses from andSlovenian 35 residents which todayJezero, houses a reservoir museum collections.on the Drava, The town offers of kurents fishing, (traditional rowing carnivaland sa iling.figures) Another and other reservoir, original traditions Since 2012 Kidričevo’s twin city is GRAD1915: Crikvenica Austria-Hungary in Croatia. Another authority twin becitygan will tobe build a camp for Russian war prisoners. region PrimorskaGRAD Barajevo in Serbia. This cooperation is in progress. Furthermore the municipality is also boastsOrmoško Slovenia's Jezero, oldest wine is a cellar. nature Relaxation reserve. is guaranteed The nearby at the town Terme of Ptuj Ormož spa and has you an can attractive enjoy unique en- Until autumn of 1915 in Sternthal were built five camps- reserve military hospitals. From 1920 to 1922: camp for Russiansearching emigrants for twin cities in Russia, Czech Republic and more which are based on their counterscastle, with the the past grounds at Ptujska of Gora which with are its famous planted pilgrimage with exotic church trees. and the nearby castles of Štatenberg, Vurberg The camps were inhabited by 14.100 people, at around 9.700 wounded and sick (after Russianhistory. Civil War) and Borl. Ptujsko Jezero, a reservoir on the Drava, offers fishing, rowing and sailing. Another reservoir, Ormoško Jezero, is soldiers, 2.400 prisoners of war and 2.000 members of staff. In 1922: first attempt of industrialization Strnišče by Franc Čuček from a natureAnother reserve. The castle nearby worth town of visiting Ormož has is an Bistrica attractive Castle castle, the in grounds Slovenska of which Bistrica. are planted This with castle exotic trees. History of Kidričevo Ptuj, Most of his effort was unsuccessful. Mansion before World War I… …and today Anothercontains castle worth several visiting is permanent Bistrica Castle exhibitions,in Slovenska Bistrica. museum This castle collections con-tains several covering permanent different exhibitions, 1823: first mentioned as Stärstall (barn for sheep) → Sternthal museumperiods collections of history, covering andifferent art galle periodsry and of history, a great an arthall gallery decorated and a great with hall frescoes. decorated with frescoes. April 1941: the German occupying1870: forces the confiscated oldest building mansion in and Kidr ičevo, the mansion Sternthal was built by count Schöndorf 1915: Austria-Hungary authority began to build a camp for Russian war prisoners. surrounding estate in Strnišče. The mansion was settled by German military headquarters,1900: Sternthal which → have3 houses, begun 22 to residents Until autumn of 1915 in Sternthal were built five camps- reserve military hospitals. build a military camp 1910:for prisoners. 3 houses and 35 residents The camps were inhabited by 14.100 people, at around 9.700 wounded and sick Mansion before World War I… soldiers, …and… and today today 2.400 prisoners of war and 2.000 members of staff. May 1942: The German company Vereinigte Aluminiumwerke A. G.

started to build1915: aluminum Austria-Hungary factory. That same authority year, they be ganset to build a camp for Russian war prisoners. up a labour campUntil in Strnišče.autumn of 1915 in Sternthal were built five camps- reserve military hospitals. 1945: Strnišče was taken overThe by camps the Department were inhabited for national by 14.100 people, at around 9.700 wounded and sick protection (OZNA), Yugoslavsoldiers, security 2.400 prisoners– intelligence of war service and – 2.000 members of staff.

prisoner camp for Croatian Ustaši, German soldiers and Russian war prisoners Military swimming pool during the World War I collaborators. 1947: construction work on the factory of alumina and aluminum From 1918 to 1922: camp for refugees from Slovenian region Primorska Mansion before World War I… …and today From 1920 to 1922: camp for Russian emigrants (after Russian Civil War) continued. At the same time the construction workers' settlement took place. 1915: Austria-Hungary authority beganIn to 1922: build afirst camp attempt for Russi ofan industrialization war prisoners. Strnišče by Franc Čuček from Ptuj, Most of Until autumn of 1915 in Sternthal werehis built effort five wascamps- unsuccessful. reserve military hospitals. The camps were inhabited by 14.100 people, at around 9.700 wounded and sick soldiers, 2.400 prisoners of war and 2.000RussianRussian members war prisoners prisoners of staff. Military swimming pool during the World War I Hotel Project Talum, Solvenia 16/60 From 1918 to 1922: camp for refugees from Slovenian region Primorska From 1920 to 1922: camp for Russian emigrants (after Russian Civil War)

Russian war prisoners MilitaryIn 1922: swimming first pool attempt during theof Worldindustrialization War I Strnišče by Franc Čuček from Ptuj, Most of his effort was unsuccessful. KidričevoKidričevo is a municipality is a municipality in the Spodnja in Štajerska the Spodnja region in Štajerska Slovenia. 6.627 region people in Slovenia.are living in 6.627the overall people community are From 1918 to 1922: camp for refugees from Slovenian region Primorska consistingliving of 18 in villages the overall and hamlets, community which has consisting an area of 72 of km². 18 Thevillages main townand Kidričevohamlets, alone which has 1273has inhabitants.an area From 1920 to 1922: camp for Russian emigrants (after Russian Civil War) The municipalityof 72 km². is located The southwest main town of Ptuj Kidričevo in Dravsko alone polje. In has Kidričevo 1273 there inhabitants. are 351 companies, The municipality which offer 4.033 is In 1922: first attempt of industrialization StrniščeHotel Project by FrancTalum, ČSolveniauček from Ptuj, Most of 16/60 workinglocated places. Thesouthwest most important of Ptuj employer in Dravsko in the polje. area is Inthe Kidrialuminumčevo plantthere Talum. are 351 companies, which his effort was unsuccessful. Since 2012offer Kidričevo’s 4.033 workingtwin city is places. GRAD Crikvenica The most in Croatia. important Another employer twin city inwill the be GRAD area Barajevo is the aluminumin Serbia. This cooperationplant is Talum.in progress. Furthermore the municipality is searching for twin cities in Russia, Czech Republic and more Hotel Project Talum, Solvenia Russian war prisoners Military swimmingswimming poolpool duringduring thethe World World War War I I 16/60 which are based on their history. From 1918 to 1922: camp for refugees from Slovenian region Primorska Hotel Project Talum, Solvenia 15/60 From 1920 to 1922: camp for Russian emigrants (after Russian Civil War) In 1922: first attempt of industrialization Strnišče by Franc Čuček from Ptuj, Most of his effort was unsuccessful. Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Hotel Project Talum, Solvenia 16/60 Slovenia Slovenia 20 21

April 1941: the German occupying forces confiscated mansion and surrounding esta- 2009: WBA (UK), FC Zorya (Ukraine), FC Inter Baku (Azerbaijan), FC Zestafoni te in Strnišče. The mansion was settled by German military headquarters, which (Georgia)

have begun to build a military camp for prisoners. May 1942: The German company Vereinigte Aluminiumwerke A. G. started to build Furthermore this soccer area is also very famous for preparation and friendly games

aluminum factory. That same year, they set up a labour camp in Strnišče. of European football clubs. The famous clubs from Croatia are: Dinamo Zagreb, April 1941: the1945: German Strnišče occupying was takenforces overconfiscated by the mansion Department and surrounding for national esta- protection (OZNA), Hajduk Split, Inter Zapresic and CIBALIA. The ones from Serbia are: Roter Stern, te in Strnišče.Yugoslav The mansion security was – intelligence settled by service German → military prisoner head campquarters, for Croatian which Ustaši, German Partizan Belgrad OFK, Čukarički and RAD. Other football clubs like FC Brasov from Romania, FK Arsenal Kiev, FC Petrolul from Romania, FC Zabrze from Poland, FC have begun to soldiersbuild a militand arycollaborators. camp for prisoners. 1947: construction work on the factory of alumina and aluminum continued. At the Dinamo Tbilisi SK Rapid from Vienna, Lester City from UK, FC Khimki from Russia May 1942: The German company Vereinigte Aluminiumwerke A. G. started to build same time the construction workers' settlement took place. and more also uses the soccer area for their preparation. aluminum factory. That same year, they set up a labour camp in Strnišče. 1945: Strnišče was taken over by the Department for national protection (OZNA), Friendly games and qualifying games of the U16 and U18 national teams from Events & growing tourism attractions Yugoslav security – intelligence service → prisoner camp for Croatian Ustaši, German Slovenia, Germany, Serbia, Czech Republic, Slovakia, England, Israel, Poland, Island 2009: WBA (UK), FC Zorya (Ukraine), FC Inter Baku (Azerbaijan), FC Zestafoni soldiers and collaborators.In Kidričevo there are numerous events, which attract not only the local people but and more also took place in the past. (Georgia) 1947: constructionmore workand more on the tourists. factory To of mention alumina just and a aluminumfew examples: continued. At the same time the construction workers' settlement took place. Furthermore this soccer area is also very famous for preparation and friendly games

of European football clubs. The famous clubs from Croatia are: Dinamo Zagreb, Events & growing tourism attractions Hajduk Split, Inter Zapresic and CIBALIA. The ones from Serbia are: Roter Stern, In Kidričevo there are numerous events, whichThe attract game not is only called the "localCurkomet people", but which basically Partizan Belgrad OFK, Čukarički and RAD. Other football clubs like FC Brasov from more and more tourists. To mention just a fewmeans examples: playing with big inflatable ball with water jets. Events & growing tourism attractions Romania,2011: FKFC Zorya Arsenal (Ukraine), Kiev, FC FC Istanbul Petrolul (Turkey), from FC Romania,Reading (UK), FC FC Zabrze Sibir (Russia), from A-Team Poland, Slovenia FC The team consists of five players who, by the Dinamo2010: Tbilisi FC Zorya SK Rapid(Ukraine), from FC Valencia Vienna, (Spain), Lester FC Inter City Baku from (Azerbaijan), UK, FC Kh FCimki Read-ing from (UK) Russia In Kidričevo there are numerous events, which attractpressured not only the jetslocal ofpeople water, but more have andto more dribble tourists. the ballTo men past- and more2009: also WBA uses (UK), theFC Zorya soccer (Ukraine), area for FC Intertheir Baku preparation. (Azerbaijan), FC Zestafoni (Georgia) tion just a few examples: the opposing team and push the ball over the goal

TheThe game game is called is line. called "Curkomet" "Curkomet, which basically", which means basically playing with big inflat- Furthermore this soccer area is also very famous for preparation and friendly games of European football clubs. The Friendly games and qualifying games of the U16 and U18 national teams from meansable ball playing with water with jets. big The inflatable team consists ball of withfive players water who, jets. by the pressured famous clubs from Croatia are: Dinamo Zagreb, Hajduk Split, Inter Zapresic and CIBALIA. The ones from Serbia are: Roter Slovenia, Germany, Serbia, Czech Republic, Slovakia, England, Israel, Poland, Island Thejets of team water, have consists to dribble of the five ball playerspast the opposing who, by team the and push the ball Stern, Partizan Belgrad OFK, Čukarički and RAD. Other football clubs like FC Brasov from Romania, FK Arsenal Kiev, FC and morePetrolul also from took Romania, place inFC theZabrze past. from Poland, FC Dinamo Tbilisi SK Rapid from Vienna, Lester City from UK, FC Khimki pressuredover the goal jets line. of water, have to dribble the ball past from Russia and more also uses the soccer area for their preparation. the opposing team and push the ball over the goal

line.

Traditional Wine and Food Contest, Rural Games, Blessing of Horses, tractors The main highlight for incomingTraditional sport Wine groups and inFood Kidričevo Contest, are Rural the Games, five Blessing football of Horses, tractors. groundsThe main highlight in the area, for incoming where sportthe hotelgroups resort in Kidričevo is planned. are the five football grounds

in the area, where the hotel resort is planned.

Traditional Wine and Food Contest, Rural Games, Blessing of Horses, tractors Sports projects – Gravel pit Pleterje. Friendly games and qualifying games of the U16 and U18 national teams from Slove-nia, Germany, Serbia, Czech The water surface is 25 ha. Right now it is Republic, Slovakia, England, Israel, Poland, Island and more also took place in the past. Hotel Project Talum, Solvenia planned to transforming 10 ha for sport 19/60 activities. Main activities will be water skiing Sports projects – Gravel pit Pleterje. Sports projects – Gravel pit Pleterjeand wakeboarding. The municipality has already The water surface is 25 ha. Right now it is The water surface is 25 ha. Right now it is plannedinvestors to transforming and they now arranges documentation planned to transforming 10 ha for sport Hotel Project Talum, Solvenia 17/60 10 ha for sport activities. Main activities will beand water a detailed skiing and special plan, how to use this area activities. Main activities will be water skiing wakeboarding. The municipality has already investorsin the and future. they now and wakeboarding. The municipality has already arranges documentation and a detailed special plan, how to use this investors and they now arranges documentation area in the future. and a detailed special plan, how to use this area

in the future.

Hotel Project Talum, Solvenia 17/60

Sport projects - Olympic shooting Sport projects - range Gaj Olympic shooting range Gaj 15 ha fenced off area with seven shooting

15 ha fenced off area with seven shooting ranges is planned, where you can organise Sport projects - Olympic shooting ranges is planned, where you can organise national and international competitions. national and international competitions. Until range Gaj Hotel Project Talum, Solvenia 19/60 Until now only the vision is given, not the now only the vision is given, not the trust in 15 ha fenced off area with seven shooting trust in the Slovenian government. the Slovenian government. ranges is planned, where you can organise These five football grounds are not only exiting for the local, regional and national football teams, also for the interna- These five football grounds are not only exiting for the local, regional and national national and international competitions. tional ones. Since 2009 many international football teams travel to Kidričevo/Ptuj in order to do their training camps. football teams, also for the international ones. Since 2009 many international Until now only the vision is given, not the These training camps last from 5 days up to 21 days. The reference list is long and can be seen: football teams travel to Kidričevo/Ptuj in order to do their training camps. These trust in the Slovenian government. 2013: Real Madrid (Spain), FC Zorya (Ukraine), Railroad Sarajevo (Bosnia and Her-zegovina), Leed United (UK), training camps last from 5 days up to 21 days. The reference list is long and can be FC Karabaukspor (Turkey) seen: 2012: FC Sahter Karaganda (Russia), FC Krasnador (Russia), FC Wollin (Ukraine), FC Zorya (Ukraine), Tourist project- Nature classroom 2013:FC RealNajran Madrid (Saudi-Arabia), (Spain), A-Team FC Slovenia Zorya (Ukraine), Railroad Sarajevo (Bosnia and Herzegovina), Leed United (UK), FC Karabaukspor (Turkey) Radisson Blu Radisson Blu Tourist project- Nature classroom 2012: FC Sahter Karaganda (Russia), VitalFC Krasnador& Sport Resort (Russia), Kidričevo FC Wollin (Ukraine), FC Vital & Sport Resort Kidričevo Zorya (Ukraine), FC Najran (Saudi-Arabia), A-TeamSlovenia Slovenia Slovenia 22 23

2011: FC Zorya (Ukraine), FC Istanbul (Turkey), FC Reading (UK), FC Sibir (Russia), A-Team Slovenia

2010: FC Zorya (Ukraine), FC Valencia (Spain), FC Inter Baku (Azerbaijan), FC Reading (UK)

Gravel pit was full of waste and we started revitalization of ecosystems through ecoremediation. We prevent waste dumping into gravel pit and we establish new bicycle paths, local food supply, sightseeing, educational work-shops, etc. Outdoor

educational center is used for purposes of local schools and universities. Hotel Project Talum, Solvenia 18/60 Gravel pit was full of waste and we started revitalization of ecosystems through

ecoremediation. We prevent waste dumping into gravel pit and we establish new Intergeneration Center - With the help of Talum the nature classroom was upgra- bicycle paths, local food supply, sightseeing, educational work-shops, etc. Outdoor de into Intergeneration Center. educational center is used for purposes of local schools and universities.

Intergeneration Center - With the help of Talum the nature classroom was upgrade into Intergeneration Center. Hotel Project Talum, Solvenia 20/60

Hotel Project Talum, Solvenia 20/60

SportsSports projects projects – Gravel– Gravel pit pit Pleterje. Pleterje. TheThe water water surface surface is is 25 25 ha. ha. Right Right now now it isit is plannedplanned to to transforming transforming 10 10 ha ha for for sport sport activities.activities. Main Main activities activities will will be be water water skiing skiing andand wakeboarding. wakeboarding. The The municipality municipality has has already already investorsinvestors and and they they now now arranges arranges documentation documentation andand a detaileda detailed special special plan, plan, how how to useto use this this area area in thein the future. future.

SportSport projects projects - Olympic - Olympic shooting shooting rangerange Gaj Gaj 15 15ha hafenced fenced off offarea area with with seven seven shooting shooting rangesranges is planned,is planned, where where you you can can organise organise nationalnational and and international international competitions. competitions. UntilUntil now now only only the the vision vision is given, is given, not not the the trusttrust in thein the Slovenian Slovenian government. government.

Tourist project- Nature classroom Traffic and transportation

Gravel pit was full of waste and we started revitalization of ecosystems through ecoremediation. We prevent waste The train and railway station will be located directly at the hotel resort border.

dumping into gravel pit and we establish new bicycle paths, local food supply, sightseeing, educational work-shops, Transport connections via car: etc. Outdoor educational center is used for purposes of local schools and universities. Maribor/Airport 30 km Tourist project- Nature classroom Tourist project- Nature classroom Zagreb 95 km Ljubljana/Airport 120 km Graz/Airport 100 km Wien/Airport 280 km Budapest 300 km Venice 370 km Munich 480 km Bratislava 330 km Milano 640 km

Major economy drivers TALUM is a major Slovenian company based in Kidričevo and specialised in alumina and aluminum products with an annual production capacity of around 156.000 tons.

The company employs approx. 1.050 people today. Intergeneration Center - Gravel pit was full of waste and we started revitalization of ecosystems through BOXMARK is one of the world’s leading leather manufacturers and processors. From the raw material to the stitched Gravel pit was full of waste and we started revitalization of ecosystems through ecoremediation.With the help of Talum We the prevent nature classroom waste was dumping upgrade into into Intergeneration gravel Center. pit and we establish new leather-trimmed interior component and well-educated employees guarantee the highest quality and best service. The ecoremediation. We prevent waste dumping into gravel pit and we establish new bicycle paths, local food supply, sightseeing, educational work-shops, etc. Outdoor corporate culture is an essential part of the business philosophy. With a strong brand BOXMARK is placed worldwide bicycleThe Vision paths, of Kidričevo local food – supply, knowing sightseeing, as a city educationalin the forest! work -shops, etc. Outdoor with pride in the premium segment. BOXMARK Leather is a subsidiary of H. Schmidt Holding GmbH and manufactures educationalThe Vision center of Kidričevois used for –p urposesknowing of aslocal a city schools in the and forest! universities. educational center is used for purposes of local schools and universities. and processes about 14.000.000 m² upholstery leather annually.

In 1995 the production began at the location in Kidričevo. The subject in Kidričevo is the processing of upholstery Intergeneration Center - With the help of Talum the nature classroom was upgra- Intergeneration Center - With the help of Talum the nature classroom was upgra- leather. It is the second largest employer in the region after Talum. de into Intergeneration Center. de into Intergeneration Center.

Hotel supply and economics Hotel Project Talum, Solvenia 20/60 Hotel Project Talum, Solvenia 20/60 The destination management provided us the following data and statistics concerning the hotel market in the region Ptuj-Jeruzalem, Ormož-Haloze-Slovenske Gorice (27 municipalities). The number of residential units and beds increases in recent years: 2009: 722 units / 1.795 beds 2010: 729 units / 1.831 beds 2011: 748 units / 1.848 beds 2012: 771 units / 1.938 beds Contrary to this positive development, the number of arrivals and overnight stays has declined minimal in the past years.

Traffic and transportation The train and railway station will be located directly at the hotel resort border.

Transport connections via car Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Maribor/Airport 30 km Slovenia Slovenia Zagreb 95 km 24 25 Ljubljana/Airport 120 km Graz/Airport 100 km Wien/Airport 280 km Budapest 300 km Venice 370 km Munich 480 km Bratislava 330 km Milano 640 km

Major economy drivers TALUM is a major Slovenian company based in Kidričevo and specialised in alumina and aluminum products with an annual production capacity of around 156.000 tons. The company employs approx. 1.050 people today.

Hotel Project Talum, Solvenia 21/60

The average length of stay

Blue: Arrivals Yellow: Overnight stays red: PDB total blue: domestic green: foreign

The following table shows the average occupancy from both tourist groups domestic and foreign during the months. red: PDB skupaj / blue: domestic / green: foreign The highest occupancy was and will be reached in the summer month August and July with more than 25.000 room nights / over 45%. The weakest occupied months are the winter months from October/November until April with less The average length of stay through domestic tourists changed from 3.3 days in 2009 Blue: Arrivals / yellow: Overnight stays than 10.000 room nights and 20%. Share of domestic and foreign touists to 2.9 in 2013, whereas the average length of stay through the foreign tourists rose Share of domestic and foreign touists from 2.2 days in 2009 to 2.3 days in 2013. In the years 2009, 2010 and 2011 was the share of domestic tourists has been higher than the share of the foreign tour- The main international tourism incoming markets in the region Ptuj-Jeruzalem, ists which turned in 2012 when - for the first time of recording the data - the proportion of foreign tourists is higher Ormož-Haloze-Slovenske Gorice: than that of theBlue: national Arrivals ones. / yellow: Approximately Overnight 45%stays runs through domestic guests and 55% through foreign guests.

This development continuous in 2013, as the following statistic shows: Share of domestic and foreign touists Germany 15.1 % Austria 14.8 % Italy 13.9 % Netherlands 11.6 %

The following table shows the average occupancy from both tourist groups domestic and foreign during the months. The highest occupancy was and will be reached in the summer month August and July with more than 25.000 room nights / over 45%. The weakest occupied months are the winter months from October/November until April Blue: domestic withLooking less at than the 10.000 full year, room the nights region and Ptuj-Jeruzalem, 20%. Ormož-Haloze-Slovenske Gorice Green: foreign Lookingachieved at thean averagefull year, the occupancy region Ptuj, rate Jeruzalem–Ormož, of 22.4% in 2012.Haloze, Slovenske Gorice achieved an average occupancy rateLooking of 22.4% at inthe 2012. full year, the region Ptuj-Jeruzalem, Ormož-Haloze-Slovenske Gorice Blue: domestic / green: foreign achieved an average occupancy rate of 22.4% in 2012.

In the years 2009, 2010 and 2011 was the share of domestic tourists has been higher than the share of the foreign tourists which turned in 2012 when - for the first timeThe ofaverage recording length the data of - thestay proportion of foreign tourists is higher than that of Blue: domestic / green: foreign theThe average national length ones. of stay Approximatel through domesticy 45% tourists runs changed through from 3.3 domestic days in 2009 gues to 2.9ts in and 2013, 55%whereas the average throughlength of stay foreign throughIn the guests. the years foreign This 2009, tourists development 2010 rose andfrom 2.2 2011 continuous days was in 2009 the into share2.3 2013, days of in as 2013. domestic the following tourists has been statisticThe main shows:internationalhigher tourismthan the incoming share ofmarkets the foreign in the region tourists Ptuj, whichJeruzalem–Ormož, turned in 2 Haloze,012 when Slovenske - for Gorice: the first

Germany time 15.1 % of recording the data - the proportion of foreign tourists is higher than that of Hotel Project Talum, Solvenia 24/60 Austria 14.8the % national ones. Approximately 45% runs through domestic guests and 55% Italy 13.9 % Hotel Project Talum,through Solvenia foreign guests. This development continuous in 2013, 23/60 as the following Netherlands statistic 11.6 % shows:

Radisson Blu Radisson Blu Hotel Project Talum, Solvenia 23/60 Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia

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Hotel Project Talum, Solvenia 25/60

Hotel Project Talum, Solvenia 25/60 Hotels in the surroundings Grand Hotel Primus Product definition Pot v toplice 9, SI-2251 Ptuj Slovenia Category: 4 stars Number of rooms: 119 rooms among 3 Luxury Appartements Product definition Hotel Rate Single Room: From € 102 According to the conclusion of the brainstorming the hotel and the complimenting buildings are located on the site Rate Double Room: From € 122 - € 136 close to the existing public outdoor pool side and within a large area of wood bordered by the railway track and the Rate Appartment: From € 166 - € 198 public road. The pool is out of service and should be demolished. F&B: Hotelrestaurant It is the overall goal to establish a fully operational hotel under an international brand with all necessary facilities (restaurants, bar, lounge, etc.) and a well designed and functional conference, meeting and event space built within À la carte Restaurant Primus a natural setting with additional lodges for family use or sport club members and a large spa/rehab/wellness facility. Klub Gemina XIII It has been agreed that the building bodies need to be properly located facing a direction as far away from major Konferenz- und Veranstaltungsräume: 2 Conference and 2 seminar rooms (1.273 m²) with daylight for up to 250 streets as possible in order to provide comfort and silence to the guest. Yet the entire complex has to have a sufficient Persons visibility from the main road in order to create a maximum of awareness. The Grand Hotel Primus is located in an area, where there are also: As the number of internationally branded properties is presently limited on the Slo-venian market and because a world- Terme Ptuj wide sales and marketing power paired with a strong reservation system is mandatory in order to successfully achieve Wellness Center the financial goals we have agreed that this project will be franchised with a brand linked to a globally operating hotel Hotels in the surroundings Thermal Water Park chain. As a brand we have selected “Radisson Blu”, a product by Rezidor positioned in the 4-star business category. It Apartments Ptuj is agreed that the hotel complex will also be operated in a second category serving the needs of families, members of Bungalows Ptuj sport clubs (training camp), etc. We therefore suggest to have the lodg-es positioned in a three-star segment. In addition the hotel name will contain a wording connected to its approach to sports, vitality and activity. The following parameters according to the space program (appendix 1) are the basis for the economic and financial Hotels in the surroundings calculations for the hotel operation, subsequently resulting in a competitive lease proposal.

Rooms Grand Hotel Primus The total and maximum number of rooms shall be 170 keys. 60 units are standard rooms (4-star) with 26 m² net usable space including the toilet and bath facilities in one Pot v toplice 9, Grand Hotel Primus separate and closed room located in the main building. Baths have shower and according to local customs a bidet-like Pot v toplice 9, cleaning equipment. It has to be decided as to how many rooms should be equipped with a bath tub instead of a SI-2251 Ptuj shower. We suggest a maximum of 20 % of the rooms. SI-2251 Ptuj Slovenia Slovenia 8 additional standard rooms are to be designed according to national regulations for facilities to cater for handicapped/disabled guests and should be wheelchair ac-cessible. These rooms must have connecting doors to a regular standard room and be located close to an elevator or on the ground floor. The interior design will have to be in line with the standards and requirements of the chosen brand, yet it has to reflect the local flavor and typical atmosphere of the area. 6 Deluxe Rooms have a total of 33 m² each and provide a larger and more com-fortable living and working space. These rooms should have a bath tub and a bidet as a standard. They should be located in a more exclusive area on the different floors (i.e. facing the green, away from elevators). 4 Junior Suites with a total of 39 m² each and 2 Suites with 52 m² are to be de-signed to the high standards within this category in order to sell at a maximum rate. A maximum total of 20 Spa-Rooms/Suites with direct and quick access to the Wellness/Spa area and the central hotel facilities are to be planned with a size of 33 to 39 m². These rooms should primarily cater for singles and couples on holidays or a wellness break being equipped with a jacuzzi type tub and more personal interior decoration. All rooms Category: 4 stars should have either a terrace or a balcony facing the green. Number of rooms: 119 rooms

Radisson Blu among 3 Luxury Appartements Radisson Blu Rate Single Room: Vital & Sport Resort KidričevoFrom € 102 Vital & Sport Resort Kidričevo Slovenia Slovenia Rate Double Room: 28 From € 122 - € 136 29 Category: 4Rate stars Appartment: From € 166 - € 198 F&B: Hotelrestaurant Number of rooms: 119 rooms À la carte Restaurant Primus among 3 Luxury Appartements Klub Gemina XIII Konferenz- und Veranstaltungsräume: 2 Conference and 2 seminar rooms Rate Single Room: From € 102 (1.273 m²) with daylight for up to 250 Persons Rate Double Room: FromSonstiges € 122 - € 136 The Grand Hotel Primus is located in an area, where there are also: Rate Appartment: From € 166 - € 198 Terme Ptuj Wellness Center F&B: Hotelrestaurant Thermal Water Park À la carte Restaurant Primus Apartments Ptuj Bungalows Ptuj Klub Gemina XIII

Konferenz- und Veranstaltungsräume: 2 Conference and 2 seminar rooms

(1.273Hotel Project m²) Talum, with Solvenia daylight for up to 250 26/60 Persons Sonstiges The Grand Hotel Primus is located in an area, where there are also: Terme Ptuj Wellness Center Thermal Water Park Apartments Ptuj Bungalows Ptuj

Hotel Project Talum, Solvenia 26/60

Public areas

The lobby and entry area must be open, light-flooded and easily accessible from all parts of the hotel.

A focus has to be set on a unique, modern yet unobtrusive and elegant design that follows a long-term style. Colors are discreet, friendly and well-balanced. There can be a single eye-catcher such as a piece of art or a large chandelier. Other than that the furnishing has to be functional, of long-lasting materials and easy to arrange.

According to the architecture the entire interior design has to match the exterior in

Additionally, we suggest 70 units as lodge apartment types that could also be sold to long-staying guests, its overall layout. It should include a tribute to the local contemporary design Public areas 40 units with 52+ m² (sport families), 30 units with 60 +m² and a variation of luxury lodging for individual sport characteristics. professionals or directors, owners of clubs.. These rooms have to be designed to have them also let as regular hotel The lobby and entry area must be open, light-flooded and easily accessible from all parts of the hotel. rooms and according to the needs of the identified target groups (4 - 5-star). The lodges could be of a wooden A focus has to be set on a unique, modern yet unobtrusive and elegant design that follows a long-term style. Colors façadeThe and lodges built to couldthe standards be of for a woodensustainable façade construction and built(zero emission). to the standar This alsods counts for for sustainable the main building As theare discreet, lobby friendly is the and well-balanced. hallmark ofThere a can hotel be a single it has eye-catcher to reflect such as its a piece standard of art or a large and chandelier. ambition. The lodges could be of a wooden façade and built to the standards for sustainable yet theconstruction material has to(zero reflect emission). the higher category.This also Additional counts lodgesfor the are main required bui aslding service yet utilities the material DirectoriesOther than that and the signing furnishing has have to be to functional, be placed of long-lasting strategically materials and well easy to an arrange.d so is the reception construction (zero emission). This also counts for the main building yet the material All roomshas to and reflect lodging the are higher non – smoking, category. due to sport and vital product as well as national regulatives. deskAccording with the to the complementing architecture the entire rooms interior design (back-offices, has to match the porter exterior inand its overall luggage layout. Itroom). should include has to reflect the higher category. a tribute to the local contemporary design charac-teristics. TheThe lodges lodges could could Standard be be of of a a Rooms wooden wooden Sportsman façade façade and and built built to to the the standar standardsds for for sustainable sustainable

StandardAccordingconstructionconstruction Rooms to equipped national (zero(zero foremission).emission). regulations the disabled ThisThis and Sportsmanalsoalso law countscounts as many forfor theroomsthe mainmain as buibuipossldingldingible yetyetshould thethe materialbematerial non- As the lobby is the hallmark of a hotel it has to reflect its standard and ambition. Directories and signing have to be placed According to national regulations and law as many rooms as possible should be non- The strategicallydrive-way well andhas so tois the have reception a deskporte-corchère with the complementing (roof) rooms large (back-offices, enough porter to and protect luggage room).at least smokinghashas toto reflectreflectrooms. thethe higherhigherDeluxe category.category. Rooms Coach smoking rooms. two Thecars drive-way or a hascoach to have and a porte-corchère the outside (roof) entry large enough area to for protect arriving at least two or carswaiting or a coach guests. and the outside Junior Suite Director of the club entry area for arriving or waiting guests. AllAccordingAccording new and toto modern nationalnational technicalregulationsregulations equipment, andand lawlaw asas suchmanymany as roomsrooms flatscreen asas possposs TVsibleible shouldwithshould sufficient bebe non-non- All new and modern technicalSuite equipment, President/owner such of the as club flatscreen TVs with sufficient connectionssmokingsmoking rooms.rooms. for devices (camera, smartphone, USB-sticks, etc.), wireless highspeed connections for Wellness-Spadevices (camera, Suites smartphone, Sportsman wives, USB-sticks, families etc.), wireless highspeed LAN, touch control panels, sufficient sockets etc. are mandatory. Electronic has to be LAN, touch controlWellness-Spa panels, Suites sufficient Sportsman sockets wives,etc. are families mandatory. Electronic has to be intuitivelyAllAll new new to and and use modern modern and easy technical technical to maintain. equipment, equipment, such such as as flatscreen flatscreen TVs TVs withwith sufficient sufficient intuitivelyLodge-Apartment to use and easy (2-3 tobeds) maintain. Sportsman (individuals), families Guests both from outside or as residents should consider the Lounge / Bar as a place connectionsconnections forfor devicesdevices (camera,(camera, smartphone,smartphone, USB-sticks,USB-sticks, etc.),etc.), wirelesswireless highspeedhighspeed to go and stay. It should be easily accessible from inside the hotel, the hotels AsLAN,LAN, bedding touchtouch isLodge-Apartment controlcontrol an intensely panels,panels, (beds) discussedsufficientsufficientDirectors socketssockets topic of we etc.clubs,etc. have areare president/owners tomandatormandator furnishy. y. a llElectronicofElectronic roomsthe clubs, with hashas high-toto bebe As bedding is an intensely discussed topic we have to furnish all rooms with high- grounds (i.e. lodges) and the street. qualityintuitivelyintuitively box-spring toto useuse andand beds, easyeasy a goodtoto maintain.maintain. numberSportsman with (individuals) twin beds as required by clientele of quality box-spring beds, a good number with twin beds as required by clientele of All newdifferent and modern origin technical and target equipment, group such(i.e. assport flatscreen teams). TVs with sufficient con-nections for devices (camera, different origin and target group (i.e. sport teams). It has to be connected to the kitchen and could, therefore, serve for a “quick smartphone, AsAs bedding bedding USB-sticks, is is an anetc.), intensely intensely wireless highspeed discussed discussed LAN, topic topic touch we we control have have to topanels, furnish furnish sufficient a allll rooms rooms sockets with withetc. are high- high- mandatory. Electronic has to be intuitively to use and easy to maintain. breakfast” in the morning. qualityquality box-spring box-spring beds, beds, a a good good number number with with twin twin beds beds as as requir requireded by by clientele clientele of of AllAll rooms rooms need need to to be be equipped equipped with with energy energy saving saving devices devices and and li lighting,ghting, self- self- As beddingdifferentdifferent is an originoriginintensely andand discussed targettarget grouptopicgroup we (i.e.(i.e. have sportsport to furnish teams).teams). all rooms with high-quality box-spring beds, a good controlledcontrolled air-conditioning/heati air-conditioning/heatingng and and sprinklers sprinklers (only (only if if man mandatorydatory by by brand brand of of number with twin beds as required by clientele of different origin and target group (i.e. sport teams). law).law). 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Guests both from outside SampleThe or Lounge/Baras residents picture should with consider30/70 seats the Lohasunge to serve / Bar as thea place meeting point, place to relax, informal, stylish, innovative, with to go and stay. It shouldan international be easily accessible touch and from with inside some the kind hotel, of hu-morous the hotels appeal but not superficial. grounds (i.e. lodges) and the street. Guests both from outside or as residents should consider the Lounge / Bar as a place to go and stay. It should be easily Sample Sample rooms: rooms: Radisson Radisson Blu Blu Resort Resort Split, Split, Stockholm Stockholm It has to be connectedThe accessibleLounge/Bar to the kitchen from inside and with could,the hotel, therefore,30/70 the hotels serseatsve grounds for has a “quick(i.e. to lodges) serve and as the thestreet. meeting point, place to re lax, Radisson Blu Resort Radisson Blu Resort breakfast” in the morning. Bar Radisson Blu Chicago Split Stockholm It has to be connected to the kitchen and could, therefore, serve for a “quick break-fast” in the morning. informal, stylish, innovative, with an international touch and with some kind of SampleSample rooms:rooms: RadissonRadisson BluBlu ResortResort Split,Split, StockholmStockholm humorous appeal but not superficial.

Hotel Project Talum, Solvenia 30/60

Radisson Blu Hotel Radisson Blu Hotel Oslo Sotchi

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Radisson Blu Radisson Blu However,However, thethe designdesign standardsstandards ofof thethe latestlatest productproduct samplesample havehave toto bebe viewedviewed andand The all-day-dining has 150 seats and is equipped with a buffet station. A section with Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo HotelHotel Project Project Talum, Talum, Solvenia Solvenia 29/6029/60 amendedamended accordingaccording toto thethe needsneeds aandnd possibilitiespossibilitiesSlovenia providedprovided inin ththisis project.project. approx. 50 seats canSlovenia be separated with a partition from the rest of the restaurant in 30 order to be flexible31 with group and private service. The buffet will serve for breakfast, lunch and dinner additional to the a-la-carte service. It is centrally located HotelHotel ProjectProject Talum,Talum, SolveniaSolvenia 29/6029/60 in the restaurant, close to the kitchen and flexible for arrangements. The restaurant is designed to cater sufficiently for all conference and meeting Bar/Lounge Radisson Blu Basel luncheons and dinner as well for separate meals served for individual sport teams. Restaurant

The all-day-dining has 150 seats and is equipped with a buffet station. A section with approx. 50 seats can be separated with a partition from the rest of the restaurant in Hotel Project Talum, Solvenia 31/60 order to be flexible with group and private service. The buffet will serve for breakfast, lunch and dinner additional to the a-la-carte service. It is centrally located in the restaurant, close to the kitchen and flexible for arrangements. The restaurant is designed to cater sufficiently for all conference and meeting luncheons and dinner as well for separate meals served for individual sport teams.

Hotel Project Talum, Solvenia 31/60

The major room (450 m²) should be located in conjunction to the minor rooms with direct and wide enough access from outside in order to move large items (car, machinery, heavy products, etc.) for display into it. Its usage has to be as flexible as possible with large window front(s) (to be blackened out), technically fully equipped and dividable into at least three sections with easy to glide partitions.

Additional rooms as listed in the Space and Area Use Concept have to be allocated strategically well throughout that same floor with a sufficient foyer and break-out space and quick, easy and unobtrusive connections to the back-of-house areas.

The total conference and meeting area should not exceed approx. 1.200 m². The technical and hardware equipment has to meet international and state-of-the-art standards.

Wellness/Spa

The wellness/spa area with approx. 2.000 m² of space is directly linked to the hotel with easy access from the lift landing. The link must not be located in an area with OPTION: An additional Theme Restaurant with approx. 50 seats will serve solely from public traffic (i.e. lobby, reception, meeting rooms, etc.) in order to enable hotel Restaurantan a-la-carte menu and is designed more elegantly than the main restaurant in a guestsAdditional torooms enter as listed the in thespa Space reception and Area Usein Conceptbathrobes. have to Asbe allocatedmuch strategicallyday light well with throughout views that to the same floor with a sufficient foyer and break-out space and quick, easy and unobtrusive connections to the back-of- TheGrill-room all-day-dining or has Brasserie 150 seats and is style. equipped It with has a buffet an station. approach A section towards with approx. the 50 seats outside can be separated guests for greenhouse areas. as possible and access to terraces would be highly recommended. with a partition from the rest of the restaurant in order to be flexible with group and private service. The buffet will business lunch or private dinners in a warm and stylish ambience. The total conference and meeting area should not exceed approx. 1.200 m². The technical and hardware equipment serve for break-fast, lunch and dinner additional to the a-la-carte service. It is centrally located in the restaurant, close Guestshas to meet haveinternational free and entrance state-of-the-art to standards. the saunas, steam baths, gym, whirlpool, etc. to the kitchen and flexible for arrangements. Treatments (i.e. massages, cosmetic or therapeutic treatments) are with costs to TheSpecial restaurant focus is designed has to cater be sufficientlytaken on for theall conference connecting and meeting area lunch-eons between and thdinnere restaurant as well for separate and the Wellness/Spa mealskitchen. served for The individual service sport teams. area needs to be well designed to contain all the small those guests. An exclusive and high-quality appeal with sufficient space for quite The wellness/spa area with approx. 2.000 m² of space is directly linked to the hotel with easy access from the lift landing. Option:equipment, An additional cashier, Theme Restaurant dispensers with approx. and 50washing seats will serve facilities. solely from It an hasa-la-carte to menu absorb and ismost designed of the zones and recreational areas is necessary. The wellness/spa area will be operated by more elegantly than the main restaurant in a Grill-room or Brasserie style. It has an approach towards the outside guests The link must not be located in an area with public traffic (i.e. lobby, reception, meeting rooms, etc.) in order to enable noise originating from the kitchen and back-of-the-house areas in order not to a third party company. for business lunch or private dinners in a warm and stylish ambience. hotel guests to enter the spa reception in bathrobes. As much day light with views to the green as possible and access to terraces would be highly recommended. Specialdisturb focus the has dining to be taken guests. on the connecting area between the restaurant and the kitchen. The service area needs to be well designed to contain all the small equip-ment, cashier, dispensers and washing facilities. It has to absorb mostService of the stations noise originating have from to thebe kitchen strategically and back-of-the-house well located areas inin order the not restaurants. to disturb the dining guests. Service stations have to be strategically well located in the restaurants.

SampleGuests have pictures free entrance to the saunas, steam baths, gym, whirlpool, etc. Treat-ments (i.e. massages, cosmetic or therapeutic treatments) are with costs to those guests. An exclusive and high-quality appeal with sufficient space for quite zones and recreational areas is necessary. The wellness/spa area will be operated by a third party company. Treatment/Therapy/Rehab

In addition to the wellness area one of the USPs of the hotel is the approach towards sports of different kinds. Special In addition to the wellness area one of the USPs of the hotel is the approach towards attention has to be drawn to a well and profession-ally designed area for various treatments and therapies. There should RestaurantRestaurant Radisson Radisson Blu Berlin Blu Berlin, Sotchi Restaurant Radisson Blu Sotchi sportsbe an indoor of pool different large enough kinds. to serve for Special rehabilitation attention and therapy has purposes. to Different be drawn treat-ment to rooms a must well be and professionallyavailable to cater for thedesigned needs of sportsarea teams for (i.e.various bringing treatments their own therapists), and individuals therapi whoes. spendThere a recreation should be The terrace terrace facing facing the gardens the needs gardens to create needs a demand to to create go to both a demandfor dining as towell go as forto coffee both in forthe spring/dining as holiday or are in “soft” rehabilitation. summerwell as season. for coffeeAs the period in theof warm spring/summer weathers in limited inseason. this area theAs terrace the shouldperiod be equippedof warm with weathers a sliding in Entrances to both operations have to be separated from each other whilst hotel guests should be enabled to enter rooflimited to cover in it thisand turn area it into the a kind terrace of conservatory should (only be if equippedpossible by architecture with a slidand feasible).ing roof to cover it and Hotelthis area Project through Talum, the wellness/spa Solvenia area at addi-tional cost/charges and upon appointment. 33/60 Conferenceturn it into a kindand Meetingof conservat facilitiesory (only if possible by architecture and feasible). Multi-functional training hall

It has agreed upon that the area of Kidričevo lacks sufficient space for conferencing, meeting and product presenting/ As an additional option we have looked at such a hall to enable own and third party cooperation partners to conduct Conference and Meeting facilities exhibition catering for more than 200 persons and that there is a demand for such a facility connected to a hotel. various indoor training sessions, vitality and well-ness/recreation programs. It is complementary to the new sporting

The conference and meeting center is located in a separate building on the hotel grounds, closely linked to the main hall and should be an add-on to the facilities already existing. building,It has theagreed ground uponfloor and that the room the floors.area Distances of Kidričevo to and from lacks the supply sufficient areas have space to be shortfor andconferencing, efficient. Located close to the Spa area in order to use its facility and equipments the training hall should also be accessible Thismeeting complex and is vital productfor the success presenting/exhibition of the hotel and needs defined catering attention infor order more to meet tha then needs 200 and persons demand and from the outside for non-hotel and non-spa users. It can also serve for multi-purpose local events (cinema, community gatherings, bazaars, etc.). ofthat the focusedthere clienteleis a demand identified. for Both such business a facilitymeetings connectedas well as sports to related a hotel events. and seminars should be Its functionality and necessity has to be economically assessed during the forthcoming period of defining the hotel conducted at high levels. The major room (450 m²) should be located in conjunction to the minor rooms with direct and wide enough access complex. fromThe outside conference in order to andmove large meeting items (car, center ma-chinery, is locatedheavy products, in a etc.) separate for display into buil it.ding Its usage on has the to be hotel asgrounds, flexible as possibleclosely with linked large window to the front(s) main (to be building, blackened out),the technically ground fully floor equipped and and the dividable room into floors. atDistances least three sections to and with from easy tothe glide supply partitions. areas have to be short and efficient.

This complex is vital for the success of the hotel and needs defined attention in order to meet the needs and demand of the focused clientele identified. Both business Radisson Blu Radisson Blu meetings as well as sports relatedVital & Sportevents Resort and Kidričevo seminars should be conducted at high Vital & Sport Resort Kidričevo levels. Slovenia Slovenia 32 33

Hotel Project Talum, Solvenia 32/60 Summary of the proposed capacities Why Radisson Blu by Rezidor? The Rezidor Hotel Group offers world-class hospitality through world-class hotel brands designed to best meet the According to the Program of Space and Area Use Concept we propose the following capacities for an economically needs of every type of guest: feasible hotel operation catering for the demand iden-tified. • Business travelers who seek ultimate functionality and service to make their business more effective and successful Area Description Number/Seats m² m² • Vacationing families who simply want a good hotel experience at affordable rates in a fresh and clean hotel Accommodation: Standard Rooms 60 26 1.560 • Sophisticated, contemporary travelers seeking the ultimate in high-end luxury at a world-class hotel and spa. Standard Rooms Every Rezidor guest is guaranteed a consistent standard of service at every hotel or resort in all areas of operations. equipped for the disabled 8 26 206 And each distinctive Rezidor brand is carefully positioned, both in the company's broad portfolio and in its own global Deluxe Rooms 6 33 198 competitive set - to create the right market dynamic. The opening of every new hotel helps carry the torch of individual Junior Suite 4 39 156 brand identity another step further. Suite 2 52 104 Wellness-Spa Suites 15 33 495 The Radisson Blu brand is meticulously and strictly defined (yet RIMC is flexible within the parameters): the brand Wellness-Spa Suites 5 39 195 manuals and other detailed identity collateral ensure strict brand control, guard against brand confusion and ensure Lodge-Apartment (2-3 beds) 40 52 2.080 a consistent guest experience. Regular quality assurance inspections follow up on individual hotel compliance. And Lodge-Apartment (4-6 beds) 30 60 1.800 audits include hotel visits to monitor quality and performance, ac-cording to pre-defined service criteria. Total Accommodation 210 6.794 Rezidor/Radisson Blu also has a defined set of core values and graphic guidelines at corporate level the brand. The Food & Beverage Outlets: Restaurant Area 1 (incl. Buffet) 60 90 multi-brand sales, marketing and communication team cross promotes the different brands through various types of Restaurant Area 2 40 72 effective tools, including: Theme Restaurant 50 100 • Brand portal Lounge / Bar 100 215 • Group Intranet Terrace 100 200 • Corporate and hotel brand websites Total F&B: 350 677 • Corporate presentations • Annual Reports Conference: Conference/Ballroom 1a-c 300 450 • Hotline, The Group Magazine Conference 2a-b 136 200 • Global Radisson Hotel Directory Break Up Rooms (2) 60 120 • Global Park Inn by Radisson Directory Board Room 17 50 • Radisson Blu Short Breaks Magazine Total Conference: 513 820 • Online meeting facilities directory Multi-purose sports hall (tbd) 400 (Approx.) • Multi-brand brochures for Revenue Generating Activities, Business Develop-ment, People Development, Wellness/Therapy 2.000 Purchasing Services, and other fields Parking units 150 (Approx.) • Trade Fairs, Shows and other industry events Total Net Surface Hotel:* 10.691 m² • Annual Business Conferences *obove ground • Corporate videos The Radisson Blu brand shares a positive Yes I Can! service attitude, with a strict focus on safety and security for both guests and employees. This forms the founda-tion of its company's strong commitment to the environment, local community and the award-winning Responsible Business program. Positioning of the Hotel Sales & Marketing In EMEA, Rezidor have over 100 sales specialists in its global and national/regional sales organisations. To further develop Brand Proposal „Radisson Blu“ and foster inter-theatre production in all segments, Rezidor has expanded through Carlson its sales organisation to RIMC is a strategic partner to Rezidor operating several hotels under a cover the Amercias and Asia Pacific. Globally, there are 200+ people to drive revenue. Rezidor brand. A strong brand and marketing power in combination with • Rezidor’s worldwide distribution system includes one of the strongest sales forces in the world, with more than 250 proven high standards and quality staff trainings gives us confi-dence sales representatives and 200 reser-vation agents in 15 Global Sales Offices, along with 4 Reservation Centres - in that we can position the projected hotel on-top of the competition with Omaha, Dublin, Delhi and Meishan - and strong synergies with Carlson Wagonlit travel, the world's leading travel a long-term value for the investor. management company. www.radissonblu.com • Rezidor handled over 850 key and service accounts in 2010 - as well as 40 leisure accounts, accounting for 9,500 hotel Radisson Blu Hotels & Resorts are first class, full service hotels combining a stylish and contemporary approach to design RFP's. with a culture of innovative thinking, developed to meet the very specific needs of its guests.

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 34 35 • Its focus on Meetings, Incentives, Conferences and Events (MICE) Business has generated an average annual increase in • The Nordics and Rest of Western Europe generated a lower RevPAR growth based on a combination of the Easter revenue of around 25% since 2004, reaching € 100 Mill. in 2010 - with € 115 Mill. targeted for 2011. Rezidor was present and related holidays plus soft RevPAR developments in Denmark, Sweden, Switzerland and the Benelux due to at more than 200 events throughout Europe and the Middle East during 2010. lower demand. • Norway and the UK had the most positive RevPAR developments linked to de-velopments in the leisure segments. E-Commerce • The group signed five new hotels with over 1,000 rooms and opened five properties with 940 rooms in the first • www.radissonblu.com was fully re-designed in 2009, followed shortly by the new-look www.parkinn.com in 2010. quarter of 2013. Both offer one global domain (.com) and national domains to increase the regional brand awareness and support • At the end of Q1 2013, Rezidor's operating portfolio comprises 338 hotels with over 74,000 rooms in 56 countries re-gional specific content. across Europe, the Middle East and Africa. • A powerful e-distribution approach secures a strong and growing online pres-ence in search engines via search engine Source: Rezidor optimization (SEO), search engine marketing (Sem), affiliate marketing and pay per click (PPC) networks. • Rezidor's agreements with online travel agents (OTAs) and other e-commerce partners (global and regional) enable all hotels to benefit from an increased presence online, targeting a wider customer audience and driving more room nights. • Club Carlson, Rezidor’s loyalty programme, has more than 10 million members worldwide. www.clubcarlson.com • Look to Book is Rezidor’s dedicated loyalty programme for travel agents. It al-lows members to earn points that can RIMC be redeemed against a wide range of rewards. The scheme provides targeted marketing communications to a data- Sales and Marketing Activities base with 30,000 active members in more than 100 countries. Specific and innovative marketing as well as proactive selling are key success factors for every operation. Every market- • Medallia guest satisfaction tracking gives up-to-date feedback on guest satis-faction and the ability to resolve any ing activity is adjusted to the characteristics of the location and the surroundings and the respective Unique Selling issues promptly. Points (USP’s). • Rezidor creates tailor-made offers for hotel marketing, based on customer segmentation and profiling. A monthly plan of activities for each year assures that each target group is informed, approached and attended in order to achieve long-term customer loyalty. These activities include personal contacts and visits, mailings, press releases,

Rezidor’s marketing strategy is supported by: adverts, trade fair visits, etc. • Advertising The local market is an important component for a successful positioning of the prod-uct. The citizens and authorities • Integrated marketing campaigns in the close surroundings need to accept and support the hotel. The General Manager and the operating company are • The web responsible for creating a positive image by organizing open house presentations, offering special rates for employees • Direct marketing of nearby companies, support of local events, etc. Strategic partnerships include: Strategic partnerships include: • British Airways Executive Club • British Airways Executive Club • Lufthansa Miles & More • Lufthansa Miles & MoreLocal Sales • SAS Scandinavian Airlines • SAS Scandinavian Airlines • United Mileage Plus • United Mileage PlusDirect contact between hotel employees and the guests shall always be of highest importance. Sales conversations • Delta Skymiles • Delta Skymiles are conducted primarily by the general manager, the reservation manager and the front desk manager. • Emirates Skywards • Emirates SkywardsPrerequisite for continuous and professional selling in the local area is a sales de-partment. To generate business the • Flying Blue (KLM, Air France) • Flying Blue (KLM,sales Air employees France) need to care for the customers in their database and to acquire new customers in the local area. Non-airline partners include VISA, American Express and MasterCard. Every RIMC International sales representative or sales manager in each hotel will sell all other properties. Non-airline partners include VISA, American Rezidor Hotel Group Express and MasterCard. • Rezidor's revenue was in line with last year, but was negatively impacted by the timing of Easter, estimated at €7m.

• Revenue for leased hotels decreased by 1.4%, while fee revenue was up 13.6% as a result of the strong RevPAR National Sales Rezidor Hotel Group development in Eastern Europe, the Middle East and Africa. The RIMC International sales and marketing department is responsible for national sales. With this method guest groups • All four geographic segments reported RevPAR growth in Q1 over last year. The strongest development was seen • Rezidor's revenue was in line with last year, but wascan negativelbe lead directlyy impacted towards theby RIMC hotels. The sales force of RIMC International works continuously on acquiring in the Middle East and Africa region, as travel continues to return to most of the countries suffering from unrest, the timing of Easter, estimated at €7m. new business for the hotels. Instruments to generate new business at national level are: combined with strong RevPAR growth in Saudi Arabia, South Africa and the United Arab Emirates. • Revenue for leased hotels decreased by 1.4%, while• Presence fee in revenue all important was international up trade shows such as ITB, GTM, RDA, STB, IMEX TUR Göteborg, etc. • Eastern Europe continued to show strong improvements in RevPAR with the Baltics,13.6% Russia asand a Poland result all of having the stronga RevPAR development in Eastern Europe, the • implementation of sales flashes (sales action with several sales manager who work at the same time positive first quarter. Middle East and Africa. (max. one week) in the same market in order to inform as many customers in the shortest time from a new All four geographic segments reported RevPAR growth in Q1 over last year. • hotel offer) The strongest development was seen in the Middle East and Africa region, as Radisson Blu travel continues to return to most of the countries suffering from unrest, Radisson Blu Vital & Sport Resort Kidričevo combined with strong RevPAR growth in Saudi Arabia, South Africa and the Vital & Sport Resort Kidričevo Slovenia United Arab Emirates. Slovenia 36 37 • Eastern Europe continued to show strong improvements in RevPAR with the Baltics, Russia and Poland all having a positive first quarter. • The Nordics and Rest of Western Europe generated a lower RevPAR growth based on a combination of the Easter and related holidays plus soft RevPAR developments in Denmark, Sweden, Switzerland and the Benelux due to lower demand. • Norway and the UK had the most positive RevPAR developments linked to developments in the leisure segments. • The group signed five new hotels with over 1,000 rooms and opened five properties with 940 rooms in the first quarter of 2013. • At the end of Q1 2013, Rezidor's operating portfolio comprises 338 hotels with over 74,000 rooms in 56 countries across Europe, the Middle East and Africa.

Source: Rezidor

Hotel Project Talum, Solvenia 39/60 • preparation and implementation of sales meetings with all local sales manager and sales representatives (4x per year) E-Commerce • Preparation of promotional materials such as RIMC hotel directories, tours and groups catalogues, etc. The e-commerce market is gaining importance in the hospitality industry. For profes-sional e-commerce management • Targeted mailing and advertising campaigns are conductes by RIMC International it is necessary to analyze every possibility for gen-erating revenue, for increasing name recognition and, if applicable, • Central reporting implement it. Inter-, intra-, and extranets offer great opportunities that have to be utilized. Primar-ily on a global basis The combination of local and national sales linked with the international franchise partner result in desired synergies. electronic distribution channels are a growing market for the hospitality industry. Hence, the RIMC hotels are able to set up a per-fect sales structure. E-Marketplaces and International Sales / Integration of a Online Reservation Systems Marketing-Corporation An ideal and up-to-date presence on various e-marketplaces and online reservation systems is very important. Further- Furthermore, international market segments need to be guaranteed by the franchise partner. An international distribu- more, daily market-driven prices need to be of-fered and rooms need to be bookable at this price. Besides offers on the tion system is integrated to get hold of international markets. Based on this integration and on the RIMC philosophy conventional online reservation systems (HRS, hotel.de, Booking.com, Expedia, etc.) other plat-forms that attract broader the proper name of the hotel is linked with an international brand. target groups (eBay) or other segments (kurz-mal-weg.de, kurzurlaub.com) have to be determined. Additionally, the The integration of various distribution systems of an international hotel brand allows marketing the location and the hotel has to coop-erate with the regional tourism organization. The F&B outlets can be marketed by selling electronic hotel on a world-wide basis; additionally, the hotel will be listed in the directory of the hotel chain. vouchers via the hotel website or via table-booking websites, e.g. www.bookatable.de. Moreover, RIMC International expects the franchisor to guarantee occupancy of at least 10% - 15% of the total occupancy. These guests will be generated via the franchisor´s booking system. Based on experiences, this value can be expected to duplicate as some guests that are looking for an international hotel group may also book via other booking engines. Search Engines

The best listings in internet search engines such as Google and Yahoo need to be guaranteed. It can be achieved by continuous improvement and amplification of the meta-name in the source code of the website. Various search engines Website provide an additional tool to register the website´s name. A high search engine ranking promises a high number of clicks and, thus, increases the proportion of potential guests. Today, a website is the most important information medium for customers. It is a contemporary and necessary sales tool. The hotel presents itself with a website which is linked with the RIMC International website and needs to have an individual domain address. The guest is also the centre of the virtual world. Consequently, it is crucial to offer a user- friendly, well-arranged and appealing user interface. Online Advertisement To assure up-to-date offers and information the front-desk and reservation depart-ment has to work continuously on the content of the website. There are many different ways to promote the range of hotel offers on the internet. By promoting special offers with the help of banner-ads or pop-ups on selected pages (booking.com) the number of bookings can be increased. Another opportunity to increase the clicks on the website offers Google Adwords. Nevertheless, the publica-tion of online- or GDS system banner ads are carefully planned and tailored to the market de-mand.

The central reservation system of the international hotel chains allows access to all major GDS systems (Amadeus, Galileo, Sabre, Worldspan). E-Mailings Nowadays, GDS systems are of great importance. This link is essential, especially for the cooperation with travel agencies and tour operators. In addition, large companies have their own travel agencies and are able to book accommodation E-mailings are a contemporary sales tool which allows the direct distribution of current offers. In contrast to the “tra- with their com-pany rate directly via the GDS system. ditional” letter mailings, e-mailing can be realized with a less staff and costs. Here, potential guests can be addressed The listing on various third-party-websites is also assured. Furthermore, the hotel can be booked via different interna- and attracted directly. tional booking portals and online reservation services, which have a link to the GDS systems. A particular advantage is that the rates and allotments are maintained on the part of the hotel via a connection to the front office system. This information is then transmitted to all connected booking engines.

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 38 39 Since 2011 the RIMC International cooperates with several magazines. The RIMC hotels get promotional articles and Tourism Office “pays” with accommodation vouchers.

A close cooperation with the local tourism agency is aspired. The hotel will participate in various sales activities, such as print materials (hotel catalogues), trade fairs and exhibitions, etc. The aim needs to be the integration into the reservation system on the tourism websites, to generate bookings on the basis of adequate reservation forms. Social Media Additionally, there are numerous print materials that support touristic distribution. Particularly in the target-group specific media the participation of the hotel is manda-tory. As well as the distribution channels of the hotel industry, the hotel product must also provide to the Internet revolu- It is essential for the hotel to create a professional performance together with the city in the context of a coherent tion and accept the challenges. The period of social media began under the heading of "Web 2.0", the exchange of tourism concept in the entire local media. information in social communities. The communication is dialogue-driven, user get no longer information only from companies, but also by other users. The communication is active, personal and networked. The field of social media offers a variety of channels. The important key roles for the hospitality industry are for example communities such as Facebook, Twitter, LinkedIn, and YouTube, your blogs, podcasts, news feeds and review sites. Social media newsrooms Tour Operators offer the opportunity to consolidate all the information of the different channels. It is very important for communication through these channels to generate trust through loose handling of its users Various well-known travel agencies offer opportunities for promotions, such as joint mailings or information in the and to provide them with a real benefit. Virtual customers want to read social content and would like to have a personal computer-reservation-systems. approach on the website. Nevertheless, most hotels and restaurants are still present on the inter-net advertising and Various listings in several catalogues of well-known and powerful tour operators are possible. Using synergies offer very technical. broad possibilities to include entries in brochures for national travelling, cultural travelling, sports travelling and many In addition, a skilled cross-media linking in all social media activities is recommended (for example, on its own website, more. In Europe, there are a lot of tour-operators specialized in this type of travel. It is crucial to acquire contacts and to in conjunction with offline blocks such as print, radio, etc.). establish valuable partnerships. For example with TUI, Thomas Cook/Neckermann Reisen, ITS, DERtour and many more. The tour operator Thomas Cook/Neckermann Reisen will sign a partner contract with RIMC International. This agreement would be a win-win situation for both companies. Partner hotels are marketed on behalf of the travel agency with a commission and are included in every marketing activity of the tour operator. Thomas Cook guaran-tees a minimum Hotel review sites occupancy if an exclusive contract is signed. Review sites give each guest the opportunity to be a mystery checker and are one of the most relevant characteristics for the hospitality industry. In closed systems such as Booking.com, HRS, Hotel.de, Expedia may review only those who have booked through the system. Open systems such as Trivago, TripAdvisor or HolidayCheck offer each and Conference Organizer everybody to evaluate the hotel independently. Especially search engines giant Google is currently on the rise with the information service hotspot in conjunction with Google Places. Advantages of review sites are a target group ap-proach, Conference organizers, PCOs (Professional Conference Organizer) and event depart-ments in companies are important cost-effective marketing through references and customer loyalty through an active online complaint management. sources for this segment. The hotel needs to position itself perfectly through personal contacts and visits as well as However, these systems also face risks for example unjustified reviews, damage to reputation, etc. through entries in listings and catalogues. Links need to be created here as the internet, as a source of information, is For the hotel it will be mandatory dealing proactive with the review sites and the right communication strategy. Each becoming increasingly important. guest should be invited to submit an evaluation (both online and in person at check out), since normally the positive Since the local market alone does not generate a sufficient number of bookings, a strong national acquisition is nec- reviews in well-managed companies will outweigh the negative ones. If a negative evaluation will be in the system, essary. Due to the wide range of offers in the hotel itself and the proximity the location is very interesting for event prompt action is needed with clear messages. There is also the possi-bility to resort to benchmark tools that create a agencies. Especially company incentives are an important market for the hotel. Companies that arrange incentives for complete and independent view of all evaluations of their own and competitors' house. their employees are looking for special products. In particular, team-building is of great importance in this context. Other Activities Public Relations • Systematic contacting of local businesses and inhabitants, Professional public relations are one of the most successful distribution channels to establish a product in the market. • Various packages (seasonal offers, etc.), As the increasing number of print- and television media depends on interesting stories and insights, the hotel can • Close cooperation with local partners and use of joint sales activities, distribute its ex-traordinary product via this distribution channel with a great chance for success. • Specific targeting of golf players The hotel needs to inform the public with press releases (local as well as regional) about various activities, programs, and events on a regular basis in order to win attention. Additionally, national magazines in target-group-specific media have a high potential to generate numerous bookings.

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 40 41 Introduction and Basis of Assumptions Economic Projections/Forecast On the basis of our evaluation of the proposed hotel, and the findings relative to the indicated market demand based on the projections made, we have prepared state-ments of estimated annual operating results for the project. All revenues and expenses have been classified as recommended by the American Hotel and Motel Association using To develop financial estimates for the first ten years of operation, an estimate was first made of annual operating results the Uniform System of Accounts for Hotels (USALI). that could be achieved with competent man-agement of RIMC and an international brand such as Radisson Blu in a In conformity with this system of account classification, only direct operating ex-penses are charged to operating representative or stabilized year in 2021, based on 2014 value EUROS. From this basis, assumptions regarding inflation, departments of the hotel. Overhead items applicable to the entire operation are classified as “Undistributed Operating start-up periods, and rates of demand capture were made to derive the statement for period January 1, 2016 through Expenses” and include such expenses as administrative and general expenses, management fees, marketing, property December 31, 2025. operation and maintenance, and energy costs. Our following estimates were, in part, based on analysis of the actual results of simi-lar business/leisure hotels in operation. Revenue and expense projections have been prepared, where appropriate, by means of comparison with actual operating results of other hotels with similar facilities to reflect the economies of scale that will be achieved in certain operating departments. Where necessary, estimates were further revised to reflect the unique characteristics of the Slovenian market and the Business Mix project. Since these estimates are based upon assumptions regarding circumstances and events that have not yet occurred, Based on the research and key findings as well as RIMC’s own projections as well as the defined parameters of the they are subject to potential variation. According-ly, we cannot provide any assurances that the estimates will be project we anticipate the following business mix for the hotel: representative of the results that will actually be achieved during the projection period. Projected Business Mix Management and Marketing Share base 2013 Double Occupancy Discount on Rack Rate RIMC in cooperation with Rezidor assumes the importance of effective marketing and would therefore commit the Rack Rate/FIT 10% 2,0 0% necessary funds and personnel to successfully penetrate the market for the projected hotel. The marketing would Inflation Local Corporate Rate/Business 15% 1,00 18% include a strong pre-opening sales effort and an aggressive, flexible continuing program that could adjust rapidly to Meeting & Conference 20% 1,00 15% market fluctuations and cycles, and effectively tap the sources of demand relevant to the subject market area. Packages 5% 2,0 10% To portray price level changes, we have assumed a 2,5 % annual inflation rate over Groups (Sports, Recreation) 40% 1,80 20% the entire projection period as of the fifth year of operation. This rate reflects the Inflation Specials 10% 1,80 25% current long-term outlook for the future movement of prices. Historical national To portrayinflation price level rates changes, as measured we have assumed by the aConsumer 2,5 % annual Price inflation Index rate (CPI) over the are entire as detailed projection in period the as of the fifth yearfollowing of operation. chart. This rate reflects the current long-term outlook for the future movement of prices. Historical national inflation rates as measured by the Consumer Price Index (CPI) are as detailed in the following chart. Target Groups

Accommodation: • Business guests and partner from the local corporate market of the companies in Kidričevo for example TALUM, BOSMARK and the other 350 companies • Business traveler of companies from the nearby business centers Maribor and Ptuj • Participants in conferences / meetings / seminars / trainings • Participants and contributors of urban events • National and international Football teams from around the world • Sport tourists from different branches: • Professionals e.g. Soccer, Volleyball, Basketball, Handball, Athletics, tennis, dance, shooting, beach volleyball, table tennis, rowing, jet (see attached program) • Cycling (see attached program) Our assumption of an annual 2,5% inflation factor is intended only to portray an expected average long-term trend in • Hiking (see attached program) cost increases over the projection period rather than a single point in time. • Water sports It should be noted that inflation is caused by many factors, and that unanticipated events and circumstances may • Golf (see attached program) affect theOur forecasted assumption rates. Therefore, of an annualthe operating 2,5% results inflation computed factor over is the intended projection o nlyperiod to may portray vary from an those • handicapped people from all sport branches (see attached program) actually achieved.expected average long-term trend in cost increases over the projection period rather • Team building (see attached program) than a single point in time. • Nature lovers, who want to explore the region (wine countryside, etc.)

It should be noted that inflation is causedRadisson byBlu many factors, and that unanticipated Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo events and circumstances may affect the forecasted rates. Therefore, the operating Slovenia Slovenia results computed over the projection period may vary from those actually achieved. 42 43

Hotel Project Talum, Solvenia 48/60 • Families from Projection of income and expenses year 1 to 10 • Domestic tourists, who spend their holidays at Kidričevo (figures may be reasonably rounded) • Bus tourists and clubs 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Conferences and meeting sector Days opened 365 365 365 365 365 365 365 365 365 365 Net Renevue in T € 3.730 4.179 4.549 4.964 5.315 5.423 5.533 5.646 5.761 5.878 • International and nationally based companies looking for a centrally located venue with excellent infrastructural Share of lodging / in % 67 67 67 67 67 67 67 67 67 67 connection Share of F&B in % 32 32 32 32 32 32 32 32 32 32 • Surrounding companies in the region Ptuj-Jeruzalem, Ormož-Haloze-Slovenske Gorice Salaries/wages/ • Industry and business associations labor cost in % 37,7 34,5 33 31,9 31,5 31,6 31,8 31,9 32,5 32,7 • Training and further education institutions Average occupancy in % 54 58 61 65 68 68 68 68 68 68 • Service companies and public bodies Net Average • Incentive and teambuilding organizers Daily Rate in € 75 78 81 83 84,66 86,35 88,08 89,84 91,64 93,47 GOP Gross Operating Catering and events: Profit in T € 1.300 1.548 1.819 2.048 2.173 2.217 2.233 2.250 2.250 2.261 • Hotel guests GOP of revenue in % 34,8 37 40 41,3 40,9 40,9 40.4 40 40 40 • Individuals and Visitors GAP/Cashflow in T € 1.208 1.426 1.664 1.829 1.940 1.950 1.962 1.973 1.960 1.973 • Business guests (Business lunch) of the surrounding companies GAP of revenue in % 32,4 34,1 36,6 36,9 37,5 37 36,5 35 34 34 • Sport groups (football team, etc.) • Tourist groups • Participants of meetings and events Classifications for the projection • Lovers of good cuisine Departmental Revenues & Expenses Projected Average Occupancy and Room Rate Rooms Our analysis indicates that the proposed 170-unit Hotel would be capable of attaining an occupancy rate of 65 % (on Projected Occupancy and Room Rate 2017 to 2021 average) over its economic life. 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 In calculating the annual average daily room rate per occupied room attainable during the first five years of opera- Ø Occupancy in % 54 58 61 65 68 68 68 68 68 68 tion, we assumed that the market segmentation of accommodated room night demand would not vary enough to substantially affect the rate of any one year over the period of our estimates. Inflated annual average daily room rates Ø Net ADR in € 75,00 78,00 81,00 83,00 84,66 86,35 88,08 89,84 91,64 93,47 for the proposed hotel are presented in the following table. In accordance with the format of the Uniform System of Accounts for Hotels, and on the basis of comparable operating statistics of other group oriented hotels in the Balkan region, we have estimated rooms departmental expenses for the Gross Rack Rates, 1. Year of Operation representa-tive year of operation at 14,4 % of rooms revenue. Rack Rates (incl. of breakfast and VAT), 1. Year of Operation Food and Beverage Definition Rate Single* Rate Double Our estimates of food and beverage revenues were prepared on the basis of histori-cal operating results of similar hotel properties with a comparable mix of facilities and demand, and the particular operating characteristics that we Standard Rack Rate € 87,00 € 104,00 expect the hotel’s food and beverage operation to exhibit. Deluxe Room Rack Rate € 107,00 € 124,00 We have estimated food and beverage revenue to account for approximately 32% of total revenue in a representative year. Lodge-Apartment 1 Rack Rate € 97,00 € 114,00 Food and beverage expenses are estimated to be 66 % of food and beverage sales for the representative year. This Lodge-Apartment 2 Rack Rate € 127,00 € 144,00 includes the cost of food and beverages consumed, and other expenses incurred in the food and beverage operation, Wellness-Spa Suites Rack Rate € 127,00 € 144,00 including salaries and wages, associated employee benefits, china, glassware, tableware, and uniforms. In addition, it Junior Suite Rack Rate € 147,00 € 174,00 includes directly allocable expenses such as laundry and operating supplies for the food and beverage operation. As a Suite Rack Rate € 257,00 € 284,00 result of fixed costs, departmental expense ratios are higher during the initial years of our projection, when occupancy * Double Room for single use levels are lower.

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 44 45 Telephone/Internet/WLAN Property Operation and Maintenance Telephone revenue is estimated at approximately € 0,50 per occupied room for the 5th year. This estimate is based on Property operation and maintenance expenses have been estimated on the basis of actual operating expenses (2014 achieved revenue at hotels with a comparable mix of business. Yet it is to be considered that such telephone and media value EURO) incurred by conference hotels of similar size and quality. We estimate a current value cost of 3 % of total revenue may has to be fully compensated with other revenue as they may not be achievable due to complementary revenue in a representative year of operation. usages. Telephone departmental expenses are estimated at 100% of telephone revenue in a representative year of operation, Energy based on the operating results of comparable prop-erties. The energy costs to operate the proposed hotel have been estimated on the basis of the proposed facilities and current expenditures by similar properties. For the 5th year, energy costs are estimated to be € 265.000, resulting in a 5% Rentals and Other Income ratio to total revenue. Additionally, we calculate the wages and salaries for the engineers and technicians of € 75.000. Income and revenue from the car parking has been estimated at € nil, assuming that all 150 parking lots are free of charge. Base Management Fee Wellness &Therapy The base fee is a percentage of the hotels total revenue paid to cover management costs, all operative work by RIMC We have taken several amounts from the ADR as a direct cost from the rooms reve-nue for the usage of this area which International and its head office departments. We have calculated 4% of the total revenue for the base management fee. totals to € 912.000 or 17,2 % of revenue. As stated in the programs attached to this pamphlet we have to take a share of € 5,00 to € 10,00 per person from the total gross income from each person for the usage of both the wellness and Fixed Charges the therapy/recreation facilities. In addition individual guests (i.e. using the Spa-Suites) will contribute to the revenue with treatments and health programs. Real Estate and Property Taxes, Building and Contents Insurance It has to be decided as to what extent third party partners (trainers, coaches, etc.) will contribute to and benefit from Taxes and insurances have been assumed at € 74.000 for this property. the cooperation which needs to be defined. Other Fixed Expenses This line item includes expenses for equipment rental, contractual services, laundry service, and other miscellaneous charges associated with the operation of a confer-ence hotel. In the 5th year, this line item is estimated to be approxi- Undistributed Operating Expenses & mately 14,5 % of total revenues. Fixed Charges Reserve for Replacement Operating expenses that are not chargeable to a particular operating department are presented as undistributed In the 6th year of operation, a reserve for replacement of furniture, fixtures, and equipment has been estimated at 3,5 operating expenses, in accordance with the Uniform System of Accounts for Hotels. These expenses were based on % of gross revenue, which amounts to approx. the operating results of comparable hotels and benchmarks. € 190.000. Administrative Administrative and general expenses presented are based on operating results of comparable hotel properties. This expense category includes the salary and wages of the general manager’s office staff, the accounting office staff, cash Salaries/Wages, Labor cost overages and shortages, credit card commissions, bad debt expenses, data processing, executive office expenses, general and liability insurance, professional fees, and travel. An amount of € 250.000 (2014 value EURO) in a representative year is deemed sufficient to cover administrative and general expenses. Salaries, Wages, and Bonuses Marketing Contract labor is included in Salaries, Wages, and Bonuses. RIMC recommends a relatively aggressive marketing campaign for the proposed hotel with conference center in its Payroll-Related Expenses initial years to effectively penetrate the market. We have estimated a marketing expense at € 430.000 in a representative year (2014 value EURO). This is equal to 8 % of total revenues in a representative year. Supplemental pay such as vacation pay, sick pay, and holiday pay, compulsory in-surances are included in Payroll- Related Expenses. Franchise Fees In our projections we have made a 17 % addition to the monthly wages to cover all Payroll-Related Expenses. The total Labor Cost and Salaries amount to € 1.670.000 in the 5th year of operation which results in 31,5 % of the total Overall fees representing 6% of gross rooms revenue have been deducted in antici-pation of a full-service brand af- revenue. filiation with Rezidor, including royalty, marketing contributions, frequent traveler programs and franchise fees. These expenses are included in the above marketing costs. A total of 71 fully employed staff is calculated for the first year of operation.

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 46 47 Conclusion

With the above economics and financial results RIMC is confident to operate a hotel which concept has basically been defined within this pamphlet as well as in the Space and Area Use Concept provided that an international brand such as Radisson Blu by Rezidor with its standards and positive revenue strengthening input is engaged. We are certain that the project and the operation will generate sufficient and feasible value for a long-term investment. We are looking forward to developing this unique project with your esteemed com-pany.

Gert Prantner Beatrice Udich Björn Spaude Managing Owner Manager Sales & Marketing Project Manager

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 48 49 Radisson Blu Vital & Sport Resort Kidričevo Appendix 1 Slovenia

Wirtschaftlichkeitsberechnung und -vorausschau für das Radisson Blu Vital & Sport Resort Kidričevo, Slowenien Version 12. 12. 2013 RIMC INTERNATIONAL

BASIS-EINGABEWERTE und PROJEKTINFORMATIONEN für die BERECHNUNGEN zur WIRTSCHAFTLICHKEIT © RIMC

Projekt Radisson Blu Vital & Sport Resort Sternthal, Kidričevo (Slovenia)

Version 12.12.2013

I Verfügbare Verkaufseinheiten 170 340 Betten 33 m² 5.640 m² Gesamte Netto Nutzfläche (I bis V) 9.097 m² Ansatz für zusätzliche Nutzfläche Wirtschaftsbereiche / Technik (Erfahrungswert Standard & Deluxe Rooms 74 148 Betten 28 m² 2.072 m² 3.903 m² SPA-Wellness Suites 20 40 Betten 34 m² 680 m² Total Netto Nutzfläche 13.000 m² Junior-Suite 4 8 Betten 38 m² 152 m² Suites 2 4 Betten 58 m² 116 m² Faktor zur Berechnung der BGF aus der o.g. NNF (Erfahrungswert) 1,2 Zweibettzimmer in Lodges/Waldhäusern 40 80 Betten 34 m² 1.360 m² Ansatz Brutto Geschoß Fläche (BGF) aus der o.g. NNF 15.500 m² Vierbettzimmer in Lodges/Waldhäusern 30 60 Betten 42 m² 1.260 m² 0 m² 0 m² 0 0 m² 0 m² NNF umgerechnet auf eine verkaufbare Einheit 76 m² II Gastronomie, Restaurants, Bars 360 Plätze 1,8 m² 632 m² BGF umgerechnet auf eine verkaufbare Einheit 91 m² All-Day-Dining Restaurant - Area 1 140 Plätze 1,5 m² 210 m² All-Day-Dining Restaurant - Area 2 60 Plätze 1,7 m² 102 m² Garagenplätze 150 Bistro und Lounge / Bar 80 Plätze 2,0 m² 160 m² Garagenplätze je verfügbarem Zimmer 0,9 Spezialitäten-Restaurant 0 Plätze 2,0 m² 0 m² Terrace 80 Plätze 2,0 m² 160 m² BASIS-Jahr, Grundlage für IST-Zahlen "HEUTE" in den Berechnungen 2014 Womögliches 1. volles Betriebsjahr (BJ) - Jahr der Eröffnung 2017

III Veranstaltung 513 Plätze 1,6 m² 825 m² Öffnungsmonate im 1. BJ (entsprechend Zeitpunkt der Eröffnung - volle 12 Veranstaltungsräume 1A-1C (kombinierbar) 300 Plätze 1,5 m² 450 m² Kalendermonate bis Jahresende) Veranstaltungsräume 2A- (kombinierbar) 136 Plätze 1,5 m² 204 m² Öffnungstage im 1. Betriebsjahr 365 Break-Up-Räume 60 Plätze 2,0 m² 120 m² Board-Room 17 Plätze 3,0 m² 51 m² Öffnungsmonate ab dem 2. Betriebsjahr und im BASIS-Jahr 12 Öffnungstage ab 2. Betriebsjahr "volles" Betriebsjahr - und im BASIS-Jahr 365

Ansatz für die Gesamtinvestitionskosten (GIK) 0,00 € Ansatz für die GIK umgelegt auf ein Zimmer 0,00 €

IV Vermiet- und verpachtbare Flächen 0 m² Ansatz für die GIK je m² BGF 0,00 € Shop 0 0 m² Inflationsfaktor für Umsätze und Kosten (mit diesem Faktor werden die 2,5% Eingabewerte inflationiert) ab Jahr 5 Inflationsfaktor nur für Personalaufwendungen (es kann für die 10-Jahres- 2,5% Detailberechnungen der Personalaufwendungen mit einem anderem Faktor gerechnet werden) V Wellness und Fitness / SPA 2.000 m² Wellnessbereich 2.000 m² Personallohnnebenkosten (Sozialversicherung) 17,0% zusätzliche Personalnebenkosten 0,0%

Umsatzsteuersatz "Brutto-Berechnung" F & B, Sonstige 22,0% Umsatzsteuersatz "Brutto-Berechnung" Logis 9,5%

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Betriebsjahr 1 Betriebsjahr 2 Betriebsjahr 3 Betriebsjahr 4 Betriebsjahr 5 Betriebsjahr 6 Betriebsjahr 7 Betriebsjahr 8 Betriebsjahr 9 Betriebsjahr 10 € % € % € % € % € % € % € % € % € % € % OPENING DAYS 365 365 365 365 365 365 365 365 365 365 AVAILABLE ROOMS 170 170 170 170 170 170 170 170 170 170

TOTAL REVENUE incl. sublet space 3.730.672 100,0 4.178.812 100,0 4.548.788 100,0 4.964.259 100,0 5.314.608 100,0 5.422.758 100,0 5.533.117 100,0 5.645.731 100,0 5.760.645 100,0 5.877.906 100,0 TOTAL REVENUE excl. sublet space 3.730.672 100,0 4.178.812 100,0 4.548.788 100,0 4.964.259 100,0 5.314.608 100,0 5.422.758 100,0 5.533.117 100,0 5.645.731 100,0 5.760.645 100,0 5.877.906 100,0 REVENUE PER OPENING DAY 10.221 11.449 12.462 13.601 14.561 14.857 15.159 15.468 15.783 16.104 TOTAL SALARY & WAGES 1.407.630 37,7 1.442.820 34,5 1.499.950 33,0 1.583.781 31,9 1.673.920 31,5 1.715.768 31,6 1.758.662 31,8 1.802.628 31,9 1.872.966 32,5 1.919.791 32,7 OCCUPIED ROOMS / OCCUPANCY (%) 33.507 54,0 35.989 58,0 37.851 61,0 40.333 65,0 42.194 68,0 42.194 68,0 42.194 68,0 42.194 68,0 42.194 68,0 42.194 68,0 AVERAGE ROOM RATE 75,00 78,00 81,00 83,00 84,66 86,35 88,08 89,84 91,64 93,47 ROOMS Total rooms revenue 2.512.940 100,0 2.807.051 100,0 3.065.795 100,0 3.347.495 100,0 3.572.035 100,0 3.643.476 100,0 3.716.345 100,0 3.790.672 100,0 3.866.486 100,0 3.943.815 100,0 Revenue per opening day 6.885 7.691 8.399 9.171 9.786 9.982 10.182 10.385 10.593 10.805 Percentage of total revenue 67,4% 67,2% 67,4% 67,4% 67,2% 67,2% 67,2% 67,1% 67,1% 67,1% Salary & Wages 447.539 17,8 458.727 16,3 491.255 16,0 526.001 15,7 564.423 15,8 578.533 15,9 592.996 16,0 607.821 16,0 648.289 16,8 664.496 16,8 Direct Costs 385.331 15,3 413.874 14,7 435.281 14,2 483.990 14,5 514.767 14,4 523.206 14,4 536.286 14,4 549.693 14,5 563.435 14,6 577.521 14,6 Department Profit 1.680.071 66,9 1.934.450 68,9 2.139.259 69,8 2.337.504 69,8 2.492.845 69,8 2.541.737 69,8 2.587.064 69,6 2.633.158 69,5 2.654.762 68,7 2.701.798 68,5 F&B Total F&B revenue 1.191.932 100,0 1.344.049 100,0 1.453.848 100,0 1.585.086 100,0 1.708.771 100,0 1.744.804 100,0 1.781.603 100,0 1.819.187 100,0 1.857.571 100,0 1.896.771 100,0 Revenue per opening day 3.266 3.682 3.983 4.343 4.682 4.780 4.881 4.984 5.089 5.197 Percentage of total revenue 31,9% 32,2% 32,0% 31,9% 32,2% 32,2% 32,2% 32,2% 32,2% 32,3% Food revenues 777.669 65,2 876.325 65,2 945.034 65,0 1.029.504 64,9 1.103.985 64,6 1.126.784 64,6 1.150.057 64,6 1.173.815 64,5 1.198.066 64,5 1.222.820 64,5 Beverage revenues 333.680 28,0 379.186 28,2 409.252 28,1 443.845 28,0 473.149 27,7 483.093 27,7 493.245 27,7 503.615 27,7 514.204 27,7 525.016 27,7 Total F&B revenue 1.111.349 93,2 1.255.511 93,4 1.354.285 93,2 1.473.348 93,0 1.577.135 92,3 1.609.877 92,3 1.643.302 92,2 1.677.429 92,2 1.712.269 92,2 1.747.836 92,1 Cost of Food Sales 225.524 29,0 254.134 29,0 274.060 29,0 298.556RIMC 29,0 320.156 29,0 326.767 29,0 333.517 29,0 340.406 29,0 347.439 29,0 354.618 29,0 Cost of Beverge Sales 70.073 21,0 79.629 21,0 85.943 21,0 93.207INTERNATIONAL 21,0 99.361 21,0 101.450 21,0 103.581 21,0 105.759 21,0 107.983 21,0 110.253 21,0 Total Cost of Sales 295.597 24,8 333.763 24,8 360.003 24,8 391.763 24,7 419.517 24,6 428.217 24,5 437.098 24,5 446.165 24,5 455.422 24,5 464.871 24,5 Direct Costs (I) 92.476 6,5 103.331 6,2 112.231 6,0 125.105 6,0 132.526 6,0 134.688 6,0 136.896 6,0 139.151 6,0 141.454 6,0 143.806 6,0 Subtotal 723.276 60,7 818.417 60,9 882.052 60,7 956.480 60,3 1.025.091 60,0 1.046.972 60,0 1.069.308 60,0 1.092.113 60,0 1.115.393 60,0 1.139.159 60,1 Conference revenues 80.583 6,8 88.538 6,6 99.563 6,8 111.738 7,0 131.636 7,7 134.927 7,7 138.301 7,8 141.758 7,8 145.302 7,8 148.935 7,9 Direct Costs Conference (II) 12.087 15,0 13.281 15,0 14.934 15,0 16.761 15,0 19.745 15,0 20.239 15,0 20.745 15,0 21.264 15,0 21.795 15,0 22.340 15,0 Subtotal 791.772 66,4 893.674 66,5 966.680 66,5 1.051.457 66,3 1.136.982 66,5 1.161.660 66,6 1.186.864 66,6 1.212.607 66,7 1.238.900 66,7 1.265.753 66,7 Salary & Wages 556.399 46,7 570.309 42,4 584.567 40,2 623.049 39,3 663.897 38,9 680.495 39,0 697.507 39,2 714.945 39,3 732.818 39,5 751.139 39,6 Direct Costs (I + II) 104.563 8,8 116.612 8,7 127.165 8,7 141.866 9,0 152.272 8,9 154.927 8,9 157.641 8,8 160.415 8,8 163.250 8,8 166.147 8,8 Department Profit 235.373 19,7 323.365 24,1 382.113 26,3 428.408 27,0 473.085 27,7 481.165 27,6 489.357 27,5 497.662 27,4 506.082 27,2 514.614 27,1 WELLNESS Umsätze Wellness 676.271 100,0 740.154 100,0 804.491 100,0 846.474 100,0 912.090 100,0 935.294 100,0 936.624 100,0 937.981 100,0 939.365 100,0 940.776 100,0 Umsatz je Öffnungstag 1.853 2.028 2.204 2.319 2.499 2.562 2.566 2.570 2.574 2.577 Anteil Umsätze W & G v. TOTAL o. Vermietung 18,1% 17,7% 17,7% 17,1% 17,2% 17,2% 16,9% 16,6% 16,3% 16,0% Umsätze Wellness Dienstleistungen 676.271 100,0 740.154 100,0 804.491 100,0 846.474 100,0 912.090 100,0 935.294 100,0 936.624 100,0 937.981 100,0 939.365 100,0 940.776 100,0 Umsatz Wellness (Sauna, Beauty, Friseur) 308.767 45,7 331.639 44,8 348.792 43,4 371.664 43,9 390.096 42,8 391.400 41,8 392.730 41,9 394.087 42,0 395.471 42,1 396.883 42,2 Umsatz Therapie / Fitness 367.504 54,3 408.515 55,2 455.699 56,6 474.810 56,1 521.994 57,2 543.894 58,2 543.894 58,1 543.894 58,0 543.894 57,9 543.894 57,8 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 Materialeinsatz 55.578 18,0 59.695 18,0 62.783 18,0 66.900 18,0 70.217 18,0 70.452 18,0 70.691 18,0 70.936 18,0 71.185 18,0 71.439 18,0 Umsätze Wellness Produktverkauf 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 Umsatz Boutique 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 Umsatz Wellness Shop 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 Wareneinsatz 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 Rohertrag 620.693 91,8 680.459 91,9 741.709 92,2 779.575 92,1 841.873 92,3 864.842 92,5 865.933 92,5 867.045 92,4 868.180 92,4 869.337 92,4 Personalaufwendungen 179.923 26,6 184.421 24,9 189.031 23,5 193.757 22,9 198.601 21,8 203.566 21,8 208.655 22,3 213.871 22,8 219.218 23,3 224.699 23,9 Kosten für Wellnessbetreiber gemäß Pauschalbetrag 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 Bereichsergebnis Wellness 440.770 496.038 552.678 585.818 643.272 661.276 657.278 653.174 648.962 644.638 MINOR OPERATING DEPARTMENTS Wellnessbereich 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 Direkte Aufwendungen Wellnessbereich Vermietung der Residenzen Direkte Aufwendungen Residenzen Hotelshop 25.800 100,0 27.712 100,0 29.145 100,0 31.677 100,0 33.802 100,0 34.478 100,0 35.168 100,0 35.871 100,0 36.588 100,0 37.320 100,0 Garage 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 Total MOD revenues 25.800 100,0 27.712 100,0 29.145 100,0 31.677 100,0 33.802 100,0 34.478 100,0 35.168 100,0 35.871 100,0 36.588 100,0 37.320 100,0 Talum_RIMC WBRevenue 1, 19.11.13 per openinBS-1.xlsg day 71 76 80 87 93 94 96 98 Ausdruck100 vom 25.7.2014 Seite 1 von102 4 Percentage of total revenue 0,7% 0,7% 0,6% 0,6% 0,6% 0,6% 0,6% 0,6% 0,6% 0,6% Salary & Wages 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 Direct Costs 3.870 15,0 4.157 15,0 4.372 15,0 4.752 15,0 5.070 15,0 5.172 15,0 5.275 15,0 5.381 15,0 5.488 15,0 5.598 15,0 Department Profit 21.930 85,0 23.555 85,0 24.773 85,0 26.925 85,0 28.732 85,0 29.306 85,0 29.893 85,0 30.490 85,0 31.100 85,0 31.722 85,0

TOTAL OPERATING DEPARTMENTS PROFIT 2.378.144 63,7 2.777.409 66,5 3.098.823 68,1 3.378.656 68,1 3.637.934 68,5 3.713.484 68,5 3.763.591 68,0 3.814.485 67,6 3.840.905 66,7 3.892.773 66,2

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TOTAL OPERATING DEPARTMENTS PROFIT 2.378.144 63,7 2.777.409 66,5 3.098.823 68,1 3.378.656 68,1 3.637.934 68,5 3.713.484 68,5 3.763.591 68,0 3.814.485 67,6 3.840.905 66,7 3.892.773 66,2

ADMINISTRATION Salary & Wages 104.325 2,8 106.933 2,6 109.606 2,4 112.346 2,3 115.155 2,2 118.034 2,2 120.985 2,2 124.009 2,2 127.110 2,2 130.287 2,2 Direct Costs 93.267 2,5 104.470 2,5 113.720 2,5 124.106 2,5 132.865 2,5 135.569 2,5 138.328 2,5 141.143 2,5 144.016 2,5 146.948 2,5 TOTAL ADMINISTRATION 197.592 5,3 211.403 5,1 223.326 4,9 236.452 4,8 248.020 4,7 253.603 4,7 259.313 4,7 265.152 4,7 271.126 4,7 277.235 4,7 SALES & MARKETING Salary & Wages 52.918 1,4 54.241 1,3 55.597 1,2 56.987 1,1 58.412 1,1 59.872 1,1 61.369 1,1 62.903 1,1 64.476 1,1 66.088 1,1 Direct Costs 297.697 8,0 331.787 7,9 316.923 7,0 345.135 7,0 367.614 6,9 376.064 6,9 385.643 7,0 395.355 7,0 405.202 7,0 412.187 7,0 TOTAL SALES & MARKETING 350.615 9,4 386.028 9,2 372.520 8,2 402.122 8,1 426.026 8,0 435.936 8,0 447.012 8,1 458.258 8,1 469.678 8,2 478.275 8,1 REPAIR & MAINTENANCE (incl. Energy) Salary & Wages 66.526 1,8 68.189 1,6 69.894 1,5 71.641 1,4 73.432 1,4 75.268 1,4 77.150 1,4 79.079 1,4 81.055 1,4 83.082 1,4 Repair & Maintenance 74.613 2,0 125.364 3,0 136.464 3,0 148.928 3,0 159.438 3,0 162.683 3,0 165.994 3,0 169.372 3,0 172.819 3,0 176.337 3,0 Energy 186.534 5,0 208.941 5,0 227.439 5,0 248.213 5,0 265.730 5,0 271.138 5,0 276.656 5,0 282.287 5,0 288.032 5,0 293.895 5,0 Direct Costs 55.960 1,5 62.682 1,5 68.232 1,5 74.464 1,5 79.719 1,5 81.341 1,5 82.997 1,5 84.686 1,5 86.410 1,5 88.169 1,5 TOTAL R & M 383.633 10,3 465.176 11,1 502.029 11,0 543.246 10,9 578.320 10,9 590.430 10,9 602.796 10,9 615.423 10,9 628.316 10,9 641.483 10,9

Base MANAGEMENT FEE 149.227 4,0 167.152 4,0 181.952 4,0 198.570 4,0 212.584 4,0 216.910 4,0 221.325 4,0 225.829 4,0 230.426 4,0 235.116 4,0

GROSS OPERATING PROFIT (GOP) 1.297.077 34,8 1.547.648 37,0 1.818.997 40,0 1.998.265 40,3 2.172.983 40,9 2.216.605 40,9 2.233.145 40,4 2.249.822 39,8 2.241.359 38,9 2.260.664 38,5

Steigerung zum Vorjahr 250.571 19,3 % 271.348 17,5 % 179.269 9,9 % 174.718 8,7 % 43.622 2,0 % 16.540 0,7 % 16.677 0,7 % -8.463 -0,4 % 19.305 0,9 %

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GROSS OPERATING PROFIT (GOP) 1.297.077 34,8 1.547.648 37,0 1.818.997 40,0 1.998.265 40,3 2.172.983 40,9 2.216.605 40,9 2.233.145 40,4 2.249.822 39,8 2.241.359 38,9 2.260.664 38,5

Deductions in relation to Total Revenues FF&E Reserve 37.307 1,0 62.682 1,5 90.976 2,0 148.928 3,0 159.438 3,0 189.797 3,5 193.659 3,5 197.601 3,5 201.623 3,5 205.727 3,5 Insurance & Taxes 52.229 1,4 58.503 1,4 63.683 1,4 69.500 1,4 74.405 1,4 75.919 1,4 77.464 1,4 79.040 1,4 80.649 1,4 82.291 1,4

GROSS ASJUSTED PROFIT (GAP) 1.207.541 32,4 1.426.463 34,1 1.664.338 36,6 1.779.838 35,9 1.939.140 36,5 1.950.890 36,0 1.962.023 35,5 1.973.181 34,9 1.959.087 34,0 1.972.647 33,6

Lease for 12 months 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% lease free period ,0 Inflation 0,00 0,00 0,00 0,02 0,02 0,02 0,02 0,02 0,02 Indexation 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0%

actual lease 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 Lease on total revenues 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Guaranteed Lease on Rooms-revenues 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Lease on GAP 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

TOTAL LEASE 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 Lease / Month / Room 0 0 0 0 0 0 0 0 0 0 Lease / m² / Month 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00

NET OPERATING PROFIT (NOP) 1.207.541 32,4 1.426.463 34,1 1.664.338 36,6 1.779.838 35,9 1.939.140 36,5 1.950.890 36,0 1.962.023 35,5 1.973.181 34,9 1.959.087 34,0 1.972.647 33,6

NOP - NOL / ÜBERSCHUSS - FEHLBETRAG 2 1.207.541 32,4 1.426.463 34,1 1.664.338 36,6 1.779.838 35,9 1.939.140 36,5 1.950.890 36,0 1.962.023 35,5 1.973.181 34,9 1.959.087 34,0 1.972.647 33,6 Profit / Month / Room 592 699 816 872 951 956 962 967 960 967 Profit / m² / Month 6,49 7,67 8,95 9,57 10,43 10,49 10,55 10,61 10,53 10,61

Cumulated Operating Profit 1.207.541 2.634.004 4.298.342 6.078.180 8.017.320 9.968.210 11.930.233 13.903.414 15.862.502 17.835.148

Number of employees (incl. Trainees) 73,0 73,0 74,0 76,0 78,0 78,0 78,0 78,0 79,0 79,0 Number of employees / Room 0,43 0,43 0,44 0,45 0,46 0,46 0,46 0,46 0,46 0,46 ∅ Salary / Employee / Month 1.607 1.647 1.689 1.737 1.788 1.833 1.879 1.926 1.976 2.025 Revenue / Employee / Month 4.259 4.770 5.123 5.443 5.678 5.794 5.911 6.032 6.077 6.200 Revenue / Employee / Year 51.105 57.244 61.470 65.319 68.136 69.523 70.937 72.381 72.920 74.404 GOP 1 / Employee / Year 17.768 21.201 24.581 26.293 27.859 28.418 28.630 28.844 28.372 28.616 Revenue / Opening Day 10.221 11.449 12.462 13.601 14.561 14.857 15.159 15.468 15.783 16.104 Revenue / available Room / Year 14.782 16.512 18.034 19.691 21.012 21.432 21.861 22.298 22.744 23.199 Revenue / available Room / Month 1.232 1.376 1.503 1.641 1.751 1.786 1.822 1.858 1.895 1.933 Revenue / available Room / Day 40 45 49 54 58 59 60 61 62 64 Revenue / Room occupied / Day 75 78 81 83 85 86 88 90 92 93

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Betriebsjahr 1 Betriebsjahr 2 Betriebsjahr 3 Betriebsjahr 4 Betriebsjahr 5 Betriebsjahr 6 Betriebsjahr 7 Betriebsjahr 8 Betriebsjahr 9 Betriebsjahr 10 € % € % € % € % € % € % € % € % € % € % Öffnungstage 365 365 365 365 365 365 365 365 365 365 Anzahl der verfügbaren Zimmereinheiten 170 170 170 170 170 170 170 170 170 170

TOTAL UMSÄTZE inkl. Vermietung/ Verpachtung 3.730.672 100,0 4.178.812 100,0 4.548.788 100,0 4.964.259 100,0 5.314.608 100,0 5.422.758 100,0 5.533.117 100,0 5.645.731 100,0 5.760.645 100,0 5.877.906 100,0 TOTAL UMSÄTZE ohne Vermietung/ Verpachtung 3.730.672 100,0 4.178.812 100,0 4.548.788 100,0 4.964.259 100,0 5.314.608 100,0 5.422.758 100,0 5.533.117 100,0 5.645.731 100,0 5.760.645 100,0 5.877.906 100,0 Umsatz je Öffnungstag 10.221 11.449 12.462 13.601 14.561 14.857 15.159 15.468 15.783 16.104 TOTAL Personalaufwendungen 1.407.630 37,7 1.442.820 34,5 1.499.950 33,0 1.583.781 31,9 1.673.920 31,5 1.715.768 31,6 1.758.662 31,8 1.802.628 31,9 1.872.966 32,5 1.919.791 32,7 BELEGTE ZIMMER / Zimmerbelegung 33.507 54,0 35.989 58,0 37.851 61,0 40.333 65,0 42.194 68,0 42.194 68,0 42.194 68,0 42.194 68,0 42.194 68,0 42.194 68,0 ∅ Zimmerpreis 75,00 78,00 81,00 83,00 84,66 86,35 88,08 89,84 91,64 93,47 BEHERBERGUNG Umsätze Beherbergung 2.512.940 100,0 2.807.051 100,0 3.065.795 100,0 3.347.495 100,0 3.572.035 100,0 3.643.476 100,0 3.716.345 100,0 3.790.672 100,0 3.866.486 100,0 3.943.815 100,0

Marketing Fee RIMC (1% auf Gesamtumsatz) 111.920 3,0 125.364 3,0 90.976 2,0 99.285 2,0 106.292 2,0 108.455 2,0 110.662 2,0 112.915 2,0 115.213 2,0 117.558 2,0 Dienstleistungsgebühr 150.776 6,0 168.423 6,0 183.948 6,0 200.850 6,0 214.322 6,0 218.609 6,0 222.981 6,0 227.440 6,0 231.989 6,0 236.629 6,0 Aktivitäten des Hotels + Brand 35.000 0,94 38.000 0,91 42.000 0,92 45.000 0,91 47.000 0,88 49.000 0,90 52.000 0,94 55.000 0,97 58.000 1,01 58.000 0,99

Gesamt Marketing Direkte Aufwendungen 297.697 8,0 331.787 7,9 316.923 7,0 345.135 7,0 367.614 6,9 376.064 6,9 385.643 7,0 395.355 7,0 405.202 7,0 412.187 7,0

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Talum_RIMC WB 1, 19.11.13 BS-1.xls Ausdruck vom 25.7.2014 Seite 1 von 1 GRAPHISCHE DARSTELLUNG zur WIRTSCHAFTLICHKEITSBERECHNUNG von BETRIEBSJAHR 1 bis 10 © RIMC Version 12.12.2013

7.000.000 80,00% GESAMT UMSATZ davon Beherbergung davon Gastronomie davon Nebenabteilungen GOP 1 ÜBERSCHUSS / FEHLBETRAG 2 PERSONALAUFWENDUNGEN ZIMMERBELEGUNG

70,00% 6.000.000 68,0% 68,0% 68,0% 68,0% 68,0% 68,0%

65,0%

61,0% 60,00% 58,0% 5.000.000

54,0%

50,00%

4.000.000

40,00% 37,73%

3.000.000 34,53% 32,97% 32,51% 32,66% 31,90% 31,50% 31,64% 31,78% 31,93% 30,00%

2.000.000

20,00%

1.000.000 10,00%

0 0,00% Betriebsjahr 1 Betriebsjahr 2 Betriebsjahr 3 Betriebsjahr 4 Betriebsjahr 5 Betriebsjahr 6 Betriebsjahr 7 Betriebsjahr 8 Betriebsjahr 9 Betriebsjahr 10 Radisson Blu Vital & Sport Resort Kidričevo Slovenia 57

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UMSATZSTRUKTUR und DETAILINFORMATION LOGIS und BEHERBERGUNG © RIMC Grundlage der Werte und Berechnungen ist " HEUTE " und eine Öffnungsperiode von 365 Tagen Version 12.12.2013

alle Umsätze sind auf volle Betriebsjahre gerechnet Seite 1 von 2

Inflationsfaktor für die Berechnungen 2,5% Basisjahr (Grundlage der Erfahrungswerte) für die Berechnung 2014

Mehrwertsteuersatz / BRUTTO für die Berechnungen 9,5%

Öffnungstage 365 Total verfügbare Verkaufseinheiten 170

angenommene Auslastung aus der Hotelbelegung 54,0% Room Nights, verkaufte Zimmer aus der angenommenen Hotelbelegung 33.507

durchschnittliche Room Nights pro Tag 91,80

Doppelbelegungsfaktor aus Segmenten für Hotel 1,54 Total Gäste 51.533

Frühstück pro Gast zusätzlich BRUTTO im Basisjahr 7,00 € Frühstück pro Gast zusätzlich BRUTTO im 1. Betriebsjahr 7,54 €

Frühstück pro Gast zusätzlich NETTO im Basisjahr 5,74 € Frühstück pro Gast zusätzlich NETTO im 1. Betriebsjahr 6,18 €

Anteil der Gäste von allen Hotelgästen, die Frühstück einnehmen (bei 100% entspricht dieses einem Zimmerpreis inklusive Frühstück) 75,0%

Umsatz aus Frühstück im 1. Betriebsjahr NETTO in € 238.812

Basisjahr 2014

veröffentlicher Verkaufspreis veröffentlicher Verkaufspreis Verkaufspreis für Verkaufspreis für Einzelbelegung Doppelbelegung für Einzelbelegung BRUTTO für Doppelbelegung BRUTTO inklusive Frühstück inklusive Frühstück

Standard & Deluxe Rooms 100,00 € 110,00 € 107,00 € 124,00 €

SPA-Wellness Suites 120,00 € 130,00 € 127,00 € 144,00 €

Junior-Suite 140,00 € 160,00 € 147,00 € 174,00 €

Suites 250,00 € 270,00 € 257,00 € 284,00 €

Zweibettzimmer in Lodges/Waldhäusern 90,00 € 100,00 € 97,00 € 114,00 €

Vierbettzimmer in Lodges/Waldhäusern 120,00 € 130,00 € 127,00 € 144,00 €

alle Umsätze sind auf volle Betriebsjahre gerechnet Seite 2 von 2

1. Betriebsjahr - ohne Frühstück - nur Logis

Rabatt oder Nachlaß durchschnittlicher durchschnittlicher Anteil an der Doppelbelegungsfaktor BRUTTO-Umsatz NETTO-Umsatz Gästesegmente des Hotels / Zielgruppen auf veröffentlichte Zimmererlös Zimmererlös Gesamtbelegung in diesem Segment im Segment im Segment Verkaufspreise im Segment BRUTTO im Segment NETTO

Vollzahler / Individualgäste 8,0% 0,0% 1,60 306,5 T€ 114,3 T€ 279,9 T€ 104,4 T€ Geschäftsreisende / Firmengäste 1 17,0% 18,0% 1,00 499,9 T€ 87,8 T€ 456,5 T€ 80,2 T€ Gruppen, Sport, Training etc. 45,0% 25,0% 1,90 1.296,7 T€ 86,0 T€ 1.184,2 T€ 78,5 T€ Tagungs- und Seminargäste 15,0% 20,0% 1,00 413,1 T€ 82,2 T€ 377,3 T€ 75,1 T€ Pakete 5,0% 15,0% 1,70 159,4 T€ 95,1 T€ 145,6 T€ 86,9 T€ Spezial 10,0% 20,0% 1,50 279,7 T€ 83,5 T€ 255,4 T€ 76,2 T€

TOTAL 100,0% 2.955,3 T€ 88,20 € 2.698,9 T€ 80,55 € 57,35 € Erlös je Bett 52,37 €

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KALKULATION der ERLÖSE LOGIS aus dem Hotelzimmerverkauf © RIMC diese Berechnung ist keine "physische" Verteilung der Zimmer, die Kalkulation arbeitet mit den nach Zielgruppen und Preisniveaus erzielbaren Zimmerpreisen und verteilt sie innerhalb der Marktsegmente Radisson Blu Vital & Sport Resort Sternthal, Kidričevo (Slovenia) Version 12.12.2013

Vollzahler / Individualgäste

Anteil von der Gesamtbelegung in diesem Segment 8,0% durchschnittlicher Netto-Zimmererlös im Hotel 80,55 € Room Nights über das Jahr in diesem Segment 2.681 durchschnittlicher Netto-Zimmererlös in diesem Segment 104,42 € Doppelbelegungs-Faktor für dieses Segment 1,60 Summe belegt 91,80 Summe belegt als Einzelzimmer 42,41 31,59 Gäste in diesem Segment 4.289 Suiten belegt 0,77 Summe belegt als Doppelzimmer 49,39 3,23 Room Nights in Einzelzimmern in diesem Segment 1.073 bei 2,94 Zimmern pro Tag in diesem Segment als Einzelzimmer Room Nights in Doppelzimmern in diesem Segment 1.608 bei 4,41 Zimmern pro Tag in diesem Segment als Doppelzimmer davon Room Nights in Suiten 64 davon 0,18 Suiten pro Tag in diesem Segment als Doppelzimmer Rabatt auf den veröffentlichten Zimmerpreis für dieses Segment 0,0%

Preisniveauregulierung Preisniveau I im Segment 100% Preisniveau II im Segment 0% Preisniveau III im Segment 0%

Einzelbelegung Standard & Deluxe Rooms 55% 100,00 € 59,0 100% 0,00 € 0,0 0% 0,00 € 0,0 SPA-Wellness Suites 9% 120,00 € 11,6 0% 0,00 € 0,0 0% 0,00 € 0,0 Junior-Suite 4% 140,00 € 6,0 0% 0,00 € 0,0 0% 0,00 € 0,0 Suites 2% 250,00 € 5,4 0% 0,00 € 0,0 0% 0,00 € 0,0 Zweibettzimmer in Lodges/Waldhäusern 15% 90,00 € 14,5 0% 0,00 € 0,0 0% 0,00 € 0,0 Vierbettzimmer in Lodges/Waldhäusern 15% 120,00 € 19,3 0% 0,00 € 0,0 0% 0,00 € 0,0 100% 100% 0% 200% Doppelbelegung Standard & Deluxe Rooms 47% 110,00 € 83,1 100% 0,00 € 0,0 0% 0,00 € 0,0 SPA-Wellness Suites 9% 130,00 € 18,8 0% 0,00 € 0,0 0% 0,00 € 0,0 Junior-Suite 4% 160,00 € 10,3 0% 0,00 € 0,0 0% 0,00 € 0,0 Suites 2% 270,00 € 8,7 0% 0,00 € 0,0 0% 0,00 € 0,0 Zweibettzimmer in Lodges/Waldhäusern 20% 100,00 € 32,2 0% 0,00 € 0,0 0% 0,00 € 0,0 Vierbettzimmer in Lodges/Waldhäusern 18% 130,00 € 37,6 0% 0,00 € 0,0 0% 0,00 € 0,0 100% 100% 0% 200%

Brutto Preisniveau I in T€ 306,5 Brutto Preisniveau II in T€ 0,0 Brutto Preisniveau III in T€ 0,0 Netto Preisniveau I in T€ 279,9 Netto Preisniveau II in T€ 0,0 Netto Preisniveau III in T€ 0,0

Total Umsatz im Segment in T€ brutto (ohne Frühstück) 306,5 durchschnittlicher Zimmer-Preis brutto 114,34 € durchschnittlicher Zimmer-Preis Einzelzimmer brutto 107,92 € durchschnittlicher Betten-Preis brutto 71,46 € durchschnittlicher Zimmer-Preis Doppelzimmer brutto 118,59 €

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Geschäftsreisende / Firmengäste 1

Anteil von der Gesamtbelegung in diesem Segment 17,0% durchschnittlicher Netto-Zimmererlös im Hotel 80,55 € Room Nights über das Jahr in diesem Segment 5.696 durchschnittlicher Netto-Zimmererlös in diesem Segment 80,15 € Doppelbelegungs-Faktor für dieses Segment 1,00 Gäste in diesem Segment 5.696 Room Nights in Einzelzimmern in diesem Segment 5.696 bei 15,61 Zimmern pro Tag in diesem Segment als Einzelzimmer Room Nights in Doppelzimmern in diesem Segment 0 bei 0,00 Zimmern pro Tag in diesem Segment als Doppelzimmer davon Room Nights in Suiten 0 davon 0,00 Suiten pro Tag in diesem Segment als Doppelzimmer Rabatt auf den veröffentlichten Zimmerpreis für dieses Segment 18,0%

Preisniveauregulierung Preisniveau I im Segment 100% Preisniveau II im Segment 0% Preisniveau III im Segment 0%

Einzelbelegung Standard & Deluxe Rooms 82% 82,00 € 383,0 100% 0,00 € 0,0 0% 0,00 € 0,0 SPA-Wellness Suites 12% 98,40 € 67,3 0% 0,00 € 0,0 0% 0,00 € 0,0 Junior-Suite 4% 114,80 € 26,2 0% 0,00 € 0,0 0% 0,00 € 0,0 Suites 2% 205,00 € 23,4 0% 0,00 € 0,0 0% 0,00 € 0,0 Zweibettzimmer in Lodges/Waldhäusern 0% 73,80 € 0,0 0% 0,00 € 0,0 0% 0,00 € 0,0 Vierbettzimmer in Lodges/Waldhäusern 0% 98,40 € 0,0 0% 0,00 € 0,0 0% 0,00 € 0,0 100% 100% 0% 200% Doppelbelegung Standard & Deluxe Rooms 75% 90,20 € 0,0 100% 0,00 € 0,0 0% 0,00 € 0,0 SPA-Wellness Suites 12% 106,60 € 0,0 0% 0,00 € 0,0 0% 0,00 € 0,0 Junior-Suite 4% 131,20 € 0,0 0% 0,00 € 0,0 0% 0,00 € 0,0 Suites 2% 221,40 € 0,0 0% 0,00 € 0,0 0% 0,00 € 0,0 Zweibettzimmer in Lodges/Waldhäusern 7% 82,00 € 0,0 0% 0,00 € 0,0 0% 0,00 € 0,0 Vierbettzimmer in Lodges/Waldhäusern 0% 106,60 € 0,0 0% 0,00 € 0,0 0% 0,00 € 0,0 100% 100% 0% 200%

Brutto Preisniveau I in T€ 499,9 Brutto Preisniveau II in T€ 0,0 Brutto Preisniveau III in T€ 0,0 Netto Preisniveau I in T€ 456,5 Netto Preisniveau II in T€ 0,0 Netto Preisniveau III in T€ 0,0

Total Umsatz im Segment in T€ brutto (ohne Frühstück) 499,9 durchschnittlicher Zimmer-Preis brutto 87,76 € durchschnittlicher Zimmer-Preis Einzelzimmer brutto 87,76 € durchschnittlicher Betten-Preis brutto 87,76 € durchschnittlicher Zimmer-Preis Doppelzimmer brutto 0,00 € Radisson Blu Vital & Sport Resort Kidričevo Slovenia

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Gruppen, Sport, Training etc.

Anteil von der Gesamtbelegung in diesem Segment 45,0% durchschnittlicher Netto-Zimmererlös im Hotel 80,55 € Room Nights über das Jahr in diesem Segment 15.078 durchschnittlicher Netto-Zimmererlös in diesem Segment 78,54 € Doppelbelegungs-Faktor für dieses Segment 1,90 Gäste in diesem Segment 28.648 Room Nights in Einzelzimmern in diesem Segment 1.508 bei 4,13 Zimmern pro Tag in diesem Segment als Einzelzimmer Room Nights in Doppelzimmern in diesem Segment 13.570 bei 37,18 Zimmern pro Tag in diesem Segment als Doppelzimmer davon Room Nights in Suiten 136 davon 0,37 Suiten pro Tag in diesem Segment als Doppelzimmer Rabatt auf den veröffentlichten Zimmerpreis für dieses Segment 25,0%

Preisniveauregulierung Preisniveau I im Segment 100% Preisniveau II im Segment 0% Preisniveau III im Segment 0%

Anteil am Bruttopreis ohne Umsatz in T€ Anteil am Bruttopreis ohne Umsatz in T€ Anteil am Bruttopreis ohne Umsatz in T€ Total Zimmerkategorie / Qualität verkaufbaren Preis Frühstück Brutto verkaufbaren Preis Frühstück Brutto verkaufbaren Preis Frühstück Brutto sales Einzelbelegung Standard & Deluxe Rooms 21% 75,00 € 23,8 88% 0,00 € 0,0 0% 0,00 € 0,0 SPA-Wellness Suites 5% 90,00 € 6,8 5% 0,00 € 0,0 0% 0,00 € 0,0 Junior-Suite 0% 105,00 € 0,0 5% 0,00 € 0,0 0% 0,00 € 0,0 Suites 0% 187,50 € 0,0 2% 0,00 € 0,0 0% 0,00 € 0,0 Zweibettzimmer in Lodges/Waldhäusern 35% 67,50 € 35,6 0% 0,00 € 0,0 0% 0,00 € 0,0 Vierbettzimmer in Lodges/Waldhäusern 39% 90,00 € 52,9 0% 0,00 € 0,0 0% 0,00 € 0,0 100% 100% 0% 200% Doppelbelegung Standard & Deluxe Rooms 20% 82,50 € 223,9 88% 0,00 € 0,0 0% 0,00 € 0,0 SPA-Wellness Suites 5% 97,50 € 66,2 5% 0,00 € 0,0 0% 0,00 € 0,0 Junior-Suite 1% 120,00 € 16,3 5% 0,00 € 0,0 0% 0,00 € 0,0 Suites 1% 202,50 € 27,5 2% 0,00 € 0,0 0% 0,00 € 0,0 Zweibettzimmer in Lodges/Waldhäusern 40% 75,00 € 407,1 0% 0,00 € 0,0 0% 0,00 € 0,0 Vierbettzimmer in Lodges/Waldhäusern 33% 97,50 € 436,6 0% 0,00 € 0,0 0% 0,00 € 0,0 100% 100% 0% 200%

Brutto Preisniveau I in T€ 1.296,7 Brutto Preisniveau II in T€ 0,0 Brutto Preisniveau III in T€ 0,0 Netto Preisniveau I in T€ 1.184,2 Netto Preisniveau II in T€ 0,0 Netto Preisniveau III in T€ 0,0

Total Umsatz im Segment in T€ brutto (ohne Frühstück) 1.296,7 durchschnittlicher Zimmer-Preis brutto 86,00 € durchschnittlicher Zimmer-Preis Einzelzimmer brutto 78,98 € durchschnittlicher Betten-Preis brutto 45,26 € durchschnittlicher Zimmer-Preis Doppelzimmer brutto 86,78 €

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Tagungs- und Seminargäste

Anteil von der Gesamtbelegung in diesem Segment 15,0% durchschnittlicher Netto-Zimmererlös im Hotel 80,55 € Room Nights über das Jahr in diesem Segment 5.026 durchschnittlicher Netto-Zimmererlös in diesem Segment 75,06 € Doppelbelegungs-Faktor für dieses Segment 1,00 Gäste in diesem Segment 5.026 Room Nights in Einzelzimmern in diesem Segment 5.026 bei 13,77 Zimmern pro Tag in diesem Segment als Einzelzimmer Room Nights in Doppelzimmern in diesem Segment 0 bei 0,00 Zimmern pro Tag in diesem Segment als Doppelzimmer davon Room Nights in Suiten 0 davon 0,00 Suiten pro Tag in diesem Segment als Doppelzimmer Rabatt auf den veröffentlichten Zimmerpreis für dieses Segment 20,0%

Preisniveauregulierung Preisniveau I im Segment 100% Preisniveau II im Segment 0% Preisniveau III im Segment 0%

Einzelbelegung Standard & Deluxe Rooms 65% 80,00 € 261,4 0% 0,00 € 0,0 0% 0,00 € 0,0 SPA-Wellness Suites 5% 96,00 € 24,1 0% 0,00 € 0,0 0% 0,00 € 0,0 Junior-Suite 2% 112,00 € 11,3 0% 0,00 € 0,0 0% 0,00 € 0,0 Suites 1% 200,00 € 10,1 0% 0,00 € 0,0 0% 0,00 € 0,0 Zweibettzimmer in Lodges/Waldhäusern 20% 72,00 € 72,4 0% 0,00 € 0,0 0% 0,00 € 0,0 Vierbettzimmer in Lodges/Waldhäusern 7% 96,00 € 33,8 0% 0,00 € 0,0 0% 0,00 € 0,0 100% 0% 0% 100% Doppelbelegung Standard & Deluxe Rooms 55% 88,00 € 0,0 0% 0,00 € 0,0 0% 0,00 € 0,0 SPA-Wellness Suites 5% 104,00 € 0,0 0% 0,00 € 0,0 0% 0,00 € 0,0 Junior-Suite 2% 128,00 € 0,0 0% 0,00 € 0,0 0% 0,00 € 0,0 Suites 1% 216,00 € 0,0 0% 0,00 € 0,0 0% 0,00 € 0,0 Zweibettzimmer in Lodges/Waldhäusern 25% 80,00 € 0,0 0% 0,00 € 0,0 0% 0,00 € 0,0 Vierbettzimmer in Lodges/Waldhäusern 12% 104,00 € 0,0 0% 0,00 € 0,0 0% 0,00 € 0,0 100% 0% 0% 100%

Brutto Preisniveau I in T€ 413,10 € Brutto Preisniveau II in T€ 0,00 € Brutto Preisniveau III in T€ 0,00 € Netto Preisniveau I in T€ 377,26 € Netto Preisniveau II in T€ 0,00 € Netto Preisniveau III in T€ 0,00 €

Total Umsatz im Segment in T€ brutto (ohne Frühstück) 413,10 € durchschnittlicher Zimmer-Preis brutto 82,19 € durchschnittlicher Zimmer-Preis Einzelzimmer brutto 82,19 € durchschnittlicher Betten-Preis brutto 82,19 € durchschnittlicher Zimmer-Preis Doppelzimmer brutto 0,00 €

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Pakete

Anteil von der Gesamtbelegung in diesem Segment 5,0% durchschnittlicher Netto-Zimmererlös im Hotel 80,55 € Room Nights über das Jahr in diesem Segment 1.675 durchschnittlicher Netto-Zimmererlös in diesem Segment 86,89 € Doppelbelegungs-Faktor für dieses Segment 1,70 Gäste in diesem Segment 2.848 Room Nights in Einzelzimmern in diesem Segment 502 bei 1,38 Zimmern pro Tag in diesem Segment als Einzelzimmer Room Nights in Doppelzimmern in diesem Segment 1.173 bei 3,21 Zimmern pro Tag in diesem Segment als Doppelzimmer davon Room Nights in Suiten 47 davon 0,13 Suiten pro Tag in diesem Segment als Doppelzimmer Rabatt auf den veröffentlichten Zimmerpreis für dieses Segment 15,0%

Preisniveauregulierung Preisniveau I im Segment 100% Preisniveau II im Segment 0% Preisniveau III im Segment 0%

Anteil am Bruttopreis ohne Umsatz in T€ Anteil am Bruttopreis ohne Umsatz in T€ Anteil am Bruttopreis ohne Umsatz in T€ Total Zimmerkategorie / Qualität verkaufbaren Preis Frühstück Brutto verkaufbaren Preis Frühstück Brutto verkaufbaren Preis Frühstück Brutto sales Einzelbelegung Standard & Deluxe Rooms 88% 85,00 € 37,5 0% 0,00 € 0,0 0% 0,00 € 0,0 SPA-Wellness Suites 2% 102,00 € 1,0 0% 0,00 € 0,0 0% 0,00 € 0,0 Junior-Suite 4% 119,00 € 2,4 0% 0,00 € 0,0 0% 0,00 € 0,0 Suites 2% 212,50 € 2,1 0% 0,00 € 0,0 0% 0,00 € 0,0 Zweibettzimmer in Lodges/Waldhäusern 4% 76,50 € 1,5 0% 0,00 € 0,0 0% 0,00 € 0,0 Vierbettzimmer in Lodges/Waldhäusern 0% 102,00 € 0,0 0% 0,00 € 0,0 0% 0,00 € 0,0 100% 0% 0% 100% Doppelbelegung Standard & Deluxe Rooms 88% 93,50 € 96,5 0% 0,00 € 0,0 0% 0,00 € 0,0 SPA-Wellness Suites 2% 110,50 € 2,6 0% 0,00 € 0,0 0% 0,00 € 0,0 Junior-Suite 4% 136,00 € 6,4 0% 0,00 € 0,0 0% 0,00 € 0,0 Suites 2% 229,50 € 5,4 0% 0,00 € 0,0 0% 0,00 € 0,0 Zweibettzimmer in Lodges/Waldhäusern 4% 85,00 € 4,0 0% 0,00 € 0,0 0% 0,00 € 0,0 Vierbettzimmer in Lodges/Waldhäusern 0% 110,50 € 0,0 0% 0,00 € 0,0 0% 0,00 € 0,0 100% 0% 0% 100%

Brutto Preisniveau I in T€ 159,4 Brutto Preisniveau II in T€ 0,0 Brutto Preisniveau III in T€ 0,0 Netto Preisniveau I in T€ 145,6 Netto Preisniveau II in T€ 0,0 Netto Preisniveau III in T€ 0,0

Total Umsatz im Segment in T€ brutto (ohne Frühstück) 159,4 durchschnittlicher Zimmer-Preis brutto 95,14 € durchschnittlicher Zimmer-Preis Einzelzimmer brutto 88,65 € durchschnittlicher Betten-Preis brutto 55,97 € durchschnittlicher Zimmer-Preis Doppelzimmer brutto 97,95 €

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Spezial

Anteil von der Gesamtbelegung in diesem Segment 10,0% durchschnittlicher Netto-Zimmererlös im Hotel 80,55 € Room Nights über das Jahr in diesem Segment 3.351 durchschnittlicher Netto-Zimmererlös in diesem Segment 76,23 € Doppelbelegungs-Faktor für dieses Segment 1,50 Gäste in diesem Segment 5.026 Room Nights in Einzelzimmern in diesem Segment 1.676 bei 4,59 Zimmern pro Tag in diesem Segment als Einzelzimmer Room Nights in Doppelzimmern in diesem Segment 1.675 bei 4,59 Zimmern pro Tag in diesem Segment als Doppelzimmer davon Room Nights in Suiten 34 davon 0,09 Suiten pro Tag in diesem Segment als Doppelzimmer Rabatt auf den veröffentlichten Zimmerpreis für dieses Segment 20,0%

Preisniveauregulierung Preisniveau I im Segment 100% Preisniveau II im Segment 0% Preisniveau III im Segment 0%

Anteil am Bruttopreis ohne Umsatz in T€ Anteil am Bruttopreis ohne Umsatz in T€ Anteil am Bruttopreis ohne Umsatz in T€ Total Zimmerkategorie / Qualität verkaufbaren Preis Frühstück Brutto verkaufbaren Preis Frühstück Brutto verkaufbaren Preis Frühstück Brutto sales Einzelbelegung Standard & Deluxe Rooms 61% 80,00 € 81,8 0% 0,00 € 0,0 0% 0,00 € 0,0 SPA-Wellness Suites 7% 96,00 € 11,3 0% 0,00 € 0,0 0% 0,00 € 0,0 Junior-Suite 2% 112,00 € 3,8 0% 0,00 € 0,0 0% 0,00 € 0,0 Suites 0% 200,00 € 0,0 0% 0,00 € 0,0 0% 0,00 € 0,0 Zweibettzimmer in Lodges/Waldhäusern 30% 72,00 € 36,2 0% 0,00 € 0,0 0% 0,00 € 0,0 Vierbettzimmer in Lodges/Waldhäusern 0% 96,00 € 0,0 0% 0,00 € 0,0 0% 0,00 € 0,0 100% 0% 0% 100% Doppelbelegung Standard & Deluxe Rooms 61% 88,00 € 89,9 0% 0,00 € 0,0 0% 0,00 € 0,0 SPA-Wellness Suites 7% 104,00 € 12,2 0% 0,00 € 0,0 0% 0,00 € 0,0 Junior-Suite 2% 128,00 € 4,3 0% 0,00 € 0,0 0% 0,00 € 0,0 Suites 0% 216,00 € 0,0 0% 0,00 € 0,0 0% 0,00 € 0,0 Zweibettzimmer in Lodges/Waldhäusern 30% 80,00 € 40,2 0% 0,00 € 0,0 0% 0,00 € 0,0 Vierbettzimmer in Lodges/Waldhäusern 0% 104,00 € 0,0 0% 0,00 € 0,0 0% 0 DM 0,0 100% 0% 0% 100%

Brutto Preisniveau I in T€ 279,7 Brutto Preisniveau II in T€ 0,0 Brutto Preisniveau III in T€ 0,0 Netto Preisniveau I in T€ 255,4 Netto Preisniveau II in T€ 0,0 Netto Preisniveau III in T€ 0,0

Total Umsatz im Segment in T€ brutto (ohne Frühstück) 279,7 durchschnittlicher Zimmer-Preis brutto 83,48 € durchschnittlicher Zimmer-Preis Einzelzimmer brutto 79,42 € durchschnittlicher Betten-Preis brutto 55,65 € durchschnittlicher Zimmer-Preis Doppelzimmer brutto 87,52 €

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Inflationsfaktor für die Vorausschaurechnung ab Jahr 5 2,5% Basisjahr (Grundlage der Erfahrungswerte) für die Vorausschaurechnung 2014 alle ermittelten Umsätze sind auf 365 Tage gerechnet - wenn nicht anders ausgewiesen

B E H E R B E R G U N G Betriebsjahr 1 Betriebsjahr 2 Betriebsjahr 3 Betriebsjahr 4 Betriebsjahr 5 Betriebsjahr 6 Betriebsjahr 7 Betriebsjahr 8 Betriebsjahr 9 Betriebsjahr 10 Logis Basisjahr für die Eingabewerte: 2014 Anzahl Öffnungstage 365 365 365 365 365 365 365 365 365 365 Total verfügbare Einheiten 170 170 170 170 170 170 170 170 170 170 Zimmerbelegung in % 54,0 58,0 61,0 65,0 68,0 68,0 68,0 68,0 68,0 68,0 verkaufte Zimmer im Jahr 33.507 35.989 37.851 40.333 42.194 42.194 42.194 42.194 42.194 42.194 verkaufte Zimmer pro Tag 92 99 104 111 116 116 116 116 116 116 Doppelbelegungsfaktor für das Hotel 1,54 1,54 1,54 1,54 1,54 1,54 1,54 1,54 1,54 1,54 Gästeanzahl aus dem Hotel im Jahr 51.601 55.423 58.290 62.112 64.979 64.979 64.979 64.979 64.979 64.979 Gästeanzahl aus dem Hotel am Tag 141 152 160 170 178 178 178 178 178 178 durchschnittlicher Zimmererlös für das Hotel 80,55 € 80,55 75,00 78,00 81,00 84,66 86,35 88,08 89,84 91,64 93,47 inflationsunabhängige zusätzliche Veränderung der kalkulierten ∅ Zimmerrate -5,55 3,00 3,00 2,00 0,00 0,00 0,00 0,00 0,00 0,00 durchschnittlicher Zimmererlös Hotel 75,00 78,00 81,00 83,00 84,66 86,35 88,08 89,84 91,64 93,47 Total Umsatz Logis aus dem Hotelzimmerverkauf im Jahr 2.512.940 2.807.051 3.065.795 3.347.495 3.572.035 3.643.476 3.716.345 3.790.672 3.866.486 3.943.815 Umsatz pro Tag Logis 6.885 7.691 8.399 9.171 9.786 9.982 10.182 10.385 10.593 10.805

B E H E R B E R G U N G Betriebsjahr 1 Betriebsjahr 2 Betriebsjahr 3 Betriebsjahr 4 Betriebsjahr 5 Betriebsjahr 6 Betriebsjahr 7 Betriebsjahr 8 Betriebsjahr 9 Betriebsjahr 10 Frühstück Basisjahr für die Eingabewerte: 2014 Frühstückpreis Netto 5,74 € 5,74 5,74 5,74 5,74 5,85 5,97 6,09 6,21 6,33 6,46 Gäste aus dem Hotel pro Tag 141 152 160 170 178 178 178 178 178 178 davon nehmen am Frühstück teil 75,0% 106 114 120 128 134 134 134 134 134 134 Umsatz aus Frühstück im Jahr 222.053 238.596 250.837 267.285 285.214 290.918 296.737 302.672 308.725 314.899 davon Anteil Speisen/ Food 5,74 € 100,0% 222.053 238.596 250.837 267.285 285.214 290.918 296.737 302.672 308.725 314.899 davon Anteil Getränke/ Beverage 0,00 € 0,0% 0 0 0 0 0 0 0 0 0 0 Umsatz pro Tag Frühstück 608 654 687 732 781 797 813 829 846 863

Gesamt-Umsatz Hotel (Logis und Frühstück) 2.734.993 3.045.647 3.316.632 3.614.780 3.857.249 3.934.394 4.013.082 4.093.344 4.175.211 4.258.714 Umsatz pro Tag 7.493 8.344 9.087 9.904 10.568 10.779 10.995 11.215 11.439 11.668

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G A S T R O N O M I E Betriebsjahr 1 Betriebsjahr 2 Betriebsjahr 3 Betriebsjahr 4 Betriebsjahr 5 Betriebsjahr 6 Betriebsjahr 7 Betriebsjahr 8 Betriebsjahr 9 Betriebsjahr 10 All-Day-Dining Restaurant - Area 1 mittags Basisjahr für die Eingabewerte: 2014 Anzahl verfügbare Sitzplätze 140 140 140 140 140 140 140 140 140 140 Anzahl Öffnungstage im Jahr für diesen Betriebsteil 365 365 365 365 365 365 365 365 365 365 Sitzplatzbelegung per Öffnungsperiode und Tag 20,0% 25,0% 28,0% 30,0% 30,0% 30,0% 30,0% 30,0% 30,0% 30,0% Total Gäste in der Öffnungsperiode pro Tag 28 35 39 42 42 42 42 42 42 42 ∅ Umsatz pro Gast 12,00 € 12,00 12,00 12,00 12,00 12,24 12,48 12,73 12,99 13,25 13,51 Gesamtumsatz im Jahr 122.640 153.300 171.696 183.960 187.639 191.392 195.220 199.124 203.107 207.169 davon Anteil Speisen/ Food 7,20 € 60,0% 73.584 91.980 103.018 110.376 112.584 114.835 117.132 119.475 121.864 124.301 davon Anteil Getränke/ Beverage 4,80 € 40,0% 49.056 61.320 68.678 73.584 75.056 76.557 78.088 79.650 81.243 82.868 Umsatz pro Öffnungstag mittags 336 420 470 504 514 524 535 546 556 568

G A S T R O N O M I E Betriebsjahr 1 Betriebsjahr 2 Betriebsjahr 3 Betriebsjahr 4 Betriebsjahr 5 Betriebsjahr 6 Betriebsjahr 7 Betriebsjahr 8 Betriebsjahr 9 Betriebsjahr 10 All-Day-Dining Restaurant - Area 1 abends Basisjahr für die Eingabewerte: 2014 Anzahl verfügbare Sitzplätze 140 140 140 140 140 140 140 140 140 140 Anzahl Öffnungstage im Jahr für diesen Betriebsteil 365 365 365 365 365 365 365 365 365 365 Sitzplatzbelegung per Öffnungsperiode und Tag 15,0% 20,0% 22,0% 26,0% 30,0% 30,0% 30,0% 30,0% 30,0% 30,0% Total Gäste in der Öffnungsperiode pro Tag 21 28 31 36 42 42 42 42 42 42 ∅ Umsatz pro Gast 15,00 € 15,00 15,00 15,00 15,00 15,30 15,61 15,92 16,24 16,56 16,89 Gesamtumsatz im Jahr 114.975 153.300 168.630 199.290 234.549 239.240 244.025 248.905 253.883 258.961 davon Anteil Speisen/ Food 10,50 € 70,0% 80.483 107.310 118.041 139.503 164.184 167.468 170.817 174.234 177.718 181.273 davon Anteil Getränke/ Beverage 4,50 € 30,0% 34.493 45.990 50.589 59.787 70.365 71.772 73.207 74.672 76.165 77.688 Umsatz pro Öffnungstag abends 315 420 462 546 643 655 669 682 696 709

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G A S T R O N O M I E Betriebsjahr 1 Betriebsjahr 2 Betriebsjahr 3 Betriebsjahr 4 Betriebsjahr 5 Betriebsjahr 6 Betriebsjahr 7 Betriebsjahr 8 Betriebsjahr 9 Betriebsjahr 10 All-Day-Dining Restaurant - Area 2 ganztags / abends Basisjahr für die Eingabewerte: 2014 Anzahl verfügbare Sitzplätze 60 60 60 60 60 60 60 60 60 60 Anzahl Öffnungstage im Jahr für diesen Betriebsteil 365 365 365 365 365 365 365 365 365 365 Sitzplatzbelegung per Öffnungsperiode und Tag 25,0% 27,0% 28,0% 29,0% 30,0% 30,0% 30,0% 30,0% 30,0% 30,0% Total Gäste in der Öffnungsperiode pro Tag 15 16 17 17 18 18 18 18 18 18 ∅ Umsatz pro Gast 16,00 € 16,00 16,00 16,00 16,00 16,32 16,65 16,98 17,32 17,67 18,02 Gesamtumsatz im Jahr 87.600 94.608 98.112 101.616 107.222 109.367 111.554 113.785 116.061 118.382 davon Anteil Speisen/ Food 9,60 € 60,0% 52.560 56.765 58.867 60.970 64.333 65.620 66.933 68.271 69.637 71.029 davon Anteil Getränke/ Beverage 6,40 € 40,0% 35.040 37.843 39.245 40.646 42.889 43.747 44.622 45.514 46.424 47.353 Umsatz pro Öffnungstag ganztags / abends 240 259 269 278 294 300 306 312 318 324 Umsatz pro Öffnungstag All-Day-Dining Restaurant - Area 2 240 259 269 278 294 300 306 312 318 324

G A S T R O N O M I E Betriebsjahr 1 Betriebsjahr 2 Betriebsjahr 3 Betriebsjahr 4 Betriebsjahr 5 Betriebsjahr 6 Betriebsjahr 7 Betriebsjahr 8 Betriebsjahr 9 Betriebsjahr 10 Bistro und Lounge / Bar Basisjahr für die Eingabewerte: 2014 Anzahl verfügbare Sitzplätze 80 80 80 80 80 80 80 80 80 80 Anzahl Öffnungstage im Jahr für diesen Betriebsteil 365 365 365 365 365 365 365 365 365 365 Sitzplatzbelegung per Öffnungsperiode und Tag 55,0% 58,0% 60,0% 62,0% 62,0% 62,0% 62,0% 62,0% 62,0% 62,0% Total Gäste in der Öffnungsperiode pro Tag 44 46 48 50 50 50 50 50 50 50 ∅ Umsatz pro Gast 5,00 € 5,00 5,00 5,00 5,00 5,10 5,20 5,31 5,41 5,52 5,63 Gesamtumsatz im Jahr 80.300 84.680 87.600 90.520 92.330 94.177 96.061 97.982 99.941 101.940 davon Anteil Speisen/ Food 1,75 € 35,0% 28.105 29.638 30.660 31.682 32.316 32.962 33.621 34.294 34.979 35.679 davon Anteil Getränke/ Beverage 3,25 € 65,0% 52.195 55.042 56.940 58.838 60.015 61.215 62.439 63.688 64.962 66.261 Umsatz pro Öffnungstag 0 220 232 240 248 253 258 263 268 274 279 Umsatz pro Öffnungstag Bistro und Lounge / Bar 220 232 240 248 253 258 263 268 274 279

G A S T R O N O M I E Betriebsjahr 1 Betriebsjahr 2 Betriebsjahr 3 Betriebsjahr 4 Betriebsjahr 5 Betriebsjahr 6 Betriebsjahr 7 Betriebsjahr 8 Betriebsjahr 9 Betriebsjahr 10 Halbpension mittags oder abends Basisjahr für die Eingabewerte: 2014 Anzahl Hotelgäste gesamt am Tag 141 152 160 170 178 178 178 178 178 178 Total HP Gäste pro Tag von den Hotelgästen 30,0% 42 46 48 51 53 53 53 53 53 53 ∅ Umsatz pro Gast 12,00 € ohne Frühstück 12,00 12,00 12,00 12,00 12,30 12,61 12,92 13,25 13,58 13,92 Gesamtumsatz im Jahr 185.763 199.523 209.843 223.603 239.772 245.766 251.910 258.208 264.663 271.280 davon Anteil Speisen/ Food 7,20 € 60,0% 111.458 119.714 125.906 134.162 143.863 147.460 151.146 154.925 158.798 162.768 davon Anteil Getränke/ Beverage 4,80 € 40,0% 74.305 79.809 83.937 89.441 95.909 98.306 100.764 103.283 105.865 108.512 Umsatz pro Öffnungstag Halbpension 509 547 575 613 657 673 690 707 725 743

G A S T R O N O M I E 1 2 3 4 5 6 7 8 9 10 Restaurant Vollpension mittags oder abends Basisjahr für die Eingabewerte: 2014 Anzahl Hotelgäste gesamt am Tag 141 152 160 170 178 178 178 178 178 178 Total VP Gäste pro Tag von den Hotelgästen 0,0% 0 0 0 0 0 0 0 0 0 0 ∅ Umsatz pro Gast 33,60 € ohne Frühstück 33,60 33,60 33,60 33,60 34,44 35,30 36,18 37,09 38,02 38,97 Gesamtumsatz im Jahr 0 0 0 0 0 0 0 0 0 0 davon Anteil Speisen/ Food 26,88 € 80,0% 0 0 0 0 0 0 0 0 0 0 davon Anteil Getränke/ Beverage 6,72 € 20,0% 0 0 0 0 0 0 0 0 0 0 Umsatz pro Öffnungstag mittags oder abends 0 0 0 0 0 0 0 0 0 0

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T A G U N G E N - durch Tagungs-Hotelgäste Betriebsjahr 1 Betriebsjahr 2 Betriebsjahr 3 Betriebsjahr 4 Betriebsjahr 5 Betriebsjahr 6 Betriebsjahr 7 Betriebsjahr 8 Betriebsjahr 9 Betriebsjahr 10 Tagungen 1 qm 825,0 Basisjahr für die Eingabewerte: 2014 Anteil hier von allen Tagungsgästen pro Tag 60,0% 8 9 9 10 10 10 10 10 10 10 Raummiete/ Tagungsgast ergibt Jahresumsatz 5,00 € 15.078 16.195 17.033 18.150 22.570 23.134 23.713 24.305 24.913 25.536 als Tagungs- Technik/ Tagungsgast ergibt Jahresumsatz 5,00 € 15.078 16.195 17.033 18.150 22.570 23.134 23.713 24.305 24.913 25.536 pauschale: Umsatz aus Miete und Technik im Jahr 30.156 32.390 34.065 36.299 45.140 46.268 47.425 48.611 49.826 51.072 davon nehmen am Essen teil 100,0% 39,00 € 8 9 9 10 10 10 10 10 10 10 Speisenumsatz pro Tagungsgast 15,00 € 15,00 15,00 15,00 15,00 15,30 15,61 15,92 16,24 16,56 16,89 exklusive Getränkeumsatz pro Tagungsgast 8,00 € 8,00 8,00 8,00 8,00 8,16 8,32 8,49 8,66 8,83 9,01 Übernachtung Kaffeeumsatz pro Tagungsgast 6,00 € 6,00 6,00 6,00 6,00 6,12 6,24 6,37 6,49 6,62 6,76 Gastronomieumsatz Gesamt im Jahr 87.453 93.931 98.790 105.268 112.329 114.575 116.867 119.204 121.588 124.020 davon Anteil Speisen/ Food 21,00 € 72,4% 63.328 68.019 71.537 76.228 81.342 82.968 84.628 86.320 88.047 89.808 davon Anteil Getränke/ Beverage 8,00 € 27,6% 24.125 25.912 27.252 29.039 30.987 31.607 32.239 32.884 33.542 34.212 ∅ Anz. Veranstaltungen / Woche bei: 10 Teilnehmern 5,8 6,2 6,5 7,0 7,3 7,3 7,3 7,3 7,3 7,3

T A G U N G E N - durch Tagungs-Hotelgäste Betriebsjahr 1 Betriebsjahr 2 Betriebsjahr 3 Betriebsjahr 4 Betriebsjahr 5 Betriebsjahr 6 Betriebsjahr 7 Betriebsjahr 8 Betriebsjahr 9 Betriebsjahr 10 Tagungen 2 qm 825,0 Basisjahr für die Eingabewerte: 2014 Anteil hier von allen Tagungsgästen pro Tag 40,0% 6 6 6 7 7 7 7 7 7 7 Raummiete/ Tagungsgast ergibt Jahresumsatz 5,00 € 10.052 10.797 11.355 12.100 15.047 15.423 15.808 16.204 16.609 17.024 als Tagungs- Technik/ Tagungsgast ergibt Jahresumsatz 5,00 € 10.052 10.797 11.355 12.100 15.047 15.423 15.808 16.204 16.609 17.024 pauschale: Umsatz aus Miete und Technik im Jahr 20.104 21.593 22.710 24.200 30.093 30.846 31.617 32.407 33.217 34.048 davon nehmen am Essen teil 100,0% 59,00 € 6 6 6 7 7 7 7 7 7 7 Speisenumsatz pro Tagungsgast 24,00 € 24,00 24,00 24,00 24,00 24,48 24,97 25,47 25,98 26,50 27,03 exklusive Getränkeumsatz pro Tagungsgast 15,00 € 15,00 15,00 15,00 15,00 15,30 15,61 15,92 16,24 16,56 16,89 Übernachtung Kaffeeumsatz pro Tagungsgast 10,00 € 10,00 10,00 10,00 10,00 10,20 10,40 10,61 10,82 11,04 11,26 Gastronomieumsatz Gesamt im Jahr 98.511 105.808 111.280 118.578 126.531 129.062 131.643 134.276 136.962 139.701 davon Anteil Speisen/ Food 34,00 € 69,4% 68.354 73.418 77.215 82.278 87.797 89.553 91.344 93.171 95.035 96.935 davon Anteil Getränke/ Beverage 15,00 € 30,6% 30.156 32.390 34.065 36.299 38.734 39.509 40.299 41.105 41.927 42.766 ∅ Anz. Veranstaltungen / Woche bei: 10 Teilnehmern 3,9 4,1 4,4 4,6 4,9 4,9 4,9 4,9 4,9 4,9

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T A G U N G E N - durch Tagungs-Hotelgäste 1 2 3 4 5 6 7 8 9 10 Tagungen 3 qm 825,0 Basisjahr für die Eingabewerte: 2014 Anteil hier von allen Tagungsgästen pro Tag 0,0% 0 0 0 0 0 0 0 0 0 0 Raummiete/ Tagungsgast ergibt Jahresumsatz 0,00 € 0 0 0 0 0 0 0 0 0 0 als Tagungs- Technik/ Tagungsgast ergibt Jahresumsatz 0,00 € 0 0 0 0 0 0 0 0 0 0 pauschale: Umsatz aus Miete und Technik im Jahr 0 0 0 0 0 0 0 0 0 0 davon nehmen am Essen teil 100,0% 0,00 € 0 0 0 0 0 0 0 0 0 0 Speisenumsatz pro Tagungsgast 0,00 € 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 exklusive Getränkeumsatz pro Tagungsgast 0,00 € 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 Übernachtung Kaffeeumsatz pro Tagungsgast 0,00 € 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 Gastronomieumsatz Gesamt im Jahr 0 0 0 0 0 0 0 0 0 0 davon Anteil Speisen/ Food 0,00 € 0,0% 0 0 0 0 0 0 0 0 0 0 davon Anteil Getränke/ Beverage 0,00 € 0,0% 0 0 0 0 0 0 0 0 0 0 ∅ Anz. Veranstaltungen / Woche bei: 1 Teilnehmern 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0

T A G U N G E N - unabhängig von Tagungs-Hotelgästen Betriebsjahr 1 Betriebsjahr 2 Betriebsjahr 3 Betriebsjahr 4 Betriebsjahr 5 Betriebsjahr 6 Betriebsjahr 7 Betriebsjahr 8 Betriebsjahr 9 Betriebsjahr 10 Tagungen sonstiges qm 825,0 Basisjahr für die Eingabewerte: 2014 Tagungsgästen pro Tag 8 9 11 13 13 13 13 13 13 13 Raummiete/ Tagungsgast ergibt Jahresumsatz 5,00 € 14.600 16.425 20.075 23.725 28.202 28.907 29.629 30.370 31.129 31.907 als Tagungs- Technik/ Tagungsgast ergibt Jahresumsatz 5,00 € 15.723 18.130 22.713 27.514 28.202 28.907 29.629 30.370 31.129 31.907 pauschale: Umsatz aus Miete und Technik im Jahr 30.323 34.555 42.788 51.239 56.403 57.813 59.259 60.740 62.259 63.815 davon nehmen am Essen teil 100,0% 39,00 € 8 9 11 13 13 13 13 13 13 13 Speisenumsatz pro Tagungsgast 15,00 € 15,00 15,00 15,00 15,00 15,30 15,61 15,92 16,24 16,56 16,89 exklusive Getränkeumsatz pro Tagungsgast 8,00 € 8,00 8,00 8,00 8,00 8,16 8,32 8,49 8,66 8,83 9,01 Übernachtung Kaffeeumsatz pro Tagungsgast 6,00 € 6,00 6,00 6,00 6,00 6,12 6,24 6,37 6,49 6,62 6,76 Gastronomieumsatz Gesamt im Jahr 84.680 95.265 116.435 137.605 140.357 143.164 146.028 148.948 151.927 154.966 davon Anteil Speisen/ Food 21,00 € 72,4% 61.320 68.985 84.315 99.645 101.638 103.671 105.744 107.859 110.016 112.216 davon Anteil Getränke/ Beverage 8,00 € 27,6% 23.360 26.280 32.120 37.960 38.719 39.494 40.283 41.089 41.911 42.749 ∅ Anz. Veranstaltungen / Woche bei: 10 Teilnehmern 5,6 6,3 7,7 9,1 9,1 9,1 9,1 9,1 9,1 9,1 Umsatz aller Räume pro Tag 962 1.051 1.167 1.296 1.400 1.429 1.460 1.491 1.523 1.555 Anzahl der Tagungsgäste pro Tag 22 24 27 30 30 30 30 30 30 30

B A N K E T T Betriebsjahr 1 Betriebsjahr 2 Betriebsjahr 3 Betriebsjahr 4 Betriebsjahr 5 Betriebsjahr 6 Betriebsjahr 7 Betriebsjahr 8 Betriebsjahr 9 Betriebsjahr 10 Veranstaltungen im Hotel Basisjahr für die Eingabewerte: 2014 Anzahl Couvert pro Tag 3 4 5 5 6 6 6 6 6 6 Anzahl Couvert pro Monat 90 120 135 150 165 165 165 165 165 165 Umsatz pro Couvert 25,0 € 25,00 25,00 25,00 25,00 25,50 26,01 26,53 27,06 27,60 28,15 Gesamtumsatz im Jahr 27.375 36.500 41.063 45.625 51.191 52.215 53.259 54.325 55.411 56.519 davon Anteil Speisen/ Food 15,00 € 60,0% 16.425 21.900 24.638 27.375 30.715 31.329 31.955 32.595 33.247 33.911 davon Anteil Getränke/ Beverage 10,00 € 40,0% 10.950 14.600 16.425 18.250 20.476 20.886 21.304 21.730 22.164 22.608 ∅ Anz. Veranstaltungen / Woche bei: 10 Teilnehmern 2,1 2,8 3,2 3,5 3,9 3,9 3,9 3,9 3,9 3,9

N E B E N A B T E I L U N G E N Betriebsjahr 1 Betriebsjahr 2 Betriebsjahr 3 Betriebsjahr 4 Betriebsjahr 5 Betriebsjahr 6 Betriebsjahr 7 Betriebsjahr 8 Betriebsjahr 9 Betriebsjahr 10 Garage Basisjahr für die Eingabewerte: 2014 verfügbare Plätze 150 150 150 150 150 150 150 150 150 150

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BERECHNUNG der zu erwartenden NETTOUMSÄTZE von BETRIEBSJAHR 1 bis 10 © RIMC Version 12.12.2013

Anteil der vermieteten Parkplätze 25,0% 25,0% 30,0% 30,0% 30,0% 30,0% 30,0% 30,0% 30,0% 30,0% vermietete Parklätze pro Tag 38 38 45 45 45 45 45 45 45 45 Umsatz pro Parkplatz 0,0 € 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 Umsatz pro Jahr 0 0 0 0 0 0 0 0 0 0 Umsatz pro Tag Garage 0 0 0 0 0 0 0 0 0 0

N E B E N A B T E I L U N G E N Betriebsjahr 1 Betriebsjahr 2 Betriebsjahr 3 Betriebsjahr 4 Betriebsjahr 5 Betriebsjahr 6 Betriebsjahr 7 Betriebsjahr 8 Betriebsjahr 9 Betriebsjahr 10 Hotel - Shop / Tabak etc. Basisjahr für die Eingabewerte: 2014 Gästeanzahl pro Tag 141 152 160 170 178 178 178 178 178 178 Umsatz pro Gast 0,50 € 0,50 0,50 0,50 0,51 0,52 0,53 0,54 0,55 0,56 0,57 Umsatz pro Jahr 25.800 27.712 29.145 31.677 33.802 34.478 35.168 35.871 36.588 37.320 Umsatz pro Tag Hotel - Shop / Tabak etc. 71 76 80 87 93 94 96 98 100 102

N E B E N A B T E I L U N G E N 1 2 3 4 5 6 7 8 9 10 Kegelbahn Basisjahr für die Eingabewerte: 2014 Anzahl Plätze 0 0 0 0 0 0 0 0 0 0 vermietbare Tage im Jahr 365 365 365 365 365 365 365 365 365 365 vermietbare Stunden pro Tag 8 8 8 8 8 8 8 8 8 8 Miete pro Stunde 0,0 € 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 Auslastung der Plätze in % 10,0% 18,0% 18,0% 20,0% 20,0% 20,0% 20,0% 20,0% 20,0% 20,0% Umsatz pro Jahr 0 0 0 0 0 0 0 0 0 0

Umsatz pro vermietbarem Tag Kegelbahn 0 0 0 0 0 0 0 0 0 0

N E B E N A B T E I L U N G E N 1 2 3 4 5 6 7 8 9 10 Tennis Freiplätze Basisjahr für die Eingabewerte: 2014 Anzahl Plätze 0 0 0 0 0 0 0 0 0 0 vermietbare Tage im Jahr 0 0 0 0 0 0 0 0 0 0 vermietbare Stunden pro Tag 0 0 0 0 0 0 0 0 0 0 Miete pro Stunde 0,0 € 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 Auslastung der Plätze in % 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% Umsatz pro Jahr 0 0 0 0 0 0 0 0 0 0 Umsatz pro vermietbarem Tag Tennis Freiplätze 0 0 0 0 0 0 0 0 0 0

N E B E N A B T E I L U N G E N 1 2 3 4 5 6 7 8 9 10 Sport / Golf etc. Basisjahr für die Eingabewerte: 2014 Gästeanzahl pro Tag 141 152 160 170 178 178 178 178 178 178 Umsatz pro Gast 0,00 € 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 Umsatz pro Jahr 0 0 0 0 0 0 0 0 0 0 Umsatz pro Tag Sport / Golf etc. 0 0 0 0 0 0 0 0 0 0

N E B E N A B T E I L U N G E N 1 2 3 4 5 6 7 8 9 10 Wellness (Sauna, Beauty) / Therapie Basisjahr für die Eingabewerte: 2014 Radisson Blu Talum_RIMC WB 1, 19.11.13 BS-1.xls alle Werte sind NETTO - wenn nicht anders ausgewiesen Ausdruck vom 25.7.2014 Seite 6 von 8 Vital & Sport Resort Kidričevo Slovenia 70

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BERECHNUNG der zu erwartenden NETTOUMSÄTZE von BETRIEBSJAHR 1 bis 10 © RIMC Version 12.12.2013

Inflationsfaktor für die Vorausschaurechnung ab Jahr 5 2,5% Basisjahr (Grundlage der Erfahrungswerte) für die Vorausschaurechnung 2014

alle ermittelten Umsätze sind auf 365 Tage gerechnet - wenn nicht anders ausgewiesen

Anzahl Öffnungstage 365 365 365 365 365 365 365 365 365 365 belegte Zimmer 33.507 35.989 37.851 40.333 42.194 42.194 42.194 42.194 42.194 42.194 Anzahl der Gäste 51.601 55.423 58.290 62.112 64.979 64.979 64.979 64.979 64.979 64.979 davon Package - Gäste 2.848 3.059 3.217 3.428 3.586 3.586 3.586 3.586 3.586 3.586 Umsatz Hotelgäste / Kopf (o. Gastronomie) 15,00 € 15,00 15,00 15,00 15,00 15,30 15,61 15,92 16,24 16,56 16,89 Umsatz Package Gäste pro Jahr 42.721 45.886 48.259 51.424 54.873 55.971 57.090 58.232 59.397 60.585 davon Special - Gäste 1.005 1.080 1.136 1.210 1.266 1.266 1.266 1.266 1.266 1.266 Umsatz Special - Gast (hiervon 20%) / Kopf 8,00 € 8,00 8,00 8,00 8,00 8,16 8,32 8,49 8,66 8,83 9,01 Umsatz Special Gäste pro Jahr 8.042 8.637 9.084 9.680 10.329 10.536 10.746 10.961 11.181 11.404 Anzahl Mitglieder 0 0 0 0 0 0 0 0 0 0 Mitgliedsbeitrag pro Monat 0,00 € 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 Umsatz Mitgliedschaften pro Jahr 0 0 0 0 0 0 0 0 0 0 Umsatz Wellness pro Jahr 50.763 54.523 57.344 61.104 65.202 66.506 67.837 69.193 70.577 71.989 Umsatz Wellness / Sauna / Hotelgast 5,00 € 258.004 277.115 291.449 310.560 324.894 324.894 324.894 324.894 324.894 324.894 Umsatz pro Tag Wellness (Sauna, Beauty) / Therap 846 909 956 1.018 1.069 1.072 1.076 1.080 1.083 1.087

N E B E N A B T E I L U N G E N 1 2 3 4 5 6 7 8 9 10 Therapie / Fitness Basisjahr für die Eingabewerte: 2014 Anzahl Öffnungstage 365 365 365 365 365 365 365 365 365 365 belegte Zimmer 33.507 35.989 37.851 40.333 42.194 42.194 42.194 42.194 42.194 42.194 Anzahlk der Gäste 51.601 55.423 58.290 62.112 64.979 64.979 64.979 64.979 64.979 64.979 davon umsatzbringende Hotelgäste pro Tag 25,0% 12.900 13.856 14.572 15.528 16.245 16.245 16.245 16.245 16.245 16.245 Umsatz Hotelgäste / Kopf (o. Gastronomie) 20,00 € 258.004 277.115 291.449 310.560 324.894 324.894 324.894 324.894 324.894 324.894 Anzahl Passanten pro Tag 10 12 15 15 18 20 20 20 20 20 Umsatz Passanten / Kopf (o. Gastronomie) 30,00 € 109.500 131.400 164.250 164.250 197.100 219.000 219.000 219.000 219.000 219.000 Anzahl Mitglieder 0 0 0 0 0 0 0 0 0 0 Mitgliedsbeitrag pro Monat 0,00 € 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 Umsatz Wellness pro Jahr 367.504 408.515 455.699 474.810 521.994 543.894 543.894 543.894 543.894 543.894 Umsatz pro Tag Therapie / Fitness 1.007 1.119 1.248 1.301 1.430 1.490 1.490 1.490 1.490 1.490

N E B E N A B T E I L U N G E N 1 2 3 4 5 6 7 8 9 10 Golf Basisjahr für die Eingabewerte: 2014 Anzahl Öffnungstage 365 365 365 365 365 365 365 365 365 365 belegte Zimmer 33.507 35.989 37.851 40.333 42.194 42.194 42.194 42.194 42.194 42.194 Anzahl der Gäste 51.601 55.423 58.290 62.112 64.979 64.979 64.979 64.979 64.979 64.979 Anzahl MItglieder 2.600 2.650 2.700 2.700 2.700 2.700 2.700 2.700 2.700 2.700 Mitgliedsbeitrag p.a. 0,0 € 0 0 0 0 0 0 0 0 0 0 Joining Fees 0 0 0 0 0 0 0 0 0 0 Greenfee / Sundry Golf Income 0 0 0 0 0 0 0 0 0 0 Shop Umsatz 0 0 0 0 0 0 0 0 0 0 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 Umsatz Golf pro Jahr 0 0 0 0 0 0 0 0 0 0

Umsatz pro Tag Golf 0 0 0 0 0 0 0 0 0 0

N E B E N A B T E I L U N G E N Betriebsjahr 1 Betriebsjahr 2 Betriebsjahr 3 Betriebsjahr 4 Betriebsjahr 5 Betriebsjahr 6 Betriebsjahr 7 Betriebsjahr 8 Betriebsjahr 9 Betriebsjahr 10 Telefon

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Basisjahr für die Eingabewerte: 2014 belegte Zimmer im Jahr 33.507 35.989 37.851 40.333 42.194 42.194 42.194 42.194 42.194 42.194 Umsatz pro belegtem Zimmer 0,0 € 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 Umsatz pro Jahr 0 0 0 0 0 0 0 0 0 0 Umsatz pro Tag Telefon 0 0 0 0 0 0 0 0 0 0

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BASIS-PERSONALPLANUNG UND KALKULATION der PERSONALKOSTEN für ein repräsentatives Betriebsjahr abewerte und Berechnungen ist " HEUTE " (das Basisjahr) © RIMC Radisson Blu Vital & Sport Resort Sternthal, Kidričevo (Slovenia) Version 12.12.2013

Inflationsfaktor nur für die Berechnung der Personalaufwendungen 2,5%

Nettogehalt Nettogehalt A N Z A H L Bruttogehalt Personalnebenkosten zusätzliche Personalkosten Personalkosten Talum_RIMC WB 1, 19.11.13BEHERBERGUNG BS-1.xls je Mitarbeiter je MA indexiert festang. Auszu-alle Werte Aushilfs sind- Teilzeit-NETTO - Monate wenn nicht indexiert anders ausgewiesenSozialversicherung Personalnebenkosten indexiert Ausdrucknicht vom indexiert25.7.2014 Seite 8 von 8 2014 Betriebsjahr1 MA bildende kräfte arbeiter Summe 17,0% 0,0% T O T A L 2014

Empfang, Reservierung

Empfangsleiter 1.800,00 € 1.938,40 € 1 12 23.260,84 € 3.954,34 € 0,00 € 27.215,18 € 25.123,00 € Empfangsmitarbeiter 1.300,00 € 1.399,96 € 7 12 117.596,46 € 19.991,40 € 0,00 € 137.587,85 € 127.009,00 € Reservierungsmitarbeiter 1.300,00 € 1.399,96 € 2 12 33.598,99 € 5.711,83 € 0,00 € 39.310,82 € 36.288,00 € Night Auditor 1.450,00 € 1.561,49 € 2 12 37.475,79 € 6.370,88 € 0,00 € 43.846,68 € 40.475,00 € Nachtportier Aushilfe 600,00 € 646,13 € 2 12 15.507,23 € 2.636,23 € 0,00 € 18.143,45 € 16.748,00 € Reservierungsleiter 0,00 € 0,00 € 0 12 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € Azubis 600,00 € 646,13 € 0 12 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 €

∅ BRUTTO inkl. Nebenk./ Monat 1.705,85 € 1.847,94 € 12 0 2 0 227.439,30 € 38.664,68 € 6.573,00 € 266.103,98 € 245.643,00 €

Hauswirtschaft

Hausdame 1.800,00 € 1.938,40 € 1 12 23.260,84 € 3.954,34 € 0,00 € 27.215,18 € 25.123,00 € Stv. Hausdame 1.500,00 € 1.615,34 € 2 12 38.768,06 € 6.590,57 € 0,00 € 45.358,63 € 41.871,00 € Zimmerdamen 1.200,00 € 1.292,27 € 6 12 93.043,35 € 15.817,37 € 0,00 € 108.860,72 € 100.490,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 €

∅ BRUTTO inkl. Nebenk./ Monat 1.550,78 € 1.679,95 € 9 0 0 0 155.072,25 € 26.362,28 € 0,00 € 181.434,53 € 167.484,00 €

∅ BRUTTO inkl. Nebenk./ Monat 1.639,39 € 1.775,95 € 21 0 2 0 382.511,55 € 65.026,96 € 6.573,00 € 447.538,51 € 413.127,00 €

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Service

F&B Manager 2.000,00 € 2.153,78 € 1 12 25.845,38 € 4.393,71 € 0,00 € 30.239,09 € 27.914,00 € Oberkellner (Stellv. F&B) 1.400,00 € 1.507,65 € 1 12 18.091,76 € 3.075,60 € 0,00 € 21.167,36 € 19.540,00 € Chef de Rang 1.200,00 € 1.292,27 € 2 12 31.014,45 € 5.272,46 € 0,00 € 36.286,91 € 33.497,00 € Commis de Rang 1.000,00 € 1.076,89 € 8 12 103.381,50 € 17.574,86 € 0,00 € 120.956,36 € 111.656,00 € Frühstückskellner 800,00 € 861,51 € 4 0 12 41.352,60 € 7.029,94 € 0,00 € 48.382,54 € 44.662,00 € Springer Bar/Bankett 1.000,00 € 1.076,89 € 1 0 12 12.922,69 € 2.196,86 € 0,00 € 15.119,54 € 13.957,00 € Bankettleiter 0,00 € 0,00 € Bankettassistent 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € Aushilfen 600,00 € 646,13 € 0 12 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € Auszubildende Service 600,00 € 646,13 € 12 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € ∅ BRUTTO inkl. Nebenk./ Mona 1.231,50 € 1.334,08 € 17 0 0 0 232.608,38 € 39.543,42 € 0,00 € 272.151,80 € 251.226,00 €

Küche

Küchenchef 3.000,00 € 3.230,67 € 1 12 38.768,06 € 6.590,57 € 0,00 € 45.358,63 € 41.871,00 € Souschef 1.600,00 € 1.723,03 € 2 12 41.352,60 € 7.029,94 € 0,00 € 48.382,54 € 44.662,00 € Frühstückskoch 1.000,00 € 1.076,89 € 3 12 38.768,06 € 6.590,57 € 0,00 € 45.358,63 € 41.871,00 € Koch 1.200,00 € 1.292,27 € 5 12 77.536,13 € 13.181,14 € 0,00 € 90.717,27 € 83.742,00 € Spüler Küchenhilfe 0,00 € 0,00 € 0 12 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € Spüler 900,00 € 969,20 € 4 0 12 46.521,68 € 7.908,68 € 0,00 € 54.430,36 € 50.245,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € Aushilfe 800,00 € 861,51 € 0 12 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 €

∅ BRUTTO inkl. Nebenk./ Monat 1.457,73 € 1.579,15 € 15 0 0 0 242.946,53 € 41.300,91 € 0,00 € 284.247,43 € 262.391,00 €

Wellness / Gymnastik / Sauna

Spa Manager 1800,00 € 1938,40 € 1 12 23260,84 € 3954,34 € 0,00 € 27215,18 € 25123,00 € Spa/Reception Attendants 1100,00 € 1184,58 € 4 12 56859,83 € 9666,17 € 0,00 € 66526,00 € 61411,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 €

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0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € Housekeepers 900,00 € 969,20 € 3 12 34891,26 € 5931,51 € 0,00 € 40822,77 € 37684,00 €

∅ BRUTTO inkl. Nebenk./ Monat 1293,94 € 1401,71 € 8 0 0 0 115011,92 € 19552,03 € 0,00 € 134563,94 € 124218,00 €

Therapie

Physio Therapist 1.500,00 € 1.615,34 € 2 12 38.768,06 € 6.590,57 € - € 45358,63 € 41871,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 €

∅ BRUTTO inkl. Nebenk./ Monat 1744,63 € 1889,94 € 2 0 0 0 38768,06 € 6590,57 € 0,00 € 45358,63 € 41871,00 €

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Nettogehalt Nettogehalt A N Z A H L Bruttogehalt Personalnebenkosten zusätzliche Personalkosten Personalkosten VERWALTUNG je Mitarbeiter je MA indexiert festang. Auszu- Aushilfs- Teilzeit- Monate indexiert Sozialversicherung Personalnebenkosten indexiert nicht indexiert 2014 Betriebsjahr1 MA bildende kräfte arbeiter Summe 17,0% 0,0% T O T A L 2014

Hoteldirektor 4.500,00 € 4.846,01 € 1 12 58.152,09 € 9.885,86 € 0,00 € 68.037,95 € 62.806,00 € 0,00 € 0,00 € Buchhaltung 1.200,00 € 1.292,27 € 1 12 15.507,23 € 2.636,23 € 0,00 € 18.143,45 € 16.748,00 € Controller 1.200,00 € 1.292,27 € 1 12 15.507,23 € 2.636,23 € 0,00 € 18.143,45 € 16.748,00 € 0,00 € 0,00 € 0 12 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 € 0,00 €

∅ BRUTTO inkl. Nebenk./ Monat 2.675,06 € 2.897,91 € 3 0 0 0 89.166,54 € 15.158,31 € 0,00 € 104.324,86 € 96.302,00 €

Nettogehalt Nettogehalt A N Z A H L Bruttogehalt Personalnebenkosten zusätzliche Personalkosten Personalkosten SALES & MARKETING je Mitarbeiter je MA indexiert festang. Auszu- Aushilfs- Teilzeit- Monate indexiert Sozialversicherung Personalnebenkosten indexiert nicht indexiert 2014 Betriebsjahr1 MA bildende kräfte arbeiter Summe 17,0% 0,0% T O T A L 2014

Leiter Sales 2.000,00 € 2.153,78 € 1 12 25.845,38 € 4.393,71 € 0,00 € 30.239,09 € 27.914,00 € Sales Rep 1.500,00 € 1.615,34 € 1 12 19.384,03 € 3.295,29 € 0,00 € 22.679,32 € 20.935,00 € 0,00 € 0,00 €

∅ BRUTTO inkl. Nebenk./ Monat 2.035,38 € 2.204,93 € 2 0 0 0 45.229,41 € 7.689,00 € 0,00 € 52.918,41 € 48.849,00 €

Nettogehalt Nettogehalt A N Z A H L Bruttogehalt Personalnebenkosten zusätzliche Personalkosten Personalkosten TECHNIK je Mitarbeiter je MA indexiert festang. Auszu- Aushilfs- Teilzeit- Monate indexiert Sozialversicherung Personalnebenkosten indexiert nicht indexiert 2014 Betriebsjahr1 MA bildende kräfte arbeiter Summe 17,0% 0,0% T O T A L 2014

0,00 € 0,00 € Leiter Haustechnik 1.800,00 € 1.938,40 € 1 12 23.260,84 € 3.954,34 € 0,00 € 27.215,18 € 25.123,00 € Techniker 1.300,00 € 1.399,96 € 2 12 33.598,99 € 5.711,83 € 0,00 € 39.310,82 € 36.288,00 € 0,00 € 0,00 € 0,00 € 0,00 €

∅ BRUTTO inkl. Nebenk./ Monat 1.705,86 € 1.847,94 € 3 0 0 0 56.859,83 € 9.666,17 € 0,00 € 66.526,00 € 61.411,00 €

TOTAL HOTEL 71 0 2 0 1.203.102,21 € 204.527,38 € 6.573,00 € 1.407.629,58 € 1.299.395,00 €

Personalaufwand TOTAL nur Festangestellte 71 2 nur Aushilfen und Teilzeitkräfte gerechnet auf den Betriebsjahr 1 2014 festangestellten n RELATION zu den ZIMMERN nur Festangestellte 0,42 0,01 nur Aushilfen und Teilzeitkräfte 1.652,15 € 1.525,11 €

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Betriebsjahr 1

Summe Summe TOTAL festangestellte Mitarbeiter (MA) Teilzeit-MA und Aushilfen Personalkosten / Personalkosten / ABTEILUNG festangestell Teilzeit + Personalkosten im in % TOTAL MA / Monat FEST-MA / Monat Ergänzung Lohn/ MA/ Monat te MA Ergänzung Lohn/ MA/ Monat Aushilfen Jahr

Beherbergung 21 0 0,00 € 21 2 0 0,00 € 2 1.621,52 € 1.775,95 € 447.539,00 € 32% Gastronomie 32 0 32 0 0 0,00 € 0 1.448,96 € 1.448,96 € 556.399,00 € 40%

Health and Leisure 10 0 0,00 € 10 0 0 0,00 € 0 1.499,35 € 1.499,36 € 179.923,00 € 13% Holding 0 0 0,00 € 0 0 0 0,00 € 0 0,00 € 0,00 € 0,00 € 0% Verwaltung 3 0 0,00 € 3 0 0 0,00 € 0 2.897,91 € 2.897,92 € 104.325,00 € 7% Sales & Marketing 2 0 0,00 € 2 0 0 0,00 € 0 2.204,93 € 2.204,92 € 52.918,00 € 4% Technik 3 0 0,00 € 3 0 0 0,00 € 0 1.847,94 € 1.847,94 € 66.526,00 € 5%

T O T A L 71 0 71 2 0 2 1.606,88 € 1.652,15 € 1.407.630,00 € 100%

Betriebsjahr 2

Summe Summe TOTAL festangestellte Mitarbeiter (MA) Teilzeit-MA und Aushilfen Personalkosten / Personalkosten / ABTEILUNG festangestell Teilzeit + Personalkosten im in % TOTAL MA / Monat FEST-MA / Monat 1 Ergänzung Lohn/ MA/ Monat te MA 1 Ergänzung Lohn/ MA/ Monat Aushilfen Jahr

Beherbergung 21 0 1.650,00 € 21 2 0 0,00 € 2 1.662,05 € 1.820,35 € 458.727,00 € 32% Gastronomie 32 0 1.800,00 € 32 0 0 0,00 € 0 1.485,18 € 1.485,18 € 570.309,00 € 40%

Health and Leisure 10 0 0,00 € 10 0 0 0,00 € 0 1.536,84 € 1.536,84 € 184.421,00 € 13% Holding 0 0 0,00 € 0 0 0 0,00 € 0 0,00 € 0,00 € 0,00 € 0% Verwaltung 3 0 1.650,00 € 3 0 0 0,00 € 0 2.970,36 € 2.970,36 € 106.933,00 € 7% Sales & Marketing 2 0 0,00 € 2 0 0 0,00 € 0 2.260,06 € 2.260,04 € 54.241,00 € 4% Technik 3 0 1.500,00 € 3 0 0 0,00 € 0 1.894,14 € 1.894,14 € 68.189,00 € 5%

T O T A L 71 0 71 2 0 2 1.647,05 € 1.693,45 € 1.442.820,00 € 100%

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Betriebsjahr 3

Summe Summe TOTAL festangestellte Mitarbeiter (MA) Teilzeit-MA und Aushilfen Personalkosten / Personalkosten / ABTEILUNG festangestell Teilzeit + Personalkosten im in % TOTAL MA / Monat FEST-MA / Monat 2 Ergänzung Lohn/ MA/ Monat te MA 2 Ergänzung Lohn/ MA/ Monat Aushilfen Jahr

Beherbergung 21 1 1.500,00 € 22 2 0 0,00 € 2 1.705,75 € 1.860,81 € 491.255,00 € 33% Gastronomie 32 0 0,00 € 32 0 0 400,00 € 0 1.522,31 € 1.522,31 € 584.567,00 € 39%

Health and Leisure 10 0 0,00 € 10 0 0 0,00 € 0 1.575,26 € 1.575,26 € 189.031,00 € 13% Holding 0 0 0,00 € 0 0 0 0,00 € 0 0,00 € 0,00 € 0,00 € 0% Verwaltung 3 0 0,00 € 3 0 0 0,00 € 0 3.044,62 € 3.044,61 € 109.606,00 € 7% Sales & Marketing 2 0 2.000,00 € 2 0 0 0,00 € 0 2.316,56 € 2.316,54 € 55.597,00 € 4% Technik 3 0 0,00 € 3 0 0 0,00 € 0 1.941,50 € 1.941,50 € 69.894,00 € 5%

T O T A L 71 1 72 2 0 2 1.689,13 € 1.736,05 € 1.499.950,00 € 100%

Betriebsjahr 4

Summe Summe TOTAL festangestellte Mitarbeiter (MA) Teilzeit-MA und Aushilfen Personalkosten / Personalkosten / ABTEILUNG festangestell Teilzeit + Personalkosten im in % TOTAL MA / Monat FEST-MA / Monat 3 Ergänzung Lohn/ MA/ Monat te MA 3 Ergänzung Lohn/ MA/ Monat Aushilfen Jahr

Beherbergung 22 1 1.600,00 € 23 2 0 0,00 € 2 1.753,34 € 1.905,80 € 526.001,00 € 33% Gastronomie 32 1 1.700,00 € 33 0 0 0,00 € 0 1.573,36 € 1.573,36 € 623.049,00 € 39%

Health and Leisure 10 0 0,00 € 10 0 0 0,00 € 0 1.614,64 € 1.614,64 € 193.757,00 € 12% Holding 0 0 0,00 € 0 0 0 0,00 € 0 0,00 € 0,00 € 0,00 € 0% Verwaltung 3 0 0,00 € 3 0 0 0,00 € 0 3.120,73 € 3.120,72 € 112.346,00 € 7% Sales & Marketing 2 0 0,00 € 2 0 0 0,00 € 0 2.374,47 € 2.374,46 € 56.987,00 € 4% Technik 3 0 0,00 € 3 0 0 0,00 € 0 1.990,03 € 1.990,03 € 71.641,00 € 5%

T O T A L 72 2 74 2 0 2 1.736,60 € 1.783,54 € 1.583.781,00 € 100%

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Betriebsjahr 5

Summe Summe TOTAL festangestellte Mitarbeiter (MA) Teilzeit-MA und Aushilfen Personalkosten / Personalkosten / ABTEILUNG festangestell Teilzeit + Personalkosten im in % TOTAL MA / Monat FEST-MA / Monat 4 Ergänzung Lohn/ MA/ Monat te MA 4 Ergänzung Lohn/ MA/ Monat Aushilfen Jahr

Beherbergung 23 1 1.800,00 € 24 2 0 0,00 € 2 1.809,05 € 1.959,80 € 564.423,00 € 34% Gastronomie 33 1 1.800,00 € 34 0 0 800,00 € 0 1.627,20 € 1.627,20 € 663.897,00 € 40%

Health and Leisure 10 0 0,00 € 10 0 0 0,00 € 0 1.655,01 € 1.655,01 € 198.601,00 € 12% Holding 0 0 0,00 € 0 0 0 0,00 € 0 0,00 € 0,00 € 0,00 € 0% Verwaltung 3 0 1.850,00 € 3 0 0 0,00 € 0 3.198,75 € 3.198,75 € 115.155,00 € 7% Sales & Marketing 2 0 0,00 € 2 0 0 0,00 € 0 2.433,83 € 2.433,83 € 58.412,00 € 3% Technik 3 0 0,00 € 3 0 0 0,00 € 0 2.039,78 € 2.039,78 € 73.432,00 € 4%

T O T A L 74 2 76 2 0 2 1.788,38 € 1.835,44 € 1.673.920,00 € 100%

Betriebsjahr 6

Summe Summe TOTAL festangestellte Mitarbeiter (MA) Teilzeit-MA und Aushilfen Personalkosten / Personalkosten / ABTEILUNG festangestell Teilzeit + Personalkosten im in % TOTAL MA / Monat FEST-MA / Monat 5 Ergänzung Lohn/ MA/ Monat te MA 5 Ergänzung Lohn/ MA/ Monat Aushilfen Jahr

Beherbergung 24 0 1.800,00 € 24 2 0 0,00 € 2 1.854,27 € 2.008,80 € 578.533,00 € 34% Gastronomie 34 0 1.800,00 € 34 0 0 0,00 € 0 1.667,88 € 1.667,88 € 680.495,00 € 40%

Health and Leisure 10 0 0,00 € 10 0 0 0,00 € 0 1.696,38 € 1.696,38 € 203.566,00 € 12% Holding 0 0 0,00 € 0 0 0 0,00 € 0 0,00 € 0,00 € 0,00 € 0% Verwaltung 3 0 0,00 € 3 0 0 0,00 € 0 3.278,72 € 3.278,72 € 118.034,00 € 7% Sales & Marketing 2 0 0,00 € 2 0 0 0,00 € 0 2.494,68 € 2.494,67 € 59.872,00 € 3% Technik 3 0 1.500,00 € 3 0 0 0,00 € 0 2.090,78 € 2.090,78 € 75.268,00 € 4%

T O T A L 76 0 76 2 0 2 1.833,09 € 1.881,32 € 1.715.768,00 € 100%

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Betriebsjahr 7

Summe Summe TOTAL festangestellte Mitarbeiter (MA) Teilzeit-MA und Aushilfen Personalkosten / Personalkosten / ABTEILUNG festangestell Teilzeit + Personalkosten im in % TOTAL MA / Monat FEST-MA / Monat 6 Ergänzung Lohn/ MA/ Monat te MA 6 Ergänzung Lohn/ MA/ Monat Aushilfen Jahr

Beherbergung 24 0 1.800,00 € 24 2 0 0,00 € 2 1.900,63 € 2.059,01 € 592.996,00 € 34% Gastronomie 34 0 0,00 € 34 0 0 0,00 € 0 1.709,58 € 1.709,58 € 697.507,00 € 40%

Health and Leisure 10 0 0,00 € 10 0 0 0,00 € 0 1.738,79 € 1.738,79 € 208.655,00 € 12% Holding 0 0 0,00 € 0 0 0 0,00 € 0 0,00 € 0,00 € 0,00 € 0% Verwaltung 3 0 0,00 € 3 0 0 0,00 € 0 3.360,69 € 3.360,69 € 120.985,00 € 7% Sales & Marketing 2 0 0,00 € 2 0 0 0,00 € 0 2.557,05 € 2.557,04 € 61.369,00 € 3% Technik 3 0 0,00 € 3 0 0 0,00 € 0 2.143,05 € 2.143,06 € 77.150,00 € 4%

T O T A L 76 0 76 2 0 2 1.878,91 € 1.928,36 € 1.758.662,00 € 100%

Betriebsjahr 8

Summe Summe TOTAL festangestellte Mitarbeiter (MA) Teilzeit-MA und Aushilfen Personalkosten / Personalkosten / ABTEILUNG festangestell Teilzeit + Personalkosten im in % TOTAL MA / Monat FEST-MA / Monat 7 Ergänzung Lohn/ MA/ Monat te MA 7 Ergänzung Lohn/ MA/ Monat Aushilfen Jahr

Beherbergung 24 0 0,00 € 24 2 0 0,00 € 2 1.948,15 € 2.110,49 € 607.821,00 € 34% Gastronomie 34 0 0,00 € 34 0 0 0,00 € 0 1.752,32 € 1.752,32 € 714.945,00 € 40%

Health and Leisure 10 0 0,00 € 10 0 0 0,00 € 0 1.782,26 € 1.782,26 € 213.871,00 € 12% Holding 0 0 0,00 € 0 0 0 0,00 € 0 0,00 € 0,00 € 0,00 € 0% Verwaltung 3 0 0,00 € 3 0 0 0,00 € 0 3.444,71 € 3.444,69 € 124.009,00 € 7% Sales & Marketing 2 0 0,00 € 2 0 0 0,00 € 0 2.620,97 € 2.620,96 € 62.903,00 € 3% Technik 3 0 0,00 € 3 0 0 0,00 € 0 2.196,63 € 2.196,64 € 79.079,00 € 4%

T O T A L 76 0 76 2 0 2 1.925,88 € 1.976,57 € 1.802.628,00 € 100%

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Betriebsjahr 9

Summe Summe TOTAL festangestellte Mitarbeiter (MA) Teilzeit-MA und Aushilfen Personalkosten / Personalkosten / ABTEILUNG festangestell Teilzeit + Personalkosten im in % TOTAL MA / Monat FEST-MA / Monat 8 Ergänzung Lohn/ MA/ Monat te MA 8 Ergänzung Lohn/ MA/ Monat Aushilfen Jahr

Beherbergung 24 1 1.800,00 € 25 2 0 0,00 € 2 2.000,89 € 2.160,96 € 648.289,00 € 35% Gastronomie 34 0 0,00 € 34 0 0 0,00 € 0 1.796,12 € 1.796,12 € 732.818,00 € 39%

Health and Leisure 10 0 0,00 € 10 0 0 0,00 € 0 1.826,82 € 1.826,82 € 219.218,00 € 12% Holding 0 0 0,00 € 0 0 0 0,00 € 0 0,00 € 0,00 € 0,00 € 0% Verwaltung 3 0 0,00 € 3 0 0 0,00 € 0 3.530,83 € 3.530,83 € 127.110,00 € 7% Sales & Marketing 2 0 0,00 € 2 0 0 0,00 € 0 2.686,50 € 2.686,50 € 64.476,00 € 3% Technik 3 0 0,00 € 3 0 0 0,00 € 0 2.251,54 € 2.251,53 € 81.055,00 € 4%

T O T A L 76 1 77 2 0 2 1.975,70 € 2.027,02 € 1.872.966,00 € 100%

Betriebsjahr 10

Summe Summe TOTAL festangestellte Mitarbeiter (MA) Teilzeit-MA und Aushilfen Personalkosten / Personalkosten / ABTEILUNG festangestell Teilzeit + Personalkosten im in % TOTAL MA / Monat FEST-MA / Monat 9 Ergänzung Lohn/ MA/ Monat te MA 9 Ergänzung Lohn/ MA/ Monat Aushilfen Jahr

Beherbergung 25 0 0,00 € 25 2 0 0,00 € 2 2.050,91 € 2.214,99 € 664.496,00 € 35% Gastronomie 34 0 0,00 € 34 0 0 0,00 € 0 1.841,03 € 1.841,03 € 751.139,00 € 39%

Health and Leisure 10 0 0,00 € 10 0 0 0,00 € 0 1.872,49 € 1.872,49 € 224.699,00 € 12% Holding 0 0 0,00 € 0 0 0 0,00 € 0 0,00 € 0,00 € 0,00 € 0% Verwaltung 3 0 0,00 € 3 0 0 0,00 € 0 3.619,10 € 3.619,08 € 130.287,00 € 7% Sales & Marketing 2 0 0,00 € 2 0 0 0,00 € 0 2.753,66 € 2.753,67 € 66.088,00 € 3% Technik 3 0 0,00 € 3 0 0 0,00 € 0 2.307,83 € 2.307,83 € 83.082,00 € 4%

T O T A L 77 0 77 2 0 2 2.025,10 € 2.077,70 € 1.919.791,00 € 100%

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Program of Space and Area Use Concept 4****-Star Hotel TALUM and Apartments / Lodges Version as per December 16th, 2013 S U M M A R Y - Spatial Planning / Space Program and Development Concept 4****-Star Hotel TALUM and Apartments / Lodges VERSION asSummary per December 16th, - 2013 Spatial Planning / Space Program and Development Concept 1 ROOMS DIVISION - LODGING & ROOMS SERVICE MANAGEMENT

1.1 HOTEL - Guest rooms / sellable units (Front of House = FoH) 100 Units 29,1 m² USp. / room 2.906 m² USp. 1.1.1 thereof BUSINESS_Hotel-Rooms 80 Units 28 m² USp. / room 2.223 m² USp. 1.1.2 thereof SPA-WELLNESS-Suites 20 Units 34 m² USp. / room 683 m² USp. 1.2 Guest-Rooms-Floors and Foyers (FoH) 4,4 m² USp. / room 440 m² USp. 1.3 Housekeeping (Back of House = BoH) 2,3 m² USp. / room 225 m² USp.

35,7 m² USp. / room 3.571 m² USp. Total 39,6% 42,8 m² GFS / room 4.277 m² GFS

2 FOOD & BEVERAGE DEPARTMENT - GASTRONOMY & SERVICE AREA

2.1 Gastronomy, Restaurants and Bars (FoH) 5,2 m² USp. / room 515 m² USp. 2.2 Patio, terrace or conservatory - Special Area not included 2.3 Service area, service offices gastronomy (BoH) 0,7 m² USp. / room 65 m² USp. 2.4 Service area, gastronomy storage (BoH) 1,4 m² USp. / room 135 m² USp. 2.5 Service area, kitchen (BoH) 2,9 m² USp. / room 290 m² USp. 2.6 Service area, Deliveries and waste disposal (BoH) 0,9 m² USp. / room 85 m² USp.

10,9 m² USp. / room 1.090 m² USp. Total 12,1% 13,1 m² GFS / room 1.306 m² GFS

3 PUBLIC AREAS - CONFERENCE / BANQUETING / EVENT AREA + LOBBY + HALL

3.1 Events, conferences and banquets (FoH) 12,0 m² USp. / room 1.200 m² USp. 3.2 Public areas, lobby - entrance-hall (FoH) 1,4 m² USp. / room 140 m² USp. 3.3 Public areas, toilets (FoH) 1,2 m² USp. / room 120 m² USp. 3.4 Public areas, Business Centre (FoH) 0,2 m² USp. / room 15 m² USp. 3.5 Public areas, shops, let areas (FoH) 0,0 m² USp. / room 0 m² USp.

14,8 m² USp. / room 1.475 m² USp. Total 16,4% 17,7 m² GFS / room 1.767 m² GFS

4 SPA / GYM / FITNESS / SPORTS

4.1 Spa and gym combined (BoH + FoH) 20,0 m² USp. / room 2.000 m² USp.

20,0 m² USp. / room 2.000 m² USp. Total 22,2% 24,0 m² GFS / room 2.396 m² GFS Radisson Blu Vital & Sport Resort Kidričevo Slovenia 84 Seite 2 von 17

S U M M A R Y - Spatial Planning / Space Program and Development Concept 4****-Star Hotel TALUM and Apartments / Lodges VERSION asSummary per December 16th, - 2013 Spatial Planning / Space Program and Development Concept

5 RECEPTION & ADMINISTRATION

5.1 Reception – porters’ area (FoH) 0,9 m² USp. / room 90 m² USp. 5.2 Administration (BoH) 2,3 m² USp. / room 230 m² USp.

3,2 m² USp. / room 320 m² USp. Total 3,5% 3,8 m² GFS / room 383 m² GFS

6 EMPLOYEES AREAS

6.1 Locker rooms - sanitary rooms (BoH) 1,1 m² USp. / room 109 m² USp. 6.2 Employees restaurant (BoH) 0,5 m² USp. / room 51 m² USp.

1,6 m² USp. / room 160 m² USp. Total 1,8% 1,9 m² GFS / room 191 m² GFS

7 TECHNICAL BUILDING FACILITIES - CAR PARKS - OUTSIDE AREAS

7.1 Technical building facilities (BoH) 4,0 m² USp. / room 400 m² USp. 7.2 Car parks – garage (FoH) 0,0 m² USp. / room 0 m² USp.

4,0 m² USp. / room 400 m² USp. Total 4,4% 4,8 m² GFS / room 479 m² GFS

90 m² USp. / room 9.015 m² USp. 100,0% Addition - Usp. to GFS 20% 108 m² GFS / room 10.800 m² GFS GRAND TOTAL Exclusive of Car Parks - Garage Area 108 m² GFS / room 10.800 m² GFS Exclusive of Car Parks – Garage Area and SPA 84 m² GFS / room 8.404 m² GFS

Available room units 100 Guest-Rooms / Units

Remark The GFA areas listed include an overall total for construction and additional transport areas (technical areas, chutes, channels and corridors, stairways, lifts etc.). Those external areas protected against the weather (conservatory, deliveries, patios etc.) are only partially listed or not at all. All details must be checked by specialist planners.

Radisson Blu Vital & Sport Resort Kidričevo Slovenia 85 Seite 3 von 17 Program of Space and Area Use Concept 4****-Star Hotel TALUM and Apartments / Lodges VERSIONProgram as per December 16th,of 2013Space and Area Use Concept

1 ROOMS DIVISION - LODGING & ROOMS SERVICE MANAGEMENT

1.1.1 BUSINESS- Hotel - Guest rooms / sellable units (Front of House = FoH) Guest-Room-Floors 1.1.1.1 Standard-Room 1,00 Axis 60 Unit/s 75,0% 26 m² USp. incl. bath 1.560 m² The Standard-Room should have the following dimensions: Guest-Room-Floors 1.1.1.2 Standard-Room, Handicapped 1,00 Axis 8 Unit/s 10,0% 26 m² USp. incl. bath 208 m² 3,6 m room-axis in the open width Guest-Room-Floors 1.1.1.3 Deluxe-Room 1,25 Axis 6 Unit/s 7,5% 33 m² USp. incl. bath 195 m² 7,2 m length of the room in the open Guest-Room-Floors 1.1.1.4 Junior-Suite 1,50 Axis 4 Unit/s 5,0% 39 m² USp. incl. bath 156 m² providing a total Usable Space of approximately 26 m² Guest-Room-Floors 1.1.1.5 Suite (separate Living-Room + Bed-Room) 2,00 Axis 2 Unit/s 2,5% 52 m² USp. incl. bath 104 m² Guest-Room-Floors 1.1.1.6 Executive Suite (Living- + Sitting-/ Study- + Bed-Room) 3,00 Axis not in concept The Standard-Room should provide approx. the following dimensions: 1.1.1.7 Presidential-Suite 4,00 Axis not in concept 3,0 m² to 4,0 m² for the entrance area (Living- + Sitting-/ Study- + 2 x Bed-Room + extendable by an additional neighbouring guest room) 5,0 m² to 6,0 m² for the Bathroom 1.1.1.8 Sub-Total 80 Unit/s 2.223 m² 16,0 m² to 18,0 m² for the living and sleeping area average Usable Space per Unit 28 m² providing a Total Usable Space of approximately 26 m²

1.1.2 SPA-WELLNESS- Suites / sellable units (Front of House = FoH) Depending on architecture of the building rooms can vary from this standards but if ever possible, this should be prevented to reduce the investment costs. Guest-Room-Floors 1.1.2.1 WELLNESS - SPA Suite Type 1 1,25 Axis 15 Unit/s 75% 33 m² USp. incl. bath 488 m² Guest-Room-Floors 1,50 Axis 25% 39 m² USp. incl. bath 1.1.2.2 WELLNESS - SPA Suite Type 2 5 Unit/s 195 m² Handicapped Rooms 1.1.2.3 Sub-Total 20 Unit/s 683 m² 1 - 2% of the total available rooms should be handicapped rooms - this is also average Usable Space per Unit 34 m² depending on local regulations and laws.

In Junior-Suites, sitting and sleeping area are within one room, optically separated. TOTAL Keys HOTEL & SPA/ WELLNESS-Suites 100 Unit/s 2.906 m² Suites must have a sitting room plus a bedroom (2 rooms). average Usable Space per Unit 29 m² Plans must be included for guest rooms for allergy sufferers.

Bath Room Standard guest rooms have the toilet inside the bathroom (but separate from it), 1.1.3 LODGES - APARTMENTS / sellable units (Front of House = FoH) suites must have an additional guest WC. separate from Hotel 1.1.3.1 Type A - 2-3 Beds with Kitchenette 40 Unit/s 57% 52 m² USp. incl. bath 2.080 m² Standard guest rooms have a shower (approx. - 90/ 100 cm by 160 cm or more) or 2 x bed-room - ca. 12 m² + 8 m² a bathtub. kitchen + living area ca. 16 m² - entrance area ca. 4 m² 70-80% of the Standard-Rooms should be planned with shower. bathroom ca. 9 m² - separate toilet ca. 3 m² Suites have to be equipped with a bidet.

separate from Hotel 1.1.3.2 Type B - 4 Beds with Kitchenette 30 Unit/s 43% 60 m² USp. incl. bath 1.800 m² 2 x bed-room - ca. 12 m² + 12 m² Beds kitchen + living area ca. 18 m² - entrance area ca. 6 m² Beds should have a length of 210 cm, the breadth is 100 cm. bathroom ca. 9 m² - separate toilet ca. 3 m² QUEEN-/ KING-Size beds from 140 to 180 / 200 cm breadth - depending on design. 1.1.3.3 Sub-Total 70 Unit/s 3.880 m² Connecting-Rooms average Usable Space per Unit 55 m² Approximately 10% to 15% of the rooms should have a connecting door (2 doors for each connection i.e. standard to standard). Handicapped rooms always have a Note connection to a standard-room. The Lodges / Apartments are not included in the area-calculation / count - they are serviced and operated by the Hotel but are separate buildings with own infrastructure Elevators Guest-floors should be equipped with elevators according to the Frequency- calculation of the engineers. Guest-elevator cabins have to have a minimum width in the open of 140 cm and a depth of approx. 180 to 210 cm. TOTAL Keys 170 Unit/s 6.786 m² For each 90 rooms one elevator is needed. HOTEL & SPA/ WELLNESS-Suites & LODGES average Usable Space per Unit 40 m² One separate elevator should connect the lobby with garage-parking-area. Guest-elevators are not allowed to be used by service therefore at least one separate service-elevator is needed. Sales Units / available Rooms 112 Axis = 100 Units / available Rooms Service-elevators (Housekeeping / Kitchen / Roomservice) need open landing space of approx. 12 m² and should have a minimum width of 140 to 160 cm and a Usable Space (USp.) 29 m² USp. / room 2.906 m² 81% depth of 210 cm.

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Program of Space and Area Use Concept 4****-Star Hotel TALUM and Apartments / Lodges VERSIONProgram as per December 16th,of 2013Space and Area Use Concept

1.2 Guest-Rooms-Floors and Foyers (FoH) Guest-Room-Floors 1.2.1 Corridors on the guest room levels 112 Axis 3,2 m² 362 m² The calculation of guest-floor area has been projected to the number of guest room Guest-Room-Floors 1.2.2 Foyer areas + lift landing on the guest room levels 1 x each floor in case of 3,0 guest-room-levels 26,0 m² 78 m² axes based on experiences. - each axis (two-sided construction) is allocated an average of 3,2 m² - corridor widths in front of bathrooms 1,60 m Note - flaring corridor widths in front of guest rooms entrances 2,00 m Number of floors for calculation is average and estimated for the project, depending on architecture 3 floors with guest rooms equates to Ø 33 units per floor - landings / foyers are calculated with 1,00 x standard-room-space per Liftlanding and floor

Usable Space (USp.) 4,4 m² USp. / room 440 m² 12%

1.3 Housekeeping (Back of House = BoH) Guest-Room-Floors 1.3.1 Service-Office housekeeping at service-elevator 1 office/s per floor = 3 offices total 20,0 m² 60 m² Service offices are to be used for the interim storage of laundry (clean + dirty), (separate room - not lift landing, minimum 1 office per floor - 1 office per 30 units) work materials, transport trolleys, guest utensils etc. for everyday use, a minimum of 1 store is required for each guest room level. They can be combined with area 1.3.2 Sub-Total Housekeeping Satellites 60 m² for Roomservice. Option: laundry-dropping from offices to central-housekeeping.

1.3.3 Office, Housekeeper (with day-light) office-area in administration 1.3.4 Office, Supervisor Outside-Contractor (with day-light) no outside-contractor in operational concept Central-Housekeeping-Area has to be located in such a way as to ensure that all 11,0 m² Basement (Underground) 1.3.5 Storage Area Lost & Found 1 x 11,0 m² 11 m² guest rooms, public areas, gastronomy and function rooms are accessible without disturbing guests by encroaching on their areas via the service lift (guest rooms) or Basement 1.3.6 Storage Area Guest Supplies 1 x 10,0 m² 10 m² Service routes. Service must have immediate access to the deliveries area. Basement 1.3.7 Storage Area Cleaning-Supplies + Chemicals 40,0 m² 1 x 10,0 m² 10 m² Ideally, planning of central-area should allow for a large connecting area / space Basement 1.3.8 Support-/ Prep-Area for Cleaning Trolleys, Maid-Carts 1 x 20,0 m² 20 m² for Service, with a large entrance door. The areas are to be subdivided internally into the functions listed here by means of semi-high or ceiling-high walls or merely Basement 1.3.9 Storage Area Uniforms 1 x 18,0 m² 18 m² by shelves. Basement 1.3.10 Storage Area clean Laundry and Linen 54,0 m² 2 x 18,0 m² 36 m²

Basement 1.3.11 Storage Area dirty Laundry and Linen 1 x 20,0 m² 20 m² Basement 1.3.12 Area for In-house-Laundry 40,0 m² 1 x 20,0 m² 20 m² Service is connected to the service lift for the purpose of supplying the guest (7,5 kg to max. 20 kg-Machines 1 Washing + 1 Drying) rooms. It is also used for deliveries, transporting laundry trolleys and waste removal etc. without crossing guest areas. 1.3.13 Sub-Total Central-Housekeeping 0 Pax 145 m²

Basement 1.3.15 Storage, Roll-Away-Beds, Spare-Parts Furniture 1 x 20,0 m² 20 m² The hotel has no laundry department – all linen is taken care of externally. The washing area in the service department is only used for guest laundry and small numbers of towels, for example. Note Plans should include washing machines and dryers of between 7.5 kg – approx. 24 to do service also for the Apartments / Lodges it is necessary to have external satellite-service-station on the grounds / at the Apartments - this spaces are not included kg content depending on the size of the hotel. in this calculation the Housekeeping will operate this electric-carts

Usable Space (USp.) 2,3 m² USp. / room 225 m² 6% The Housekeeping department can be positioned on underground-level - no daylight required. The size is calculated to service also Apartments & Lodges. 35,7 m² USp. / room 3.571 m² USp. 100% 1 ROOMS DIVISION 40% 42,8 m² GFS / av. Room 4.277 m² GFS 120%

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Program of2 SpaceFOOD and & BEVERAGE Area Use DEPARTMENT Concept - GASTRONOMY & SERVICE AREA 4****-Star Hotel TALUM and Apartments / Lodges 2.1 Gastronomy, Restaurants and Bars (FoH) VERSION as per December 16th, 2013 2.1.1ProgramRestaurant -ofArea Space1 (situated at Buffet)and Area Use Concept 40 Seats 40% 1,6 m² 64 m² Seating-capacity of Restaurant / Breakfast including Hotel + Boarding: 2.1.2 Restaurant - Area 2 (also usable for private / group dining) 60 Seats 60% 1,6 m² 96 m² Calculated with a double-occupancy of 1,4 for the hotel 2.1.3 Buffet-area (partially Front-Cooking possible) 40 m² there will be 140 guests with 100% occupancy in the Hotel. 2.1.42 FOOD Sub-Total & BEVERAGE Main Restaurant DEPARTMENT area - GASTRONOMY & SERVICE2,0 m² Ø USp. AREA per seat 100 Seats 2,0 m² USp. / room 200 m² The seat-capacity of Restaurant 1 = 100 Seats is a ratio of 0,7 available Seats per Hotel-Guest 2.1.52.1 Gastronomy,Restaurant - Area Restaurants 3 (more Theme-Restaurant,and Bars (FoH) à-la-carte) 50 Seats 2,0 m² 100 m² or 1,0 available Seats per Room / Key 2.1.62.1.1 Restaurant Sub-Total- AreaTheme 1 (situated Restaurant at Buffet) 2,0 m² Ø USp. per seat 5040 Seats Seats 40% 1,0 m² USp. / 1,6room m² 10064 m²m² Seating-capacity of Restaurant / Breakfast including Hotel + Boarding: 2.1.2 Restaurant - Area 2 (also usable for private / group dining) 60 Seats 60% 1,6 m² 96 m² Calculated with a double-occupancy of 1,4 for the hotel 2.1.72.1.3 Buffet-area TOTAL Restaurants(partially Front-Cooking possible) 2,0 m² Ø USp. per seat 150 Seats 3,0 m² USp. / room 30040 m²m² there will be 140 guests with 100% occupancy in the Hotel. Ground-Floor/ Conceptional remarks: Entrance Level 2.1.4 Sub-Total Main Restaurant area 2,0 m² Ø USp. per seat 100 Seats 2,0 m² USp. / room 200 m² The seat-capacity of Restaurant 1 = 100 Seats Market-Place isThe a ratioHotel of has one Restauraurant0,7 available ,Seats which peris separated Hotel-Guest into three different sections / areas and decoartions. 2.1.5 Restaurant - Area 3 (more Theme-Restaurant, à-la-carte) 50 Seats 2,0 m² 100 m² or 1,0 available Seats per Room / Key 2.1.8 Lobby-/ Lounge-Bar / Coffee-Bar – seating at tables - openly situated in the hotel foyer 30 Seats 2,5 m² 75 m² Area 1 provides a buffet area and is combined with Area 2 - this two areas are 2.1.6 Sub-Total Theme Restaurant 2,0 m² Ø USp. per seat 50 Seats 1,0 m² USp. / room 100 m² including small open bar-counter mainly used for breakfast and groups. Parts of the restaurant can be closed in order not to give the impression of being 2.1.7 TOTAL Restaurants 2,0 m² Ø USp. per seat 150 Seats 3,0 m² USp. / room 300 m² an empty or oversized restaurant. Ground-Floor/ Conceptional remarks: 2.1.9 Bar - seating at tables in the bar 62 Seats 1,9 m² 120 m² The Area 3 is used as a Theme Restaurant an will be open to the public, the Entrance Level Market-Place 2.1.10 Bar - seating at the bar incl. bar counter 8 Seats 2,5 m² 20 m² Theservice Hotel in thishas partone willRestauraurant be à-la-carte, -which no buffet. is separated into three different sections 2.1.11 Sub-Total Bar 2,0 m² Ø USp. per seat 70 Seats 1,4 m² USp. / room 140 m² / areas and decoartions. 2.1.8 Lobby-/ Lounge-Bar / Coffee-Bar – seating at tables - openly situated in the hotel foyer 30 Seats 2,5 m² 75 m² AreaAll restaurant 1 provides areas a buffet are toarea be suppliedand is combined by the same with Areaimmediately 2 - this adjacenttwo areas kitchen are and connected to a combined service area / office. 2.1.12including TOTAL small Bar open& Lobby-Lounge-Bar bar-counter 2,2 m² Ø USp. per seat 100 Seats 2,2 m² USp. / room 215 m² mainly used for breakfast and groups. Parts of the restaurant can be closed in order not to give the impression of being anGenerally empty orin oversizedthe gastronomy restaurant. area, no typical hotel gastronomy should be planned 2.1.9 Bar - seating at tables in the bar 62 Seats 1,9 m² 120 m² Thealthough Area all 3 isthe used demands as a Theme made onRestaurant a hotel must an will be bemet. open to the public, the 2.1.10 Bar - seating at the bar incl. bar counter 8 Seats 2,5 m² 20 m² service in this part will be à-la-carte - no buffet. The Lobby-/ Lounge Bar can be used also for Quick-Breakfast and will be open all 2.1.11 Sub-Total Bar 2,0 m² Ø USp. per seat 70 Seats 1,4 m² USp. / room 140 m² Allday. restaurant areas are to be supplied by the same immediately adjacent kitchen and connected to a combined service area / office. 2.1.12Note TOTAL Bar & Lobby-Lounge-Bar 2,2 m² Ø USp. per seat 100 Seats 2,2 m² USp. / room 215 m² The Bar should be conceived as a themed Bar and is also to be directly connected The size of the Main-Restaurant should also fit to host Lunch for small Conferences / Meetings Generallyto the kitchen in the and gastronomy service area area, without no typical crossing hotel the gastronomy guest area. should be planned although all the demands made on a hotel must be met. Bars and Restaurants must be characterized by theme / concept so that it is Theattractive Lobby-/ to guestsLounge from Bar thecan outside. be used also for Quick-Breakfast and will be open all day. In addition to the entrance from the Hotel foyer, the restaurant also has a separate Note Theentrance Bar should from outside. be conceived as a themed Bar and is also to be directly connected The size of the Main-Restaurant should also fit to host Lunch for small Conferences / Meetings to the kitchen and service area without crossing the guest area.

Bars and Restaurants must be characterized by theme / concept so that it is attractive to guests from the outside.

In addition to the entrance from the Hotel foyer, the restaurant also has a separate entrance from outside.

Usable Space (USp.) 2,1 m² Ø USp. per seat 250 Seats 5,2 m² USp. / room 515 m² 47%

2.2 Patio, terrace or conservatory - Special Area 2.2.1 Terrace to Restaurant 100 Seats 2,0 m² 200 m² The areas of a patio or conservatory are not included in the GFS here. 2.2.2 Pavilion for Service (Beverage-/ Barbecue-/ Bar) 1 x 30,0 m² 30 m²

Usable Space here(USp.) (without total calculation) 0,02,1 m² Ø USp. per seat 2500 Seats 5,2 m² USp. / room 515230 m² 47%

2.2 Patio, terrace or conservatory - Special Area Radisson Blu Seite 6 von 17 2.2.1 Terrace to Restaurant 100 Seats 2,0 m² 200 m² Vital & Sport Resort Kidričevo The areas of a patio or conservatory are not included in the GFS here. 2.2.2 Pavilion for Service (Beverage-/ Barbecue-/ Bar) 1 x 30,0 m² 30 m² Slovenia Usable Space here (without total calculation) 0,0 m² Ø USp. per seat 0 Seats88 230 m²

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Program of Space and Area Use Concept 4****-Star Hotel TALUM and Apartments / Lodges VERSION as per ProgramDecember 16th, 2013 of Space and Area Use Concept

2.3 Service area, service offices gastronomy (BoH) Level Restaurant 2.3.1 Service Office Restaurant buffet / All-Day-Dining 1 x 20,0 m² 20 m² Restaurants and Bars should be as close to the Service area as possible and be Level Restaurant 2.3.2 Service Office Restaurant Theme included in above supplied without crossing Guest areas. An office is to serve as an intermediate station / cushion between the Guest area Level Restaurant 2.3.4 Service Office Roomservice included in above and kitchen / Service rooms, as well as an area for preparatory work and screen Level Bar 2.3.3 Service Office Bar 1 x 15,0 m² 15 m² and sound protection between the Service area and the Guest area. These areas must therefore have their own status and are not listed as Level Conference 2.3.5 Service Office Banqueting / Conference 1 x 30,0 m² 30 m² components of the Kitchen or Restaurant or Bar. If, for example, restaurants are directly adjacent to one another, a common office is to be operated for both of them.

Usable Space (USp.) 0,7 m² USp. / room 65 m² 6%

2.4 Service area, gastronomy storage (BoH) Basement 2.4.1 Cold room / area, beverages – GENERAL STORAGE (Restaurants, Bars + Conference) 1 x 12,0 m² 12 m² The Service area acts simultaneously as a supply base for the gastronomy and Basement 2.4.2 Cold room/ area – white wine etc. 24,0 m² 1 x 6,0 m² 6 m² event areas – the shortest possible routes between the Service area, kitchen and store rooms must be ensured. Basement 2.4.3 Cold room/ area – red wine cellar - temperate 1 x 6,0 m² 6 m² Should different floors be used, the availability of a sufficiently sized Service- 2.4.4 Cold room beverage Restaurant included in General Storage Beverage Elevator (size see above) must be guaranteed. 2.4.5 Cold room beverage bar included in General Storage Beverage Connecting stairs must also be an option. Level Conference 2.4.6 Cold room beverage banqueting, conference area 1 x 12,0 m² 12 m² Supply routes should not cross guest areas.

Basement 2.4.7 Cold area, central beverage-dispensers, barrels for dispensing head Bar or Restaurant 1 x 9,0 m² 9 m² Storage area requirements are to be scrutinized further when the overall plan and (room with water connection/ drain, should be situated ideally under the dispensing head of service bar) kitchen plan are firmly established. 2.4.8 Sub-Total cooling and storage beverage 45 m²

Basement 2.4.9 Store, tableware, china, glass, silver, working materials Stewarding 1 x 16,0 m² 16 m² Basement 2.4.10 Store, tableware, china, glass, silver, working materials Service 1 x 16,0 m² 16 m² Basement 2.4.11 Store, tableware, china, glass, silver, working materials Kitchen 1 x 16,0 m² 16 m² Basement 2.4.12 Store, dry and processed foodstuffs Kitchen 1 x 16,0 m² 16 m² Basement 2.4.13 Store, spirits and non-cooled beverages 1 x 14,0 m² 14 m² Basement (Housekeeping) 2.4.14 Store / area for mini-bar + spirits – proximity to service lift! 1 x 12,0 m² 12 m² 2.4.15 Sub-Total storage 90 m²

Usable Space (USp.) 1,4 m² USp. / room 135 m² 12%

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2.5 Service area, kitchen (BoH) Level Restaurant 2.5.1 Kitchen, preparation and production (all-day-dining / à-la-carte / buffet / banqueting / events) 1 x 80,0 m² 80 m² In the current absence of a fixed gastronomy, event and kitchen concept, the plan Level Restaurant 2.5.2 Kitchen, à-la-carte and serving-hatch for Restaurants 1 x 50,0 m² 50 m² shown here is to be viewed as a basic pre-planning proposal to ascertain the surfaces initially required. Level Restaurant 2.5.3 Kitchen, store for daily requirement / dry storage 1 x 10,0 m² 10 m² Level Restaurant 2.5.4 Kitchen-Office / small work area in the kitchen for head chef (see also office F&B) 1 x 10,0 m² 10 m² 2.5.5 Sub-Total preparation-work / production / à-la-carte 150 m² The kitchen with its infrastructure is the core of a gastronomy concept. Well- chosen procedures ensure the smooth running of the operation, which means that Level Restaurant 2.5.6 Kitchen, cold room, area for fish planning is one of the project’s most important tasks. Level Restaurant 2.5.7 Kitchen, cold room, area for meat Level Restaurant 2.5.8 Kitchen, cold room, area for vegetable The kitchen should be a central production point for the restaurant as well as the lump-sum Level Restaurant 2.5.9 Kitchen, cold room, area for pastries 40 m² events area. The storage areas for cooled and non-cooled products are to be (detail with Kitchen-planning) found in this base kitchen; this must be taken into account during the spatial Level Restaurant 2.5.10 Kitchen, cold room, area for dairy products and breakfast planning and logistics phases. Level Restaurant 2.5.11 Kitchen, cold room, area for deep freeze Level Restaurant 2.5.12 Kitchen, cold room, area for convenience, events, buffets etc. 2.5.13 Sub-Total cold and deep freeze rooms 40 m² Basic products and finished products can be delivered from external sources several times a week – even daily –– and this needs to be defined in the Level Restaurant 2.5.14 Stewarding, central washing up area dishes / glasses and pot cleaning 1 x 28,0 m² 28 m² gastronomy and kitchen concept. Level Restaurant 2.5.15 Stewarding, deposit material space, china, glasses and daily requirements 1 x 14,0 m² 14 m² In this way, the space required for storage and preparation/ production can be kept Level Restaurant 2.5.16 Stewarding, storage for cleaning materials 1 x 8,0 m² 8 m² low and concentrated, thus benefiting investment costs and optimizing operative follow-up costs. 2.5.17 Sub-Total Stewarding 50 m²

2.5.18 Sub-Total Main Kitchen 240 m² If the kitchen is not on the same level as the Deliveries area or the store, a separate goods lift (HACCP) needs to be made available to create a vertical connection between Deliveries / kitchen / storage area. COMMENT: The transport of clean / dirty components has to be separate – HACCP. Level Conference 2.5.19 Kitchen, preparation area and banqueting-serving hatch 1 x 30,0 m² 30 m² Level Conference 2.5.20 Kitchen, cold store 1 x 8,0 m² 8 m² Working area in the Kitchen requires day-light - Level Conference 2.5.21 Stewarding, banqueting clearing area + possibly area for cleaning glasses 1 x 12,0 m² 12 m² this has to be according to local / country laws. 2.5.22 Sub-Total Banqueting / Conference 50 m² A part of the kitchen-area can be combined with front-cooking - depending on F&B- and design-concept. Usable Space (USp.) 2,9 m² USp. / room 290 m² 27%

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Program of Space and Area Use Concept 4****-Star Hotel TALUM and Apartments / Lodges VERSION as per December 16th, 2013 Program of Space and Area Use Concept

2.6 Service area, Deliveries and waste disposal (BoH) Level Kitchen / Delivery 2.6.1 Deliveries, repacking area (location for floor scales) 1 x 16,0 m² 16 m² The planning of this area depends on local circumstances and the availability and Level Kitchen / Delivery 2.6.2 Office or small PC counter for receipt of goods, store room / purchasing 1 x 9,0 m² 9 m² requirements regarding waste disposal. can be combined with reception inspection / security) The collection frequency as well as the size of the containers must be taken into consideration during planning. 2.6.3 Sub-Total 25 m² For glass containers, the height of the room / roof must be taken into Level Kitchen / Delivery 2.6.4 Area for glass separation 1 x 10,0 m² 10 m² consideration; containers of this kind are generally emptied by crane! Level Kitchen / Delivery 2.6.5 Area for deposit container and empties 1 x 12,0 m² 12 m² The hotel operator can save on costs in the long-term by adopting a future-oriented Level Kitchen / Delivery 2.6.6 Area for paper / cardboard, recyclable waste, special refuse 1 x 12,0 m² 12 m² waste disposal system – so the dimensions of the space should not be too Level Kitchen / Delivery 2.6.7 Area for dry waste and residual waste 1 x 12,0 m² 12 m² restrictive. Level Kitchen / Delivery 2.6.8 Area for compactors and compression devices 1 x 6,0 m² 6 m² The area for waste-disposal should be located on the same level as Kitchen Level Kitchen / Delivery 2.6.9 1 x 8,0 m² 8 m² Area for wet waste, cooled (cold store or alternative relevant waste disposal cooler) and Delivery to avoid vertical transportation by elevator. 2.6.10 Sub-Total 60 m²

Usable Space (USp.) 0,9 m² USp. / room 85 m² 8%

2.7 Special outdoor area Level Delivery 2.7.1 Access yard, protected deliveries – out of guests’ sight 1 x 40,0 m² 40 m² The access yard and deliveries area should be out of sight and earshot. The ramp must be covered and suitable for large trucks.

Usable Space here (without total calculation) 40 m²

10,9 m² USp. / room 1.090 m² USp. 100% 2 FOOD & BEVERAGE DEPARTMENT 12% 13,1 m² GFS / av. Room 1.306 m² GFS 120%

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3 PUBLIC AREAS - CONFERENCE / BANQUETING / EVENT AREA + LOBBY + HALL

3.1 Events, conferences and banquets (FoH) 3.1.1 Banquet-/ Conference-Room - Section 1A combinable 1 x 165,0 m² 165 m² General Level Conference 3.1.2 Banquet-/ Conference-Room - Section 1B combinable 1 x 165,0 m² 165 m² A Ball-room should have a minimum clearance height of between 4.5 to 5.5 m. Conference rooms should have a clearance height of at least 3.75 m. 3.1.3 Banquet-/ Conference-Room - Section 1C combinable 1 x 120,0 m² 120 m² Small rooms / Break-up-rooms should have a minimum height of at least between 3.1.3 approx. 300 Seats at 1,5 m² / Seat 450 m² 3.2 m to 3.5 m. approx. 370 Seats at 1,2 m² / Seat - Theatre-style The legal requirements (Local-/ Country-Regulations - Building Laws) for places of 3.1.4 Conference-Room 2A combinable 1 x 100,0 m² 100 m² public assembly should be taken into consideration as a minimum. Level Conference 3.1.5 Conference-Room 2B combinable 1 x 100,0 m² 100 m² All rooms should be planned without columns. 3.1.6 approx. 136 Seats at 1,5 m² / Seat 200 m² The rooms should be on one level. Level Conference 3.1.7 Break-Up-Rooms every 2 combinable 4 x 30,0 m² 120 m² To have maximum flexibility the rooms should be planned with dividable-/ sliding 3.1.8 approx. 60 Seats at 2,0 m² / Seat 120 m² walls - also to Foyer Area.

Level Conference 3.1.9 Board-Room 1 x 50,0 m² 50 m² If possible the Conference-Area should be planned on one or one + a half level - 3.1.10 approx. 17 Seats at 3,0 m² / Seat 50 m² small rooms / break-up-rooms with no food-service could be on a second level - with two levels both levels should be combined by an open stair. 3.1.11 Sub-Total Function Rooms approx. 513 Seats 820 m² The necessary size of the Conference-Area will be carefully evaluated and 3.1.12 Foyer 1 - Function Rooms - Ballroom (1+2) approx. 31% of Area Banquet/ Conference 1 x 200,0 m² 200 m² discussed with the overall project concept to match with the number of Level Conference 3.1.13 Foyer 2 - Break-Up + Board-Rooms approx. 35% of Area Banquet/ Conference 1 x 60,0 m² 60 m² Rooms and also local market requirements. 3.1.14 Sub-Total Foyers 260 m²

3.1.15 Sub-Total Guest-Area 1.080 m²

3.1.16 Cloak room at Foyer / Entrance Area 1 x 20,0 m² 20 m² Level Conference 3.1.17 Store, technical equipment 1 x 20,0 m² 20 m² 3.1.18 Store, chairs, tables, podiums etc. 1 x 80,0 m² 80 m² 3.1.19 Sub-Total Storage and Service 120 m²

Usable Space (USp.) 12,0 m² USp. / room 1.200 m² 81%

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Program of Space and Area Use Concept 4****-Star Hotel TALUM and Apartments / Lodges VERSION as per ProgramDecember 16th, 2013 of Space and Area Use Concept

3.2 Public areas, lobby - entrance-hall (FoH)

Ground-Floor/ 3.2.1 Lobby, foyer – entrance area / hall in front of reception 1 x 50,0 m² 50 m² Entrance Level 3.2.2 “Hotel hall” / seating and waiting area near Bar / Restaurant 1 x 70,0 m² 70 m² 3.2.3 Sub-Total 120 m²

3.2.4 Smoker's Lounge 1 x 20,0 m² 20 m² 3.2.5 Sub-Total 20,0 m² A Smoker's Lounge should be considered - this has to be checked with local law.

Usable Space (USp.) 1,4 m² USp. / room 140 m² 9%

3.3 Public areas, toilets (FoH) 3.3.1 Toilets, Ladies 1 x 14,0 m² 14 m² The calculation for the capacity of the toilets has to meet at least the legal requirement. Restaurant Level / Area 3.3.2 Toilets, Gentlemen 1 x 14,0 m² 14 m² or Basement 3.3.3 Foyer in front / entrance of toilets 1 x 4,0 m² 4 m² Toilets should not be more than one level away from a restaurant or events room. 3.3.4 Disabled toilet 1 x 8,0 m² 8 m² 3.3.5 Sub-Total Gastronomy - Restaurants & Bars 40 m²

3.3.6 Toilets, Ladies 1 x 34,0 m² 34 m²

Conference Level / Area 3.3.7 Toilets, Gentlemen 1 x 34,0 m² 34 m² or Basement 3.3.8 Foyer in front / entrance of toilets 1 x 4,0 m² 4 m² 3.3.9 Disabled toilet 1 x 8,0 m² 8 m² 3.3.10 Sub-Total Events-Area - Conference - Banqueting 80 m²

Usable Space (USp.) 1,2 m² USp. / room 120 m² 8%

3.4 Public areas, Business Centre (FoH) 3.4.1 Business Centre, open counter, office with desk + 2 seats not in concept - included in office banqueting / events The Business-Centre can be part of the Conference area - connecting to the Hotel Ground-Floor/ 3.4.2 Business Centre, work stations for guests with PC, printer etc. 2 x 3,0 m² 6 m² Lobby. Entrance Level Secretarial services will be offered from the Administration - In-house-Sales-Office. 3.4.3 Business Centre, seating / meeting arrangement 1 x 9,0 m² 9 m² Therefore this office should be positioned connecting to Conference and Business- Centre.

Usable Space (USp.) 0,2 m² USp. / room 15 m² 1%

3.5 Public areas, shops, let areas (FoH) Usable Space (USp.) 0,0 m² USp. / room 0 m² 0%

14,8 m² USp. / room 1.475 m² USp. 100% 3 EVENT AREA & PUBLIC AREAS 16% 17,7 m² GFS / av. Room 1.767 m² GFS 120%

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Seite 11 von 17 Program of Space and Area Use Concept Program of Space and Area Use Concept 4****-Star Hotel TALUM and Apartments / Lodges VERSION4****-Star as perHo Decembertel TALUM 16th, and 2013 Apartments / Lodges VERSION as per December 16th, 2013 Program of Space and Area Use Concept 4 SPA / GYM / FITNESS / SPORTS 4 SPA / GYM / FITNESS / SPORTS 4.1 Spa and gym combined (BoH + FoH) possibly on a Level with 4.14.1.1 CombinedSpa and gym total combined for the area (BoH as a +lump FoH) sum 2.000 m² There will be an attractive SPA-WELLNESS with GYM- and FITNESS-Area. Day-light possibly on a Level with 4.1.1 Combined total for the area as a lump sum 2.000 m² ThereThis area will isbe to an be attractive connected SPA-WELLNESS to the hotel-rooms with in GYM- such aand way FITNESS-Area. ensuring the guest Day-light Thiscan get area there is to wearing be connected a bathrobe to the without hotel-rooms having in to such pass a through way ensuring public theareas! guest This area has to be designed and planned by specialists. can get there wearing a bathrobe without having to pass through public areas! This area has to be designed and planned by specialists.

Usable Space (USp.) 20,0 m² USp. / room 2.000 m² 100% Usable Space (USp.) 20,0 m² USp. / room 2.000 m² 100%

20,0 m² USp. / room 2.000 m² USp. 100% 4 SPA / GYM / FITNESS / SPORTS 20,0 m² USp. / room 2.000 m² USp. 100% 22% 4 SPA / GYM / FITNESS / SPORTS 24,0 m² GFS / av. Room 2.396 m² GFS 120% 22% 24,0 m² GFS / av. Room 2.396 m² GFS 120%

5 RECEPTION & ADMINISTRATION 5 RECEPTION & ADMINISTRATION 5.1 Reception – porters’ area (FoH)

Ground-Floor/ 5.15.1.1 ReceptionLuggage room, – porters’ within thearea entrance (FoH) area 1 x 15,0 m² 15 m² The hotel reception area is to be on the GROUND FLOOR, directly opposite the Entrance Level entrance. It also functions as the Concierge area. Ground-Floor/ 5.1.25.1.1 SafeLuggage room room, for guests within the entrance area 1 notx in concept15,0 - safe m² in each guest-room15 m² The hotel reception area is to be on the GROUND FLOOR, directly opposite the One section of the reception could be a desk area where the guest is dealt with in Entrance Level 5.1.25.1.3 SafeSub-Total room for guests not in concept -15 safe m² in each guest-room entrance. It also functions as the Concierge area. Onea seating section position of the (guest reception relations could etc.) be a desk area where the guest is dealt with in 5.1.3 Sub-Total 15 m² 5.1.4 Reception area / desk front 3 Person(s) approx. 2,0 m length / work-space at desk 15 m² a seating position (guest relations etc.) Work stations for Reception staff / reservations and Reception Manager should be 5.1.4 Receptionincl. desk, work-areaarea / desk + front space for sideboard etc. 3 Person(s) approx. 2,0 m length / work-space at desk 15 m² planned for the back office. Ground-Floor/ 5.1.5 Back-Officeincl. desk, work-area + space for sideboard etc. 2 Person(s) 1 x 16,0 m² 16 m² Work stations for Reception staff / reservations and Reception Manager should be Entrance Level plannedThey should for the have back a view office. of Reception. Ground-Floor/ 5.1.65.1.5 ReservationsBack-Office – within back office / reception 40,0 m² 2 Person(s) 1 x 16,0 m² 16 m² Entrance Level They should have a view of Reception. 5.1.65.1.7 ReservationsFront office Manager, – within backoffice office within / backreception office 40,0 m² 21 Person(s) 1 x 16,08,0 m² 168 m² 5.1.85.1.7 Front Sub-Total office Manager, office within back office 8 Person(s)1 Person(s) 1 x 8,055 m²m² 8 m² 5.1.8 Sub-Total 8 Person(s) 55 m²

Basement 5.1.9 Central communications equipment room and server 1 x 20,0 m² 20 m² The room for central communication technology has to be air-conditioned and Basement 5.1.9 Central(TV, computer, communications Telekom, equipment Pay TV, interface room and computer, server Fire-Alarm-System) 1 x 20,0 m² 20 m² Theshould room be foraccessible central communicationfrom Reception technology or Administration. has to be air-conditioned and (TV, computer, Telekom, Pay TV, interface computer, Fire-Alarm-System) should be accessible from Reception or Administration.

Usable Space (USp.) 8 Person(s) 0,9 m² USp. / room 90 m² 28% Usable Space (USp.) 8 Person(s) 0,9 m² USp. / room 90 m² 28% Radisson Blu Vital & Sport Resort Kidričevo Slovenia 94 Seite 12 von 17 Seite 12 von 17

Program of Space and Area Use Concept 4****-Star Hotel TALUM and Apartments / Lodges VERSION as per ProgramDecember 16th, 2013 of Space and Area Use Concept

5.2 Administration (BoH) 5.2.1 General-Manager, office with small conference table 1 Person(s) 1 Office(s) 20,0 m² 20 m² The hotel Administration should be located close to Reception. Ground-Floor/ 5.2.2 Manager, Assistant Manager not as an exceptional position = Department Manager (F&B) The two departments are thus able to complement one another and utilize a Entrance Level common infrastructure (copier, mail distributor etc.). 5.2.3 Manager’s Secretary / Assistant 1 Person(s) 1 Office(s) 12,0 m² 12 m² Basement - Day-light 5.2.4 Personnel and Training, Manager with interview area / conference 1 Person(s) 1 Office(s) 12,0 m² 12 m² The offices for Personnel Administration as well as a goods receiving department Basement - Day-light 5.2.5 Personnel and Training, Assistant / Administration 1 Person(s) 1 Office(s) 12,0 m² 12 m² should be located at Deliveries and at the staff entrance. 5.2.6 Computer System Supervisor not designated If included in the concept, then the Security Office or the Purchasing office shall also be located here. Basement - Day-light 5.2.7 Administration Manager, Comptroller 1 Person(s) 1 Office(s) 12,0 m² 12 m² Basement - Day-light 5.2.8 Admin./ Accounts Receivable, Accounts Payable + Payroll (+hotel safe) 2 Person(s) 1 Office(s) 16,0 m² 16 m² Basement - Day-light 5.2.9 Archive, office file within Administration 10 m² Basement - Day-light 5.2.10 Sales & Marketing 2 Person(s) 1 Office(s) 16,0 m² 16 m² Basement - Day-light 5.2.11 Housekeeping-Office 2 Person(s) 1 Office(s) 16,0 m² 16 m² Basement - Day-light 5.2.12 Post Distribution, Copy Centre 11 m² 5.2.13 Sub-Total Administration 11 Person(s) 8 Office(s) 137 m²

Basement - Day-light 5.2.14 F&B Manager / Gastronomy Manager 1 Person(s) 1 Office(s) 12,0 m² 12 m² Plans should ensure that the Events office and the F&B office are located as close to the events area and gastronomy as possible. 5.2.15 Banquet-/ Conference-/ Events-Manager 2 Person(s) Conference-Level 5.2.16 Event / Business Centre / Office / In-House Sales 1 Person(s) 2 Office(s) 16,0 m² 32 m² These offices can also be made available to guests at events for coordination 5.2.17 Service- + Events-Coordinator / Head Waiter 1 Person(s) purposes and support. The hotel office infrastructure can also be offered to the Delivery Area 5.2.18 Purchasing / Goods Receiving Office 2 Person(s) 1 Office(s) 16,0 m² 16 m² guests in the form of a Business Centre. 5.2.19 Sub-Total F&B and Banqueting / Events 7 Person(s) 4 Office(s) 60 m²

Basement - Day-light 5.2.20 Office Security 2 Person(s) 1 Office(s) 16,0 m² 16 m² Basement 5.2.21 Central archive and stationeries Administration and Hotel 17 m² 5.2.22 Sub-Total 2 Person(s) 1 Office(s) 33 m²

Usable Space (USp.) 20 Person(s) 2,3 m² USp. / room 230 m² 72%

5.3 Special area forecourt / canopy 5.3.1 Canopy - car- and bus-drive-way - covered by porch 1 x 40,0 m² 40 m² The driveway of the hotel needs to be planned for buses. The canopy shall be designed to protect 2 cars completely (dropping out guests) and to ensure a bus can drive through. Usable Space here (without total calculation) 40 m²

3,2 m² USp. / room 320 m² USp. 100% 5 RECEPTION & ADMINISTRATION 4% 3,8 m² GFS / av. Room 383 m² GFS 120%

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6 EMPLOYEES AREAS

6.1 Locker rooms - sanitary rooms (BoH) Basement - no Day-Light 6.1.1 Female (F) Hotel - Housekeeping + Service - changing / locker area 60% 30 Lockers 0,65 m² 20 m² All changing areas must have showers and toilet facilities. A separate area must Basement - no Day-Light 6.1.2 Female Hotel - washing / showering area 37,0 m² 2 x Shower / Washing 4,0 m² 8 m² be created for kitchen employees. This calculation includes a reserve for temporary substitutes / staff. Basement - no Day-Light 6.1.3 Female Hotel - toilet area 3 x Toilet + Handwash 3,0 m² 9 m²

Basement - no Day-Light 6.1.4 Male (M) Hotel - changing / locker area 40% 20 Lockers 0,65 m² 13 m² The hotel has 100 Guest-Rooms / Units Basement - no Day-Light 6.1.5 Male Hotel - washing / showering area 28,0 m² 2 x Shower / Washing 4,0 m² 8 m² at a factor of 0,60 Employee per Room Basement - no Day-Light 6.1.6 Male Hotel - toilet area 2 x Toilet + Pissoir + Handwash 3,5 m² 7 m² a figure of approximately 60 Employees is anticipated 6.1.7 Sub-Total employees hotel all areas/ divisions 50 Lockers 71% 65 m²

Basement - no daylight 6.1.8 F Kitchen - changing / locker area (double locker approx. 60 cm wide) 40% 8 Lockers 0,75 m² 6 m² With 2,0 Shifts 30 Pax will be present at the same time. Basement - no daylight 6.1.9 F Kitchen - washing / showering area 13,0 m² 1 x Shower / Washing 4,0 m² 4 m² Basement - no daylight 6.1.10 F Kitchen - toilet area 1 x Toilet + Handwash 3,0 m² 3 m² It can be assumed that almost 2 thirds of the employees in a hotel will be female and 1 third male – this relates to the whole hotel incl. the gastronomy and kitchen Basement - no daylight 6.1.11 M Kitchen - changing / locker area (double locker approx. 60 cm wide) 60% 12 Lockers 0,75 m² 9 m² areas. Basement - no daylight 6.1.12 M Kitchen - washing / showering area 17,0 m² 1 x Duschen / Waschen 4,0 m² 4 m² Basement - no daylight 6.1.13 M Kitchen - toilet area 1 x Toilet + Pissoir + Handwash 3,5 m² 4 m² Not all employees are “uniform wearers”, however a reserve for temporary staff must be taken into consideration. 6.1.14 Sub-Total employees hotel kitchen only - hygienically control 20 Spinde 29% 30 m²

6.1.15 Total employees 1,6 m² / MA 70 Lockers 95 m² The count for the employees does not include the SPA - for this employees a separate changing-area has to be planned. Breakdown of staff 54% Female 46% Male

Kitchen Level 6.1.16 Toilets ladies / at kitchen area 1 x Toilet + Handwash 3,0 m² 3 m² Kitchen Level 6.1.17 Toilets gentlemen / at kitchen area 1 x Toilet + Pissoir + Handwash 3,5 m² 4 m² Note: 6.1.18 Sub-Total 7 m² The toilets / showers listed are merely guidelines for ascertaining areas – the legal requirements + building license requirements apply! Administration Level 6.1.19 Toilets ladies / at administration 1 x Toilet + Handwash 3,0 m² 3 m² Administration Level 6.1.20 Toilets gentlemen / at administration 1 x Toilet + Pissoir + Handwash 3,5 m² 4 m² 6.1.21 Sub-Total 7 m²

6.1.22 First-aid room not in concept - not required

Usable Space (USp.) 1,8 m² USp. / Employee 1,1 m² USp. / room 109 m² 68%

6.2 Employees restaurant (BoH) Kitchen Level 6.2.1 Staff restaurant / break room (close to kitchen) 60% Capacity of Present 18 Plätze 2,2 m² 40 m² A common room area for employees must be planned away from the guest area. 75% Non-Smoker 14 Plätze 31 m² Daylight must be available. If no connection with the kitchen is possible, a serving / return pantry should be 25% Smoker 4 Plätze 9 m² planned in which employees can receive and clear away their food. Kitchen Level 6.2.2 Serving-/ clearing up-pantry in staff restaurant 1 x 11,0 m² 11 m² The room must be ventilated.

Usable Space (USp.) 0,8 m² USp. / Employee 0,5 m² USp. / room 51 m² 32%

1,6 m² USp. / room 160 m² USp. 100% 3 m² USp. 6 EMPLOYEES AREAS 2% Area per Employee 1,9 m² GFS / av. Room 191 m² GFS 120% 3 m² GFS

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Program of Space and Area Use Concept 4****-Star Hotel TALUM and Apartments / Lodges VERSION as per ProgramDecember 16th, 2013 of Space and Area Use Concept

7 TECHNICAL BUILDING FACILITIES - CAR PARKS - OUTSIDE AREAS

7.1 Technical building facilities (BoH) Basement or Roof 7.1.1 Overall figure for technical areas Proportion of total useful area excl. 4% 356 m² The definition of the HSVE areas is to be determined by expert planners. Heating, sanitation, ventilation, air conditioning, electrics (HSVE) etc. garage / car parks Technical Building Facilities (TBF) for Heating, Sanitary, Ventilation / Air- Basement - Day-Light 7.1.2 Office, technician + central building control and regulation (daylight!) 1 x 12,0 m² 12 m² condition and Electricity (HSVE) and Centres have to be planned in Basement 7.1.3 Technicians’ workshop 1 x 16,0 m² 16 m² accordance with Franchise and Local standards. Basement 7.1.4 Store 1 x 16,0 m² 16 m² 7.1.5 Sub-Total 44 m² All Guest-Rooms and Public-Areas will be air-conditioned (chilling + heating).

Usable Space (USp.) 4,0 m² USp. / room 400 m² 100%

7.2 Car parks – garage (FoH) outside + protected 7.2.1 Number of spaces x area per space 0 Spaces 24,0area m² is not included 0in m² concept Approximately 40 Parking Lots should be protected in a Garage - additional (parking area + traffic area) parking space can be in the outside.

Usable Space (USp.) 0,0 m² USp. / room 0 m² 0%

7.3 Outside-Area Usable Space here (without total calculation) 0 m²

4,0 m² USp. / room 400 m² USp. 100% 7 TECHNICAL FACILITIES - CAR PARKS - OUTSIDE 4% 4,8 m² GFS / av. Room 479 m² GFS 120%

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Seite 15 von 17 Program of Space and Area Use Concept 4****-Star Hotel TALUM and Apartments / Lodges VERSION as per December 16th, 2013 Program of Space and Area Use Concept

O V E R V I E W - S U M M A R Y

room units available overall 100 Guest-Rooms / Units

TOTAL Usable Space 100% 9.015 m² USp.

1A - All Areas listed in Concept 9.015 m² USp. per unit / room 90 m² USp. 1 1B - without Car Park / Garage proportion 9.015 m² USp. per unit / room 90 m² USp. The list represents the operator’s requirements and forms the basis for 1C - without Car Park / Garage + Wellness proportion 7.015 m² USp. per unit / room 70 m² USp. planning and/or assistance towards optimizing planning.

Expert planners have to check which areas are to be allowed for in the GFS 20% addition to USp. 1.785 m² (Gross Floor Surface) - the requirements listed here for the spatial TOTAL traffic + Construction Area allocation plan merely assumes the Usable Space for the operator - GFS 2 (passageways, stairways, walls, ducts etc.) additions have only been listed as reference values and for orientation. per saleable unit / room 18 m² The estimates for the additions of Usable Space to the GFS in this space allocation plan have been based on past experience – all areas and calculations listed are to be coordinated with the architect, checked and TOTAL Usable Space + traffic area / construction area (1 + 2, approx. = GFS) 120% 10.800 m² GFS adapted to the project by expert planners, taking statics, technical building facilities etc. into consideration. 3 3A - All Areas listed in Concept 10.800 m² GFS per unit / room 108 m² GFS 3B - without Car Park / Garage proportion 10.800 m² GFS per unit / room 108 m² GFS 3C - without Car Park / Garage + Wellness proportion 8.404 m² GFS per unit / room 84 m² GFS

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Conceptional Overview

Radisson Blu Vital & Sport Resort Kidričevo Slovenia 99 Master Plan Development Sports Destination Kidričevo

Radisson Blu Vital & Sport Resort Kidričevo Appendix 2 Sport Tourism Slovenia Sport an Opportunity for the Development of a Tourist Destination

he plains of Dravsko and Ptujsko Introduction polje with the Drava River and Ptuj TLake are surrounded by little hills and the mighty hill of Pohorje near Maribor. Sports tourism is one of the fastest growing segments of The four seasons offer various possibilities tourism industry providing social and economic effects in for individual sports lovers as well as top the destination. So far, the town of Kidričevo has hosted athletes. We have to commend the infra- many national and international sporting events as well structure in the field of sports, transport as preparations of sport clubs. The football infrastructure and tourism, which has already hosted top provided by the town of Kidričevo is at the highest level athletes and clubs in their preparations, within the radius of 300 km. A new multi-purpose sports who became loyal guests to our town. hall and, in future, new accommodation facilities as well as At the same time, the teams, managers the additional new sports infrastructure will position the of sports clubs and supporters learned other providers of he culture of a nation is often reflected in sports town of Kidričevo on the map of the best sports resorts tourist services and we have proved to be good hosts to in the world. and recreation. Sport and society are interrelated domestic and foreign guests. Our wish is to upgrade the and the sport is often the factor responsible for the acquired experience by upgrading the sports and tour- T orientation of the society.4 Some professional athletes are

ist accommodation infrastructure with strategic foreign opinion leaders that are respected and followed by many partners and to position the respective destination on the other people. It is very important for the sport, society What is sports tourism? map as an important link within the sports and recreational and economy to be connected. In Slovenia, the aware- tourist product between Eastern and Western Europe. ness of recreation is rising through many possible forms Sports tourism is an alternative form of tourism where tourists exercise train A special emphasis will have to be placed on regulating of participation in sports. I believe that my knowledge, or do sports games. This form of tourism is known as the sports tourism of the marked cycle route along the Drava River, hiking trails which I have gained mainly in Germany and the U.S., relaxation or recreation. People who are engaged in sports professionally and adventure products for all generations. Top oenology can help young athletes and clubs in the long term as I (athletes, coaches, accompaniers, support staff) travel in order to participate and culinary with a hint of Roman and mediaeval history have met lots of interesting people with whom I want to in competitions. Before, during and after that, they attend tourism activities, of Ptuj, the oldest town in Slovenia, can only provide even upgrade my attitude towards sports after my career. With which are also a form of sports tourism. more added value to the potential for development of my stubbornness that is typical for the area where I come Sport is a major industry, and is a reason people travel. Whether it is the sports tourism in Styria and Slovenia. from, German discipline, openness and the American world’s high performance athletes traveling to the Olympics or their sport’s perception of the importance of sport as a whole, I wish Matija Brodnjak world championships, or a family traveling with their son or daughter to Destination Manager for our tourist destination to obtain an organised form a weekend regional event, two conditions apply: of integration of recreational and • They are tourists – when they travel more than 80 km. and/or stay overnight. professional sports in connection • Sport is the reason they travel - they would not have traveled to that with the economy in the form of location had it not been for that specific event. sponsorship, assistance in training, teambuilding for domestic and The guidelines and potential development of the sports destination of foreign companies ... Recognisable Kidričevo as well as the integration of the sports destination into the entire athletes ‘take care’ for the publicity regional destination of Ptuj-Jeruzalem, Ormož-Haloze and Slovenske gorice of the tourist destination and provide (hereinafter referred to as "the RDO" – Regional Destination Organisation) it with credibility and goodwill. will be discussed below. Some of the preparations with my German team before the matches were always held on home ground where we had excellent conditions for training and relaxation. Our professional work serves as a basis for showing that we have a great potential for the development of sports tourism at the international level. Dejan Zavec Professional boxer, IBF World Boxing Champion

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 102 103

he T-FIT Programme is intended for training professional athletes, recreational and inactive interested individuals and providing them Twith key skills, which are very helpful in their further sports careers and lives. We designed the concept of MDR, which stands for M-motion,

D-diet and R-relaxation. In the course of trainings and exercises, the participants learn the correct movement patterns, which are of crucial importance in exercises for strength in order to prevent damage to muscles and bones. The athletes www.visitptuj.eu perform workouts depending on the specifics of their sport As once, long time ago, the waves of the Pannonian Sea used to break the surface, today the hills of Haloze and Sloven- and do exercises for the muscles that should be developed ske gorice along the Drava river gently roll and break the surface of the flat Drava and Ptuj plains. The apparently calm specifically. Training different energy systems is essential for surface of the river and the wide lake reflect the image of the generous country. The sun, unspoilt nature, dainties and rapid progress. For recreational athletes and other people who specialities of all kinds, people with a wide smile and even wider open hearts will definitely charm you! would like to reduce their body weight, we also provide dietary recommendations and menus, which can be either general The destination integrates four geographical trademarks. Each trade mark has its own brand and autonomy as well as or depend on the blood group or Ayurvedic medicine. Good its local tourism programmes, which relate to each other to form integrated destination tourism programmes. mental and psychological preparation of athletes is necessary for their success. This is why our program also includes breathing and concentration techniques and meditation, especially with athletes, as we are aware that this approach is quite common in today's zakladnica tisočletij professional sports. Through meditation, an athlete can achieve remark- the treasure of millennia pravljica sonca in vina able results, achieve inner peace, power of concentration, inner strength, www.visitptuj.eu fairy tale of the sun and wine confidence and determination. www.visitjeruzalem-ormoz.eu Tomaž Pivec Ultramarathon runner and a former World Jiu-Jitsu Champion nazaj k naravi back to nature Product “T-FIT” preprosto čudovite Carrier of product: Tomaž Pivec www.visithaloze.eu simply beautiful Contractor: Tomaž Pivec with colleagues www.visitslovenskegorice.eu Ptuj – the Treasure of Millennia Ptuj – the treasure of millennia, the oldest site of continuous settlement in Slovenia, is happy to unveil its treasures and to offer you countless specialities, be it on a plate or in a glass, to please your sight, your hearing and your soul. A stroll on old streets, a visit of exceptionally rich museum collections, a glance into the "bowels" of Ptuj – the oldest wine cellar still in function, a walk on the shores of the largest inland water surface in Slovenia or a boat ride ... there is something for everyone, for every age and for every taste. Ptuj is offering exactly what the visitors are expecting from it! The Carnival in Ptuj is the most prominent carnival event in the country and in the wider area. Tak- Tourist Destination Ptuj-Ormož ing place at the end of winter, it attracts 6 hundreds of thousands of visitors; the exhibition "Specialities of Slovene Farms" in the month of May presents some 1,400 traditional dishes; during summer months, Description of the destination and Tourist romantic streets and squares and halls buzz in the exuberant creation of artists from the Regions in the Surroundings entire world who gather for a traditional cultural festival; in autumn, when must In the north-eastern part of Slovenia, along the Drava River, spreads the region that needs to be discovered, visited, is fermenting and turning into wine, the tasted and experienced. This fertile and gently undulating country has been populated since the prehistoric times, as town and its surroundings become the has always been protected and connected by the mighty river meandering through it. The generous region has lured stage for merry celebrations and praise many a visitor to settle here, while the number of those who just refreshed themselves and had a rest on their journey for exceptionally good crops! The tourist is even more important. And the same is true now. destination Ptuj – Jeruzalem Ormož –

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 104 105 Slovenske Gorice – Haloze provides the best value for one single visit. But be prepared, for you will leave the region to late autumn, and from wind-rattles from summer to autumn. Back in nature the time passes by differently following convinced that you have to come back again and again and again... Let us go some 2,000 years back into the past to the rhythm of songs. the times of ancient Rome. The exact site where Terme Ptuj is located nowadays was back then a truly buzzing hub. The town of Kidričevo falls within the regional trade mark of ‘Haloze – Back to Nature’. This trade mark corresponds to Poetovio was one of the biggest cities in the Roman provinces, and the destiny of one of the Roman emperors was the potential and the development of Kidričevo as a sustainable sports destination. decided here. Do not think that this is just a ghost from the distant past which should be kept behind museum walls, for after your visit of Terme Ptuj, you will surely change your mind. The Romans knew very well how to pamper body Slovenske Gorice – Simply Beautiful and soul, how to treat themselves to earthly pleasures in the baths, at abundantly loaded tables with excellent wines sparkling in glasses. This hedonistic spirit of ancient Rome will be present everywhere during your stay in Terme Ptuj "Slovenske Gorice – how beautiful you are! while you treat yourself to the luxury and comfort of ancient Romans coupled with everything modern man might One hill is rising from behind another, and it need and want nowadays. looks as if there were rows of waves of the long-gone sea. Ay, wine hills, how charming Jeruzalem Ormož – The Sun Fairy Tale and pretty you are together with white houses on your tops, large vineyards and Ormož has been linked to Ptuj since lush orchards...", runs a poetic description prehistoric times. In the 13th century, written almost a century ago by a writer the medieval town was established by Ožbalt Ilaunig who described the region the Lords of Ptuj, known especially for between the Drava and Mura rivers. His their gradual regain of the land along opinion was shared by Ivan Cankar, a writer, the Drava River that had been occupied and Rudolf Maister, a general, as well as by the Magyars. In order to increase their by many other renowned countrymen chances of advancing on the Magyars' who spread the word of their homeland estates, the Lords of Ptuj asked for help all over the world and distinguished crusaders who were just returning from themselves through their achievements. Jerusalem. The crusaders erected a church Almost every place can cite at least one on the freed land and a castle in Velika of such prominent countryman. And every place prides itself on something special to see, to enjoy, to taste, and to Nedelja, amidst gently undulating hills feel. Castles, impressive or simply typical churches of Slovenske Gorice, houses, museum collections, wooden cottages, planted with vine. The legend has it that ponds and lakes! And people of gentle nature inviting you to come in with their soft voices! they also built the church of St. Mary and embellished it with the image of the Virgin brought from Jerusalem. Since then, the region has been called Jeruzalem also renowned wide and far for its excellent wines. Nevertheless, the wine is just the beginning – there is much more in store for you! Haloze – Back to Nature Who knows which of the two names – Colles or Halonga – gave name to the present- day hills of Haloze, as both names mean hilly country, where, on sunny slopes, has been growing the vine for more than two A H thousand years. Typical images of Haloze I HR hills include the unspoilt nature which has marked in the specific way the region and people who obstinately cling to this land. Mighty fortresses, romantic manors, hidden monasteries, white churches scattered on slopes amongst which the most renowned church of St. Mary, homesteads, and songs coming from vineyards from early spring

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 106 107 Transport Routes Arrival at the destination by rail of Arrival at Sport Destination Kidričevo By train, the potential visitors can come directly to the town of Kidričevo. The railway station is located just about Position of Sport destination Kidričevo 500 m from the envisaged location of the hotel. There will be a direct transport route set up for the guests from the railway station to the hotel. Gradec / Graz 80 km The guests arriving by train along the Pan-European Corridor X from Salzburg, Zagreb, Belgrade, etc., will have to change once at the railway station of Pragersko. Pan-European Corridor V. (Venice- Trieste/Koper-Ljubljana-Kidričevo- Maribor Ptuj Budapest-Kiev) represents the best and the shortest link between South-East 13

and East Europe. This is the core of the system, which combines business and Arrival at the destination Celje logistic structure and directly affects by plane the 20 European regions. The international airport in Maribor is only 16 km away from the town of Pan-European Corridor X. (Salzburg- Kidričevo. Within a radius of 100 km, there are airports of Zagreb, Ljubljana and Ljubljana Graz. Within a radius of 350 km, there are airports of Trieste, Vienna, Budapest, 130 km Ljubljana-Zagreb-Belgrade-Niš-Skopje- Thessaloniki/Niš-Sofia-Istanbul) is the Venice. The Maribor airport will open more regular international lines in the

Zagreb fastest link between Western and future. The decision on the location of scheduled flights will be taken together 80 km South-East Europe. with tourist destinations in the surrounding area (RDO of Ptuj-Ormož, RDO of Trst / Trieste 230 km Pohorje-Maribor, RDO of Pomurje, RDO of Dežela Celjska etc.). The airport is also open for charter flights. www.visitptuj.eu Arrival at the www.visitjeruzalem-ormoz.eu Information on the Maribor Airport: www.visithaloze.eu destination by road www.visitslovenskegorice.eu Address: Letališka cesta 30, 2204 Skoke, Slovenia The highway is located from the centre of Kidričevo 1 km away and thus rep- Position: 46 28 47.50 N; 015 41 10.07 E resents a fast and good connection. Reference height: 267m / 876 ft The route of the highway is Maribor- Asphalt runway: RWY 14/32 2500x45m Access to the highway: Selected locations Zagreb. Within a radius of 600 km from Grass runway: RWY 14/32 1200x60m 2 minutes Towns: • Ptuj 9 km International Airports: • Maribor 18 km the sports destination of Kidričevo, • Maribor 25 km • Ljubljana 140 km there are the following major cities: The airport of Maribor has the status of a public airport to operate international • Ljubljana 120 km • Zagreb 99 km Ljubljana, Zagreb, Belgrade, Vienna, air traffic and covers more than a third of Slovenia from the gravity viewpoint • Zagreb 95 km • Graz 95 km Salzburg, Munich, Milan, Budapest. – the regions of Podravje, Koroška, Savinjska and Pomurje, the southern part • Belgrade 490 km • Vienna 280 km of Austria and the north-western part of Croatia. The Maribor Airport is the • Vienna 280 km • Trieste 215 km second largest airport in Slovenia and also serves as an alternative airport of • Salzburg 370 km • Vennice 360 km the airport of Ljubljana. As such, it must be regulated in compliance with the • München 500 km • Budapest 360 km Schengen requirements. It is located at the crossroads of the main European • Trieste 215 km corridors No. V. and X., right next to the railway and highway, thus providing • Vennice 360 km a complete communication link to the public transport. • Budapest 360 km • Milano 600 km

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 108 109 Transport Routes for Wandering in the Destination

Starting in the town of Kidričevo, each guest can set out to explore the entire destination by car, bike, on foot, by train or by horse. Car, motorbike All the roads in the tourist destination are regulated. The hotel guests can use national, regional or local roads to get to the attractions and sights that he would like to visit. The roads are well-marked. The satellite navigation works throughout the destination. Bike Cycle routes are marked in most parts of the tourist destination. The cycle paths are suitable for recreational cyclists as well as families and professional athletes. In addition to cycling on asphalt roads, it is possible to cycle through woods, on grass paths etc., where cyclists feel the embrace of nature more powerfully and can identify with the slogan "Back to Nature”.

Vital & Sport Resort Kidričevo, Slovenia On foot There are many hiking routes marked in the tourist destination. Thus, we can set off from the hotel to shorter or longer hiking trails on foot. Within the radius of 10 km, many attractions of the destination are located (the oldest Slovenian town of Ptuj, the pilgrimage centre of Ptujska Gora with the basilica, the oldest Mithraeums in the world etc.). Train You can visit many places and villages in the destination by train. You can explore the destination by train directly from the town of Kidričevo to: Pragersko, Cirkovce, Ptuj, Moškanjci, Zamušani, Velika Nedelja, Ormož, Središče ob Dravi, Ivanjkovci, Ljutomer. Horse The respective sports destination also offers the rent of horses to ride a horse or a horse-drawn carriage in the destination.

Sales Tourism Programs with Conections to the Sport destination

The tourist destination of Ptuj-Ormož will develop new and upgrade the existing integrated tourism products (hereinafter referred to as the “ITP”), which will offer visitors unforgettable experience. The destination of Ptuj-Ormož focused on the support of three key integrated tourism products (ITPs): 1. ITP Active-Positve, sports, recreational and selfness tourism. 2. ITP Tale of Sun and Wine, tourism in the countryside and cuisine. 3. ITP Millennia Treasury, natural and cultural heritage and events. The ITP is a product with a price including a comprehensive offer of the destination with a certain theme or story demanded by the customer. In the destination, it is necessary to develop stories (attractions, thematic experience, theme parks), which will meet the customer's expectations and will be in line with the trends of tourist flows. Tourism programmes for selling the destination of Ptuj-Ormož are based on the selected ITPs. A tourist-attractive ITP will be

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo 16Slovenia Slovenia 110 111 developed in the sports destination of Kidričevo by involving thematic attractions, sports park, authentic stories that Number of beds 2009 2010 2011 2012 2013 will take the advantage of resources and the identification of the local environment. Hotels and similar accommodation facilities 786 754 735 783 753 The theme parks in the destination of Ptuj-Ormož will be designed on the basis of: Camps 277 277 277 277 400 • Selected Integrated Tourism Products and stories in the destination (ITP Active-Positive, ITP Tale of Sun and Wine, Other accommodation facilities 732 800 836 878 858 ITP Millennia Treasury, Roman Poetoviona, Mediaeval Town, Nature’s Classroom, Specialities of Slovene Farms, wine TOTAL 1.795 1.831 1.848 1.938 2.011 route etc.); • Existing and potential local attractions in the destination (Mithraism, Parzival, Marcus Antonius Primus, Puh, Trdobojec The average length of stay in Destination (-the story of the best Slovene boxer), Agatha’s stories, St. Martin, the Mary's Mantle and the Basil etc.); Tourist arrivals and overnight destinations • Cultural and historical, archaeological themes, contents from the world of animals, plants or nature, traditions in the environment, lifestyle etc. (Landscape and archaeological park, Šturmovci, the Drava river, Harvest Festival, celebration RDO Ptuj-Ormož 2009 2010 2011 2012 2013 of St. Martin's Day, football site etc.). Arrivals together 61.208 60.400 62.595 62.265 60.064 All the theme parks will have a feature in common that historical, natural, educational themes will be successfully domestic 28.138 46,0% 28.520 47,2% 27.467 43,9% 25.183 40,4% 24.361 40,6% intertwined with relaxation, entertainment and recreation as well with attractive visual effects and cutting-edge media foreign 33.070 54,0% 31.880 52,8% 35.128 56,1% 37.082 59,6% 35.703 59,4% technology, which will amaze both adults and children. Overneight stays 164.948 159.092 163.594 158.249 144.214 Sports Destination Kidričevo has the potential to develop or upgrade the following thematic attractions, which relate domestic 92.904 56,3% 91.083 57,3% 83.464 51,0% 72.455 45,8% 67.733 47,0% to the ITP Active-Positive: foreign 72.044 43,7% 68.009 42,7% 80.130 49,0% 85.794 54,2% 76.481 53,0% • the largest adrenaline park in Slovenia, Average length of stay 2,7 2,6 2,6 2,5 2,4 • Bike Paradise, domestic 3,3 3,2 3,0 2,9 2,8 • TOP 1 football park in Central Europe, foreign 2,2 2,1 2,3 2,3 2,1 • Classroom in Nature, • relaxation and meditation park, Seasonality in the destination • aqua centre for sport and leisure, Tourism in the destination does not develop evenly. Winter tourism is increasingly fading into the background com- • world-class rifle centre with accommodation. pared to the summer tourism. Most overnight stays were generated from May to September with the peak season in August. It is above all the spa tourism.

Statistics and analysis in destination 30.000

The number of inhabitants in Destination Ptuj 25.000 Comparison of the number of inhabitants in the municipalities of RDO Ptuj-Ormož with Podravje region and Slovenia 20.000 Number of inhabitants 2009 2010 2011 2012 2013 RDO Ptuj - Ormoz 112.100 111.970 112.025 111.528 110.987 15.000 Podravje region 323.343 323.119 323.534 323.238 323.328 10.000 Slovenia 2.046.976 2.050.189 2.055.496 2.058.821 2.061.085 RDO share in Podravje region 34,67% 34,65% 34,63% 34,50% 34,33% 5.000 RDO share in Slovenia 5,48% 5,46% 5,45% 5,42% 5,38% 0 Jan Feb Mar Apr Maj Jun Jul Avg Sep Okt Nov Dec Accommodation facilities in Destination Number of rooms and beds in Destination 2009 2010 2011 2012 2013

Number of rooms 2009 2010 2011 2012 2013 Seasonality of all overnight stays over years Hotels and similar accommodation facilities 363 354 347 365 384 Camps 120 120 120 120 128 Other accommodation facilities 239 255 281 286 278 TOTAL 722 729 748 771 760

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 112 113

Bed occupancy in the destination Many championships are arranged by school and university/college sports associations. Adaptive/ disability/ wheelchair sport events are growing in importance in Europe sport calendar. Average annual bed occupancy The format of the event and the location will be decided by the provincial, national or international sport governing Bed occupancy (%) 2009 2010 2011 2012 2013 bodies. Depending on the event, securing such events may be very competitive, or a Provincial Sport Organization Bed occupancy/year (% of total beds) 25.2% 23.8% 24.3% 22.5% 19.6% may have difficulty each year finding willing host communities. There is usually a preference to hold the champion- Source: Regional Destination Organization Ptuj 2014 ships in different regions from year to year, to stimulate interest in different regions and access new host community volunteers and resources. Tournaments Tournaments are another type of event, usually for a single sport. Whereas a championship is “owned” by a sport governing body, tournaments can be the initiative of any organization choosing to initiate them. Many are arranged by local sport organizations, but they may also be sponsored by a school, church or temple, or a pub, for example. Categorization of Sport Tourism They are generally held in the same place at the same time every year and can become a familiar part of the sport’s and a community’s annual calendar. Tournaments may be competitive, but are often as much participation and recreation-focused as results-oriented. Participation-focused events can be very attractive tourism generators, as high participation equals high visitation. While some youth events may involve lower yield ‘four to a room’ accommodation or even billeting, they can also Sport tourism activity bring the families of participants and pre-post event vacations. Adult participation events can also be the stimulus for a longer trip, e.g., adding a fishing trip onto a ball tournament visit. Some are traditionally marked by extensive after- Sport tourism activity can be classified to identify: hours entertainment and indulgence. Sport organizations may arrange an annual tournament as a fundraising initiative, to help subsidize its year-round sport Mega Events program. Tournaments may be scheduled on holiday weekends, when regular league competition is on hiatus and Very large and high profile games and events, including at the apex, the Olympic and Paralympic Games can yield players are available for a long weekend of travel and sport. billions of dollars’ worth of media coverage, prestige and economic impact for the host, but require a significant capital investment. The Federal Policy on International Sport Events identifies three types of international events eligible for Training Camps support, the larger of which would fall into the ‘Mega’ category: Championships, tournaments and games are often competitive events, but competition follows athlete development • International Major Multisport Games and training. National teams with athletes living in different cities are brought together on regular schedules to train • Large multisport games governed by an international sport franchise holder with links to sports’ International Federa- and work together with each other and with coaches. In addition to such training arranged by technical directors of tions, for example: the Olympic and Paralympic Summer and Winter Games; the Commonwealth Games; and the governing bodies and high performance teams, training camps may be more individual. Commercial summer soccer Pan American Games. camps may offer additional training for youth players, and these can be packaged as part of a vacation for the whole • International Single Sport Events family. Such camps may take advantage of good facilities during the off-season when their capacity for special events These events are governed by a sport’s International federation or regional/continental counterpart e.g., World Cham- may be greater. pionships and World Cups. Events may range in size and complexity from small to large. Most sports have regular training camps at the national level. The location of training camps is dependent on services International Multisport Games for Persons with a Disability. and facilities available, costs, the location of the coach, and the number of athletes in a particular community. Games Development Courses Games are multi-sport events – These can be very large due to the number of sports being hosted at one location at Sport organizations train athletes, coaches and officials of all levels. While many of these courses happen locally, es- the same time. These can be directed by governments or by separate organizations. Relatively few events are games, pecially for entry-level, courses for higher performance athletes and coaches may involve travel and overnight stays. although their size makes them attractive targets. Types of games: Winter Games, Summer Games, Seniors Games, ‘Out of town’ coaches may travel to a larger centre for such a course, or an instructor may travel to another area to Disability Games, the Police and Fire Games or social/sport events for cultural groups. Hosting games often requires a train local coaches. wide range of suitable venues, as many sports featured are ‘mandatory’ and given their size, experience hosting major events and a breadth of sport events may be advantageous. Conferences Sport organizations arrange many meetings and conferences, sometimes in conjunction with major events. Trade Championships shows or exhibitions may be involved with such meetings. In addition to the immediate tourism benefit, these can These are single-sport properties with rights held by the respective sport organization, where a championship tour- also be opportunities to introduce decision-makers to facilities and future hosting opportunities in the community. nament is often the culmination of a season’s sport activity. These are often referred to the nationals. The winner of Selection of a community for a conference is often connected to where the sporting event is taking place or where the championship may qualify for the next level, e.g., the SLO girls’ softball champions qualifying for the for the world the sport’s leadership resides. championships.

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 114 115 Professional Sports A community or tourism body could initiate events to fill hotel capacity during the off-season. A hotel or pub could sponsor an adult tournament to drive business to its rooms and bars. In this sense, a created sports event can be part Very much part of sport tourism, professional sports teams tend to primarily serve a local market with spectator en- of a commercial or city economic development plan. A sport club or body could host a tournament or series of games tertainment. They also bring visiting teams to town, but this is balanced by their nights spent on away games. While connected with a major professional event. visiting team fans may accompany their team’s visit from their home town, these are generally limited in numbers, apart from major events. One–Off Events Professional sports may have more impact in attracting visitors from smaller markets without a franchise to the larger community, similar to arts and culture events attracting visitors to a major city for concerts or museum exhibitions. These events are created for one-time staging, usually linked to a special celebration and /or created to leverage a current issue. Sport event organizers might plan such an event to mark a community’s 100th anniversary, a sport club’s Professional sports attracting major spectator audiences are very limited in Slovenia. Communities need to think out 50th anniversary, the opening of a new facility, or to accompany a major non-sport or cultural event. involvement with professional sports, which may often support other aspects of a sport hosting strategy rather than being its centre-piece. Many sport events require some kind of bidding process. A bid committee will plan the event in its early stages. The Bid Book or package explains the plans for hosting (to include technical information about facilities, hosting athletes, Cause related coaches and officials, security and transportation) and information about the community, its hotels, and attractions. Sports events may be designed primarily to promote a charity or to raise money for a specific cause. Examples (Classic golf tournament, or a 24-hour relay race,….). Although, many major events can have a fund-raising or charity component, but this category is for events where charity is a primary purpose, often accompanied with participant enjoyment and entertainment. Sport Tourism potential Activity in our Destination Media events A few events are created mainly for broadcast audiences and derive their main income from broadcasting rights. Activity Y/N % Proposal Examples would include boxing events, the X-Games or ‘Skins’ golf. Although spectators will be present, this category Mega Events N 0 is designed to appeal to TV audiences. They can also have a positive influence on a destination’s awareness and image Games Y 5 Fire Games, Police Games, Medicine as a sport destination, depending on the size of the audience. For example, awareness of the quality of golf courses, Championships Y 0 the scenery, or other attractions of an area could be communicated to a wide golf tourism target audience through two days of TV coverage. Tournaments Y 5 Foodball, Voleyball, Basketball, Swimming Training Camps Y 70 Preparation for professionals Showcases Development Courses Y 5 Expert trening for athlethes Sport showcase events would be designed to highlight the profile of a sport and improve a community’s image and Conferences Y 10 Sport, Helth, Food influence in that sport, e.g., internationally. Examples include the World Gymnaestrada and World Disability Athlet- Professional Sports N 0 ics. Such showcases might increase interest in a sport, or show a community is suitable for hosting future high-level Cause related N 0 championships. Media events N 0 Spectator Events Showcases N 0 Spectator Events N 0 Sport tourism involves tourists watching events as much as it does playing in them. Professional sports are driven by Created Sport Events Y 5 Poli Maraton, Triatlon, Maraton... spectator revenue and media broadcasting rights, and the sponsor interest thus generated, with very few participants. These events are very similar to major music concerts, and may be ‘sport-based entertainment’ rather than sport, of One–Off Events N 0 which Wrestlemania events are perhaps a classic example, as are celebrity sport events. Relatively few amateur events draw large spectator audiences, with school basketball finals one of the most prominent. Sport event bidding Such spectator events are only potential tourism activities if they attract visitors who stay overnight or travel from over Most sport events require some kind of bidding process. For region and even national events, the host location is likely 80 kilometres. The tourism potential is for out-of-town visitors to travel to the city from nearby communities to watch decided only one or two years before, and the process is considerably less sophisticated. If our destination is to be a specific spectator event, as they may for a regular professional sports team league game. successful, some advance work is necessary. The Bidding Process. Most large sport events, especially championships and games, involve some kind of bidding Created Sport Events process. Rights holders use this approach to be transparent in its awarding of events and to be fair to all interested Many events in this section can fall into a general category of ‘created events’. In addition to events held for other communities. In most cases a rights holder will have a set of bid guidelines that outlines the necessary requirements purposes, a sport event may be created by a community, facility or corporation primarily for commercial or tourism of hosting its event including facility infrastructure, the financial and human resource requirements, and the length, purposes. A large venue or facility may find it has a quiet period, or it regularly has unused capacity at one time of competition format and number of participants to be expected. A community bid committee will be required to the year, and might create an invitational sports tournament to fill that capacity, or arrange with a promoter to stage respond to the request for proposals, and to meet these bid guidelines. a sports event to hold an off-season training camp. An event might be conceived ahead of a championship as a test It is important to understand the size and type of events that are realistic to bid for and host in a community. Which event to prepare and train for the championships. sports have the best fit with the community? What age or demographic? Which events bring the best opportunities

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 116 117 for sport development? Which ones fit best with a long-term strategy of building toward a major single or multi-sport known athletes, recreational athletes, personal trainers, alternative teachers, ayurveda teachers, physiotherapists, mas- event bid? This will be achieved with an event database that can be cross-referenced and compared to an infrastructure sage therapists, personal advisers on food-nutritionists. and capacity inventory of the community. Bids are classified into four “levels” ranging from local to international events. Level 1 Bids. Local. A local event can be competitive or non-competitive. Almost all local events would not need a bid, simply being hosted by a local sport group. A regional event can vary in its size and scope depending on the sport. The ITP Active-Positive and Programme Areas Level 2 Bids – Regional. A regional championship is the next step up the ladder in progressing to larger events. The size of the event again depends on the sport. The event could be a single-sport championship, or multi-sport Games. The ITP Active-Positive will operate in the field of Sport, Physical Education & Health and will include the following A regional championship may be much larger than some national championships with greater economic benefit to sports categories: the community. The size will depend on the number of divisions, male and female, different ages and participants per • Games group, which vary widely. • Tournaments Level 3 Bids – National. National championships range in size and spectator draw. The size and prestige of some • Development Courses events can make them hotly contested, and their scale can make them large undertakings. In some cases, a fee for • Training Camps bidding and sanctioning is required, and host communities may be required to make financial guarantees. Most other • Conferences national championships have less hosting competition, with lower budget requirements and less media attention. • Created Sport Events Level 4 Bids – International/World. World or international events can be multi-sport or single sport. These can be huge or very small, and bring major exposure to the city, including major TV and media coverage. Correspondingly, The greatest emphasis will be placed on the category of Training Camps with sports preparations. the costs associated with some of these events at the bid stage can be very high. The rights holder must receive its full Within the selected categories, the following programmes will be developed: amount of funding, regardless of the financial outcome of the event, even if the event runs at a deficit. An international • Sports preparation for professionals (Mental, Physical, Food, etc.) or world bid can range anywhere from € 10,000 to € 30 million for an event. • Sport Recreation and Fun There are lots of events for which bidding is not necessary: • Sport rehabilitation and post reha • All tournaments and invitational events which are “owned” locally – While many of these are primarily for local par- • Sport preparation for invalids, Paralympics sport: working with disabled athletes ticipants, some assistance provided to the sponsors could bring in out-of town teams/athletes, making for a more interesting event and generating economic impact. For example, moving from an eight-team, two-day event, to a • T-FIT Personal Training & Coaching Programme 16-team, three-day event takes only a small increment of work. Invite teams from across the border and it becomes • Alternative Medicine Programme an international event. • Conferences & seminars • Training camps, courses and conferences – While these often have some technical requirements, the key is having • Competitions and sport events and sport festivals someone in your community who is well-networked within the sport. These people are often your best resource. • Team buildings • Active selfness and spa

The ITP Active-Positive and Integrated Sports Tourism Product the Sports Destination Kidričevo

The sports destination of Kidričevo has all the necessary resources to take on the key role within the integrated tourism product ITP Active-Positive. The existing sports infrastructure with the best football preparation camp in Slovenia, the largest multi-purpose sports hall in the destination, the state-of-the-art shooting centre for clay pigeons in Europe Description of the Sports Destination provides a good opportunity for the development of sports and recreational tourism and for the upgrade of the existing sports and accommodation facilities. Tourism Product ITP Active-Positive The residents of Kidričevo are active and have always been a part of the sports events in their environment as evidenced by many active sports clubs in the municipality, the modern and recognised football school “Aluminij”, the football club The integrated tourism product (“ITP”) Active-Positive is one of the three key ITPs in the destination. “Aluminij” which played in the first Slovenian league and regularly achieves top rankings in the second football league. The product Active-Positive includes sports, recreational and selfness tourism. Other places in the destination developing sports and recreational tourism will actively participate in the development There are good infrastructural conditions in the destination for its development and implementation. The trend in of the entire sports destination. The town of Lenart with organising harness racing, and the town of Ptuj with the major arrival of guests to the destination is oriented towards active leisure, healthy local food, healthy environment, finding sporting event in the state-the Poli cycling marathon, hot air balloon races, triathlon, etc. inner peace, eliminating stress. The ITP Active-Positive will be established for the local environment and the local population as well as for visitors from other Slovenian towns and abroad. The operators of the ITP Active-Positive are

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 118 119 divided into stages (versions), each of which The ITP Active-Positive and the Sports can be chosen according to one’s abilities and the type of attractions one would Academy like to visit. By developing the sports destination and new sports facilities and capacities of accommodation infrastructure, a Sports Figure: Map of Mary’s Pilgrimage Hiking Route Academy will be set up. Its seat will be in the town of Kidričevo and its activities will be focused on the preparation of professional athletes. Amongst others, its activities will also include: • Organisation of sports courses. • Preparatory courses for the aptitude test. • Individual T-Fit courses. • Team building sports seminars. • Organisation of sports events. • Complementary medicine and relaxation techniques.

ITP Programmes in Connection with the

Sports Destination Kidričevo The Route of Saint Martin of Tours The European cultural route of St. Martin is a path connecting places associated with the life of St.18 Martin. About 400 In collaboration with its partners in recent years, the RDO has established tourism programmes that complement and km of cross-border cultural routes of St. Martin of Tours have been established between Slovenia and Hungary. The relate to the respective sports tourist destination. There are hiking and cycling trails, a well-maintained golf course with path begins in the birthplace of St. Martin – the ancient town of Savaria, today Szombathely. It then passes through Jak 18 holes, water sports and much more available to active guests. The destination offers a range of beautiful features and Nadasd to Domanjševci where it crosses over into Slovenia. The St. Martin's Route continues through the towns and active experience and along that, some challenges for all – those more demanding and those who prefer their of Kobilje, Dobrovnik, Bogojina, Moravske Toplice, Murska Sobota, Radenci, Negova, Sveta Trojica v Slovenskih goricah, routes to be more leisurely. Kamnica, Dvorjane, Ptuj, Hajdina to Ptujska Gora, which is the main pilgrimage centre in the north-eastern part of Slovenia. From Ptujska Gora, the course of the route leads through the towns of Črešnjevec, Slovenska Bistrica, Šmartno na Pohorju Cultural hiking trails and Oplotnica to Zlakova above Zreče, where the first part of St. Martin's Route Hiking tourism belongs to the main forms of rural tourism. Hiking is becoming an increasingly popular activity. For comes to an end. There are rest areas along more than thirty years, the hiking tourism has been offering opportunities for development in mountain areas. In the the route arranged and many St. Martin's last decade, hiking trails have begun to develop in low-lying parts of Slovenia. While there is a growing number of exhibitions on the theme of culture, cuisine, people who are attracted by hiking holiday, there is also an increasing need for regulated services, infrastructure, etc. wine and pilgrimage. The significance of the project is also demonstrated by the Mary’s Pilgrimage Route fact that the European Council declared Mary's Pilgrimage Route is intended to connect Slovenian and Croatian places of worship devoted to St. Mary and the the Saint Martin European Cultural Route exceptionally rich cultural and natural heritage. Places and buildings along the route will acquire the added value and on 24 September 2005 to be the Great the opportunity to become part of the tourist offer on Mary's Pilgrimage Route. Due to their longstanding pilgrimage Cultural Route of the European Council. tradition, Ptujska Gora and Svete gore above Bistrica ob Sotli stand out among other pilgrimage centres in the Slovene Thus it became an effective tool for linking east and west. project region. The same holds true for the main Croatian pilgrimage centre at Marija Bistrica, which is the Croatian Figure: Map of Saint Martin Hiking Route national place of worship at the same time and is annually visited by more than 1.5 million pilgrims. In Austria, the hiking route continues to the national place of worship called Maria Zell, which is visited by 2.5 million pilgrims a year. Ptuj Cultural Path 19 Mary's Pilgrimage Route is part of the international cultural pilgrimage route of the same name leading from Częstochowa in Poland, Levoča in Slovakia to Mariazell in Austria. It then crosses over into Slovenia through Graz and continues into The trail starts at the spa called Terme Ptuj and leads over the pedestrian bridge over the Drava river into the old part of Croatia. The route in Slovenia is 409 km long, in Croatia 393 km, and is intended for pilgrims, hikers, nature lovers and the town of Ptuj. From the bridge you have a beautiful view of the castle and of the almost entirely preserved medieval cultural heritage enthusiasts as well as anyone who wants to discover new and interesting places. The hiking route is part of the town. Then, the trail takes you through the part of the town under the castle where you can feel the urban

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 120 121 pulse of the town. The north side of the town is in contact with the hills of Slovenske Gorice, which impress every visi- Haloze hiking trail tor with its diversity and unspoilt green nature. The path alternatively passes the village roads and cart tracks through vineyards, forests, fields, meadows and a few The hiking trail through the hills of Haloze starts at the Borl castle. The path leads from the Borl castle through Hrastovec, houses. The path leads you past many Cirkulane, Gradišče, Dravinjski vrh, Gorca, Janški vrh, Jelovica and Kupčinji vrh to Donačka gora. The entire trip takes cultural and other interesting buildings: about 21 hours that is a two to three days walk. the homestead of the writer Ivan Potrč, Herberstein’s vine-dresser's house, the Trail to Boč »The Triglav of Slovenian Styria« birthplace of dr. Matija Murko, etc. The At the start of our hike, a signpost indicates Detičkova pot, also designated Forest Nature Trail No 1, which will be our difficulty of the path is suitable for all hikers path on the way up, and the path over Baba ("čez Babo"), which we will take on our way down. Boč, or the Triglav of – from the youngest to a little older people Slovenian Styria as the locals call it, is in fact the best-known peak of the southernmost extension of the Karavanke, and also the sports-oriented hikers. As the before the mountains give way, via Donačka Gora and Macelj, to the Pannonian Plain. Boč has two peaks of roughly trail leads past the birth houses of famous the same height that are just five minutes' walk apart. One peak is topped by transmitters and the other, which is ac- writers, it is also suitable for various learning cessible to visitors, by a 20-metre observation tower offering a fine view over the greater part of eastern Slovenia. Boč expeditions of school groups, which can is covered by thick forest and other vegetation and the area is protected as a natural park. The extremely rare greater implement lessons in the open air and pasque flower (Pulsatilla grandis) can be found growing near the mountain hut. thus break up the monotony of everyday Category: easy marked trail lessons in the classroom. Duration: Zgornje Poljčane-peak of Boč: 2 hours, peak of Boč-Mountain hut on Boč: 45 minutes, Figure: Map of Ptuj Cultural Path Mountain hut on Boč-Zgornje Poljčane: 45 minutes

E7 European long distance path Bike routes The E7 footpath is an international footpath, which passes through various European countries from the Atlantic Ocean – Mediterranean Sea – Lake Garda to the south of Hungary. The E7 path comes to our country from Italy through the abandoned international border crossing Robič in the village of Robič and continues through Kobarid, Tolmin and Drava Cycling Route Planina Razor above Tolmin, through Porezen to Blegoš, towards Škofja Loka, Ulovka, Vrhnika, to the Mačkovec hill (911 Drava Cycling Route, which bears the international code R1, is according to its natural beauty and cultural diversity one m above sea level) above the village Selo pri Robu, where the footpath crosses the E6 path and continues towards Krka, of the most beautiful cycling routes in Europe. As you enjoy the pleasures and exertion of cycling let the river Drava Žužemberk, Dolenjske Toplice to the Gospodična hill (822 m above sea level) on Gorjanci and then pass the monastery accompany you. It can be followed most of the way from its source in Italy, through Austrian Carinthia to Slovenia. In of Pleterje to the towns of Kostanjevica na Krki and Bistrica ob 20Sotli, through Podčetrtek, Rogaška Slatina over the hill Slovenia the route will lead you through Dravograd, Maribor, Ptuj, Ormož and all the way to the Slovenian-Croatian of Donačka gora, through Podlehnik to Ormož, Banovci, Moravske Toplice to Gornji Petrovci and Hodoš, where the border in Središče ob Dravi, from where the Drava Cycling Route continues all the way to Legrad, where Drava and footpath leaves the territory of Slovenia and continues through Hungary. Mura meet. Length: 200 km Nordic path along the river Drava channel

Figure: Map of Nordic path

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Figure: Map of Drava Cycling Route Cycling Route on Spodnje Podravje Landscape on the route is an extensive gravel plain between Maribor and Or- moz, situated on the lower course of the 23 Slovenske gorice Pohorje Cycling Route Drava river in Slovenia and is part of the low Pannonia Podravje, despite the relief Cycling Route (SGP) Explore Pohorje by bike and discover the wonders of intact nature uniformity it is with its unique vegeta- Start your cycling trip in Maribor, continue and Pohorje's sights from Church of St. Bolfenk on Maribor side to the tion, hydrographic and soil peculiarities the way past wine shops and tourist farms to bottom of Kremžarjev vrh in Koroška on the other side of Pohorje! On the slopes of Pohorje there is a vibrant 70 km long cycling route extremely diverse landscape. The plane is, Zavrh – the view is unforgettable – then follow 25 due to the different thickness of the gravel the trail Sveta Trojica–Spodnji Ivanjci–Gornja that connects its eastern part with the western. The route is marked deposits, diversification of the hydrographic Radgona! Description of the route! in both directions (sign PT), and is linked to a number of local bike network and with that associated soil quality paths or forest roads that lead from all major centres around Pohorje. and diversity of vegetation, changing over Along with a dense network of forest roads and cart tracks there are short distances. Plane is surrounded by two still a number of hidden moors and pastures, brooks with waterfalls hilly wine-growing regions, in the south and other natural pearls to be explored on Pohorje. Enjoy them! Haloze and the north Slovenske gorice. Distance: 70 km The path follows Drava and Ptuj field, Slovenske gorice and Haloze. The path leads the cyclist both the hills and plains. Basis on the route is asphalted all the time. The path first leads through oldest Slovenian Figure: Map of Cycling Route in Podravje Region town Ptuj and continues to Slovenske gorice, 26 which are decorated with trees, vineyards and vast grasslands. In the Slovenske gorice route is continuously changing with slight ups and downs all the way till Velika Nedelja from where you continue with the flat part of the journey. In the section till Velika Nedelja you can see the baroque castle in Dornava, Church in Polensak and castle in Velika Nedelja. The path then follows the road between endless fields. Through a series of small villages, most of them with beautiful church, you will arrive to Markovci and Ptuj Lake. Here you can pick a shortcut that leads you directly to Ptuj 24 and starting point. The path leads you through the bautifull nature park Sturmovci, where you can see rare bird species. In a little bigger village Videm you can take a break and rest while look at st. Vid’s church. After few kilometers road brings you to the green valley of Dravinja river where diverse path leads you to medium heavy ascent till Ptujska gora where you can see the most beautiful Gothic church in Slovenia. After descending the route continues along fields all Figure: Map of Pohorje Cycling Route the way till Terme Ptuj. Length: 90 km

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Jeruzalem route and enjoy catching the sun’s rays on the beach of Ptuj or refreshing themselves at the bar. All summer long, there are musical, entertainment and cultural events and theme weekends taking place at Ranca, which attract visitors from all Jeruzalem route (Slovene: Pot Jeruzalem) over Slovenia as well as from nearby Austria, Hungary and Croatia. involves nobly beating a dynamic path and tasting the wine, made from noble grapes grown under the Jeruzalem sun. You will enjoy the views which the Templars once enjoyed. The fact that there is an altitude difference of about 300 m tells us that Jeruzalem route is without doubt a natural amusement park and a challenge even for experienced cyclists. The Ljutomer-Ormož hills are renowned for their exceptional scenic beauty (throughout all seasons of the year), high-quality wine and beneficial energy points. Figure: Map of Jeruzalem Cycling Route

Dravinja Bike Route The Dravinja bike route runs along the valley of the Dravinja river between the municipal border of Slovenske Konjice and Makole. It is out of the way of busier roads and links the area between Boč and28 the valley of the Dravinja river. The route is topographically undemanding, and is suitable for different target groups.

Sports: • beach volleyball, 29 • rowing, kayaking and canoeing Ptuj Lake in the calm waters, The town of Ptuj is known to Slovenians as our oldest town, but hardly anyone knows that it is situated by the largest • water skiing, Slovenian permanent lake – the Ptuj Lake – which extends over an area of 346 hectares of water surface. The artificial • sailing, lake, which is filled by the Drava river, is 7.3 km long and its widest part measures 1.2 km, its maximum depth is 12 m and • running and cycling around the lake. its effective waterway is 9 km long. Along the lake there are remains of a riverine landscape, which has been protected in the framework of the Šturmovci Nature Park since 1979, and is considered as one of the most attractive Slovenian lakes. It is home of 230 bird species, which find a place to nest on the two lake islands. It also offers home to rare and protected bird species, such as the cormorant, the common tern and the black-headed gull, which are observed by the bird watchers from all over Europe. In the summer months, the lake turns into a real sea on land, as the locals call even started calling it the "Ptuj seaside". The inhabitants of Ptuj spend their free afternoons and weekends by their “sea”

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Golf and Footgolf Horse racing and horse riding

One of the best courses in Slovenia. The golf course has a lot to offer; from its demanding 18 holes to the beautiful Hippodrome is a ground, the venue of surroundings, including a magnificent view of the townscape. Just a short walk from the old town Ptuj lies the golf horse races which originate in the antiquity. course, which is something of a golfing challenge due to the heterogeneous soil and numerous water hazards. The Trotting and gallop races are held on the course spreads over 50 hectares and is well-known for its greens and water features. The Studenica stream and two race tracks of Polena and Ljutomer several lakes lie next to fifteen out of the eighteen playing fields. The course successfully combines the greens with views of times a year. The visitors can watch trot- the old town core, and the authentic fauna and flora of Ptuj's natural surroundings. ting and gallop races, trot under saddle The Flora of this region creates the ideal habitat for varied animal species particular to the area, offering great escape and demonstration of jumping hurdles. from the stresses of modern living. Individual golf lessons are available. The hippodrome can also be used for training by competitors from Slovenia and Footgolf is a precision sport where players kick a football into a cup in as few shots as possible. Its name is a portmanteau abroad. There are several horse clubs in of "football" and "golf". It is closely related to golf. The player who plays the 9 or 18 holes with the fewest shots wins. the destination engaged in giving horse- Most rules of FootGolf correspond with the rules of golf. FootGolf as sport is played on golf courses only. The first shot riding lessons and organising trail riding. has to be played from the tee box, and to reach the hole, bunkers, trees, water and hills have to be crossed or avoided.

This means a powerful shot is useful, but not decisive. Reading the course, a smart approach and accurate putting are even more important. Footgolf is a growing sport, which was been benefited by the 2008–2012 global recession due to declining revenue for golf courses. The first World Cup was held in Budapest, Hungary. In Ptuj we start with this new product Footgolf in 2014. Ptuj Sports Airport

Sport and tourist airport of Ptuj is next to Moškanjci and is located in Dornava, Slovenia. The Ptuj sports airport has a length of 5.72 kilometres. The respective sports airport offers a diverse range of options 35 from motor-flying to gliding, paragliding and model-flying. The airport is also designed to train motor and glider pilots and paraglide pilots. The visitors can take a panoramic flight over the destination. Runway: • Code: 11 - 29 • Direction: 109 – 289 degrees

• Size: 1,100m x 100m

• Capacity: LCN 61

Pohorje Maribor

The Adrenaline Park Pohorje is a place for daring people. Faster, higher and stronger won't be enough here! Convince yourself that extremely quick thinking 12 m (40ft) above the ground is a peace of cake and that it doesn't hurt if you get shot with a paint ball and that sleighing down the track with a speed of 50 km/h isn't fast and that walking on hot coals isn't painful and that you manage to beat one of the longest and most difficult downhill tracks in Europe!

High ropes course 36 32 Where: Trikotna jasa, 580 m (+ 8m) above the sea level

How to get there: on foot or by chair-lift. Not by car, please! What is High Ropes Course?

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The High Ropes Course is an obstacle course built on wooden pillars high up in the air, 12 meters (40 ft) over the Specialized Bike Park Pohorje ground. You have the choice of several different tasks to master; individually or in a larger team. The High Ropes Course is characterised by heart pounding, adrenaline rushing, palms sweating activity. The participants feel vulnerable but Specialized Bike Park Pohorje is one of the places to be this season. Just 30 km from Kidričevo, you can find 717 vertikal in reality they are extremely safe. meters of descent and almost 15 km of… If you are looking for adventure, you have definitely found it! All initiatives and challenges require the group to work • endless Flow, cohesively as a team, trust each other, and require a combination of physical and mental creativity. Facing the chal- • technical and rooty Freeride Sector, lenges that are offered on the course makes the participants stronger, more confident, and more willing to face other • Slopestyle Section, challenges that confront them in their everyday lives. This is a great way to challenge oneself, overcome fear and feel • Legendary World Cup Trail (since 1999), the rush of adrenaline! which will host IXS European Downhill High ropes course contains five elements, 8m above ground: Cup #1 Maribor, on 16. and 17.05.2014, • giant swing, …those are trails with different flavours • high beam, for all styles of riding… • individual exercices, Opening: 18th April 2014 – 02nd November 2014! • team exercices, (in case of late snow: new date) • climbing wall.

Football camp Arena, Bolfenk Football camp Arena The ARENA football camp is only 5 min away from hotels ARENA**** and HABAKUK*****. There are two football fields 325m above sea level: • two grass surfaces, dimensions: 110m x 94m, • football fields´ dimensions: 104m x 68m, PohorJET • grass: natural grass, • building of the 3rd and 4th football field, One track line PohorJET is situated on "Snežni stadium" • sports hall, from "Trikotna jasa" to the end in Ciljna Arena in "Snežni MiniJET stadium". Up to the start you are taken by the chair lift MiniJet – Tubby. Tubby is a safe and amusing toboggan • evening training possible. Radvanje. Already the first view of the track gives the slide for all ages. You can find it at the finish line of the Snow A new, modern jogging track with more than 20 exercise stops on the way to the football fields. impression of bold and adrenaline ride among sever curves stadium. Run length is 80 metres and it has 2 parabolic and trees, bold downhills into unpredictable abiess and curves - for more adrenalin! Football camp Bolfenk flat, but fast parts, which won't allow leisurely ride. You There is another football field near the BOLFENK apartment settlement, 1050 m above sea level, and suitable for high can always speed the limit according to your abilites and altitude training. It includes: wishes with the break. For safety is taken care. • football fields' dimensions: 80m x 45m, • grass: artificial grass of 4th generation, • penalty box, dimensions: 33m x 13m, multi grass. References: PSV Eindhoven, Ajax, Bešiktaš, Olimpique Lyonn, Bayer 04 Leverkusen, Slavia Sofia, Slovenska a nogometna reprezentaca, Budučnost Banatski dvor, Crvena zvezda, 37 Hajduk- Split, FC Koper, Mura 05 , FK RAD,

FC Dinamo Kiev, FK Čukarički, Omonia, Nk Zagreb, Slavia Sofia, FC Vojvodina, Slovenska mladinska reprezentaca, NK Maribor,…

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Sports halls in the surrounding area Sport hall Campus General Information Name of the facility: ŠPORTNA DVORANA CAMPUS Sport hall Mladika Location: Ptuj General Information Distance from Kidričevo: 8 km Name of the facility: ŠPORTNA DVORANA MLADIKA The total area of sports facility : 1600 m² Location: Čučkova ulica 8, Ptuj Area of training places: 1400 m² Distance from Kidričevo: 8 km The total area of sports facility : 1300 m² Number of changing rooms: 4 Area of training places: 1266 m² Description Lenght Width Height Space Number of changing rooms: 10 Dejan Zavec Gym - - 5,5 300 rubber Description Lenght Width Height Space Hall-multifunctional space - - 7 1400 flooring Hall-multifunctional space 35,6 16,2 8,3 575 flooring Kickboxing center 9,8 11,9 4,3 116,5 wooden floor Fitness 8,7 5,4 3,7 48,2 textile coating Shooting hall 11,7 10 3,9 117,8 concrete Boxing center 16,8 16 3,8 134,3 flooring Judo Center 11,9 9,8 4,3 116,0 flooring Sport hall Center General Information Name of the facility: ŠPORTNA DVORANA CENTER Location: Volkmerjeva ulica 19, Ptuj Distance from Kidričevo: 8 km The total area of sports facility : 2543 m²

47 44 Area of training places: 1624 m² Number of changing rooms: 10 Description Lenght Width Height Space Fitness 12 10 5,5 120 flooring Gymnastic hall 16 10 5,5 160 flooring Hall-multifunctional space 48 28 7 1344 flooring Sport hall Ljudski vrt General Information Name of the facility: ŠPORTNA DVORANA LJUDSKI VRT Location: Župančičeva 10, Ptuj Distance from Kidričevo: 8 km

49 51 The total area of sports facility : 1500 m² Area of training places: 1125 m² Number of changing rooms: 6 Description Lenght Width Height Space Hall-multifunctional space 45 25 9 1125 flooring

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 132 133 Sports centre Pohorje maintains and operates the two so-called training campsites: Arena and Bolfenk. The Arena Football Fields in the Vicinity camp has three grass football fields and two fields are under construction. It also manages a big sports hall nearby. The Bolfenk Camp is located on 1,050 metres above sea level and has one football field with artificial grass. The football fields in the area of the Intermunicipal Football Association of Ptuj, which are owned by football clubs or sports associations are as follows: Kidričevo, Ptuj, Zavrč, Stojnci, Skorba, Slovenja vas, Ormož, Slovenska Bistrica, Podvinci, Hajdina, Apače, Hajdoše, Gerečja vas, Bukovci, Središče ob Dravi, Cirkulane, Leskovec, Poljčane, Rogoznica, Lovrenc na Dravskem polju, Gorišnica, Pragersko, Videm, Oplotnica, Dornava, Podlehnik, Markovci, Polskava, Makole, Grajena, Tržec. Analysis of Competition and Training Camps Current quality of grass football fields in the area in the Surrounding Area of the Intermunicipal Football Association of Ptuj Mark Location Based on the research and analysis of training camps in the narrower and wider area, we have established that there TOP Kidričevo, Zavrč, Stojnci, Ptuj are far more accommodation facilities and hotels, which can be used by the training camps of Arena and Styria, than GOOD Skorba, Slovenska Bistrica there are currently available in the destination of Ptuj-Ormož. We find the quality of grass areas to be at the same level. SATISFACTORY Podvinci, Hajdina, Apače, Hajdoše, Gerečja vas, Bukovci, Središče ob Dravi, Cirkulane, Leskovec, Our references can be compared to the references by both mentioned training camps. In the segment of additional Poljčane, Rogoznica, Lovrenc, Gorišnica, Pragersko, Videm, Oplotnica, Dornava, Podlehnik, offer, we are able to compete with both destinations, however, there is no adrenaline park or motoric skills park in our Slovenja vas, Markovci, Polskava, Makole, Grajena, Tržec destination, which may be considered as a disadvantage. The task of the Sport Institute of Ptuj, as an umbrella organisation managing public sports facilities in the Municipality of Ptuj, is to maintain, manage and operate the following sports facilities belonging to the Analysis of training camps in the area primary and secondary football infrastructure: Training camp "Arena" International football camp “Styria” • football field and the Ptuj City Stadium, Location Maribor, Slovenia Kapfenberg, Austria • auxiliary grass football field, Location of the football fields Under and on Mariborsko Pohorje Austrian Province of Styria, the entire area • artificial grass football field, Hotels available • Arena (4*) • Witzer (4*), Graz • Bolfenk (4*) • Lambretzherhof (4*), SanktLambretz • sport halls: Center, Mladika, Ljudski vrt, Gymnasium. • Habakuk (5*) • Die Wasnerin (4*), Bad Aussee The football fields in the area of the Intermunicipal Football Association of Maribor, which are owned by football clubs • Videc (3*) • Pichlarn (5*), Irding or sports associations, are as follows: Maribor, Dravograd, Jarenina, Sladki vrh, Ruše, Fram, Šentilj, Brunšvik, Lenart, Športni • Landskron (4*), Bruck an der Mur park Tabor in Pohorje, Pesnica, Slovenj Gradec, Tezno, Prevalje, Malečnik, Marjeta, Rogoza, Radvanje, Pekre, Loka-Rošnja, • Asia Spa Leoben (4*), Leoben Jurovski in Jakobski dol, Hoče, Pobrežje, Miklavž, Duplek, Slivnica, Starše, Zlatoličje, Kungota, Cerkvenjak, Dobrovce, Rače. • Kapfenberg (4*), Kapfenberg • Avita (4*), Bad Tatzmannsdorf Current quality of grass football fields in the area • Larimar (4*), Stegersbach of the Intermunicipal Football Association of Maribor • Retter (4*), Pöllau • Vital (4*), Bad Radkersburg Mark Location • Park (4*), Bad Radkersburg TOP Športni center Pohorje, Stadion NK Maribor, Dravograd • Quellen (4*), Bad Waltersdorf GOOD Jarenina, Sladki vrh, Ruše • Falkensteiner (4*), Bad Waltersdorf SATISFACTORY Fram, Šentilj, Brunšvik, Lenart, Športni park Tabor, Pesnica, Slovenj Gradec, Tezno, Prevalje, • Der Steiererhof (5*), Bad Waltersdorf Malečnik, Marjeta, Rogoza, Radvanje, Pekre, Loka-Rošnja, Jurovski dol, Jakobski dol, Hoče, • Leif Medicine (4*), Bad Gleichenberg Pobrežje, Miklavž, Duplek, Slivnica, Starše, Zlatoličje, Kungota, Cerkvenjak, Dobrovce, Rače • Stoiser (4*), Loipersdorf The Public Institute for Sport Facilities of Maribor is the largest organisation managing the sports infrastructure in • Loipersdorf (4*), Loipersdorf Maribor. It maintains, manages and operates the following sports facilities belonging to the primary and secondary • Meiers (4*), Söchau football infrastructure: Quality of football fields Top Top • Tabor sports park (4 grass football fields), References Hajduk Split, Crvena Zvezda, FC Stoke, FC Arsenal, BVB, Schalke, Hertha • Tabor sports hall, Shanghai Shenhua Berlin, representative teams: Iran, Saudi • a multi-purpose sports hall. Arabia, Israel, Sturm Graz, Blackburn The University of Maribor manages and disposes of a big sports hall named after the renowned Slovene champion, Rovers, FC Copenhagen, Sigma Olomuc, Leon Štukelj. The association of Maribor sports clubs “Branik” manages the “Ljudski vrt” stadium, including the corre- Hannover 96, Werder Bremen sponding ancillary football field and the artificial grass field. Under its auspices is also a big sports hall called “the Hole”. Offer Standard for football camps Standard for football camps Additional offer Adrenaline park, horse riding Carting, cycling, beach volleyball kayaking and canoeing,

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 134 135 Analysis of Training Optional Extras Lunch and refreshments can be provided throughout the day along with team meeting rooms and accommodation Camps St. George’s Park England if required. Located in the heart of England, near Burton-Upon-Trent, St. George’s Park is the home of the new National Football Ultimate Football Experience Centre. Set in the National Forest, in 330 acres of beautifully landscaped parkland, the centre is the training base for the 24 England teams and features a 228 bedroom Hilton hotel. If you want fun, football and top-class coaching in one package, look no further. The Ultimate Football Experience brings together the enjoyment of playing football with the latest coaching techniques suitable for players of all age The Future Game will be brought to life in the football centre which includes a full-sized indoor third generation football and ability. And the experience is packed with fun – in the inspiring setting of St. George’s Park – where the England pitch equipped with a viewing gallery for up to 200 people, a 60m x 40m multipurpose indoor sports hall, 11 full size players train. Unmissable. outdoor pitches and one elite DESSO training pitch which is an exact replica of Wembley.

Your Ultimate Football Experience includes the following • A dedicated coach

• A 1 hour 45 minute fun-based football activity session with a St. George’s Park FA Licensed Coach, suitable for all Training Pitches Sports Medicine ages and abilities and designed to be fully inclusive. Includes elements of The FA Future Game training sessions with • 12 full size football pitches and a goalkeeping practice Centre: Perform at St. George’s Park is a world-class sports technical, tactical, psychological and physical challenges and training area medicine, rehabilitation and human performance facility. • Use of a 3G pitch for your session 55 54 • Five with floodlighting and under soil heating Bespoke player packages are available as well as services • A session plan provided by your designated St. George’s Park coach* through the PFA and Health Partners. • Five natural grass pitches Optional extra** • Four grass/ fibre stitch pitches Example Itinerary • Indoor 3G pitch – full size 105m x 68m Desso I-DNA fibre 72 • A football facilities tour of St. George’s Park for your group (£7.50 per person) • Arrive at St. George’s Park pitch built to the FIFA 2 star standard • A football facilities tour for spectators (£7.50 per person) • Use of a changing room • Guarantee yourself a changing room £40*** Sports Facilities • 90 minutes training session • A selection of St. George’s Park merchandise and souvenirs Indoor hall, running track, training hill, sports pavilions • Depart

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Requirements Suitable for Price Hilton Hotel at St. George’s Park • Groups of 12+ • Corporate groups • £30 inc VAT per person The FA and the leading global hospitality • Clubs • (A £10 discount will be applied company, Hilton Worldwide are delighted to be working in partnership at St. George’s Park. • Schools per person to all FA and County FA affiliated clubs) Operating a flagship hotel within the immaculate • Colleges grounds of the National Football Centre, Hilton • Universities provides a range of accommodation options to suit guests’ varying needs, all backed by the unsurpassed commitment to hospitality for which Hilton Worldwide is globally renowned. Discover the stylish Hilton at St George’s Park, Burton upon Trent hotel, nestled

in the National Forest and geographically in the center of England. Located six miles west of Burton upon Trent and 35 miles from East Midlands Airport, the Hilton at St George’s Park is close to the M1, M6 and M42 motorway links.

56 Centrally located in the country and easily accessible by road, rail and air, the hotel is also an ideal venue for major

St. George’s Park is the practical and spiritual home of FA Learning, conferences, meetings, and incentives. Boasting state of the art audio visual equipment as well as complimentary Wi-Fi the educational arm of The FA and parking, Hilton at St. George’s Park offers a choice of 14 flexible meeting rooms, a tiered lecture theatre and the Sir Bobby Robson Ballroom for up to 500 people. It benefits all the component parts of English football, from basic educational needs through to the elite game. It 57 offers an inspirational learning environment and has created a knowledge bank for the whole football family, from Stylish, innovative and elegant, Hilton at St. George’s Park features administrators and coaches to medics and referees. • 228 air-conditioned guest rooms, comprising: As the hub for FA Learning programmes, St. George’s Park is the nerve centre for building innovative training and 88 beautifully-appointed Hilton guestrooms learning programmes. It houses the essential technology and equipment to advance teaching methods and resource 86 contemporary Compact guestrooms development. 43 Executive Hilton guestrooms A programme of improved learning opportunities and events will provide relevant options for those working at all 11 suites levels of the game across disciplines. • The Sir Bobby Robson Ballroom for up to a 500-person conference or 420-person dinner Students attending FA Learning residential courses will stay in the Hilton Hotel. Apart from all the outdoor facilities, the • Dedicated 250-person education complex featuring flexible meeting, tutorial and seminar rooms with in-built, state- following also form part of St.George’s Park educational facilities: of-the art audio visual equipment • 100-seater lecture theatre or cinema • 350 complimentary car parking spaces, shared with the St. George’s Park training facility • Flexible seminar rooms for six, 10 or 12 students • Complimentary high-speed internet access • Tuition rooms for 18/36 students • Executive lounge • Lecture rooms for 32/64 students • Health Club and Spa including a 17m pool, bubble pool, thermal foot spas, experience shower, ice fountain, sauna, • Learning resource library and virtual ‘knowledge mall’ steam room and 4 spa treatment rooms • Two food and beverage outlets; The Restaurant at St. George’s Park and the stylish Crossbar and lounge

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 138 139 Health Club and Spa The Health Club and Spa at St. George’s Park has state of the art facilities with a luxurious and tranquil atmosphere. Set in 330 acres of beautiful parkland you can relax and enjoy stunning views of the National Forest.

The latest innovations in gym equipment offer the ultimate in fitness technology, whilst truly indulgent pool and spa facilities

69 exude an aura of calmness and serenity.

Club facilities • Gym with cutting edge Technogym equipment

73 70 • Swimming pool

• Bubble pool • Sauna

64 65 66 • Steam room • Ice fountain • Experience shower • Foot spas • Relaxation area

• Spa treatments

61 62 63 St. George's Park sports medicine centre The Sports Medicine centre at St. George’s Park is the brainchild of Dr Ian Beasley, The FA’s Head of Medical Services and Team Doctor to the England Senior Team. Dr Beasley, together with The FA’s Head of Physiotherapy Services Gary Lewin, developed the blueprint for a sports medicine offer to support not just the England teams, but the whole of football and conduct medical research. The FA appointed Perform, part of Spire Healthcare, as its Official Healthcare Partner to run the 25,000-square-foot Sports Medicine71 Centre, that 60 was recently awarded the FIFA F-Marc Centre of Medical Excel- lence accreditation – the first such centre in England. "The medical and science team at The FA see the F-MARC as a route to a close collaboration with the other 36 such centres around the world to promote excellence in football player care. Perform supports sports players, corporate executives and the local community to perform

beyond their expectations. Whether in need of rehabilitation from injury, improved levels of strength, health and fitness or behavioural

68 change in the workplace, Perform combines cutting-edge technolo-

gies, elite expertise, sports medicine and performance science to improve your overall level of performance.

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Sport Tourist Destination Kidričevo

Description of the Sport Tourist Destination Kidričevo

Location of the Municipality of Kidričevo The Municipality of Kidričevo is located in the south of the plain “Dravsko polje”. Its surface area is 71.5 km². The population of the municipality is 6,670 inhabitants. In terms of nature and geography, it is located on two landscape-ecological units. Most of the municipality, its central in northern part to be precise, is situated in the busy central part of Dravsko polje. South-west of the line connecting the settlements of Stražgonjca, Mihovce and Lovrenc na Dravskem polju is situated a, once humid, but today reclaimed land, which is traditionally called the "marshland". On the regional road Ptuj-Ljubljana, there is a turning towards the town of Lovrenc na Dravskem polju, which leads us to the centre of Kidričevo. The town also has a railway station along the railway track Ptuj-Pragersko, which is located about 300 m from the centre. Regarding its surface, the Municipality of Kidričevo is ranked number 99 among Slovenian municipalities. History The town of Kidričevo belongs to the younger towns, it is a urban, modern settlement, but not without a specific character. It was created as a newly built industrial town, which grew with the construction of residential blocks among pine forests in the middle of the plane “Dravsko polje”, not far away from the factory of bauxite and aluminium. It took a leading role in the wider area and developed into an independent local and municipal centre. In 1953, the town was named after the revolutionary and economist Boris Kidrič (1912-1953). Kidričevo is a special phenomenon of a modern town, which is embedded in historically rich cultural landscape of old parish centres of St Lawrence, St Kungota, Cirkovce and the municipal centre of Slovenja vas. The local community was founded in 1965 and included the villages: Apače, Njiverce, Kungota pri Ptuju and Strnišče. The majority of the most prestigious cultural and historical buildings is associated with the sacral architecture and art. The Existing Sports Infrastructure in Kidričevo In the area of the Municipality of Kidričevo, you can visit many churches (St. Mary's Assumption Church in Cirkovce, Church of St. Anthony of Padua in Mihovce, Church of St. Anthony the Hermit in Župečja vas, Church of St. Kunigunda in Kungota, Church of St. Lawrence, there is also a parish of Holy Family in the centre of the Municipality of Kidričevo. Sports Park “Aluminij” In the framework of cultural heritage, it is worth mentioning the possession with the manor Sternthal from 1870 or in Sports Park “Aluminij” is located in the east of the very centre of the Municipality and the town of Kidričevo, between translation the "starry valley" and the late Renaissance chateau of Ravno polje displaying cold exterior but romantic Ptuj and Slovenska Bistrica. It is a modern sports park with all the associated facilities to compete in the 2nd Slovenian interior. List of towns: Apače, Cirkovce, Dragonja Vas, Kidričevo, Kungota pri Ptuju, Lovrenc na Dravskem Polju, Mihovce, football league. It extends on a surface of around five hectares in a quiet area surrounded by the forests of Kidričevo. Njiverce, Pleterje, Pongrce, Spodnje Jablane, Spodnji Gaj pri Pragerskem, Starošince, Stražgonjca, Strnišče, Šikole, Zgornje There are more than 3 hectares of grounds and training areas available, including the field with artificial grass. In the Jablane, Župečja Vas. mentioned “green oasis”, we offer the use of the modern sports ground with artificial grass. It was built in the autumn of 2005 and is very well maintained and prepared. Some renowned football teams from the surrounding area and abroad have already met on it. The ground has the dimensions of a licensed football field (105 x 68 m) and is surrounded by a soft fence (a net). It provides you with a smooth and high quality training process throughout the year, especially during the winter months, when most of other terrains are still under the snow. It is also possible to exercise in the evening time, as the sports ground is equipped with floodlights. During the training sessions or matches, you will be able to use suitable, heated changing rooms with hot water for taking showers and, in case you may have any other wishes, you will be provided with other conditions for a quality workout on our premises. By prior arrangement, we will also organise an appropriate team of opponents and judges for preparatory matches. Our offer also includes the price list for hiring the artificial grass ground (table below). It is important to note that there will also be fields with natural green area available to hire in the near future. For further information call us on the mentioned telephone numbers. The Football Club (FC)

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 142 143 “Aluminij Kidričevo” manages the football Sports park in Apače infrastructure that is of major importance

for the Football Association of Slovenia. The FC “Aluminij” disposes of three auxiliary field, one main field and a large field with artificial grass and a small field with artificial grass. In the sports park, there are also four sand tennis courts. Basic information on the Sport Park Aluminij: • 1 football field for playing championships and matches , • 3 football fields for preparations, • 1 football field with artificial grass, • 4 tennis courts. • 1 futsal on send. Sports park in Lovrenc

Multi-Purpose Sports Hall Kidričevo Sports park in Cirkovce

The Multi-Purpose Sports Hall of Kidričevo with a shooting range is designed for all age groups from school children to top athletes. In the hall, it possible to carry out recreation, trainings and competitions. It will be possible to hold international shooting competitions at the highest world level in the hall. In addition to the main hall and the shooting range, there is a place for fitness and gymnastics studio in the facility. Moreover, the outside sports areas are regulated and include the grounds for small-sided football and basketball, a jogging track, a tennis court, a multi-purpose area 79 79 made of tartan, designed for running, long jump and recreational equipment. Basic information on the Kidričevo hall: • surface of the shooting range is 178.05 m2, 80 80

• surface of the hall’s ground floor is 1,290 m2, • gymnastics hall 151 m2.

Multi-Purpose Sports Hall Cirkovce ž ž ž

The Multi-Purpose Sports Hall of Cirkovce is designed for all age groups from school children to top athletes. In the hall, Olympic shooting range Gaj

it possible to perform recreation and trainings. In addition to the main hall, there is also a smaller gym in the facility. Here you can try the sport of shooting, perhaps learn it, and you can participate in top shooting pleasures and competi- Moreover, the outside sports areas are regulated and include the grounds for small-sided football and basketball, a jog- tions. Visit us in our modern shooting centre, surrounded by unspoilt nature, where there is at your disposal: ging track, a tennis court, a multi-purpose area of tartan designed for running, long jump and recreational equipment. • 15 ha fenced off area with seven shooting ranges, places for managing and organising national and international Cirkovce sports hall: competitions, handy workshop and • surface of the sports ground 739 m2, • functional building with restaurant and sports shop, in which it is possible to purchase or hire shooting equipment. • surface of the small gym 115 m2. 80 Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 144 145 78

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Thus you can use our place also for social events, such as symposiums and hosting Slovene or foreign companies, Ecoremediation polygon likewise the surroundings, with its clay pit lakes, offer numerous possibilities for picnics and sport – tourist fishing.

Improve yourself in shooting sports – join our shooting school for beginners and be trained by the acknowledged A learning ground was set up in the gravel pit of Strnišče in order to develop awareness of responsible behaviour and trainer Igor Lustin. to prevent dumping of waste in gravel pits. By turning the gravel pit into a classroom in nature, people will start to consider the gravel pit as an area of coexistence, as this will significantly reduce the negative impacts of humans on gravel pits according to previous experience.

Other Tourist Infrastructure

Historical Tourist Trail 82 “Back on the horse” in the equestrian park Starošince The historical walking tourist route called "On the Way of History" will take you through a turbulent and largely unexplored past of the town of Equestrianism offers an extremely wide range of activities that are suitable for children from age three through to older Kidričevo. This year, when Europe celebrates the 100th anniversary of the people to enable them to spend their free time in the company of horses. Thus, we can observe a lively socialization start of World War 1, we have set up, with the technical assistance from of horses in the pasture; we learn to communicate with horses, learn about horse’s living space and learn to take care the Historical Society of Kidričevo, the first ten information panels which, of him. All this is reflected in the magic of friendship and the relationship between the horse and the man who ac- through word and original photographs, evoke the image of the former companied us for over 6000 years. Austro-Hungarian concentration camp for prisoners of war, reserve military The facilities hospitals and other facilities, which were built in our municipality almost Equestrian Park Starošince stretches in the middle of the plains of the Drava Plain, between Maribor, Slovenian Bistrica a hundred years ago. The path is accompanied by a number of signpost, and Ptuj. At the beginning of operation in 2001, the activity consisted mainly of equine sports, and after 2005 it began some of which are equipped with various illustrations and sketches of to upgrade the activities with teaching and education, sports, therapies and family center. In the Equestrian Park today unknown objects. Starošince has its headquarters Foundation-Foundation BACK ON THE HORSE, the first Slovenian non-governmental organization, which started by creating the conditions for a systematic development of the equine assisted therapy. Since the beginning of 2013, the Institute BACK ON THE HORSE works here, which develops and implements a variety 83 of programs, riding schools and other educational, recreational, relaxation and adventure activities with horses, much attention is given to the development of the educational system for professionals in the field of equine assisted activities and therapies and general horsemanship. 85

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Horse - a friend, partner and associate The horse is not a sports or therapeutic gadget, but a creature of freedom and movement ... If we want to successfully engage in work with people, we must con- clude a “partnership” and gain confidence through its alliance, curiosity and desire to participate. This is only possible if the horse has met their basic needs for regular, diligent and loving care, which gives him a sense of security and the possibility to spend as much time on the pasture where they can nourish their social relationships and releases its excess energy. In the Equestrian Park Starošince therefore they pay special attention to the horse’s health and well-being, which visitors can immediately detect the inquisitive eyes of the beautiful animals, which curiously seek contact with people and want Cooperation with related organizations and individual experts from Slovenia and abroad ensures continuous exchange cooperation. The team does not care only for their own horses, but with their knowledge and years of experience they of views, knowledge and experience to contribute to the common goal - improving the quality of life for all users. train other horses and thereby enable the owners a long and pleasant socializing with their horse friends. Mutual trust The Institute and the Foundation Back on the horse within the EQUISTRIAN PARK STAROŠINCE, will strive to continue to between horse and rider is the fundamental prerequisite for a safe and enjoyable horse riding or any other work with contribute to the development and dissemination of riding culture in the Slovenian area, thereby improving the quality horses, so the horse must first establish an appropriate relationship. To each user or rider they approach individually of life for the greatest possible number of children, adolescents and adults. Also, their experience and involvement in and adopt the work program to his age, prior knowledge, preferences, abilities, goals and needs. Philosophy, which was the local environment as a successful non-governmental organization will be used to take advantage of various forms developed during many years of experience, brings the greatest possible success - coexistence and mutual pleasure of cooperation and examples of good practice in order to improve the social environment in which we live and work. horses and people involved with horses, whether it be professionally or just for recreation. The available infrastructure in the Equestrian Park Starošince is: • Barn with 32 boxes for horses • Riding Hall 50x20 meters Projected New Sports Infrastructure • External riding place 80x40 meters 89 • Changing rooms with toilets Sports infrastructure is one of the major as well as basic conditions for the implementation and organisation of sports, • A small lounge area with a view to riding in the riding hall recreational sports and leisure sports, as the engagement in sport as we know it today would not be possible without • Vast pastures where horses playfully enjoy the company of their peers this basic pre-condition. Proper construction and investment in sports infrastructure will also lead to an increase of • Paddocks for horses who need rehabilitation or are in the process of introducing to the herd the effect in tourism. • Children’s playground • Paths for heating and cooling the horse Title Quantity • Multisensory and educational theme park with various tree species, ornamental plants and herbs Heated Football field 2 Training of professional personnel in the field Beach volleyball 2 of Equine assisted therapies/activities as a Covered sport hall 1 driver of development. Since 2007 presents the Covered Tennis court 2 Institute “Back on the horse” in the Slovenian Covered Futsal court 1 area a training center for professionals who are here in the context of validated educational Golf practice 1 programs, training for different areas of equine Firefighter polygon 1 assisted therapies and activities. So far the educational programs has been enrolling five generation of professionals who are after a year and a half-long training and 400 hours of training. There are 60 pre-qualified experts from public institutions and other non-governmental organizations from Slov- enia and 14 skilled professionals from Serbia.

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 148 149 New planned Sport infrastructure within the Golf practice Vital & Sport Pro Camp

Heated Football field Two new heated sports grounds for football will be constructed. By this investment, the season of football preparations will be extended for two or three months.

Beach volleyball Two new courts for beach volleyball will be constructed.

Firefighter Polygon for Practice and Competation

94 Covered sport hall The second phase envisages the construction of a hall for two tennis courts and a small football field with artificial turf.

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New planned Sport infrastructure Hotel Gym Within the scope of the Hotel infrastructure, a new indoor Multy purpose Gym will be built. Sport hall with climbing within the Vital & Sport Hotel basketball basket, climbing wall, boxing ring,...,Isolative fitness, Functional fitness, Cycling studio, Squash center, Golf simulator. Title Quantity Title Quantity INDOOR OUTDOOR Indoor swimming pool 1 Climbing wall for children 1 Swimming pool 33x25 m 1 Climbing wall for adults 1 Swimming pool 17x10 m 1 Basketball court with Synthetic turf 1 Warm pool for regeneration 2 Futsal court with Synthetic turf 1 Fun pool with bar 1 Volleyball court with Synthetic turf 1 Hotel Gym 1 Meditation park 1 Multy purpose Gym, Sport hall 1 Recreation park 1 Isolative fitness 1 Fitness park 1 Health Functional fitness 1 Botanical park 1 Sport Center Cycling studio 1 Kneipp park 1 Dancing studio 1 Within the scope of the Hotel infrastructure, a new Health rehabilitation center will Squash 2 be built. Golf simulator 1 Health sport center 1

Indoor swimming pool Within the scope of the hotel infrastructure, a new indoor Olympic swimming pool of 33 m x 25 m will be built. The pool can be partially uncovered in the summer.

Climbing wall An outdoor climbing wall for children and adults and a climbing wall within the hotel hall.

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Meditation park Outdoor fitness park (naturally decorated benches to sit in summer and winter, meditation on the grass, zen garden, cross-luck story of athletes, sculpture god Mithra outdoors ....)

OUTDOOROUTDOOR FITNESS FITNESS PARK PARK

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Outdoor recreation park Hotel botanical garden (benches, grass, drinking water, zumba, aerobics, pilates, yoga in nature…) 103

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Kneipp park 102 (different size stones, pine cones, wood, water, firewalking,...)

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New planned Sport infrastructure Adrenaline park within the Vital & Sport Park Beside the pool, the comprehensive offer would be rounded off with an adrenaline park. 4.4.3 New planned Sport infrastructure within the Vital&Sport Park Motoric fitness park Title Quantity

Title Quantity Within the scope of the hotel infrastructure, Outdoor public swimming pool 1 Outdoor public swimming pool 1 ‐ Olympic swimming pool 50x25m 1 a new outdoor motoric fitness park will • Olympic swimming pool 50x25m 1 ‐ Children's pool 17x10m 1 ‐ Fun pool with bar 1 be established, which will be intended for • Children’s pool 17x10m 1 Adrenaline Sport park 1 Motoric park 1 professional athletes as well as recreational • Fun pool with bar 1 sportsmen and children. Adrenaline Sport park 1 OUTDOOR PUBLIC SWIMMING POOL Motoric park 1 A children's pool in the size of 17x10m, Olympic swimming pool in the size of 50x25m and Fun pool with Bar will be built and any additional infrastructure necessary for the pool.

Outdoor public swimming pool A children's pool in the size of 17x10m and a pool for swimmers in the size of 50x25m will be built and any additional infrastructure necessary for the pool.

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Pleterje Gravel pit, Kidričevo

A sports and leisure centre will be set up in the gravel pit. It will include: water skiing track, piers for water skiing and swimming, event space, space for sunbathing, regulated beach, rowing track in 117

the length of 1,000 m and other water attractions.

117 117 117

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Swimming pool 2020. 114 Swimming pool 1914. The pool has been a tradition in Kidričevo since the First World War. The figure shows the Military swimming pool during World War I in Kidričevo.

Radisson Blu 115 Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 156 157 4.5.2 New Olympic shooting Center in Gaj Pragersko

New Olympic shooting Center Enduro park Kidricevo 4.5.2 New Olympic shooting Center in Gaj Pragersko in Gaj Pragersko All-out riding enjoyment and adventure at 10 hectares. If an enduro bike could decide for itself, it would make its way straight to Hechlingen. It is not without reason that this park is considered the top location for off-road riders. Beginners learn all the basic skills that it is important to know for enduro riding, and our highly qualified instructors ensure that all newcomers are able to keep up; participants can ride one of our latest hire bikes or they may use their own bike if they so wish. Even professionals are frequently amazed at what they can learn from this off-road course. And afterwards, whenever you are in everyday traffic, you will stand to benefit from having trained under extreme conditions. One thing is for sure: a day spent with friends at the Kidricevo Enduro Park it will be an experience that you will never forget. And once you know what it’s like to cross terrain with steep precipices, water crossings, rocks and gravel, sand and mud, there isn’t much more that can get in your way. Offroad training. Whether you are a beginner or an experienced enduro rider, our indivual training units will turn your hobby into a passion. Whatever your aims, you don’t need to worry that the demands are either too high or too low for you. The whole area of the park would comprise between 10 and 20 hectares, the largest part mainly due to the track for hard enduro motorcycles. Every structure of terrain is suitable, only to meet the needs of Hard Enduro we nedd section where it is more difficult, messy terrain (preferably some deserted Sand, clay pits, which are combined with forest trails ...). All other matters shall be regulated by earthworks. Park would include MXGP motocross track (the standard for the preparation of the World Cup), Supercross track, hard enduro track with several levels of difficulty with artificial and natural barriers (depending on terrain) trial route (route with artificial barriers to learning balance and control of the motorcycle) and a children’s line, where they can also learn about the basics of the off-road motorcycle riding. Such an offer may be targeted to groups with professional teams (both motocross, enduro as), preparations for desert rally’s (eg Dakar), organized groups within the training on driving, journalism testing, factory testing, recreational and occasional riders, beginners. By combining hotel accommodation and other facilities (gym, pool, ...) to create the conditions which in Europe is practically nonexistent.

trial route (route with artificial barriers to learning balance and control of the motorcycle) and a children's line, where they can also learn about the basics of the off‐road motorcycle riding. Such an offer may be targeted to groups with professional teams (both motocross, enduro as), preparations 4.5.3 Enduro park Kidricevo for desert rally's (eg Dakar), organized groups within the training on driving, journalism testing, All‐out riding enjoyment and adventure at 10 hectares. If an enduro bike could decide for itself, it factory testing, recreational and occasional riders, beginners. By combining hotel accommodation would make its way straight to Hechlingen. It is not without reason that this park is considered the and other facilities (gym, pool, ...) to create the conditions which in Europe is practically nonexistent. top location for off‐road riders. Beginners learn all the basic skills that it is important to know for enduro riding, and our highly qualified instructors ensure that all newcomers are able to keep up; participants can ride one of our latest hire bikes or they may use their own bike if they so wish. Even professionals are frequently amazed at what they can learn from this off‐road course. And afterwards, whenever you are in everyday traffic, you will stand to benefit from having trained under extreme conditions. One thing is for sure: a day spent with friends at the Kidricevo Enduro Park it will be an experience that you will never forget. And once you know what it’s like to cross terrain with steep precipices, water crossings, rocks and gravel, sand and mud, there isn’t much more that can get in your way. Offroad training. Whether you are a beginner or an experienced enduro rider, our indivual training units will turn your hobby into a passion. Whatever your aims, you don’t need to worry that the demands are either too high or too low for you. The whole area of the park would comprise between 10 and 20 hectares, the largest part mainly due to the track for hard enduro motorcycles. Every structure of terrain is suitable, only to meet the needs of Hard Enduro we nedd section where it is more difficult, messy terrain (preferably some deserted Sand, clay pits, which are combined with forest trails ...). All other matters shall be regulated by earthworks. Park would include MXGP motocross track (the standard for the preparation of the World Cup), Supercross track, hard enduroRadisson track with Blu several levels of difficulty with artificial and natural barriers (depending on terrain) Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 158 159 The objectives will be attained by taking action in Business Strategy of the three areas of development Development Area Action Sport Destination Kidričevo Promotion of an increase in the competitiveness of sports tourism • promote domestic and foreign investment in tourism and sports infrastructure; • promote innovation and development of new sports products; • provide easier access via air destination in Maribor; Strategic Framework of the • cooperation with foreign professional operators and managers; Sport Destination Kidričevo • obtain grants for the development of public and private sports infrastructure and sports parks. Development of a favourable Vision business environment • establishment of the sports academy Active-Positive for the • To become an excellent sports destination for the preparation of professional athletes. professional implementation of programmes; • To become a friendly sports destination for recreational sportsmen of all ages. • active cooperation with regional sports and other associations; • To become the key sports destination in Slovenia. • involvement of regional farms, artisans, entrepreneurs in the services • To become an active, sustainable, sport tourist destination with an attractive high-quality tourist offer of integrated of the respective sport product; tourist products based on active holidays, health and well-being, adventures in nature, business and congress tourism, • cooperation at the national level in the preparation of sports tourism and professional preparations. strategy; Sports tourist destination of Kidričevo will set off on a successful journey building on selected sports, natural and • obtain the status of the main preparatory camp for Slovenian football geographical resources and lifestyle. Sports tourism will contribute significantly to the international visibility of the and swimming teams. entire destination, economic growth and creation of new jobs, the preservation of natural and cultural heritage and Effective and innovative marketing the rise of social and sociological values. and promotion • integration with well-known foreign operators for the marketing of the sports product; Mission • establish an active network of cooperation with sports agents who Provide superior recreational and sports tourism infrastructure. Facilitate an equitable access to domestic and foreign organize the preparation for professional clubs; users. Aim at sustainable development and excellence at all levels of participation and benefit from socio-economic • increase the visibility of the destination as a sports destination at the contributions, which can create a better life for all inhabitants of the destination. local, national and international level; • partnership marketing of the sports product with other destinations in Slovenia; • co-operation with world-famous athletes "ambassadors" and other Strategic Objectives of the world-famous personalities; • development of competitive, clearly positioned sports tourism Sport Destination Kidričevo products. The aims of the development of sports tourism in the period from 2014 to the end of 2020 are as follows: • Increase revenues and profits from the provision of catering and tourism activities. • Increase the number of employees in the hospitality and tourism industry. Guidelines for the Development of the • Increase the number of new suppliers in the hospitality and tourism industry. • Increase the number of arrivals of foreign visitors. Sport Destination Kidričevo • Increase the capacity of accommodation facilities. Kidričevo municipality has an excellent foundation to become a recognisable sports tourist destination not only at a local and regional level, but also on a global scale. In order to establish and attain such a great sports destination, all three destination levels must be involved: private, public and civil. All institutions must integrate the key guidelines into their budgetary programmes, strategic investment plans and programmes of societies

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 160 161 We will demonstrate the key guidelines for the development of an excellent sports destination: PUBLIC MUSEUMS AND MUSEUM COLLECTIONS In the town Kidričevo, a well-regulated thematic museum must 1. guidelines of the programme for the development of public tourism infrastructure and support activities, find its place, displaying the theme of the First World War or embracing the two world wars, respectively. The theme museum 2. guidelines of the programme for the development of private tourism projects, should include dynamic presentations and projections of short 15 3. guidelines of the programme for the development of tourism products. minute movies from those times. CREATING SYSTEMIC CONDITIONS FOR THE DEVELOPMENT OF TOURISM The main task of the local community is to create conditions for the development of tourism. 1. provide adequate public infra- Guidelines of the programme for the structure (railway station, bus station, landscaped parks, regulated roads, walking trails, cycling trails, etc); development of public tourism infrastructure 2. create stimulative administrative pre-conditions for the devel- and supporting activities opment and management of all types of tourism activities (spatial planning documents, environmental measures, etc.). In comparison with other economic activities, the advantage of tourism lies also in the fact that everything that is An important systemic measure is also monitoring of the imple- important for the development of tourism constitutes a significant contribution to improving the quality of life of mentation of tourism and tourism-related activities. Most provid- permanent residents as far as possible; especially if our conscious choice is to orient towards the principles of sustain- ers comply with statutory and agreed solutions, but there can able development. Any development of local infrastructure, leading to a friendlier image of markets, green areas, still be found some exceptions that do not register their guests, village centres, pathways and crossings ..., can also mean the development of tourist infrastructure, if this is made which is not fair to those who abide by the rules of the game. The with a conscious search for the best solutions for welfare and movement of both locals and visitors. In the long-term, problem may be, for example wild camping, parking of vehicles tourism can develop successfully and sustainably only in harmony with the local population and in this context the in the natural environment, dumping waste ... those effects lower local community carries a great responsibility as a key factor, which creates conditions for further development of this the reputation of the place, often causing damage to the locals activity through its actions and its development policy. and increase the possibility of negative phenomena. If not sanc- Infrastructure Development Guidelines tioned or dealt with in an appropriate manner, the proportion of unwanted visitors and providers will only increase in the destina- REGULATION OF TOURIST INFORMATION SIGNS Regulated information signs are one of the basic elements of tion. the image and kindness that we show to our visitors. Upon the completion of the investment in sports infrastructure, it is also As a systemic conditions can also be considered the support necessary to regulate signalling along the state and local roads of the activity of tourist associations, as these are an important and signalling along the tourist routes. In addition, it is necessary factor that contributes to the regulation of locations and to a to mark the sights and product parks. It is to provide a stable better understanding and acceptance of tourism as an economic source of funding and implement a common image of all the activity. signs in the municipality. SPORT TRAILS In the next financial perspective, cycling, hiking, jogging and PUBLIC SWIMMING POOLS The swimming pools have more than 100-year-old tradition in walking trails must be regulated in the municipality of Kidričevo, Kidričevo. The municipality should seek to regulate public swim- too. It has to be taken care of their adequate labelling and pro- ming pools to meet the needs of local people and other visitors. motion. With the development of the sports destination, more domestic COORDINATING TOURISM POLICY and foreign visitors, who will use the public swimming pools, will IN THE DESTINATION In case the key role in the implementation of the Integrated come to the municipality. It is necessary to seek for possibilities Tourism Product Active-Positive is assumed by the Municipality for obtaining grants in the new financial perspective 2014-2020. of Kidričevo, the municipality must participate actively in the ADVENTURE & MOTORIC PARK Adventure parks are now a very popular tourist product, which development of the sports product at the level of the entire attracts many visitors to the destination. There is no such a park destination, give initiatives to other municipalities and encourage in the destination of Ptuj-Ormož, so it would be useful to place them in establishing a supporting sports content. such a theme park in Kidričevo, nearby public swimming pools. The adrenaline park can be built with a combination of resources from the public and EU funds, by public-private partnership or by private funds only. Guidelines of the programme for the TOURIST INFORMATION CENTRE KIDRIČEVO With the development of new sports tourism products, public and private investments, it will be necessary to establish a tourist development of private tourism projects information centre. As such a centre represents an information centre of a certain town, its location is of crucial importance. The private initiative is an autonomous one; entrepreneurs invest their funds and have every right to decide where and how. The elaborated Masterplan of the development will facilitate their decision-making in creating their offer,

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 162 163 helping them with the activities and marketing campaigns to develop the sports tourism destination, as well as with TOURIST AND SPORTS AGENCIES With the development of the sports destination, all the conditions the general guidelines, as the synergy effects and consequently the revenue will increase at the level of the individual will be created for private individuals to identify a market niche providers if their offer is in line with the common guidelines. Here are some guidelines, ideas, starting positions, which and begin to operate a travel agency, organise guided tours in the will contribute to greater synergy: destination, team buildings, events, etc. Project Development Guidelines, Ideas, Suggestions VITAL & SPORT RESORT KIDRIČEVO Private investors will invest in the 4-star SPORT HOTEL. There is land with the appropriate intended use available. The phase of searching for the most suitable co-investors is taking place by the end of Guidelines of the programme for the 2014. This will be the first hotel in the town of Kidričevo. The idea of the project has been taking its shape over the past few years. development of selected tourism products The municipality and the entire destination will benefit from the new quality hotel and apartment accommodation. It is important The main emphasis will be placed on developing programmes of Sport, Physical Education & Health. These programmes that the owner and the operator are two different legal entities. will represent a driving force in promoting and marketing the accommodation. The primary group includes the It is also important that the operator comes from abroad and is following tourism products: Preparation for professional and recreational athletes, Active Holidays, Health and Well- identifiable on a global scale. Being. Secondary products include: Events and congresses, business tourism, gastronomy. There are a few guidelines highlighted below that will help to increase competitiveness and market performance of individual tourism products. The municipality can assist in obtaining grants for new investments, arranging necessary public infrastructure to meet the requirements Tourism Product Guidelines For The Design Of Products of the new owners and eventual changes in the Municipal detailed PREPARATION OF PROFESSIONAL AND planning document. RECREATIONAL SPORTSMEN There are already excellent conditions for the preparations of football SPORTS CENTRE GRAVEL-PIT PLETERJE Sports centre “Gravel Pit” is a private investment. Water leisure clubs, with two additional heated sports grounds the season will be centres are part of the attractive tourist offer of our neighbours, the extended by two months. A new Olympic swimming pool is a pre- Austrians. When making the investment, it is very important that, by requisite for the professional preparation of swimmers and water-polo using a comprehensive approach, the gravel pit becomes suitable teams. For the preparation of tennis teams, 8 courts are needed. It for swimming over time. The municipality provides assistance in is suggested to build additional courts: 2 external sand courts and 2 arranging all the necessary spatial plans. courts covered with plastics. For a coherent whole, the destination also needs a sand court for beach volleyball, a fitness room, a polygon for ECOREMEDIATION POLYGON Experience-based tourism is also included in the popular forms motoric skills and a leisure park. It is to ensure the professional staff, who of tourism of modern times. By visiting the destination, the visitor will be responsible for the implementation of the programmes only. also wishes to learn something new. Ecoremediation grounds are in trend and offer a form of experience-based tourism. ACTIVE HOLIDAYS This is about active spending of free time. The guest wants to be as active as possible. Cycling, hiking, jogging and riding trails must be ar- MOBILE HOMES AND CAMPS More and more visitors are choosing to spend their holiday in a ranged in Kidričevo and the entire destination. There must be interme- caravan or camping. It is worthwhile to identify possible locations diate stops with guidance and information panels provided. For active of the camp for campers and camping homes. holidays, it is also very important to establish an outdoor aquatic centre, The basic prerequisite for a camp is to find a quality and easily an adventure park, an ecoremediation park, museums, events, etc. accessible location, but otherwise, the camps are a relatively profit- HEALTH AND WELL-BEING It is necessary to have a regular supply of organically produced food in able and low investment, as they can be upgraded and completed the surrounding area as well as to connect with herbalists, beekeepers, gradually. Their advantage is that the results are being observed as local producers of cheese and dairy products, local producers of fruit, soon as they are opened for visitors. wine, juices, etc. If the owners of a suitable plot of land can not find investors, it It is also necessary to have qualified professional staff available to carry would be desirable for the owners to take the initiative themselves. out all health programmes (breathing techniques, exercise, bio-reso- The municipality should help them in obtaining documentation nance, yoga, tai chi, complementary medicine, etc.). and complying with spatial conditions, in particular. EVENTS, CONFERENCES Events, seminars and conferences are a welcomed diversification and PRIVATE ROOMS, APARTMENTS, TOURIST FARMS There are some empty houses and farm buildings in the area of the enrichment of the tourist offer. A special place should be given to municipality. These facilities could be revitalised and given new, the events commemorating the First World War. Moreover, we could tourism content, while keeping the originality of the design and expand the event of assessing the local food and give him a brand of local construction tradition. Specialities of Slovene Farms (vine trellis, bread and salami) and turn it Regarding the great potential of the place, new tourist farms can into an international weekend festival. Visitors staying in hotels or apart- be expected to develop in the future. Moreover, the Agricultural ments find each local and authentic event very interesting. They will Advisory Service will have to engage more and encourage tourism learn new stories, which will liven up their stay in the town. as a complementary activity on the farm. Private individuals should monitor calls for tenders in order to obtain subsidies.

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 164 165 Seminars, conferences should be more closely related to sport, healthy lifestyle, food, etc. Preparation of Professional and BUSINESS TOURISM Regarding some larger companies in Kidričevo and the surrounding area, the business tourism can also be expected to flourish. Business is Recreational Athletes strongly related to sport, as businessmen can exchange the table for The sports destination of Kidričevo is currently recognised for its excellent infrastructure for preparing football, hand- sports equipment. In business tourism, it is also expected the restau- ball, basketball and volleyball teams. These are the foundations on which the tourism in Kidričevo is going to build rants and inns in Kidričevo to offer top quality culinary experience. A in the future. With the new accommodation infrastructure, the destination will become even more attractive for the restaurant, an inn or a tourist farm must have a separate small room preparation of teams. where businessmen can withdraw from the hustle and bustle and hold their meetings in peace. In the scope of this product, in addition to the sports programmes for professional teams and individuals, there will be programmes offered for carrying out various games (international fire-fighting, police games, etc.), preparation for GASTRONOMY The Municipality of Kidričevo has some decent restaurants and one sportspeople with disabilities, preparation for coaches. high quality restaurant. It is necessary for the farm tourism to be further

developed. The offer should include the traditional food from the time To extend the preparation season of footballers, it will be necessary to invest in two heated football fields. This will provide two additional preparation months, January and February. of our grandmothers. It is also very important to maintain the ecological market, which already operates in the town of Kidričevo. For the preparation of swimmers, waterpolo players and regeneration of athletes, it is necessary to have indoor pools. An Olympic indoor swimming pool should be built, which can be partially uncovered in the summer, or a swimming pool with Product Portfolio of the a minimum length of 33 m x 25 m. Sport Destination Kidričevo

Preparation of Active Holidays Health and Events, Business Gastronomy Professional Well-Being Conferences Tourism and

Recreational Athletes sports sport recreation sport created sport business events offer in inns, Active Holidays preparation for and fun rehabilitation and events and business restaurants, on Active holidays are suitable for all generations from families to individuals, to couples, retired people, societies and professionals post reha congresses tourist farms 120 games swimming alternative sports team buildings wedding groups. The tourism trends are oriented toward active spending of free time. Here, the surrounding infrastructure can medicine conferences for entrepreneurs ceremonies for also be used. Well-developed products are horseback riding and hiking (Haloze hiking trail, Mary's Pilgrimage Route, programme sportsmen The Route of St. Martin). tournaments riding active selfness team buildings business and gastronomic For the smooth implementation of this product, and spa for sportsmen social meetings events it is to further develop the programme of Nordic development cycling events and political and walking, running, cycling and correspondingly mark courses festivals protocol the paths for different groups including the indica- meetings tion of their complexity in the area of Kidričevo and training camps running surrounding municipalities. sport preparation hiking Golf tourism is also an important element of the for invalids tourist offer of the sports destination in question. t-fit personal golf The Ptuj golf course with 18 holes offers players training & the pleasure of exercise in nature with many water coaching surfaces and a beautiful view of the castle of the PRIMARY PRODUCTS SECONDARY PRODUCTS oldest Slovenian town.

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 166 167 121

Health and Business Tourism

Well-Being Business meetings, business seminars, business congresses, team buildings for companies, managers, etc. The ambient This product includes wellness, selfness, and medical of the sports destination will be attractive for carrying wellness. Visitors who come for an active break or are out business tourism, since the vast majority of business engaged in sporting activities, like to afford to relax their guests are also recreational sportsmen and, this way, they mind and bodies. Along with the mentioned group, the can choose a programme of active business tourism at other target group consists of guests looking for spa the Sport Hotel. programmes exclusively, while sporting activities are of The companies in the area will be able to use the offered secondary importance to them. These guests have to be facilities to carry out their business events. Visitors to the offered services at the highest level, which have to be companies will be able to take lodgings in a modern combined with traditional specialties (wine treatments, accommodation facility. treatments with honey, massage, with potatoes etc.).

Very popular treatments abroad are bioenergy, bioreso-

nance, herbal treatments. In the context of this product, it is necessary to offer the mentioned services, too. It is Gastronomy also necessary to connect with local professionals who implement similar programs and invite them to participate. Homemade food, homemade wine, homemade juice, recipes of our grandmothers … This will convince the taste A specificity of spa programmes is that they can be offered buds of any real gourmet who will pay a visit to our destination. It is necessary to offer as much organic home-grown 365 days a year. food as possible by putting the emphasis on locally produced food. Gastronomy will be positioned predominantly as 124 a supporting product to all other products.

122 It is necessary to motivate local pubs to raise the level of quality, to offer as much local food as possible, to win the title of “Gostilna Slovenija”. Furthermore, tourist farms should be encouraged to offer groups a traditional feast, “seasoned” Events, with an accordion-player and maybe also a folklore group. Conferences

Events in general and the municipal events are intended mainly for domestic visitors. However, the guests who are currently staying in the destination are always happy to see them. The events mean the icing on the cake for the guest who stays in our town. But we do have events in the tourist destination of Ptuj- Ormož where guests come exclusively to see them. These include Kurentovanje (carnival festival), Specialities of Slovenian Farms, Roman Games, and Medieval Games. It should be aimed at developing new innovative events (such as “Curkomet” (water jet throw), which can be upgraded to the international level), or assume a certain part of an already existing event. The emphasis should be placed on developing sports events and events in general.

125

Gastronomic events, such as the assessment of local wines, salami and bread in the town of Lovrenc need to be upgraded to an international festival. People from foreign places should be invited to come to present their cuisine and delicacies (twin cities of the Municipality of Kidričevo).

123

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 168 169 Market potential for professional preparation Opportunities Threats We have estimated total overnights of a product professional preparation in Sport Resort Kidricevo in a certain period. Maribor International Airport brings the world to our Global economic crisis, bank loans score is given based on interviews with agents and their own experiences of our suppliers, agents from A+ Academy door, only 15 min drive to the airport Main Priority Sports Other Sports Sum/Monts Sport development for persons with disabilities, which The highest profile events are becoming very expen- Football Water sports* Tenis Sport for disebled Indor sports ** Other*** has great growth potential sive to bid on, win and host January 1260 300 250 400 450 90 2750 The establishment of sports academie Activ Positiv A focus on the major international multi-sport events, February 2520 1300 400 560 750 90 5620 obscures the value of the smaller, regional events, and March 2100 300 500 400 450 60 3810 those in lesser-known sports April 840 600 250 240 300 180 2410 To increase private investment in tourism Slow development of sports destination, competition May 420 600 400 160 150 60 1790 is faster that our destination June 2520 1700 350 160 450 150 5330 Construction of public sports infrastructure with Obtain a reliable and long-term investor July 2520 1700 350 160 600 120 5450 European money August 1680 1300 300 160 900 60 4400 National and international stakeholders interested to September 840 500 350 560 900 150 3300 form partnerships October 840 1100 300 480 450 150 3320 Ministerial and government support in the develop- November 420 700 400 480 450 90 2540 ment of sports destination December 840 150 150 160 450 90 1840 New employment in tourism SUM/sport 16800 10250 4000 3920 6300 1290 42560

* Swimming, Waterpolo, Sinhronized swimming, Jumping **Kidričevo Sports Hall: Footsall, Basketball, Volleyball, Handball, Badminton, Gimastic *** Dancing, Fighiting sports, Gimnastic, Cycling, shooting…. Marketing Guidelines and Positioning of the Sport Destination Kidričevo

In order to successfully market sports services, it is required to have effective planning, organisation, implementation SWOT Analysis of the and control of sports programmes that are designed for selected target groups. In doing so, it is important to have Sport Destination Kidričevo good material conditions (infrastructure, equipment) and high-quality human resources, who will provide for the efficient management of individual forms of sports activities.

Strengths Weaknesses In relation to the target groups generating the demand and the content, marketing of sports activities and programmes can be divided into six basic sets: marketing of sports recreation, sports training programmes for the purpose of The existing sports infrastructure for foodbal and Accommodation facilities prophylaxis in tourism products, programmes sports halls of sports training for faster and more effective Potential for growth, land for tourism and sport Lack of common philosophy of work rehabilitation after injuries and operations, offering sports buildings, facilities and expertise for Strong sport tourism resources Industrial complex the preparation of athletes, marketing of sports Qualified staff Sports infrastructure for swimming, beach volleyball, programmes tailored to target groups with special fitness parks,.. needs and marketing of sports events. Marketing of sport represents a wide range of activities that The province’s climate offers four seasons of sport Lack of domestic capital can be aimed at specific target groups. Communitie Kidričevo is already active in sport tourism Marketing sports recreation – it is the widest - preparation for football teams part of the sport, which can be marketed in tourism. The Ministry of Economy is preparing a national sports If we take children, for example, it is possible to strategy as part of the tourism industry organize a variety of sports kindergartens, where an integral part of the programme is bound to 127 Road and rail links sports facilities and nature. Concerning the staff,

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 170 171 this respective part is covered by a teacher and an expert in the field of sports (tennis and ski kindergarten). There is a wide variety of sports courses for children and adults available – tennis, skiing, squash, horse riding, cross country Target Groups and Target Markets skiing, sledding, snowboarding, etc. An indispensable part is the morning exercise, group exercises, excursions, biking, hiking, swimming, all kinds of competitions and tournaments. Target groups according to segmentation of sports offer and content Marketing prophylaxis with sports programmes – people’s awareness of health is growing rapidly. More and more people want to do something for themselves while on vacation, or check their health condition – holiday and Sports Product Target Group Content Importance* health programmes (specialist medical examination, laboratory analysis of blood and urine, dietary food, massage and other relaxation techniques). Marketing sports children sports kindergarten in the 3 recreation tourist centre, courses, Marketing rehabilitation with sports programmes – rehabilitation, as a continuation of hospital treatment after sports and recreational surgery and recovery after injury, with therapeutic procedures, individual exercises, group gymnastics and exercises competition for children in the gym. Marketing preparation for athletes – due to the nature of different sports and the differences in the timing of Marketing sports adults The so-called soft 5 competition cycles, the preparations will take place in those centres that are able to satisfy the needs for quality accom- recreation part of the animation, modation, appropriate conditions for training (technical equipment), physiotherapy and medical services. Marketing morning exercise, courses, the preparations sports teams is particularly interesting from a marketing point of view because the preparation is sports and recreational always accompanied by journalists who provide free media support through their communications and publications. competition, walks Marketing of sports events – the events are of local importance (marathons, motocross, mountain biking, football Marketing prophylaxis adults wellness programmes, 3 tournaments, basketball tournaments, etc.) and involve sports operators, tour operators, local community and other through sports content active vacation, companies. Events of regional importance are various tournaments and championships (European cup competitions, programme for managers open championships, international competitions). Operators are the clubs and competitions are supported by media Sports facilities for the adults and children kinesiotherapy and 1 sponsors. They are interesting for tourism businesses due to the utilisation of accommodation capacities. Events of needs ofrehabilitation workout in the fitness national importance are of interest for providers because of good financial proceeds and excellent media coverage. centre of the resort along with rehabilitation, Positioning of the Sport Destination Kidričevo preliminary training The sports destination of Kidričevo and the RDO Ptuj-Ormož with the ITP product Active-Positive was positioned exercise according to the total emotion of micro-environments and depending on what kind of target group will be attracted Marketing customized adults and children people with special need 3 by its offer. While many of Slovenian regions (Kras, Gorenjska) provide leisure activities for individual guests, we have sports exercise focused on the creation of sports products for groups. programmes Calmness Marketing preparation for children sports camps, sports 4 Dolenjska athletes holiday schools, Kras preparation of teams and individuals Primorska Collectivism Individualism Marketing preparation for adults top teams and individuals, 5 athletes other teams and Zeleni Kras individuals Kidričevo Marketing sports events adults and children sporting events of local, 3 Gorenjska regional and national Active importance, including sports and recreational competitions Marketing sports events adults and children international sports 2 events

* Importance to the destination. 1 low interest of marketing and sales, 5 high interest of marketing and sales

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 172 173 Target groups according to guest segmentation The key focus is the dispersion of demand in several foreign markets. In order to obtain foreign visitors, it is necessary to connect with professional foreign operators who sell similar programmes as the one offered by the sports destina- Sports and Recreation Tourism, Selfness Tourism Customer, Potential Guest of the Destination tion of Kidričevo. Interested in Such Tourism Target markets according to importance ITP Active-Positive Potential guest • PRIMARY MARKETS (Austria, Germany, Italy, Croatia) • Cycling, Bike Park, biking trail along the Drava river, 1. Athletes and active recreational athletes, adventure • SECONDARY MARKETS (Russia, Great Britain and Ireland, Poland, Ukraine, Czech Republic, Slovakia, the Benelux countries, cycling in the hills of Haloze and Slovenske gorice seekers, participants in active holidays • Running, jogging (marked trails for jogging, a Israel, Bulgaria, Romania, USA, Scandinavian countries, Serbia, Bosnia and Herzegovina) Football team (first, second, third league) combination of fitness parks in nature) • NEW MARKETS (China, Japan, Australia, the Middle East, Turkey, India) • Race walking, hiking (E7 European footpath E7, St. Top handball, basketball, volleyball teams Mary’s hiking trail, The Trail of St. Martin) Top swimming teams Motives of foreign tourists to visit Slovenia • Preparation of top athletes, teams (football, handball, Triathletes The results of the survey conducted among foreign tourists by the SPIRIT Agency (Agency of the Republic of Slovenia basketball, swimming, triathlon, athletics, jet ski, kayak Golfers for the Promotion, Entrepreneurship, Innovation, Development, Investment and Tourism) in 2013 show that the concern in the calm waters, etc.) Individual top athletes for health and the welfare services are among the most common motives for the arrival of tourists in Slovenia. On • Individual preparations T-FIT a scale of one to five, this motive was rated three by foreign tourists, as reported by the SPIRIT Agency. Through the • Team building seminars (Dejan Zavec) Recreational athletes theme of green and healthy Slovenia, the agency represents our tourist offer abroad. • Conferences and seminars on the topic of sports, Friends of hiking and nature health, healthy eating, wellness Schools in nature, young athletes Slovenian Tourist Ambassador • Rehabilitation of athletes Sporting families • Selfness, saunas, swimming pools (energy parks in This is the Slovenian ski champion, winner of the Alpine Ski World Cup in the season of 2012/2013, awarded two gold 50+ nature, Vurberg, Trojica, Mithraeum, Ptujska Gora) medals at the Olympic Games in Sochi 2014, Tina Maze. • Water sports (Ptuj Lake, recreational fishing, Sv. Trojica, Societies Radehova) 2. Business guests and participants in seminars, Sports tourism, a new reason for foreign tourists to visit Slovenia • Festivals and events (Ptuj triathlon, peace run, Poli congresses, persons seeking new knowledge, At the initiative of the Slovenian President Borut Pahor, the country embarked on a new venture with the providers of Cycling Marathon, etc.) participants in motivational workshops sports tourism services. They will actively market Slovenia as a destination for the preparation of elite athletes and as • Golf 3. Participants in events, festivals • Parachuting, paragliding an attractive venue for mass sports and recreational events. 4. Hedonists, guests who value health, looking for • Ballooning relaxation, reinforcement of body and soul • Adrenaline parks 5. Fans of culinary, people who like enjoying in all good things, gourmets, wine connoisseurs Strategic Directions in the Field of Marketing

Distribution channels Target markets according to ethnic structure Distribution channels have been divided according to the distance of the markets. • Short-distance markets = B2C (targeted marketing according to guest segments, targeting the final individual guests, Domestic Market increasing visibility and achieving a higher valued added per guest with thematic products, home and destination e-distribution reservation systems) Slovenian tourism has a very healthy relationship between domestic and foreign guests (45% : 55%). The domestic • The medium-distance and the more distant markets = B2B (2C) working with business entities – intermediaries – es- market remains of key importance to long-term stability and represents a strategic interest of each destination. tablishing partner sales network of partners specialised in the intermediary sales, working with air carriers to establish The strongest purchasing power comes from the central part of Slovenia. The sport destination of Kidričevo can expect the city of Maribor as an air destination. the major proportion of its guests to come from there.. Staying in the destination will be interesting mainly for domestic guests who need a 1h to 2h drive by car to get to the destination. Commercialisation elements Foreign Markets Elements of commercialisation are as follows: • define sales products and related services, Domestic market is important to the destination; however, the strategic interest lies in intensive internationalisation. Depending on the content of the programmes, a relationship between domestic and foreign guests of 30% : 70% can • establish prices appropriate to the content, scope and segment targeted by the offer, be expected. • precisely define target segments according to the guest and the market, • select direct and indirect marketing channels in terms of features of the segments and of the market (linking with agencies, bus operators, associations, etc),

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 174 175 • provide quality and constant, and above all timely information to the market / segment, Sales channels • compose creative offers for each segment, in accordance with its requirements and wishes and in accordance with The destination will cover the direct and indirect sales channels. the content of each product. Indirect sales channels Direct sales channels Communications elements • To reach approximately 50% of visits via intermediaries • Achieve approximately 50% of the sales of tourist Elements of communication are as follows: (tour operators, travel agencies and bus agencies). offer through direct sales to organised and individual guests. • design communication messages for the market in accordance with the marketing concept (slogan) • Establish a stable and efficient network of partners – intermediaries in the sales system of tourist offers with • Establish direct sales channels to organised guests, • precisely define the target segment, for which the communication is intended in the context of this market, selected tour operators and travel agencies in Slovenia such as societies, clubs, associations, schools, trade • maintain the already-established and determine or select new direct and indirect channels of communication, and in emitting targeted foreign markets. unions, etc. • define push and pull activities and coordinate them in an effective communication plan, • Develop adequate offers, pricing policy and • Establish direct sales channels for individual guests • select a creative marketing agency for the preparation of interesting material needed for marketing communications. promotional materials for appearance in relation to on the basis of an adequate IT systems and sales partners in the intermediary network (information marketing communications in target markets (sales Marketing communication activities package for tour operators and travel agencies). advertisements in the media, reservation system via the Internet, free phone line for bookings and Activities of marketing communication are presented in the table below. • Prepare study meetings with partners in the intermediary sales network with the aim of getting information on tourist facilities, etc.). Pull (general “image” promotion Push (specific sales promotion) familiar with the new features of the offer, commercial • Establish and regularly update the mailing list with the • To keep the corporate design of the RDO Ptuj-Ormož in • Establish specific integrated offers of programmes and agreements on sales promotion of tourist offer and guests’ addresses for the purposes of direct sales and the overarching communication. the form of their marketing communication. social gatherings. promotional marketing communication with target • Design the visual identity and a slogan for the Sport Hotel. • Implement 70% of communication through newer e- • Issue a special half-yearly edition for familiarising the markets. • In general promotion, using creative themes of individual marketing channels with creative content. intermediaries in the sales system with novelties in the • Once a year, or even quarterly inform the direct sales forms of communication to achieve compliance with the • Coordinate the plans of overarching marketing commu- offer and opportunities for business cooperation in market with short and attractive newsletters on the concept in the direction of greater visibility of Kidričevo nication by the RDO Ptuj-Ormož and promote sales with the sale of tourist services. current offers. as a destination for active holidays, sport and leisure. the plans of Kidričevo sports destination and individual • Agents should be carefully selected, niche • Create the loyalty programmes for guests. • In general promotional activities, to work very targeted providers of sports and tourism services. intermediaries specialists. and concentrated with respect to the starting points of • In sales promotion, to enhance personal communication • Work very personally, directly with intermediaries (fairs, the strategy, the first target group should be the local, the (e-marketing and telemarketing) with intermediaries presentations, study trips, etc.). second the destination, third the national environment in the sales system (travel agencies, tour operators, and the fourth abroad. carriers) and regulated customers (associations, clubs, Sales promotion • Select permanent professional and reference staff associations, etc.). (agency or individuals) to prepare creative solutions and • In sales promotion, the emphasis should be put on the Sales promotion takes place during the first 12 months from the opening of the accommodation facilities and during implementing arrangements in the field of marketing combined activities of expert advice and advertising the off-season. Promotion may be carried out by the following means: communications. specific offers. • Prize competitions through e-media. • Strengthen relations with target public through active • Cooperation through prizes in the form of tourist services, • Telemarketing and awarding of prizes. collaboration with media and organisations of study and various prize competitions organised by the media. • Special offers in a magazine or by cooperating with a newspaper house. get acquainted / networking meetings. • Letters to clubs, societies. • Increase the number of media appearances in the form of • Discount through coupons in Slovenia and abroad. various professional and popular articles, documentaries and entertainment programmes, etc. in the media that • Integration into the catalogues of major retailers. reach the targeted population of guests. Public relations and publicity Through a website Public relations will take place through the website (press hotel and press destination). There will be a “media corner” and a newsroom on the website, through which the media will be informed of updates, special features, upcoming events and performances. This section will also include a summary of the press conferences. Pictorial materials and brief descriptions will be collected here.

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 176 177 Press conference Radio and TV advertising Short description At least once a year, the sport destination will hold its own press conference, where the public will be presented with Radio Radio shows are mainly used for sales promotion, in radio broadcast the the performance and trends in the development of the destination in the future. Within the RDO Ptuj-Ormož, it would professionals can give advice to listeners, the radio station can include be also useful to hold press conferences on the subject of sport and tourism in selected, targeted foreign markets. its listeners into the radio programme once a year. A great campaign: lose weight. Marketing communication tools Radio spots should be as simple and creative. The proposal for marketing communication tools for the successful promotion and marketing of sports destination is TV TV advertising is image advertising, which is very expensive. Advertising presented in the table below. on TV can take place in the framework of a joint TV advertising within Online advertising Short description the RDO Ptuj-Ormož. Website and basic reservation system Website of the sports destination, hotel resort is product-oriented, HD films Quality, short, promotional HD movies have to be recorded, which will press corner, a place for professional advice, intranet for the use by address the potential guests online, by TV, etc. individuals. Presentations and events Short description Facebook page Facebook online campaign, prize competitions, page in Slovenian and Fairs, travel and trade shows Fairs and shows are attend within the RDO Ptuj-Ormož and in English (Russian, German, Italian, etc. pages should be maintained by connection with other sports destinations in Slovenia and in the the main agents for the respective market). context of SPIRIT. Fairs should be carefully selected, specialised in Website optimisation SEO-Search Engine Optimization according to keywords, the website leisure, sport, wellness. should be ranked as high as possible in the world's search engines Study tours Study tours are organised according to the target public: journalists, Purchase words in key markets, agents for football preparation, agents for swimming, travel agencies, Google Ads Keywords such as sports tourism, top-class sport, sport preparations, bus operators and many more. Study tours can be organised sports academy, active positive, active holiday, selfness, fitness park, independently or within the RDO Ptuj-Ormož. motor skills park, etc. Other marketing communication Leasing of advertising space with banners Advertise on professional portals, the most popular portals at home tools Short description and abroad. Gifts Promotional gifts should relate to health (from the local area –honey), Explanation: It is becoming increasingly important to advertise and sell via the Internet! This section should be sports (soccer ball printed with the slogan of the destination, towels, allocated the majority of the budget for advertising. etc.). Promotional panel It is to be used at all press conferences. Printed advertising Short description Image and product catalogue The catalogue should be short and in several foreign languages, quality photos, eco paper. The catalogue should not include the price list, only the presentation of the sports destination and products. Printed advertising at home It is proposed for the local press to advertise in specialised magazines writing about sport, health and well-being. Printed advertising abroad Likewise, it is proposed for the foreign printed media to advertise in specialised magazines. When choosing the magazines, we have to take the scope of their readers and the area covered into account. It is also possible to opt for a monthly magazine. Tourist map Tourist map should be handy, foldable, and suitable for the pocket, the map should display the sporting activities. Postcards Postcards with the theme of sports and selfness vacation. The postcards can be bought by guests in the hotel or sent by mail (e-cards). Posters Posters with the theme of sports and selfness vacation. Posters are desirable for fairs, travel and trade shows, they can be designed as pictures, it is desired to have two to three banner or display stands, under the RDO Ptuj-Ormož have a campaign with roadside jumbo posters on the theme of sport.

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 178 179 Investment and Implementation Plan Presentation of the cost for new for the Development of the infrastructure in Sport Resort Kidričevo Sport Destination Kidričevo Vital & Sport Hotel and Apartments infrastructure 4* Superior Vital & Sport Hotel surface (m2) investment investment Total This chapter provides a demonstration of key investments necessary for the successful development of the sports And Apartments first phase (EUR) second phase (EUR) destination of Kidričevo. 100 roms, gastronomy&service, 7.015 9.119.500,00 9.119.500,00 conference, technical facilities,.. 4* Superior Vital & Sport Hotel Value in € Date of realisation 70 Units Lodges apartments 3.880 3.492.000,00 3.492.000,00 6 ha of land, 100 roms, gastronomy&service, conference, technical facili- 20.000.000 2015-2017 Wellness park 900 900.000,00 900.000,00 ties, Wellness park, Savna park, Gym, fitness, sport hall, …, Aqua center, indoor and outdor pools, Health center, Outdoor sport and selfness park, Savna park 900 1.080.000,00 1.080.000,00 Surroundings, Parking 150 cars, Parking 5 busses, Parking 50 bikes Gym, fitness, sport hall, … 1.870 1.402.500,00 1.402.500,00 4* Vital & Sport Lodging Value in € Date of realisation Aqua center, indoor 3.950 3.431.000,00 3.431.000,00 5 ha of land, 70 Units of lodges apartments, Surroundings, Parking places 5.300.000 2017-2018 and outdor pools Vital & Sport Pro Camp Value in € Date of realisation Hotel Total 18.515 15.933.000,00 3.492.000,00 19.425.000,00 8 ha of land, Heated football field, 2 tennis court outside, Covered Sport 2.800.000 2017-2019 Parking 150 cars 5.000 180.000,00 120.000,00 300.000,00 Hall for 2 tenins court and small fodball, 2 beach volleyball, surroundings, Parking 5 busses 500 100.000,00 100.000,00 Golf Park for traning, Fireground traning polygon, Parking 100 cars, Park- Parking 50 bikes 100 2.500,00 2.500,00 ing 4 busses, Parking 30 bikes Outdoor sport and selfness park 3.000 270.000,00 270.000,00 Vital & Sport Park Value in € Date of realisation Surroundings 50.000 300.000,00 225.000,00 525.000,00 2ha of land, outdoor swimming pool 50m x 25m, outdoor children’s pool 3.400.000 2016-2018 Outdoor Total 29.100 852.500,00 345.000,00 1.197.500,00 17m x 10m, fun pool with a bar, space for sunbathing around the pools, miniature golf, and other games, adrenaline and adventure sports park, Building land Hotel 60.000 1.200.000,00 1.200.000,00 animation space with a stage, parking for 150 cars, handling surfaces Building land Apartments 50.000 1.000.000,00 1.000.000,00 (changing rooms outside, toilet, room for lifeguards). Project dokumentation, 503.565,00 115.110,00 618.675,00 Pleterje Recreation Centre Value in € Date of realisation control (3%) The gravel pit of Pleterje, recreation centre, lift for water-skiing, camping, 1.400.000 2015-2018 Investment marketing (4%) 671.420,00 153.480,00 824.900,00 sports courts, children's playground, landscaping, parking. Unexpected costs (5%) 839.275,00 191.850,00 1.031.125,00 Kidričevo Recreation Park Value in € Date of realisation Other Total 110.000 3.214.260,00 1.460.440,00 4.674.700,00 Marked hiking trails for race walking, marked trails for jogging, marked 200.000 2015-2017 TOTAL COSTS 19.999.760,00 5.297.440,00 25.297.200,00 cycling routes, rest areas, information panels, outdoor fitness for children, outdoor fitness for adults, etc. New Olympic Shooting Center in Gaj Pragersko Value in € Date of realisation Shooting range, Playground, Sport Hall, Hotel 5*&Casino, Apartments, 104.000.000 2015-2020 Hipodrom, Golf, Golf Facilities, Residential Facilities. Enduro Park Value in € Date of realisation All-out riding enjoyment and adventure at 10 hectares. 500.000 2015-2020 Offroad training park for enduro bike.

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 180 181 Program of Space and Area Use Concept for Vital & Sport Hotel Sport Outdoor Infrastructure Quantity and Apartments / Lodges Sport and relax park Outdoor Climbing wall for children 1 Accommodation Infrastructure Quantity Climbing wall for adults 1 4* Superior Hotel Facilitie Basketball court with Synthetic turf 1 Sport Guest rooms 80 Futsal court with Synthetic turf 1 Wellness Suites 20 Volleyball court with Synthetic turf 1 Gastronomy & service area 1 Recreation park 1 Conference /banqueting / event area 1 Fitness park 1 Lobby + hall+ shops 1 Meditation park 1 Reception & administration 1 Botanical park 1 Employees areas 1 Kneipp park 1 Technical building facilities 1 4* Lodges apartments Vital & Sport Pro Camp infrastructure Type A, 2-3 Beds with Kitchenette 40 units 2 Type B, 4 Beds with Kitchenette 30 units Vital & Sport Pro Camp Surface (m ) Investment Investment Total First Phase (Eur) Second Phase (Eur) Wellness Infrastructure Quantity 2 Heated football fields 16.500 330.000,00 330.000,00 660.000,00 Wellness park 2 Tennis courts outside 1.020 61.000,00 61.000,00 1 Covered Sport Hall 2.200 660.000,00 660.000,00 Sport Physiotherapy and Health Care Centre 1 Alternative Medicine Centre 1 2 Beach volleyballcourts 320 32.000,00 32.000,00 Massage Centre 1 1 Golf Park 2.000 84.000,00 84.000,00 Beauty and non-invasive Centre 1 1 Firefighter polygon 1.400 20.000,00 20.000,00 Baths and massage pools 1 Surroundings 10.000 150.000,00 150.000,00 Parking 100 cars 2.000 120.000,00 120.000,00 Sauna Infrastructure Quantity Parking 4 busses 200 40.000,00 40.000,00 Sauna park Parking 30 bikes 60 1.500,00 1.500,00 Steam Sauna 1 Total 33.700 757.500,00 1.051.000,00 1.828.500,00 Herbal Sauna 1 Building land Sport Infrastructure 80.000 800.000,00 800.000,00 Salt Steam Sauna 1 Project dokumentation, 22.725,00 31.530,00 54.255,00 Finnish Sauna 1 control (3%) Infrared Sauna 1 Unexpected costs (5%) 37.875,00 52.550,00 90.425,00 Ice room and kneipp 1 Total 80.000 60.600,00 884.080,00 944.680,00 Relax and Chill out Centre 1 Total Costs 818.100,00 1.935.080,00 2.774.780,00

Sport Indoor Infrastructure Quantity Sport park indoor Indoor swimming pool 1 Swimming pool 33x25 m 1 Swimming pool 17x10 m 1 Warm pool for regeneration 2 Fun pool with bar 1 Hotel Gym 1 Multy purpose Gym, boxing, climbing, basketball,.. 1 Isolative fitness 1 Functional fitness 1 Cycling studio 1 Dancing studio 1 Squash 2 Golf simulator 1

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 182 183 Vital & Sport Park PPP Financing Swimming Pool Kidričevo Surface (m2) Investment First Investment Second Total • Public-private partnership for the implementation of development investment projects. Phase (Eur) Phase (Eur) Outdoor swimming pool 1.250 1.500.000,00 1.500.000,00 Other sources of funding: 50m x 25m • Financial programmes from the EU Structural Funds (direct stimulation by the Ministry). Outdoor children’s pool 17m x 10m 170 170.000,00 170.000,00 • Bilateral cooperation (SLO / CRO, SLO / A, SLO / HUN). Fun pool with bar 200 90.000,00 90.000,00 Space for sunbathing 1.000 75.000,00 75.000,00 • International cooperation (the Central programme, the South East programme). around the pool • Financial programs from the EU Structural Funds (regional incentives, Local Action Groups, etc.). Mini golf and other games 1.000 50.000,00 50.000,00 These sources differ from each other according to the destination of investment, operators of tourism investments, the Adventure motoric sport park 10.000 250.000,00 250.000,00 expected rate of return on invested capital and other financial criteria as well as for other general and specific qualitative Space for Entertainment 200 30.000,00 30.000,00 and quantitative conditions which must be met by the development projects and investors/operators for the acquisition with a stage of assets (such as objectives of sectoral policies, objectives at the bilateral level, objectives of international programs). Parking spaces for 150 cars 3.000 180.000,00 180.000,00 The prerequisites for obtaining these funds involve at least an elaborated business plan, a feasibility study and regulated Handling area (Locker rooms, toilet 2.000 300.000,00 300.000,00 ownership structure and availability including site and construction documentation, and to a large extent, the ability room, ambulance, restaurant,..) and decency and investors for sustainable financing and investment management. Landscaping 5.000 75.000,00 75.000,00 A proposal would be made for the Municipality Kidričevo to apply with the Sports Theme Park (swimming pool and Total 23.820 2.720.000,00 2.720.000,00 recreation park Kidričevo) in 2015 in the framework of a joint application “Theme Parks”, managed by the RDO Ptuj- Building land Swimming pool 25.000 500.000,00 500.000,00 Ormož. Under this heading of regional initiatives, a co-financing rate of 85% can be expected. Project dokumentation, 81.600,00 81.600,00 Proposal for closing the investment in hotel and apartment facilities would be in finding a strategic partner who will control (3%) become the majority owner. The Talum Company retains a part of the ownership structure by contributing land and Unexpected costs (5%) 136.000,00 136.000,00 projects. Investment marketing (2%) 54.400,00 The proposal for closing the investment in SPORT PARK Talum would be in closing the financing structure with agents Total 717.600,00 717.600,00 who are professionally engaged in organising the preparation of sports teams and a combination of the owner of the land. Total Costs Hotel & Aparmants 3.437.600,00 3.437.600,00

Managing the Sport Destination Kidričevo

Sources of Finance for the Development The management of the sports destination of Kidričevo can be defined in terms of tourism infrastructure and in terms of the Sport Destination Kidričevo of implementation of sports programmes.

To carry out the planned investment projects and activities for the development of sports tourism in the town of Aspect of private tourism infrastructure Kidričevo, it is necessary to ensure appropriate funding sources, including: An economically efficient model in the management of tourism infrastructure is connected to separate ownership and management. The owner and the manager are therefore two separate legal entities. The owner may also be included Equity sources of finance in the management system, invest its resources, energy and thereby provide an additional yield and control. The owner of the infrastructure is in any case a minority owner in the managing company. • Value of land. • Value of the project and investments made so far. Aspect of public tourism infrastructure • Value of own private sources. As in the private, the same model of ownership applies to the public tourist infrastructure. In doing so, we are then • Loan to companies or individuals. subject to a system of public-private partneraship. The public interest is for the public tourism infrastructure not to • Budget of the municipality. become an additional burden on the municipal budget by incurring the operating costs. By engaging a professional manager, the running costs generated by the business can be covered more effectively. Debt sources of finance • Long-term investment loans from Slovenian banks. Aspect of implementing sports programmes • Credit lines of the SID Bank (Slovene export-credit bank). Integrated tourism products are designed in way that they define an administrator of this product within each respec- • EIB credit lines. tive product. The administrator shall provide for a smooth implementation of sports tourism programmes and regular maintenance of sports infrastructure. Further capital maintenance is agreed separately by the owner and the contractor. • funding through financial state or private funds from abroad.

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 184 185 The administrator of implementation of sports tourism programmes shall be a qualified person having all the neces- • Development of tourism sary references, proper education and many years of experience in this regard. According to various programmes Major sporting events are often a good concept for the development of tourism as they contribute to improving (professional preparation for football players, swimmers, handball players, ...., individual courses, team buildings, sports the infrastructure and enhance the visibility of the town, which attracts more visitors. seminars, etc.) it is suggested that a Sorts Academy Active-Positive is set up within the sports destination Kidričevo. • Increase in labour productivity The academy shall be a legal entity (institution, association or LLC) and include profiles of human resources necessary The employees in the destination will begin to engage more in sport, which is generally reflected in work for the smooth implementation of all programs in the sports destination. efficiency and is positively reflected in the results of the work of enterprises. Research has shown that different The Sports Academy will have a contract signed with the manager of tourism infrastructure to provide services in sports and recreation increase work capacity and raise efficiency. professional implementation of more demanding sports programmes, marketing and promotion of programmes for • Reducing the cost of sick leaves professionals. Taking up sports should help to reduce the cost of absence from work by reason of illness. This is especially highly The Sports Academy will include professional athletes, sports instructors, recreational athletes, tourism professionals pronounced in some types of activities, such as metal, textile and construction industry, where absences due to working in the field of sports tourism, sports guides, etc., meaning all those who can assist in the implementation of illness account for as much as 10% of working time. the content of the programme Active-Positive for the sports destination Kidričevo and have an economic interest in • Extension of work and life span entering the Sports Academy. This is the most important macroeconomic effect of practicing sport, but it is not easily quantifiable. Microeconomic effects • In sports organisation, associations Economic Impact of the Development of the Microeconomic effects of sport tourism can be seen in sports organisations, associations, which generate revenue, employ workers and pay taxes. Development of the destination enables such organisations to be directly involved Sport Destination Kidričevo in the implementation of sports services. By developing the respective sports destination, the local environment is provided with greater opportunities to engage • In sports and other consultancy companies in sports activities and to make use of the new sports infrastructure. Social impacts of sport are also made through Examples of sports companies are manufacturers of various sports goods, sports agencies, consulting firms, which health, social, cultural and educational function. The most important social impacts of sport can be seen especially can participate in the development and implementation of sports programmes. among young people, because when playing sports, they get accustomed to hard work and are often saved from • Civil engineering hanging out on the streets. Construction of sports and tourist facilities enables construction and engineering companies to obtain new The economic impacts of the development of the sports destination can be classified into two groups: business. • Producers of food Macroeconomic effects The development of the new sports destination and accommodation infrastructure will also be beneficial to food producers, as the emphasis will be placed on local self-sufficient supply and choice of homemade food. • New jobs By developing the sports tourism destination, new accommodation facilities, new sports facilities 100 new regular • Other services employments are expected to be created by the end of 2020 and additional seasonal employments. New employ- Services related to cleaning, security, landscaping, taxi services, health services, translation, design will be able to ments are expected to emerge indirectly (providers of sports activities, culinary arts, medical services, cleaning, obtain additional contracts to provide their services. etc.). • Scholarships and traineeships With the development of the sports destination, opportunities for scholarships and traineeship will be created for young learners who educate to pursue a career as tourism professionals, chefs, moderators, sports entertainers, masseurs, etc. • Tourist fee and profit Tourist fee from the overnight stays is partly earmarked for the municipal budget; the same applies to a part of income tax from operations. • Charge for the use of construction land The compensation for the use of building land is charged by the municipality in form of a charge for the right to use and burden the land on which the facility is built or the construction of the building is envisaged on, and is according to the law defined as a construction plot. • Immigration of young active families With the development of sports infrastructure and tourism, it is to expect additional migration of young families into the Municipality of Kidričevo. Their housing conditions will be improved and they will be able to use the sports and tourist infrastructure.

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 186 187 Description of Actions and Activities Business Model

The hierarchy below shows the activities necessary to achieve the objectives of the successful development of the Investors (Owners) in Resort sports tourism destination of Kidričevo. Within the objectives we have identified three priority development areas and Hotel + Sport Infrastructure 15 actions. Rimc Int Successful sport General (20 + 5 + 5 years Lease Agreement) destination objectives Operator of Mix Real Estate: Hotel + Sport Infrastructure + 2. Development 3. Effective and Public Waterfront 1. Promotion of an of a favourable innovative Development increase in the business marketing and competitiveness areas HOTEL PRODUCT environment promotion RADISSON BLU 4+* HOTEL AND LODGING VITAL&SPORT ACADEMY PROFESIONAL INFRASTRUCTURE

HOTEL SPORT ACADEMY MANAGER Matija Brodnjak Promotion of LODGING FOOTBALL Marko Kremžar, Matija Brodnjak Connect with domestic and Establishment a ACTIONS WELNESS & SPA GOLF Jernej Lončarič operators and foreign sports academy VITALIS PARK destinations CYCLING Danilo Čeh investment (PUBLIC WATERFRONT, POOLS, ENTERTEINMENT, BARS) SWIMMING Brothers Malek SUPPORTING SERVICES (INSIDE WELNESS SPACING): NUTRICISM ENDURO PARK Tomaž Kotar FISIOTERAPHY BOKSING Dejan Zavec Promotion of Active An active ALTERNATIVE MEDICINE (BIORESONANCE,…) TREKING Uroš Vidovič innovation and cooperation with network of PSIHOTERAPY ADRENALINE PARK Koren Sport development of regional cooperation with OTHER NON INVASIVE MEDICAL SERVICES new products associations sports agents FITNESS Tomaž Pivec DANCE Jernej Brenholc TENIS Zoran Kranjc Active Providing easier Increase in the DISABLED SPORTSMAN Brothers Malek involvement of access via air visibility of the BASKETBALL Marko Kremžar farms, craftsmen, destination destination entrepreneurs VALLEYBALL Marko Kremžar Description Cooperation with Participation in 1. Investors as owners foreign the development Cooperation with 2. RIMC INT as long term lease contract (20 +5 + 5) with lease guranatee for hotel, sport and waterfront professional of the national famous athletes infrastructure managers sports strategy 3. RIMC INT establishes contracts with product managers for individual sport terms and conditions. All sport managers and supporting services (medical, nutricism,...) are joined in Vital&Sport Academy who is brand for professional sport marketing and services. Academy is managed from RIMC INT and includes: The main camp 130 • joined marketing assets Development of for the Slovenian • joined development assets Obtaining grants competitive national football • synergy development products team • joined customer relationship management • other rules and conditions for successful Vital&Sport resort and destination.

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 188 189 Measure Promote Innovation and Development of New Sports Products Promoting an Increase in the DESCRIPTION In the context of the development of the sports destination, creative tourism products will be developed, which are demanded by the market and which are in Competitiveness of Sports Tourism line with trends in tourism demand. Measure Promote Domestic and Foreign Investment in Tourism and The proposed parks or thematic products: Sports Infrastructure • Football Park (preparation for professional teams, heated football fields). DESCRIPTION In the context of the development of the sports destination, it is expected to • Bike Park (bike ground for young people learning to cycle, arranged cycling routes increase investment in tourism accommodation infrastructure, sports and tourism for families, adventure bike ground in Haloze, cross-country biking trails, cycling infrastructure. through the woods, etc.). • Motor and Fitness Park (fitness park in nature, which is a combination of fitness and ACTIVITIES Public investment: motor park). • Promote systematic investment in the entire destination of the RDO Ptuj-Ormož, • Kneipp meditation park or Zen garden (an outdoor relaxation park with a which includes 27 municipalities (cycling infrastructure, sports theme parks, combination of walking on pebbles of different sizes, on cones, the cold water, soil, adventure parks, sports camps, fitness parks in nature, relaxation parks in nature, grass, etc.). ecoremediatoin parks, etc.). • Boot camps or a military mode of exercise mode and CrossFit workout. • Select priority areas within all the proposed investments (bike parks, cycling • Fire-fighters’ Park (fire-fighter ground for competitions, preparations of fire-fighters). infrastructure). • Joint application to the call for tenders in the area of development incentives. ACTIVITIES Product development: • Carry out an investment in the Kidričevo Recreation Pool and Kidričevo Sports Park. • Develop stories, contents of products. • Regulate the area of blocks (the facade and surroundings). • Define priorities for 2014-2020 and execution capabilities. • Selection of thematic products. Private investment: • Develop an operational programme, a "project task with the conceptual design • Develop conceptual solutions for projects and an informative memorandum to (IDZ) and economic indicators" for each selected product. reach domestic and foreign investors. • Check all possible sources of finance (EU, PPP private, municipal). • Find strategic partnerships at home and abroad for joint participation and investment. OPERATOR Science and Research Centre “ZRS Bistra Ptuj” • apply for the Structural Funds in the new financial perspective 2014-2020 (possible PARTICPANTS The Municipality of Kidričevo co-financing rates: large companies up to 25%, middle-sized companies up to 35% Other municipalities of the Podravje region and small businesses up to 45%). Talum d.d. • To encourage smaller investors to invest in supplementary activities on farms Ministry of Economic Development and Technology (wineries, farms, growing organic food, etc.), in private rooms, campsites or recreational areas. Regional Tourist Destination Organisation OPERATOR Talum d.d. Tourist economy The Municipality of Kidričevo Other municipalities PARTICPANTS Ministry of Economic Development and Technology Ministry of Agriculture and the Environment Ministry of Infrastructure and Spatial Planning Regional Tourist Destination Organisation Tourist economy

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 190 191 Measure Provide Easier Access Via Air Destination in Maribor PARTICPANTS Regional Tourist Destination Organisation RDO Ptuj-Ormož DESCRIPTION Setting up an air destination is indispensable for the successful marketing and sales The Municipality of Kidričevo of tourism products and services. The Maribor Airport is renovated and modernly Sava Turizem equipped having the status of an international airport. It is currently carrying out Tourist economy charter flights (Greece, Turkey, etc.). They talk about opening scheduled routes. The cost of opening a scheduled service amounts in average to around EUR 500,000 per Measure Obtain Grants for the Development of Public and year. Private Sports Infrastructure and Sports Parks ACTIVITIES • Actively begin creating a strategic partnership to restart the international airport in DESCRIPTION Grants are an important item, particularly in ensuring the development of public Maribor. sports infrastructure. Public sports infrastructure must be shown as an indispensable • Connect tourist destinations (Pomurje, Maribor-Pohorje, Ptuj-Ormož, Rogaška, Celje) tourist infrastructure for the smooth implementation of the integrated tourist to joint cooperation in opening the scheduled airlines. product as a whole. • Determine the priority list of desired scheduled airlines. It will also be easier to attract private investors for the hotel complex in case of • Participate in negotiations for the opening of regular airways (one representative of additional financial grants. destinations). ACTIVITIES Public infrastructure: • Animate all the municipalities from this pool to participate in the recovery of the • Application for regional incentives in 2015 within the joint project “Theme Parks” Maribor Airport. RDO Ptuj-Ormož. • Attract key tourism actors, businessmen to participate in the opening of new air • Application tor bilateral projects SLO / CRO, SLO / HUN, SLO / A in the years 2015- routes (major hotels). 2020 with thematic products. • Integrate the ministries responsible for financial support. • Use of all other incentives through the Local Action Group. Private infrastructure: • Open one or a maximum of two regular lines each year. • Direct incentives for the construction of a hotel complex through the Ministry of • The destinations, hotels shall provide for regular passenger services to hotels and Economic Development and Technology. other accommodation facilities, places. • Tender for rural development programmes under the Ministry of Agriculture and OPERATOR Aerodrom Maribor the Environment. PARTICPANTS Regional Tourist Destination Organisation RDO Ptuj-Ormož • Horizon and direct application in Brussels. Regional Tourist Destination Organisation Maribor-Pohorje OPERATOR Talum d.d. Regional Tourist Destination Organisation Dežela Celjska The Municipality of Kidričevo Regional Tourist Destination Organisation of Pomurje PARTICPANTS Ministry of Economic Development and Technology Municipalities from the regions of Pomurje, Podravje and Savinjsko Ministry of Agriculture and the Environment Ministry of Economic Development and Technology Ministry of Infrastructure and Spatial Planning Ministry of Infrastructure and Spatial Planning Regional Tourist Destination Organisation Tourist economy Tourist economy

Measure Cooperation with Foreign Professional Managers DESCRIPTION Cooperation with foreign professional operators who will professionally manage and fill hotel capacities is a prerequisite for the destination to be successful in the long term. Global chains engaged in professional management achieve on average occupancy of accommodation capacities over 70%. The tourist destination and domestic tourism industry has no such knowledge and resources to be put on an equal footing with other foreign chains in terms of competition. ACTIVITIES • Actively commence discussions with potential operators of accommodation facilities. • Examine their references regarding product coverage of Sports Tourism and Wellness. • Find legal and economic possibilities of insuring the provision of filling the accommodation capacity. OPERATOR Talum d.d.

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 192 193 OPERATOR The Municipality of Kidričevo Development of a Favourable PARTICPANTS Tourist societies Business Environment Sports clubs Cultural societies Measure Establishment of the Sports Academy Active-Positive Farm Wives Association for the Professional Implementation of Programmes Hunting associations DESCRIPTION One of the conditions of a successful sports destination is the professional implementation of programmes. It is proposed to set up a Sports Academy Measure Involvement of Regional Farms, Craftsmen, Entrepreneurs in “Active Positive”, which will take care for the smooth and professional execution of Services of the Sport Product programmes related to sports activities. DESCRIPTION A guest does not reside only within the resort, behind a closed fence, but he wants to ACTIVITIES • Elaborate the programme of the Sports Academy program, define areas of work, go look at the surroundings, where he must be provided with experience (gourmet, resources, funding, location, operation, etc. culture, relaxation, health, etc.) • Select an appropriate legal form. The guest also wants to taste home produced food, wine, buy local products, etc. at • Include the supporting members, organisations, societies. the resort. Quality local food and non-food products represent an important element • Connect with foreign sports academies. in reaching the satisfaction of the guest to the destination. • Apply for the programmes of the Sport Foundation and other EU financing ACTIVITIES • Overview of all tourism providers, the quality of the offered services and products, programmes in order to finance professional programmes. seasonality of supply, pricing policy, etc. • Connects to the Faculty of Sport in Ljubljana. • To assist in guiding the improvement of services and products. • The Academy takes over the implementation of sports programmes. • Develop a strategy for the use of food and non-food products in the destination for the guest. • The Academy assists in the promotion and marketing of sports programmes. • Use a strong brand "Specialities of Slovenian Farms". OPERATOR Matija Brodnjak • Animate destination inns to obtain the title of "Gostilna Slovenija". Tomaž Pivec • Active involvement of regional farmers, craftsmen, entrepreneurs in the destination Dejan Zavec offer to the guests. PARTICPANTS Uroš Vidovič OPERATOR Vital d.o.o. Gašper Malek PARTICPANTS The Municipality of Kidričevo Marko Kramžar Municipalities of the Podravje region Regional tourist organisation Measure Active Cooperation with Regional Sports and Other Associations The Chamber of Craft and Small Business DESCRIPTION In the development of the sports tourism destination, it is necessary to actively involve tourism, sports, cultural and other associations. The associations can use their expertise Farm advisory service to help in the implementation of the programmes, participate in the presentation of the Ministry of Agriculture and the Environment destination’s autochthony and tradition and get involved in the guiding of visitors, etc. ACTIVITIES • Collect all the associations. • Draw up a table of professionalism, of what associations offer, their references, etc. • Preparation of project proposals for the expansion of existing events and festivals. • Preparation of project proposals for the creation of new innovative events, festivals, events related to sports, well-being, cultural and natural heritage of the site. • Draw up a list of project ideas, prepare conceptual solutions for setting up new tourist attractions, points of interest (domestic thematic museums, eco parks, etc. • Selection of the best project proposals, conceptual solutions. • Finding appropriate sources of funding in the new financial perspective 2014-2020. • Realisation.

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 194 195 Measure Cooperation at the National Level in the Development of a Sports Tourism Strategy Effective and Innovative Marketing DESCRIPTION At the national level, a strategy for the development of sports tourism in Slovenia is under preparation. It will be based on professional preparation of athletes. One of and Promotion the initiators of the preparation of this strategy is the President of the Republic of Measure Connecting with the Well-Known Foreign Operators for Marketing of the Slovenia, Mr Borut Pahor, who is an active athlete himself. Sports can be one of the Sport Product and Partnership Marketing of the Sport Product with Other Slovenia’s advantages over other destinations. In every home in Slovenia, at least Destinations in Slovenia one person is engaged in sport, Slovenes are, in terms of population, very successful on a global scale (climbing, boxing, skiing, football, rugby, ski jumping, gymnastics, DESCRIPTION Marketing of the sports destination and the accommodation facilities alone does basketball, etc.). not bring success. It is necessary to connect, to network with selected domestic and foreign operators who are familiar with this type of business and are also successful in ACTIVITIES • Organisation of a meeting at the SPIRIT Agency on the preparation of the national it. sports strategy. It is also reasonable to create synergy effects not only within the destination • Situate the sports destination of Kidričevo as one of the top preparatory grounds Kidričevo-Ptuj-Ormož, but also in linking sports destinations in Slovenia, which are on in Slovenia and the preferred destination for the preparation of football clubs and the way of developing and marketing of their sports products. It is suitable to sell the teams. entire country of Slovenia as a sports destination. • Active participation in the preparation of the strategy. ACTIVITIES • Review the range of domestic and foreign operators who are engaged in active OPERATOR Regional tourist organisation tourism (hiking, pilgrimage tourism, cycling, well-being, alternative medicine, etc.). PARTICPANTS The Municipality of Kidričevo Check their references, network, typical guest type, warranty, staff, rating, etc.). Talum d.o.o. • Negotiation and signing of an agreement on cooperation and joint participation. OPERATOR Regional tourist organisation Measure Obtain the Status of the Main Preparatory Camp for Slovenian Football PARTICPANTS The Municipality of Kidričevo and Swimming Teams Talum d.o.o. DESCRIPTION Preparatory camps for the Slovenian national teams (football, basketball, handball, volleyball, swimmers, etc.) are an important aspect for the sports destination of Measure Establish an Active Network of Cooperation with Sports Agents who Kidričevo. A destination that acquires the status of a preparatory camp for national Organize the Preparation for Professional Clubs teams reflects a good image and confidence among foreign sports teams, too. DESCRIPTION One of the key products is the organisation of sports programmes. For the marketing The destination of Kidričevo must win the status of the main preparatory camp for of these, it is necessary to cooperate with specialised tour operators, sports the selected football teams. If the destination is to become the supporting camp for agents who are engaged in the marketing and organisation of professional sports other sports, this will be a further positive impact on improving the positioning of preparations. the sports destination Kidričevo. ACTIVITIES • Review the range of domestic and foreign professional agents involved in the ACTIVITIES • Build the necessary sports and accommodation infrastructure. preparation of sports teams and individuals (football, handball, swimming, • Meetings and interviews with those responsible for the selection of preparatory basketball, volleyball, boxing, judo and other martial arts, golf, etc.). Check their destinations for football, swimming, boxing, shooting, etc. references, network, typical guest type, warranty, staff, rating, etc.). • Coordination of interests and signature of agreements. • Negotiating and signing of an agreement on cooperation. OPERATOR Regional tourist organisation OPERATOR Regional tourist organisation PARTICPANTS The Municipality of Kidričevo PARTICPANTS The Municipality of Kidričevo Talum d.o.o. Talum d.o.o.

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 196 197 Measure Increase in the Visibility of the Destination as a Sports Destination at the Measure Development of Competitve, Clearly Positioned Sports Tourism Products Local, National and International Level DESCRIPTION Tourist products that will be developed should be in line with trends in demand and DESCRIPTION For the successful development, it is necessary to initially establish a good reputation in accordance with the quality tourist offer, which the destination has at its disposal. and visibility of the project for development of the sports destination (new sports Information on the demand can be obtained from tour operators, agents, ... all those and accommodation facilities, public swimming pool, adventure park, recreation who will sell commercial products. It makes sense to create such products that will be centre, Pleterje gravel pit, Strnišče ecoremediation ground, renovation of facades sold, and not those who will stay in the drawer. in the town of Kidričevo, solar village, etc.) in the local environment. Build a sporty ACTIVITIES • Review the analytical demand trends (World Tourism Organization, tourism profile of the entire destination Ptuj-Ormož at national and international level (“Poli” marketing analysis, SPIRIT, etc.). cycling marathon, triathlon Ptuj, cultural hiking trails of St. Martin and St. Mary, Roman • Obtain current trends in demand from tour operators, agents and others. preparatory sports camp, etc.). • Produce an analysis of demand and based on that create market products and ACTIVITIES • Develop a good slogan and image support, have own sports ambassadors (known programmes. athletes coming from the destination, such as Dejan Zavec, Nina Markovič and others) and make videos with them ... • Carry out annual monitoring of performance. • Prepare and publish marketing communication tools to build recognisability • Adapt products and programmes according to the annual trends. (jumbo posters, online tools, a 5-minute HD film about the sports destination and a • Actively develop sports tourism infrastructure, offer guests a small novelty every 30-second film segments for each publications, printed publications in specialised year (new cycling section, new jogging path or polygon, new tennis or volleyball journals, etc.). court, new bowling alley, outdoor chess, children's sports park, a new piece of a OPERATOR Regional tourist organisation climbing wall, and similar). PARTICPANTS The Municipality of Kidričevo OPERATOR Regional tourist organisation Talum d.o.o. PARTICPANTS The Municipality of Kidričevo Talum d.o.o. Measure Cooperation with Famous Athletes and Coaches DESCRIPTION For the successful development and marketing of the SPORT RESORT KIDRIČEVO it is necessary to have a good activ cooperation with known athletes who have a good brand, well-known coaches, insurance companies, larger european enterprises. ACTIVITIES • cooperate with famous athletes soccer players, swimmers, water polo players, ... • cooperate with famous foodball and swimming coaches. • cooperate with other famous coaches in the field of golf, basketball, voleyball, handball, .... • cooperate with major European insurance companies. • cooperate with major European companies. OPERATOR Academy Activ Positiv PARTICPANTS The Municipality of Kidričevo Talum d.o.o.

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 198 199 Conclusion

The sports destination of Kidričevo has all the necessary resources to take on the key role in developing sports tourism and the Integrated Tourism Product “Active-Positive” within the tourist destination of Ptuj-Ormož. The main conditions for the adoption of this role are: 1. construction of new tourism infrastructure, especially new hotel accommodation, 2. improvement and construction of new sports infrastructure, heated football fields, 3. establishment of the Sports Academy “Active Positive” in the destination. It is necessary to attract domestic and foreign investors who believe in the sports tourism to be an opportunity for good investment of their capital. They will have to be provided with good conditions for entry into our market: attractive public-private partnerships, grants, fast-track issue and implementation of project documentation, provided with qualified personnel in tourism, etc. The effects that can be expected by our destination are: jobs, greater purchasing power, an influx of new young families, more favourable living conditions for the local environment and others. Within an overall tourism plan, sport tourism can be used to strengthen lower demand periods. Sport is year-round and sport tourism can build low or shoulder seasons, depending on the sports pursued, or stimulate demand in quieter weeks or weekends. Sport tourism can produce significant room bookings during event periods, although it may be lower yield (i.e. lower revenue per person), especially for youth or local or provincial level events. International and professional events can be decidedly high yield. Within the bounds of the priorities of sports organizers (which are often youth focused), one can encourage the types of sports and events that attract similar types of people that are identified as ‘target groups’ for the tourism sector. Sport tourism is about more than just hosting great events. It offers the potential for something much broader, including opportunities for destination to raise its identity as a sport destination, to generate new tourism business, and to achieve widespread 132 international recognition for its active cities and people. It is a tourism product that is not just for the rich and famous of the tourism industry. Smaller events abound, in both summer and winter sports.

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 200 201 Architecture & Landscape architecture

Radisson Blu Vital & Sport Resort Kidričevo Appendix 3 Vital & Sport Hotel Kidričevo Slovenia Slovenia Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia

Concept Study Radisson Blu Vital & Sport Resort Sternthal, Kidričevo (Slovenia)

Location

Kidričevo, Slovenija

Conducetd for: Talum d.d. Tovarniška cesta 10 SI-2325 Kidričevo

Conducted by: RIMC Int. Hotel Resort Management and Consulting GmbH Neuer Wall 75 D-20354 Hamburg

Date of report: December 2013

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 213 Location Spatial Plan

Starting point Location for a Vital & Sport Park The space proposed for the new sports hotel and sport facilities lies on the south and on the west side of Kidričevo. The site on the south is the abandoned water park with old trees around it. Everything is located quite close to the center of Kidričevo. This site has a potential of developing in the west direction, on the agricultural fields. 3. SPATIAL PLAN The side on the west is already a sports resort, consisting of five football fields, four tennis courts and sand futsal. This side has a potential of development in the south direction, on the open meadows. 3.1 Location for a Vital & Sport Park Site number KI22 Owner: Municipality Kidričevo

Size: 2.5 ha

Product and planned infrastructure: Water park, Adventure park, Motoric Park

Site number KI22 Owner: Municipality Kidričevo Size: 2.5 ha Product and planned infrastructure: Water park 5 Adventure park Motoric Park

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 214 215 Location for a 4* Superior Vital & Sport Hotel Location for a 4* Vital & Sport Lodging

3.2 Location for a 4* Superior Vital & Sport Hotel 3.3 Location for a 4* Vital & Sport Lodging Site number Site number KI20, KI21 KI19

Owner: Owner: Talum d.d. Private

Size: 6 ha Size: 5,0 ha

Product and Product and planned planned infrastructure: infrastructure: Hotel facilities Apartments Sauna park Wellness park Conference Centre Sport hall Fitness park Recreation park Meditation park Botanical park

Site number KI20, KI21 Site number KI19 Owner: Talum d.d. Owner: Private Size: 6 ha Size: 5,0 ha Product and planned infrastructure: Hotel facilities Product and planned infrastructure: Apartments Sauna park Wellness park Conference Centre Sport hall 6 7 Fitness park

Recreation park Meditation park Botanical park

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 216 217 Location for a New Vital & Sport Pro Camp Detailed Local plan Municipality Kidričevo - Land use

3.4 Location for a New Vital & Sport Pro Camp 3.4 Detailed Local plan Municipality Kidričevo - Land use Site number KI09

Owner: Talum d.d.

Size: 6,8 ha

Product and planned infrastructure: 2 Heated Football fields 2 Beach volleyball courts 1 Covered sport hall - 2 Covered Tennis courts - Covered Futsal court 1 Golf practice polygon 1 Firefighter polygon

Site number: KI22 Planned space for production activities (Vital & Sport Park) 9 Site number: KI21 Site number KI09 Planned space for tourism (4* Superior Vital & Sport Hotel) Owner: Talum d.d. Site number: KI20 Size: 6,8 ha Planned space for tourism (4* Superior Vital & Sport Hotel Product and planned infrastructure: 2 Heated Football fields Site number:KI18 2 Beach volleyball courts Planned space for tourism (4* Superior Vital & Sport Hotel) 1 Covered sport hall 2 Covered Tennis courts Site number:KI19 Covered Futsal court Planned space for tourism (4* Vital & Sport Hotel Lodging) 1 Golf practice polygon 8 1 Firefighter polygon Site number:KI09 Planned space for Agriculture (Vital & Sport Pro Camp)

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 218 219 Land owned from Talum – 33 hectares Different Sites

To the site, there are two main entrances from nearby highway and big cities. One goes through Kidričevo center and the 3.5 Land owned from Talum – 33 hectares other one goes straight to the sport facility and local school and gym. Based on this, we proposed three main locations for the hotel, each with different options for further development. We decided that the third one is the most suitable

based and all parameters and also having a lot of space for further development from the hotel to the sport facilities.

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 220 221 Proposed Master Plan Vital & Sport Hotel and Lodging Area

The proposal for the landscape is based on the structure of the existing surrounding, mainly build space, same as Development of 4* Superior Vital & Sport hotel with 100 roms, Gastronomy & Service, Conference, technical facilities, proposed architecture for the hotel. The main part are the meadows spreading on the south side of the hotel building, Wellness park, Savna park, Gym, Sport hall, Aqua center, indoor pool 33 x 25 m and 17 x 10 m, outdor pools, Health occupied with a great specter of activities. Those activities are further divided by big rows of shrubs and large Populus center, parking 150 cars, parking 5 busses, parking 50 bikes, Outdoor recreation park, Outdoor fitness park, Kneipp park, nigra ‘Italica’, which brings the feel of the surrounding areas inside the complex. The whole place is also structured by Botanical garden, Meditation park, Climbing wall for children and adults, 70 units 4* Lodges apartments.

density of the forest, which is really dense on the periphery of the area and slowly decreases to the center, where only few trees are near the hotel so the shape of the hotel stands out. This way, we also get outdoor activities, that require Vital & Sport Park Area more private space to be spaced further from hotel and activities like swimming pools nearer to the hotel. On the far east side of the hotel, there is proposed a public water park with an adrenaline park down south and the sport facility Development of a Public Vital & Sport park with Outdoor swimming pool 50 m x 25 m, Outdoor children's pool 17x10m, on the north-west gets new football courts, indoor tennis courts, a golf course, etc. Fun pool with coctail bar, Space for sunbathing around the pool, Mini golf and other games, Adventure park, Motoric fitness park, Space for Entertainment with a stage, Parking spaces for 150 cars, Handling area (Locker rooms, toilet room, ambulance, restaurant,..).

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 222 223 Vital & Sport Pro Camp Area View of the Public Water Park

Development of of a new Vital & Sport Pro Camp with combined grass natural and artificial, two new courts for beach volleyball will be constructed, covered combined sports hall with two new tennis courts with Artificial surfaced and one futsal field with Artificial grass, outdoor Golf practice polygon and firefighter polygon for international competition.

View from fhe Hotel Entrance on the South

Radisson Blu Radisson Blu Vital & Sport Resort Kidričevo Vital & Sport Resort Kidričevo Slovenia Slovenia 224 225

Radisson Blu Vital & Sport Resort Kidričevo Slovenia